SA Ambulance Service
Annual Report
2009–10
For more information
SA Ambulance Service
216 Greenhill Road, Eastwood
GPO Box 3, Adelaide, SA, 5001
Phone: 1300 13 62 72 or 61 8 8274 0432
Fax: 61 8 8271 4844
Produced by SA Ambulance Service
Corporate Communications
Managing Editor: Marise Kalika
Graphic Designers: Mel Arbon, Vicki Jones
© SA Ambulance Service. ABN: 42875540856.
All rights reserved. ISSN: 1443-0282.
ISBN: 978-1-74243-200-7. Printed December 2010
Cover photograph by John White.
page 2
SA Ambulance Service Annual Report 2009–10
Letter of transmittal
SA Ambulance Service
216 Greenhill Road
Eastwood SA 5063
The Hon. John Hill MP
Minister for Health
Level 9, Citi Centre Building
11 Hindmarsh Square
Adelaide SA 5000
Pursuant to Part 3 of the Health Care Act 2008, I am pleased to present the report on the activities of SA Ambulance
Service for the year commenced 1 July 2009 and ended 30 June 2010.
Ray Creen
Chief Executive Officer
SA Ambulance Service
7 December 2010
SA Ambulance Service Annual Report 2009–10
page 3
Contents
1.0 Chief Executive Officer’s report ......................................................................................................................................
6
2.0 2009–10 Highlights ..............................................................................................................................................................................
8
3.0 Role, governance and structure .................................................................................................................................
10
3.1 Purpose and objectives ..................................................................................................................................................... 10
3.2 Legislation ............................................................................................................................................................................................ 10
3.3 Structure ................................................................................................................................................................................................. 10
3.5 Governance ........................................................................................................................................................................................ 11
4.0 Strategy and planning .................................................................................................................................................................... 15
5.0 Service delivery ............................................................................................................................................................................................. 16
5.1 Demand for ambulance services ........................................................................................................................... 16
5.1.1
Total incidents . ......................................................................................................................................................................... 16
5.1.2
Total ambulance responses to incidents ............................................................................................................. 16
5.1.3
Total patients transported . ............................................................................................................................................ 16
5.2 Response times ................................................................................................................................................................................ 19
5.3 Responding to triple zero (000) calls ............................................................................................................. 20
5.4 Patient satisfaction ................................................................................................................................................................... 21
5.5 Improving patient care and patient outcomes ............................................................................... 21
5.5.1
Clinical trials and the introduction of new resources ............................................................................. 21
5.5.2
Clinical incident management .................................................................................................................................... 22
5.5.3
Complaints management ................................................................................................................................................ 22
5.5.4
New vehicles ............................................................................................................................................................................... 22
5.5.5
Disease and workload management...................................................................................................................... 23
5.5.6
Mental health ........................................................................................................................................................................... 23
5.6 Patient services – metropolitan Adelaide ................................................. 23
5.7 Patient services – country South Australia ................................................ 25
5.8 Consultation with carers ............................................................................ 26
5.9 Emergency incidents, major events, planning and preparedness ........... 26
5.10 Support services............................................................................................................................................................................... 28
5.3.1
New computer aided dispatch system . ................................................................................................................ 21
page 4
SA Ambulance Service Annual Report 2009–10
6.0 Our people ........................................................................................................................................................................................................... 30
6.1 Workforce numbers, gender and status ................................................................................................... 30
6.2 Executive employment ........................................................................................................................................................ 33
6.3 Leave management . ................................................................................................................................................................ 33
6.4 Performance management ........................................................................................................................................... 33
6.5 Voluntary flexible working arrangements ............................................................................................ 33
6.6 Workforce diversity .................................................................................................................................................................. 34
6.7 Developing our people: training and ongoing education ............................................ 36
6.8 Staff support programs ...................................................................................................................................................... 40
6.9 Occupational health, safety and welfare ................................................................................................ 41
6.10 Reward and recognition ................................................................................................................................................... 44
6.6.1
6.6.2
6.6.3
6.6.4
Disability action plan .......................................................................................................................................................... 35
Aboriginal employment program ............................................................................................................................ 35
Aboriginal cultural diversity and disability awareness programs ................................................. 35
Equal employment opportunity programs ...................................................................................................... 36
7.0 Leadership ............................................................................................................................................................................................................. 45
7.1 SAAS Spirit ............................................................................................................................................................................................. 45
7.2 SAAS participation in SA Health LEADS program ...................................................................... 46
7.3 Council of Ambulance Authorities (CAA) National Awards ........................................ 46
7.4 SA Health Awards ....................................................................................................................................................................... 46
8.0 Other matters ................................................................................................................................................................................................. 47
8.1 Freedom of information statement . ............................................................................................................... 47
8.2 Whistleblower Protection Act 1993................................................................................................................... 48
8.3 Sustainability report ................................................................................................................................................................ 48
8.4 Asbestos management ........................................................................................................................................................ 50
8.5 Greening of Government Operation (GOGO) Framework . .......................................... 50
9.0 Finances
. ................................................................................................................................................................................................................
51
10.0Station statistics .......................................................................................................................................................................................... 86
Glossary of terms ..................................................................................................................................................................................... 91
SA Ambulance Service Annual Report 2009–10
page 5
1.0 Chief Executive Officer’s report
1.0 Chief Executive Officer’s report
This year has been another year of significant improvement and development for SA Ambulance Service (SAAS) as
we strive in our desire to be a world class ambulance service, while ensuring the community of South Australia is
secure in the quality of service provided by their ambulance service.
It is my pleasure to present the 2009-10 SA Ambulance Service Annual Report which demonstrates not only our
achievements over the last 12 months, but also the journey of change we have continued on throughout the year.
None of this would be possible without the dedication of our staff—both career and volunteer, patient services
and support services—who all play a vital role in SAAS’s ability to respond to the next triple zero (000) call.
This year saw SAAS consolidate and expand some of the initiatives contained within SAAS’s service delivery model,
Defining the road ahead. Launched in May 2008, this model demonstrates SAAS as a forward thinking, innovative
ambulance service.
Moving away from the traditional model of always transporting patients to hospital, SAAS is about providing patients
with the most appropriate treatment option for their needs. This may include treating patients in their homes or
referring them to other health care providers. The expansion of the extended care paramedic (ECP) model in
2009-10 is something which certainly demonstrates this vision.
SAAS was again recognised as an industry leader in receiving seven awards at the annual Council of Ambulance
Authorities Awards Ceremony. We were also recognised at the inaugural SA Health Awards Ceremony for our
Single Paramedic Response and INTervention initiative. This is a real credit to the staff involved in establishing and
developing this key form of ambulance response which greatly assists us in getting to our acute patients in time
to provide life-saving treatment.
More than 300 ambulance staff and their families attended SAAS’s largest ever annual graduation and presentation
ceremony. This reiterates our commitment to recognising our staff for the exceptional work they do, day-in day-out.
The ceremony also provided the Minister for Health, the Hon. John Hill MP with an opportunity to thank our staff,
along with some key emergency services colleagues. This demonstrates the important role we have to play as the
emergency arm of the health system.
National Volunteer Week was another success this year, providing us with an opportunity to thank our over
1400 dedicated volunteers who provide ambulance services to their local communities.
As always, next year brings with it additional challenges. SAAS will be operating under a new Strategic Plan: Vision
2015 which is due to be launched in early 2010-11. I am confident that we will be able to deliver on our strategic
objectives and build on the fantastic work which has already begun. We already have a terrific foundation that we
have worked hard to build, and as we forge ahead, the future really is looking bright.
Ray Creen
Chief Executive Officer
SA Ambulance Service
page 6
SA Ambulance Service Annual Report 2009–10
1.0 Chief Executive Officer’s report
Indulkana
Marla
Oodnadatta
Coober Pedy
Prominent Hill
Marree
Challenger
Olympic Dam
Roxby Downs
Andamooka
Leigh Creek
Iluka
Woomera
North
Hawker
Ceduna
Pt Augusta
Streaky Bay
Wudinna
Pt Bonython
Whyalla
Kimba
Iron Duke
Pt Kenny
Cowell
Lock
Elliston
Snowtown
Pt Neill
Coffin Bay
Peterborough
Booleroo Centre
Pt Pirie
Gladstone
Crystal Brook
Pt Broughton
Cleve
Cummins
Yunta
Wallaroo
Moonta
Kadina
Balaklava
South
Burra
Clare
Morgan
Riverton
Waikerie
Renmark
Eudunda
Hamley
Bridge
Berri
Kapunda
Maitland
Barmera
Tumby Bay
Barossa
Mallala
Ardrossan
Loxton
Gawler
Swan Reach
Pt Lincoln
Minlaton
Mt Pleasant
Mannum
Warooka
Woodside
Karoonda
Stirling
Yorketown
Murray Bridge
Meadows Mt Barker
Marion Bay
Pinnaroo
Tailem Bend
Strathalbyn
Yankalilla
Coomandook Lameroo
Goolwa
Victor Harbor
Kingscote
Coonalpyn
American
Western
Penneshaw
Meningie
River
Districts
Tintinara
Pt Wakefield
ADELAIDE
Central
Keith
Career stations
Salt Creek
Bordertown
Padthaway
Co-located stations
Volunteer stations
Kingston
Community Emergency
Response Teams
Robe
Industrial based services
SAAS Supported services
Lucindale
Naracoorte
Penola
Millicent
Nangwarry
Mt Gambier
Pt MacDonnell
SA Ambulance Service Annual Report 2009–10
page 7
2.0 2009–10 Highlights
2.0 2009–10 Highlights
SA Ambulance Service plays a vital role in the state’s health service as the provider of expert patient care, clinical
intervention and patient transport services to the community of South Australia.
Highlights for 2009-10 include:
Service delivery
>> SAAS expanded its Extended Care Paramedic (ECP) program across the metropolitan area and increased the
number of qualified ECPs to 18.
>> An additional 18 paramedics were selected to increase the relief pool for single response paramedics to 32. The
Bicycle Response Unit expanded its operation to routinely be deployed in the CBD and coastal areas on weekends
during the peak summer season, in addition to deployment at major events with high pedestrian traffic.
>> SAAS maintained its high satisfaction rating amongst its patients as measured through the Council of Ambulance
Authorities (CAA) annual Patient Satisfaction Survey. In terms of overall satisfaction for ambulance service, SAAS
was the top performer across Australia and New Zealand with a 99 per cent satisfaction rating.
>> SAAS achieved its response time targets responding to 56.8 per cent of emergency (category A) cases within eight
minutes, and having a stretcher carrying ambulance to these cases in 16 minutes 97.5 per cent of the time. At the
same time, total incidents across the state rose by eight per cent. This year, SAAS was also recognised as having
the best response times in Australia and New Zealand.
>> Emergency medical dispatch support officers again achieved their performance target, answering 91 per cent of
triple zero (000) calls in 10 seconds.
>> New stations in Port Adelaide and Quorn were officially opened, with construction of a new station in Prospect
well underway, as well as planning for a new city station in Parkside.
Our people
>> Continued improvement to SAAS’s support programs for staff. The Peer Support Program added a new component
in pastoral care and increased the number of contacts with staff by 200 from the previous year.
>> Rollout of mandatory training for cultural awareness, disability awareness and Aboriginal cultural awareness across
the organisation.
>> Held the largest ever graduation and presentation ceremony to publicly acknowledge staff for their achievements
throughout the year.
>> Continued improvements to OHS systems, policies and procedures. This included improved regular statistical and
trend reporting.
>> Commencement of a review and update of all educational learning materials.
page 8
SA Ambulance Service Annual Report 2009–10
2.0 2009–10 Highlights
Strategy and planning
>> The continued rollout of initiatives as identified in Defining the road ahead: Service Delivery Model (2008-2015).
This included expansion of the Extended Care Paramedic program across metropolitan Adelaide, implementation
of Automatic Vehicle Location (AVL) systems in SAAS vehicles and further expansion of the volunteer supported
crewing model in country regions.
>> The development of SAAS’s new strategic plan: Vision 2015 which consolidates on the previous strategic plan
and underpins the values held within Defining the road ahead. Scheduled to launch in early 2010-11, the new
plan identifies strategic directions in the four key areas of our people, leadership, service delivery and community.
All elements of the plan contain links to both South Australia’s Strategic Plan and the SA Health Strategic Plan.
Leadership
>> SAAS continued to provide expert advice, guidance, consultation and training to interstate ambulance services
in the areas of manual handling and driver training.
>> SAAS launched a new mentoring program which aims to share skills and knowledge across the organisation and
provide personal and professional development opportunities for staff at all levels.
>> SAAS maintained its investment in the development of leaders through continuous leadership and cultural
development programs. This occurred through both internal training and participation in SA Health programs.
>> Conducted and reviewed the results of an organisation-wide staff cultural survey. Action plans to address the
results of the survey were developed, with a strong focus on improvement opportunities in the areas of leadership
and communication from executive and senior management.
SA Ambulance Service Annual Report 2009–10
page 9
3.0 Role, governance and structure
3.0 Role, governance and structure
3.1 Purpose and objectives
SA Ambulance Service (SAAS) is the principal provider of ambulance services in South Australia. This provision of
ambulance services comprises:
>> emergency patient care and transport
>> non-emergency patient care and transport
>> emergency and major event management.
To complement the provision of ambulance services, SAAS also:
>> coordinates the Motor Accident Commission state rescue helicopter operations
>> collaborates with Flinders University to deliver the Bachelor of Health Sciences (Paramedic) and the Master of Health
Sciences (Pre-Hospital and Emergency Care)
>> operates as a registered training organisation providing in-house, nationally accredited training to its staff
>> promotes and administers the Ambulance Cover subscription scheme
>> promotes and manages Call Direct—a 24-hour personal monitoring emergency service
>> hosts the Advanced Incident Management System (AIMS) for SA Health.
3.2 Legislation
SAAS is constituted by the Health Care Act 2008 under which it is an identifiable incorporated entity. In accordance
with the Act, SAAS is managed by a chief executive officer who reports to the chief executive of SA Health.
3.3 Structure
The below diagram demonstrates the governance structure of SAAS for 2009-10.
Minister
for Health
SAAS Volunteer
Health Advisory
Council
SA Ambulance Service
Executive Management Team
Executive Director
Corporate Services
(Deputy CEO)
page 10
Executive Director,
Operations
SA Health
Chief Executive
SA Health
Chief Executive
Officer
SAAS
Operational issues
Executive Director
Clinical
Services
Executive Director
Country Patient
Services
Executive Director
Central Patient
Services
Executive Director
Metropolitan
Patient Services
Finance and
Performance
Committee
Risk Management
and Risk
Committee
OHS&W
Coordinating
Committee
Clinical
Governance
Committee
Executive Director
Workforce
Services
direct reporting
advisory
SA Ambulance Service Annual Report 2009–10
3.0 Role, governance and structure
3.4 Reporting relationships
The chief executive of SA Health is responsible for the administration of SAAS and has appointed and delegated
appropriate managerial powers to the chief executive officer of SAAS.
At a corporate level, SAAS ultimately reports through SA Health to the Minister for Health. However, it continues
to maintain its status as a separate entity for the purpose of reporting to the Department of Treasury and Finance.
For operational matters, SAAS has a close relationship with the Operations Division of SA Health. Issues that have
an impact on the operations of the health system are therefore reported through to the chief executive of SA Health
via the executive director, Operations Division of SA Health.
3.5 Governance
Executive Management Team
Chief Executive Officer
Mr Ray Creen
Deputy Chief Executive Officer/Executive Director Corporate Services
Mr Aaron Chia
Executive Director Clinical Services
Dr Hugh Grantham
Executive Director Metropolitan Patient Services
Mr Keith Driscoll
Executive Director Country Patient Services
Mr Neale Sutton
Executive Director Central Patient Services
Mr Steve Cameron
Executive Director Workforce Services
Mr John Ats
Finance and Performance Committee
Aaron Chia (chair)
Ray Creen
John O’Connor
Christine Dennis
Ex-officio members
Steve Cameron
John Ats
Neale Sutton
Hugh Grantham
Keith Driscoll
Robert Cox
SA Ambulance Service Annual Report 2009–10
page 11
3.0 Role, governance and structure
Risk Management and Audit Committee
Yvonne Sneddon (chair)
is a fellow of the Institute of Chartered Accountance and was a partner in Deloitte Grown Solutions in Adelaide.
Rosetta Rosa
is a human resource professional and the general manager, people health and development for the ACH Group.
Barry Taylor
is a CPA qualified senior finance professional recently appointed as president of Rib Loc Australia, part of the global SEKISUI
CPT Group.
Ex-officio members
John Ats
Steve Cameron
Aaron Chia
Robert Cox
Ray Creen
Keith Driscoll
Dr Hugh Grantham
David Hobbis
Robert Huddy
Hendri Mentz
Neale Sutton
Occupational Health Safety and Welfare Coordinating Committee
John Ats (chair)
Ray Creen
Steve Cameron
Aaron Chia
Hugh Grantham
Keith Driscoll
Neale Sutton
George Zervis
Les Francis
Judy Jenke
Jeff Candy
Peter Furlong
Anthony Tossell
Malcolm Hancock
David Kemp
Alan McLean
Ray Penhall
Clarke Timmins
page 12
SA Ambulance Service Annual Report 2009–10
3.0 Role, governance and structure
Clinical Governance Committee
Dr Bill Griggs (independent chair)
Dr Hugh Grantham
Ray Creen
Dr Matthew Hooper
Steve Cameron
Keith Driscoll
Aaron Chia
Neale Sutton
John Ats
Jim Whalley
Dr Sally Cole
Dr Geoff Hughes
Ex officio
Rob Elliott (until Feb 2010)
Cindy Hein (until May 2010)
Richard Larsen (from Feb 2010)
Mel Thorrowgood (from May 2010)
Local Ambulance Committees
Local Ambulance Committees consist of members of the community who wish to take an active interest in their local
ambulance service. The role of the Local Ambulance Committee is to represent the community on matters affecting
the provision of ambulance services and advise SAAS of the community’s expectations for their ambulance services.
Local Ambulance Committees have been established within 4 communities across SA (Balaklava, Karoonda, Moonta
and Tintinara).
Zone Ambulance Coordinating Committees
Zone Ambulance Coordinating Committees are part of the wider SAAS Regional Management Team (career and volunteer
staff).
Their focus is to identify and recommend solutions to service delivery issues and to support the development of SAAS’s
strategic direction, performance agreement targets and corporate objectives. Each committee consists of members from
the regional management team as well as two elected representatives from each branch within the zone.
SAAS Volunteer Health Advisory Council
The SAAS Volunteer Health Advisory Council (SAASVHAC) is an unincorporated body that provides advice to the Minister
for Health via the chief executive (SA Health) and the chief executive officer (SAAS) on behalf of SAAS volunteers.
SAASVHAC is made up of delegates from each zone across the state, with managers and financial services staff attending
meetings as consultants.
Presiding member
Greg Joseph
West Zone
Sam Bass
Terry Gill
Murray Mallee Zone
Rob Berlin
Christine Smith-Rowe
(resigned December 2009)
John Holland (appointed
April 2010)
Central Zone
Lesley Dawson
Malcolm Hancock
SA Ambulance Service Annual Report 2009–10
Limestone Coast Zone
Jarred Gilbert (resigned
January 2010)
Tim Oldfield
Hills/Fleurieu/KI Zone
Jon Jaensch
Marcus Warren
North Zone
Dawn Kroemer
Colin Nicholls
Yorke Zone
Greg Joseph
Jeanette MacKenzie
page 13
3.0 Role, governance and structure
page 14
SA Ambulance Service Annual Report 2009–10
4.0 Strategy and planning
4.0 Strategy and planning
SA Ambulance Service (SAAS) is a dynamic organisation and is constantly striving to improve both as an organisation
and in terms of the expert level of service it is able to provide to the community.
In order to achieve this, SAAS has both a clear vision and service delivery model set to reform the way services are
delivered in South Australia.
2009-10 saw SAAS continue to implement initiatives as outlined in its service delivery model, Defining the road
ahead: Service Delivery Model (2008-2015). A significant amount of work and planning was also undertaken this year
to build on SAAS’s Strategic Plan, Vision 2010. This will culminate in the release of SAAS’s new Strategic Plan, Vision
2015 early in 2010-11.
As a vital element in the overall health system, and the expert provider of pre-hospital care, SAAS works to contribute
to the objectives contained within South Australia’s Strategic Plan: Creating Opportunity, such as Improving
Wellbeing, Growing Prosperity, Attaining Sustainability and Building Communities.
Of these objectives, SAAS’s core business is strongly linked to South Australia’s Strategic Plan Objective 2: Improving
Wellbeing. Further, the delivery of accessible and responsive ambulance services supports all of the SA Health
Strategic Directions, particularly:
>> Strengthen primary health care: key objectives 1.1, 1.2, 1.3 and 1.4
>> Enhancing hospital care – key objectives 2.4 and 2.5
>> Reform mental health care – key objectives 3.1, 3.2 and 3.3 and particularly 3.4
>> Improve the health of Aboriginal people – key objectives 4.1, 4.2 and 4.3
Initiatives from Defining the road ahead rolled out this year include:
>> expansion of the Extended Care Paramedic program across metropolitan South Australia
>> implementation of Automatic Vehicle Location (AVL) in SAAS vehicles
>> further expansion of the volunteer supported crewing model to assist volunteers in remote locations to continue
the provision of 24/7 coverage for their local community.
SA Ambulance Service Annual Report 2009–10
page 15
5.0 Service delivery
5.0 Service delivery
SA Ambulance Service’s (SAAS’s) goal is to develop a community focused service delivery model that integrates into
the broader health system.
The continuation of the rollout of objectives contained within SAAS’s service delivery model, Defining the road ahead
strongly supports this goal.
This year saw SAAS surge further ahead as the expert provider of pre-hospital care in South Australia. This
is particularly evidenced by the continued expansion of a more tailored service and providing patients with
increased choices, rather than the traditional method of always transporting them to a hospital emergency
department.
The continuation of Defining the road ahead in future years, combined with the implementation of SAAS’s new
strategic plan is set to see this trend continue.
5.1 Demand for ambulance services
5.1.1 Total incidents
The number of people requiring ambulance services continued to grow in 2009–10.
The number of incidents attended by ambulance staff, that is cases or calls for help, also increased this year up to
more than 267 500 from around 246 000 the previous year (see figure 1). This represents an eight per cent increase
in incidents.
Of the total incidents, 122 916 were considered emergency (potentially life-threatening incidents requiring a lights
and sirens response); 58 324 were categorised as urgent (an undelayed response without lights and sirens) and a
further 86 476 were non-urgent (such as stable patient transfers).
5.1.2 Total ambulance response to incidents
This year ambulance responses1 to emergency calls for help grew by 11.3 per cent with more than 307 000
responses. This is an increase from around 272 000 in the previous year (see figure 2).
Of the total responses, 153 163 were considered emergency responses, 67 013 were categorised as urgent and
a further 86 932 were non-urgent, such as stable patient transfers.
5.1.3 Total patients transported
SAAS’s service delivery model focuses on providing a more diverse range of ambulance services to the South
Australian community. A key part of the ambulance reform agenda is delivering increased expert medical
interventions within the community and in people’s homes without transporting them to hospital.
Initiatives such as the Extended Care Paramedic model, which commenced in 2008-09 and was expanded in
2009-10 (see 24 for more information) have been developed by SAAS to increase patient choices, instead of
always transporting patients to hospital emergency departments.
Long-term, this will see the number of patients being transported to hospital stabilise or even decrease as more
patients not requiring hospitalisation will either be treated in their homes or directed to more appropriate clinical
pathways. Further, patients who call an ambulance and do not require immediate treatment will increasingly be
directed to other health care providers such as GPs.
This year SAAS crews transported around 190 000 patients to hospital, up three per cent from 184 487 in the
previous year. This represents a diminished volume, in real terms; a reduction in the number of patients transported
to hospital when considered in terms of the 11.3 per cent increase in ambulance responses this year.
1 An ambulance response is the dispatch of an ambulance resource or other ambulance vehicle (for example, single paramedic response and intervention vehicle
or extended care paramedic vehicle) to an incident. There is often more than one ambulance response to a single incident, and sometimes an ambulance may be
dispatched to an incident and then stood down while en route. Only responses that actually resulted in attendance at an incident are reported.
page 16
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
Figure 1 Total incidents across the state
Non-urgent
Urgent
2008–09
Emergency
2009–10
0
20 000
40 000
60 000
80 000
100 000
120 000
140 000
Figure 2 Total ambulance responses across the state
Non-urgent
Urgent
2008–09
Emergency
2009–10
0
20 000
40 000
SA Ambulance Service Annual Report 2009–10
60 000
80 000
100 000
120 000
140 000
160 000
180 000
page 17
5.0 Service delivery
Figure 3 Incident types across the state resulting in patients transported
Transfers 35.7%
Road MVA 2.2%
Cardiac 9.9%
Respiratory 6.2%
Neurological 8.8%
Obstetrics 0.9%
Overdose 2.6%
Total Medical and Gen 24.5%
Other Trauma%
Figure 4 Types of patient transfers across the state
Hospital to hospital 32.6%
Other to other 1.0%
Other to nursing home 1.3%
Other to hospital 13.3%
Nursing home to other 1.3%
Nursing home to nursing home 0.4%
Nursing home to hospital 9.4%
Hospital to other 14.5%
Hospital to nursing home 26.2%
page 18
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
5.2 Response times
Each year SAAS and SA Health set response time targets as part of the Health Service Performance Agreement.
These benchmarks are set taking into consideration the national ambulance response time guidelines compiled
by the Council of Ambulance Authorities (CAA), the national body of Australian ambulance services, as well as
population dispersion and geographical landscapes unique to South Australia.
In 2009–10, SAAS and SA Health set the following response time targets:
Category A Ambulance intervention to 55 per cent of emergency (life-threatening) cases within 8 minutes
(Australian Bureau of Statistics (ABS) urban centres)
Category A Ambulance transport capability on scene within 16 minutes for 90 per cent of emergency
(life-threatening) cases (ABS urban centres)
Category B Ambulance transport response on scene within 16 minutes for 90 per cent of potentially
life-threatening cases (ABS urban centres)
Category C Ambulance transport capability on scene within 60 minutes for 90 per cent of urgent cases
(ABS urban centres).
It is important to note that these response time targets are only applied in urban centres. Urban centres for South
Australia are Adelaide, Gawler, Bridgewater-Crafers, Murray Bridge, Mount Gambier, Port Pirie, Port Augusta, Whyalla
and Port Lincoln.
SAAS’s performance against these criteria for 2009–10 is provided below:
2009–10
performance
KPI requirement
Category A: Ambulance intervention response time
(8 minutes for urban centres)
56.8%
55%
Category A: Ambulance transport response time
(16 minutes for urban centres)
97.5%
90%
Category B: Ambulance transport response time
(16 minutes for urban centres)
92.4%
90%
Category C: Ambulance transport response time
(60 minutes for urban centres)
92.2%
90%
KPI description
SA Ambulance Service Annual Report 2009–10
page 19
5.0 Service delivery
Figure 5 Urban centre response times
100
80
60
40
20
0
Jul 08 Aug 08 Sep 08 Oct 08 Nov 08 Dec 08 Jan 09 Feb 09 Mar 09 Apr 09 May 09 Jun 09
Category A (Cat 1) – Ambulance intervention response time (8 minutes – urban centres) – Target 55%
Category A (Cat 1) – Ambulance transport response time (16 minutes – urban centres) – Target 90%
Category B (Cat 2) – Ambulance transport response time (16 minutes – urban centres) – Target 90%
Category C (Cat 3 and 4) – Ambulance transport response time (60 minutes – urban centres) – Target 90%
In a report released by the Council of Ambulance Authorities (CAA) in October 2009, SAAS was recognised as having
the best patient response times and utilisation rates in Australia and New Zealand.
In urban areas, SAAS was recognised as getting to 90% of life-threatening cases in 14.2 minutes or less. SAAS was
the only ambulance service in the country to meet the national response time guidelines set by the CAA; that is, to
reach 90% of life-threatening emergencies in 15 minutes or less.
5.3 Responding to triple zero (000) calls
SAAS’s Emergency Operations Centre (EOC) has a vital role to play in the health system as it is often the first point
of contact patients have with not only the ambulance service, but the South Australian health system.
The EOC receives all triple zero (000) calls for emergency ambulance assistance in South Australia. This equates to
hundreds of triple zero (000) calls every single day.
Highly trained staff in the EOC also handle and organise all transport requests received by SAAS including emergency,
urgent and routine journeys (whether received by telephone, fax or electronic means), coordinate the use of
ambulance resources across the state and manage rescue operations in collaboration with health and emergency
service colleagues.
The EOC also houses SA Health’s Assessment and Crisis Intervention Service (ACIS), in which mental health staff
provide specialised triage of patients with a mental illness, and the South Australian Advanced Incident Management
System (AIMS). AIMS is a state-wide, health-wide reporting system for adverse incidents (e.g. equipment
malfunctioning and clinical issues with patients) and/or near misses. In addition, SAAS now houses the MedSTAR
co-ordination centre.
page 20
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
During 2009-10, the following activity was experienced within the EOC:
Inbound triple zero (000) calls
Other inbound calls
Outbound calls
150 948
276 256
170 136
This activity represents a 3 per cent increase in triple zero (000) call volume compared to the previous year.
The SA Health and SAAS Health Service Performance Agreement also sets benchmarks for call-taking in SAAS’s EOC.
In 2009-10, SAAS continued to meet the performance target with 91% of triple zero (000) calls answered within
10 seconds. (Target = 90% answered within 10 seconds).
The EOC now also measures itself against its compliance with the Medical Priority Dispatch System (MPDS). Used by
ambulance services across the world and implemented by SAAS in May 2009, MPDS is internationally recognised as
the benchmark for evidence based triage of emergency ambulance calls. Over the past twelve months the EOC has
consistently achieved 95.7% compliance (international benchmark is 90% compliance).
5.3.1 New computer aided dispatch system
SAAS continues to work closely with SA Health, SA Police and the South Australian Fire and Emergency Services
Commission (SAFECOM) in planning the development and roll out of a new South Australian Computer Aided
Dispatch (SACAD) system. This significant project is overseen and managed by the Attorney General’s Department.
The new SACAD system is due to go live mid 2011.
The success of the SACAD project requires SAAS to have an automatic vehicle location (AVL) system which can be
easily and quickly integrated with the new CAD system. Over the past 12 months SAAS has successfully installed
AVL into all ambulance vehicles across the state.
5.4 Patient satisfaction
Each year patients are surveyed about how satisfied they are with Australian ambulance services. This research is
undertaken by the Council of Ambulance Authorities (CAA). This national research enables SAAS to evaluate its
performance according to its patients’ experiences and also measure this against other states.
In terms of overall satisfaction for ambulance service, SAAS was the top performer across Australia and New Zealand
with a 99% satisfaction rating.
SAAS performed consistently well in all other areas surveyed, particularly with regard to response times (96%
satisfaction rate), the operator who answered the triple zero (000) call (99% satisfaction rate) and the standard
of treatment provided (99% satisfaction rate).
The above results support South Australia’s Strategic Plan target T1.7 regarding increasing customer and client
satisfaction with government services.
5.5 Improving patient care and patient outcomes
5.5.1 Clinical trials and the introduction of new resources
SAAS is constantly looking at ways to improve patient care through the development of new skills, and the use
of new equipment and medicines.
SAAS has implemented a research governance framework which is based on the SA Health Research Governance
Policy.
Since June 2009, seven research proposals have been approved by the SAAS Research Review Committee, all
of which are still ongoing. An additional two studies have been completed.
SA Ambulance Service Annual Report 2009–10
page 21
5.0 Service delivery
New projects involving SAAS in 2009-10
>> Ketamine trial – training for the use of Ketamine has commenced and the rollout of use of the drug is due to occur
in early 2010-11.
>> exploring the need for a standardised patient assessment guide for paramedics
>> experiences in becoming a paramedic
>> developing guidelines for presentation and management of post-traumatic stress management
>> cardiac ARIA
>> the carbon footprint of emergency management systems
>> expanded decision making in paramedicine: experiences, impact and implications.
Completed studies in 2009-10:
>> Can the use of the modified emergo train system be beneficial in CBR (chemical, biological, radioactive)
decontamination incidents and combined emergency service training?
>> Exploring the impact of emergency service volunteering on volunteer families.
5.5.2 Clinical incident management
The South Australian Advanced Incident Management System (AIMS) continues to be used across SA Health. SAAS
operates the AIMS contact centre where all reports are received on behalf of the health system. Within SAAS there
has again been an increase in AIMS reporting as the system continues to gain acceptance.
In 2009-10, SAAS staff reported 291 incidents through AIMS. This included 134 clinical issues and 157 other issues
including medical, equipment, documentation, falls and ambulance retrieval issues.
Reporting of incidents through AIMS continues to assist with timely and effective responses. The data collected
provides SAAS with valuable information on the cause of incidents and enables system improvements. AIMS
has assisted in establishing protocols for medication checking and equipment reporting resulting in continued
improvements in clinical areas.
5.5.3 Complaints management
SA Ambulance Service received 433 client feedback responses this financial year. Our key performance indicator is
to acknowledge client feedback within two calendar days and provide a full response within 35 calendar days 80%
of the time. In 2009-10 we achieved 93% for acknowledgments within two days and 84% for responding within
35 days.
5.5.4 New vehicles
The demand for use of specialised bariatric equipment has increased in recent times. For SAAS, this demand translates
to two main areas; firstly in the provision of expert manual handling techniques and secondly in terms of providing
transport for bariatric (morbidly obese) patients.
SAAS’s expertise in manual handling for bariatric patients has increased with a team of three instructors now able to
provide training and support to patient services staff specifically for bariatric patients.
The service provided is now enhanced with the introduction of a new bariatric response vehicle. The project for the
design of the new vehicle was done in conjunction with Emergency Transport Technology (ETT) and Ambulance
Service NSW. The new vehicle is due to become operational in early 2010-11.
The vehicle is a Mercedes Sprinter 518 and includes a number of unique features including:
>> automatic self loading stretcher (rated to 500kgs)
>> electronic patient scales
>> touch screen technology
>> centrally mounted stretcher
>> self contained air supply enabling the vehicle to be utilised for hazmat cases
>> enhanced power supply improving the ability to transport complex retrieval teams.
page 22
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
The vehicle will greatly reduce the risk of manual handling injuries as well as providing patients with a safe and
dignified transport medium.
This improvement in the care provided to bariatric patients supports the State Strategic Plan objective, improving
wellbeing.
Other new vehicles which have been developed this year and implementated in early 2010-11 include:
>> new tactical response vehicle for command and support of major incidents
>> new special operations team 4-wheel drive
>> new tactical support vehicle for assisting the special operations team.
5.5.5 Disease and workload management
As an integral part of the health system, SAAS is represented on a number of statewide health system working
groups including summer and winter workload management, acute cardiac management, stroke management,
falls prevention and mental health.
5.5.6 Mental health
SAAS’s mental health escorts continue to provide an average of 100 escorts per month, with an additional eight
hour afternoon shift five days per week added this year. This has enhanced the level of service provided and reduced
waiting times at emergency departments. This initiative has been well received by stakeholders and more importantly
consumers.
The escort officers have assisted in the implementation of the Mental Health Act 2009 which came into effect on
1 July 2010. One of the major changes for SAAS is that ambulance officers, paramedics and intensive care paramedics
are now able to take mental health patients, who are assessed by them as requiring ongoing assessment and
treatment, under their ’care and control’ and transport them to a treatment centre for definitive care. This can occur
under the Act even if the patient is not compliant.
A new Memorandum of Understanding (MOU) for Mental Health between SAAS, the Mental Health Division of
SA Health, SAPOL and the RFDS, was signed in July 2010. SAAS has been a key contributor in affecting change,
thus enabling faster responses to patients’ needs whilst establishing a partnership with other agencies.
SAAS’s work in the area of mental health contributes to achieving the objectives of South Australia’s Strategic Plan,
in particular target T2.7 regarding psychological wellbeing.
5.6 Patient services – metropolitan Adelaide
SAAS provides both emergency and non-emergency ambulance response, quality patient care and transport from
17 locations across the Adelaide metropolitan area.
In 2009-10, metropolitan patient services has expanded and improved a number of key initiatives as highlighted
below.
Single Paramedic Response and INTervention (SPRINT)
The SPRINT team were inaugural winners in the 2009 SA Health Awards in the area of Attaining Sustainability. They
were recognised for their contribution to the aims of the SA Health Strategic Plan.
Now that SPRINT are an established team they are working on developing their equipment to better assist the needs
of first responders, including the development and procurement of new first responder kits.
An additional 18 paramedics have been merit selected to increase the size of the relief pool to 32 people. Training
for the newly selected paramedics will commence in early 2010-11.
SA Ambulance Service Annual Report 2009–10
page 23
5.0 Service delivery
Bicycle response unit (BRU)
The BRU was recognised by the Convention of Ambulance Authorities (CAA) with an encouragement award in the
area of Operational Performance at the CAA’s annual awards ceremony (see page 46 for more information on the
CAA Awards).
Daylight savings 2009-10 saw the BRU undertake a new operational trial. For the first time, the BRU was routinely
rostered on Friday and Saturday nights in the CBD area and on Sundays to busy costal areas such as Glenelg. This was
in addition to their attendance at major events including the Adelaide Fringe and Clipsal 500. The trial was found to
be particularly successful in the CBD areas such as Hindley St, where the high volume of pedestrian and vehicle traffic
make traditional ambulance response quite difficult.
Extended Care Paramedics (ECP)
ECPs are intensive care paramedics who receive additional training to be able to treat patients in their home
surroundings or residential facilities, thus reducing the necessity for them to be transported to a hospital emergency
department.
In 2009-10, the ECP program further enhanced its reputation and continues to be highly regarded amongst the
health community of South Australia. In October 2009 a second ECP training program was undertaken; increasing the
team to 18. A permanent clinical team leader was added to the team enhancing the service by providing leadership
to the team, along with education to community groups, health care facilities and local medical practices on the role
of an ECP.
Following the success of the 2008-09 pilot, SAAS expanded the ECP program to now cover the whole of the Adelaide
metropolitan region. The team continue to provide a state clinician role in the emergency operation centre (EOC),
providing clinical leadership to on road career and volunteer crews, re-triage of triple zero (000) calls and EOC clinical
support to dispatchers.
This new initiative contributes to the SA Health Strategic Plan target 1.2 to strengthen primary health care by
providing effective avenues for prevention and early intervention.
This year ECPs responded to 2857 incidents of which 1585 resulted in ED avoidances.
Major works
>> The new Port Adelaide Complex became operational during the year, housing the western area office, three
emergency Crews, two SPRINT crews and two day/night emergency support service crews. Over 50 staff are
rostered to work from this location.
The station still has some capacity for future growth, with facilities available to accommodate additional 24/7
crews. In the long term, there are plans to develop a purpose built training facility at the location as well as creating
space for the storage of some historical vehicles for future display.
>> The new Prospect ambulance station and east area office is nearing the final stages of completion. It is expected
that operational and administration staff will begin to move in to the new station in September 2010.
>> Plans are in place for the new city station to be built at a location in Parkside. The Parkside location will house the
city emergency crews, Mitcham SPRINT crews, ECPs and the BRU. The new station is expected to be operational
in 2011.
page 24
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
5.7 Patient services – country South Australia
SAAS provides expert medical intervention, emergency medical response and non-emergency patient services
throughout country South Australia. Across an area spanning from Port MacDonnell in the south to Marla in the
north and everywhere in-between, more than 1700 ambulance staff (excluding metropolitan Adelaide) provide
ambulance services to the community.
Three hundred and eleven of SAAS’s country patient services staff are career staff (this includes paramedics, intensive
care paramedics and ambulance officers), and more than 1400 volunteer ambulance officers provide a vital service
to smaller and more remote country towns across the state.
Volunteers
Volunteer recruitment
Volunteers are pivotal to the service SAAS provides to the community and as such their recruitment and retention
is a significant focus for SAAS country operations.
SAAS’s volunteer recruitment campaign continued its success in 2009-10 with 261 new volunteers joining during
the year. In the same period 295 volunteers left SAAS. While the number of volunteers who left SAAS is higher than
previous years this can be attributed to the resignation of many volunteers who were members of the old Branch
Committees. These committees disbanded with SAAS’s move into SA Health and are slowly being replaced with Local
Ambulance Committees in those towns where the communities have determined a community engagement forum
is required (see page 13 for more information on Local Ambulance Committees).
A significant amount of work was carried out in 2009-10 in developing a new four-year volunteer recruitment
campaign. The campaign will replace the previous four-year campaign and will be rolled out in early 2010-11.
The development of this campaign relates to objective 5 of South Australia’s Strategic Plan: Building communities as it
looks to maintain the high rate of volunteering in the state.
Volunteer Recruitment Vehicle
Through a grant provided by Emergency Management Australia (EMA) a decommissioned ambulance has been
utilised to create a Volunteer Recruitment Vehicle.
The vehicle has been utilised as a mobile recruitment unit to promote volunteering for SAAS across the state and
is used to complement and interact with existing recruitment strategies and activities.
State Volunteer Conference
The inaugural State Volunteer Conference was held in August 2009 and was attended by approximately 350
volunteer ambulance officers from across the state. Regional conferences are usually held annually and it is planned
that a State Volunteer Conference will now take place every three years.
The focus of the conference was on SAAS’s emergency response to a major incident and educating the attendees
on their role should such an event occur.
SAAS External Client Services Unit
The External Client Services Unit continues to provide training and support for SAAS’s external clients. This unit trains
employees at mining and other industrial sites to ensure they are properly equipped to deal with medical emergencies
should they occur at their specific worksite. Further, if a large incident requires additional resources in each of the
local areas those trained employees of our external clients are able to provide back up to our local volunteer teams.
The unit currently supports 10 different clients and is in discussions with an additional two organisations. The unit
also provides a consultancy role on site for anything from emergency issues, equipment, safety issues, vehicles,
training, policies and procedures.
SA Ambulance Service Annual Report 2009–10
page 25
5.0 Service delivery
Service Delivery
Service Delivery Model
The service delivery model for country continues to be reviewed and updated as the demand for ambulance services
across SA changes. The country service delivery model focuses on flexible and integrated solutions and has led to
the introduction of a number of new services in country areas including volunteer supported crewing initiatives.
In particular the workload at Mount Gambier and the Limestone Coast region were reviewed and as a result an
additional active crew has been implemented working out of Mount Gambier. This additional crew allows for
flexibility to meet the changing needs of the Limestone Coast community and provides for region specific dynamic
deployment strategies
Volunteer supported crewing
As part of Defining the road ahead, a number of volunteer supported crewing initiatives were identified and
established across the state.
Fleurieu Regional Medical Transport Service
A regional medical transport service (RMTS) crew operating out of the Fleurieu Peninsula became operational in
2009-10.
During this year the RMTS crew has transported 861 patients. This workload has reduced the pressure on the
volunteer teams to undertake these often time consuming transfers and free up the volunteer teams to attend
emergency cases. The new resource also provides an extra crew within the region to respond to emergency cases.
New crews in Coober Pedy and Ceduna
The volunteer supported crewing initiative was locally adapted in Coober Pedy and Ceduna where paid staff have
been employed to support local volunteers. These new teams have undertaken a significant amount of work in
the teams with Ceduna transporting 196 patients in 2009-10 and Cooper Pedy transporting 112 patients.
These new crews have provided relief for the volunteer crews, ensuring at least one crew is available on weekdays
and will allow for volunteers to fill the roster at night and on weekends. Volunteers are able to crew the second
ambulance during the day if they are available.
Regional Response Team
In 2009-10 the Volunteer Regional Response Team (VRRT) became operational. The VRRT is a stand alone team of
students from Flinders University who are currently studying in the bachelor of Health Sciences (Paramedic) program
and are qualified to the certificate IV level.
The team became operational in August 2009 and have been deployed to a range of country areas which experience
seasonal spikes in demand.
5.8 Consultation with carers
SAAS takes a continuous improvement approach when recognising the needs of carers in the workplace and
community. SAAS has engaged in forums with Carers SA and will continue to encourage carer involvement in
decision making when attending patients in their care.
Engagement strategies with carers will continue to be monitored and evaluated.
5.9 Emergency incidents, major events, planning and preparedness
Emergency and major events
Ensuring that SAAS is well prepared and has the capacity to appropriately respond to and manage major emergencies
and events is a responsibility we take very seriously. Improved staff skills, emergency management systems and event
planning processes have been a priority this year.
page 26
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
Emergency preparedness
SAAS continues to meet its obligations as a partner and lead agency in the Ambulance and First Aid Functional
Service group supporting the state’s capability to deal with major incidents. SAAS participates and provides input
on multiple state-wide advisory, planning and response groups/committees.
Throughout the last year, SAAS has been a major contributor in the planning for the international multi-agency,
multi-jurisdictional national counter terrorism committee’s exercise (Mercury 10) to be held in the latter half of 2010.
This mass casualty incident aims to test whole-of-government preparedness in a major emergency. SAAS staff are
key to many elements of the exercise and will play an extensive role in the South Australian component.
In conjunction with the broader SA Health portfolio, joint simulations were conducted in metropolitan and country
areas to educate, assess and improve SAAS and SA Health readiness to manage multiple casualty events.
A review of the AmbPlan (SAAS tactical response plan) content and requirements commenced this year by a project
group of stakeholders. This work will continue into next year with the aim of ensuring this plan remains consistent
with best practice.
Over the past year, 68 SAAS staff were extensively trained in incident management practices at an operational,
tactical and strategic level. In addition this year saw the system adopted by the broader SA Health portfolio with
the training delivered by SAAS for 11 non SAAS staff.
Exercising remains vital to the emergency and major incident preparedness of the state. SAAS staff in conjunction
with other emergency services and government agencies regularly participated in a variety of exercises throughout
the year.
Pandemic influenza and vaccinations
Influenza H1N1 09
In response to the pandemic influenza virus, SAAS made the vaccine available and encouraged all staff to be
vaccinated against the virus.
Staff health
This year there were 41 staff exposures to infectious disease and blood and body fluid exposures requiring post
notification follow up and management. As in previous years most of these were the result of exposure to blood
but also include pertussis, meningococcal and TB exposures. SAAS provides a 24/7 specialty advice line to support
staff which averages two to three calls per day from patient services staff.
A new database has been developed for the recording and analysis of immunisations and blood and body fluid
exposures. Once implemented, the new database will enable improved administration of staff health management.
Fluvax
This year the number of staff accepting the influenza vaccination was down on the previous year. It is unclear why
the numbers were lower than previous years. As at 30 June 2010, 60.63% of paid staff and 21.7% of volunteers
had received the annual seasonal vaccination.
Heatwave management
The SAAS Heatwave Plan was activated in November 2009 and January 2010. The plan is designed to mitigate
OHS&W risks to staff, maintain current service delivery and plan for future surge capacity. SAAS is becoming
increasingly well rehearsed in effectively managing resources and supporting staff in these extreme heat events.
SAAS experienced an increase in regular activity throughout the November heatwave, with workload peaking at
912 incidents in one day, of which 605 were emergency cases. A slight increase in workload was noted throughout
the January heatwave, however, on both occasions additional emergency crews and single response vehicles were
dispatched to support staff and manage workload.
SAAS is an increasingly pivotal part of the health system in times of extreme heat, particularly with the deployment
of extended care paramedics who are able to provide assistance to low acuity patients in their homes, rather than
convey them to hospital as would traditionally be the case.
SA Ambulance Service Annual Report 2009–10
page 27
5.0 Service delivery
Major Events
The annual suite of major state supported events (including Tour Down Under 2010 and Clipsal 500) continued
this year with the notable addition of parallel events, the Mutual Community Challenge Tour (over eight thousand
participants this year competing during a catastrophic fire danger period) and the ‘Ride Like Crazy’ event.
Classic events including the Christmas pageant, Carols by Candlelight, New Year’s Eve celebrations and the Anzac day
dawn service and march each brought with them their own unique workloads and demands.
Special Operations Team
Three Special Operations Team members successfully completed their specialised rescue training and were progressed
into immediate service.
In conjunction with SA Police, the SAAS Special Operations Team have successfully embarked on an alternative
method of operation in the tactical medicine environment where their fitness, preparedness and clinical acumen are
put to the test.
Following the successful pilot/trial of rescue paramedics undertaking retrieval paramedic training, all 19 members
have now successfully completed the required training to fulfil this role. Special Operations Team rescue paramedics
and MedSTAR now work in strong partnership to provide best practice in retrieval services.
In September 2009 a major tsunami significantly impacted the Pacific Island of Samoa. SAAS is particularly proud of
its international humanitarian contribution, with two Special Operations rescue paramedics deployed with an
AUSMAT SA team to Samoa with less than two hours notice. The effort undertaken in prior planning and preparation
for any such event meant that SAAS were able to deploy these members immediately and effectively.
5.10 Support services
More than 200 corporate and support services staff work together with SAAS’s patient services staff to ensure the
community of South Australia is secure in the provision of an accessible and responsive ambulance service.
A range of support services staff operate to ensure:
>> SAAS buildings and stations are maintained
>> professional and skilled staff are recruited to work for SAAS
>> Ambulance Cover payments and bills are managed
>> the community and other stakeholders are kept up-to-date with important information about ambulance services
>> ambulance equipment, such as pagers, defibrillators and radios, are always functioning
>> ambulance vehicles are managed and maintained
>> SAAS staff receive the highest level of training to ensure they continue to provide an excellent level of service to
the community.
Customer services
All public enquiries about SAAS are received by the Customer Service Centre (CSC). In 2009-10 the CSC received
215 692 calls which shows a 3.9 per cent decrease from the previous year.
The types of enquiries received by the CSC include information about Ambulance Cover, Call Direct (SAAS’s 24-hour
monitoring service), pre and post transport issues and all other general enquires related to ambulance services in
South Australia.
This year, Ambulance Cover members increased by 3 947 with the total number of members now 292 717.
Call Direct also recorded an increase in members by 4 486 members, an increase of 1 116.
page 28
SA Ambulance Service Annual Report 2009–10
5.0 Service delivery
Accounts payable, accounts receivable, payroll and ICT services
Accounts payable, accounts receivable and payroll functions for SAAS are carried out by staff from Shared
Services SA.
SAAS’s ICT services are also managed by staff who sit within SA Health’s ICT department.
Asset management
Assets under management by SAAS this year included:
Properties
143
Ambulances
226
Other vehicles
146
Stretchers
368
GRN Vehicle radios
445
GRN Handheld radios
775
GRN Pagers
1 871
Other vehicles
Command unit
2
Trailers
8
Caravan
2
Forklift
1
ECP vehicles
3
First response country
5
Mobile telephones
628
Volunteer recruitment promotional
vehicle Mercedes Sprinter 316
1
Satellite telephones
227
MedSTAR vehicles
2
Special Operations Team vehicles
2
SPRINT vehicles
7
Other light fleet
107
Wireless devices
55
Electro-medical equipment
851
Automatic vehicle location units
(new asset in 2009-10)
380
Metropolitan ambulances
Mercedes 315
51
Mercedes 316
8
Mercedes 318
29
Total
88
Country ambulances
Ford F250 Diesel 4x2
4
Mercedes 315
27
Mercedes 316
66
Mercedes 316 4x4
1
Truck (Booleroo Centre)
1
Mental Health transport
1
Historical vehicles 3
Total
146
The total distance travelled by SAAS vehicles
in 2009-10 was 10 363 285. This figure was
up from 10 356 665 km the previous year.
3
Mercedes 318
31
Toyota Troopy
7
Total
Bicycle response 138
SA Ambulance Service Annual Report 2009–10
page 29
6.0 Our people
6.0 Our people
SA Ambulance Service acknowledges that its people are the most important asset of the organisation and as such
aims to create a work environment that maximises and recognises the potential of its people.
This recognition can take a number of forms. From acknowledging and increasing the understanding of
people with physical or cultural differences, to celebrating success and achievements, to the training and
development of staff – SAAS is committed to investing in its people.
6.1 Workforce numbers, gender and status
Total staff by operational status
Persons
Staff by operational status
Patient services
%
Support services
%
Total
2 297
91.3%
220
8.7%
2 517
>> This includes patient services paid employees, patient services volunteers and support services paid employees.
Support services employees support all operational staff at SAAS.
>> There are an additional 166 support services volunteers (who undertake tasks such as cleaning, maintenance,
gardening etc).
Employees by gender
Paid employees by gender
Male
%
Female
%
Total
Persons
705
56.0%
555
44.0%
1 260
FTEs
679.6
58.2%
487.8
41.8%
1 167.4
>> This year the paid workforce increased by 29 people and 29.1 FTE
Number of employees separated and recruited
Number of paid employees by gender
Male
Female
Total
Employees separated 31
36
67
Employees recruited 60
96
156
page 30
SA Ambulance Service Annual Report 2009–10
6.0 Our people
Number of employees on leave without pay
Number of paid employees by gender
Male
Female
Total
4
24
28
Employees on leave without pay
* the above includes employees on unpaid parental leave
Number of employees by position classification salary bracket
Number of employees by gender
Salary Groups
Male
Female
Total
$0 – $49 199
132
200
332
$49 200 – $62 499
144
171
315
$62 500 – $80 099
303
148
451
$80 100 – $100 999
86
29
115
$101 000+
40
7
47
Total
705
555
1 260
Active employees by appointment type
Appointment type by persons, FTE and gender
Ongoing
Short-term contract Long-term
contract
Casual
Total
Number of persons
Male
631
5
40
29
705
Female
473
14
41
27
555
1 104
19
81
56
1 260
Male
617.7
5.0
39.0
17.9
679.6
Female
422.9
12.6
39.2
13.1
487.8
1 040.6
17.6
78.2
31.0
1 167.4
Total
FTEs
Total
SA Ambulance Service Annual Report 2009–10
page 31
6.0 Our people
Age profile
Number of employees by age bracket and gender (as at 30 June 2010)
Age group Male
Female
Total
% of total
15 – 19
0
1
1
20 – 24
46
64
25 – 29
69
30 – 34
2010 workforce
benchmark
0.31
6.1
110
8.7
10.6
110
179
14.2
10.5
93
77
170
13.5
9.4
35 – 39
101
85
186
14.8
11.2
40 – 44
98
83
181
14.3
11.1
45 – 49
115
71
186
14.8
12.2
50 – 54
102
38
140
11.1
11.0
55 – 59
46
18
64
5.1
9.2
60 – 64
27
7
34
2.7
6.0
8
1
9
0.7
2.9
705
555
1 260
100.0%
100.0%
65+
Total
Number of volunteers by age bracket and gender (as at 30 June 2010)
Age group Male
Female
Total
% of total
15 – 19
5
10
15
1.1
20 – 24
39
64
103
7.2
25 – 29
30
51
81
5.7
30 – 34
18
56
74
5.2
35 – 39
45
99
144
10.1
40 – 44
49
129
178
12.5
45 – 49
69
123
192
13.5
50 – 54
83
120
203
14.3
55 – 59
64
97
161
11.3
60 – 64
66
75
141
9.9
65+
78
53
131
9.2
Total
546
877
1 423
100.0%
>> This year the volunteer workforce has decreased to 1 423 people. Our patient services (on-road) volunteers now
represent approximately 88% of our volunteer workforce.
>> SAAS has 132 industrial (ambulance officers rather than volunteers) patient services volunteers over and above its
1 423 volunteer workforce (1 257 patient services and 166 support volunteers). These industrial ambulance officers
are not contracted to SAAS; they are employees of mine sites across the state who have been trained by SAAS
to respond to medical emergencies in their workplace. These industrial ambulance officers can also be used, if
required, to provide backup support to SAAS crews should there be a major incident in their local area.
page 32
SA Ambulance Service Annual Report 2009–10
6.0 Our people
6.2 Executive employment
Executives by gender, classification and employment status
Ongoing
Tenured contract
Untenured contract
Male Female
Male Female
Classification Male Female
Other (casual)
Male Female
Total
Male Female
Exec A
4
0
0
0
4
0
0
0
4
0
Exec B
2
0
0
0
2
0
0
0
2
0
Exec C
1
0
0
0
1
0
0
0
1
0
Total
7
0
0
0
7
0
0
0
7
0
6.3 Leave management
Average days leave taken/FTE
2006–07
2007–08
2008–09
2009–10
Family carer’s leave
0.7
0.8
0.7
0.5
Sick leave
6.3
5.7
5.7
6.6
Special leave with pay
0.0
0.3
0.1
0.0
6.4 Performance management
SAAS commenced recording the number of staff who have completed a performance management review in
December 2009. Since this date and up until 30 June 2010, 262 staff have completed performance reviews which
is 21 per cent of the total workforce.
6.5 Voluntary flexible working arrangements
Voluntary flexible working arrangements
Number of employees using voluntary flexible working arrangements
Male
Female
Total
0
0
0
* Flexi time
n/a
n/a
n/a
* Compressed weeks
n/a
n/a
n/a
Part time/Job share
23
114
137
* Working from home
n/a
n/a
n/a
Purchased leave
*Flexi-time, compressed weeks and working from home are available to staff and are managed through arrangement between individual employees and their line manager.
SA Ambulance Service Annual Report 2009–10
page 33
6.0 Our people
6.6 Workforce diversity
Number of staff of Aboriginal and Torres Strait Islander descent (as at 30 June 2010)
Number of employees who declared they were
of Aboriginal or Torres Strait Islander decent
10
Total staff
% Agency
1 260
0.8%
>> The above represents employees only (not volunteers).
Number of Aboriginal and Torres Strait Islander employees by position classification salary bracket
Salary bracket
Aboriginal
staff
Total
staff
Percentage
Aboriginal
$0 – $49 199
7
332
2.1
$49 200 – $62 499
1
315
0.3
$62 500 – $80 099
2
451
0.4
$80 100 – $100 999
0
115
0
$101 000+
0
47
0
Total
10
1 260
Target
0.8%
2%
Cultural and linguistic diversity (as at 30 June 2010)
Number of employees who declared they were born
overseas
Number of employees who declared they speak language(s)
other than English at home
Total
% Agency
% SA community
135
10.7%
20.3%
45
3.6%
16.6%
*benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2006 census
SAAS is helping to increase the percentage of South Australians who accept cultural diversity as a positive influence,
assisting the achievement of South Australia’s Strategic Plan, Objective 5: Building Communities
page 34
SA Ambulance Service Annual Report 2009–10
6.0 Our people
6.6.1 Disability action plan
The SAAS Disability Action Plan, which was developed in 2007-08, continues to influence and shape policies,
planning and programs in regards to disability access.
SAAS is committed to developing strategies and taking action to ensure all aspects of its services are accessible and
inclusive of people with disabilities, and to improve employment opportunities for people with a disability.
The SAAS Disability Focus Group (whose members either have a declared disability, are carers of people with a
disability, or have an interest in assisting people with disabilities) is in place to act as an advisory group and provides
SAAS with a forum for consultation, research and disability development initiatives.
SAAS ensures all new/refurbished ambulance public buildings are accessible to people with disabilities in accordance
with the Commonwealth Disability Discrimination Act 1992.
The Disability Action Plan aims to help SAAS double the number of people employed with a disability as outlined in
Objective 6: Expanding Opportunity within South Australia’s Strategic Plan (T6.2).
The number of SAAS employees with a disability requiring workplace adaptation is five.
6.6.2 Aboriginal employment program
SAAS runs an Aboriginal employment program. This program is designed to give incumbents the opportunity to
undertake a 12-month traineeship in Certificate III in Business, while learning the practical skills of entry level positions
in the organisation.
The program, which has been operating since October 2007, provides Indigenous trainees with an external
Indigenous mentor along with a workplace coach. As at 30 June 2010, SAAS had two trainees working in
administration support roles in the organisation’s head office. In 2009-10 one staff member completed their
traineeship as part of the program.
The employment of these trainees contributes to South Australia’s Strategic Plan Objective 6: Expanding Opportunity
by increasing the participation of Indigenous people in the South Australian public sector.
6.6.3 Aboriginal cultural diversity and disability awareness training
SAAS rolled out educational programs for all staff in the areas of Aboriginal cultural awareness, cultural awareness
and disability awareness in 2009-10.
This is in support of SAAS’s view that in order to provide the highest level of care and service to the community, an
understanding and respect for those who are different from ourselves for whatever reason, should be held by all staff.
In 2009-10, the below number of staff participated in this training:
Program
Volunteer
Career
Aboriginal culture awareness
Support
services
Total
122
738
72
932
Cultural awareness 23
450
39
512
Disability awareness
433
92
653
128
SA Ambulance Service Annual Report 2009–10
page 35
6.0 Our people
6.6.4 Equal employment opportunity programs
Women in the workplace
In 2009-10, SAAS continued its commitment to providing equal opportunities and ensured that its recruitment
and selection practices support merit-based selection and equal opportunity legislation.
The SAAS Women’s Network (SAAWN) continued operation in 2009-10 with presentations and networking
opportunities again made available. This included sessions on persuasion, work-life balance and healthy lifestyle
information sessions.
SAAS encourages women to participate in development programs and courses, this included eight females
completing a Certificate IV in business.
SAAWN is evidence of SAAS’s commitment to Objective 5: Building Communities in South Australia’s Strategic
Plan by aiming to increase the number of women in leadership positions.
Aboriginal reconciliation
As part of SA Health, SAAS reaffirms its commitment to reconciliation and will work towards:
“A united Australia which respects this land of ours, values the Aboriginal and Torres Strait Islander heritage
and provides justice and equity for all.”
(Vision of the Council of Aboriginal Reconciliation, 1997)
6.7 Developing our people: training and ongoing education
In 2009-10, SA Ambulance Service was re-accredited as a Registered Training Organisation (RTO) for a further four
years until 30 June 2014.
The focus this year has been on continuous improvement of products and services provided. This has seen SAAS align
its programs to similar standards expected by nationally recognised qualifications.
Several mandated courses have been produced in an online format on the intranet. These include Aboriginal Cultural
Awareness Training, Cultural Awareness Training and Disability Awareness Training.
A review and update of all learning materials commenced in 2009-10, commencing with the Certificate II in Basic
Emergency Medical First Response. This product is currently being piloted and other learning materials will follow in
the future.
SAAS also purchased a new student records management system which will enable more effective reporting to line
managers and improved reporting mechanisms.
Paramedics and ambulance officers
Fifty three students completed their paramedic internship with SAAS in 2009-10. This program enables graduates of
the Bachelor of Health Science (Paramedic) degree, or equivalent, to be supported and mentored in order to become
fully qualified paramedics.
Ambulance officers within SAAS’s Patient Transport Service (PTS) provide a patient care and transport service for
low acuity patients. In 2009-10, 45 staff were enrolled in the qualification to enable them to carry out this role, the
Certificate IV in Health Care (Ambulance).
PTS staff are a vital part of SAAS’s patient services system, particularly as they enable emergency services staff to focus
on high priority emergency cases. PTS staff undertake various patient transport cases such as transporting patients
from hospital to home, hospital to hospital (for further treatment), residential aged care facility to hospital and the
like. Some cases are routine transfers, while others require care and monitoring throughout their journey.
Regional Sponsored Degree Program
The success of the Regional Sponsored Degree Program (RSDP) continued in 2009-10 with 10 students completing
the program. RSDP students are able to complete their Bachelor of Health Science (Paramedic) through distance
education, which assists in increasing the number of country ambulance personnel.
page 36
SA Ambulance Service Annual Report 2009–10
6.0 Our people
Intensive Care Paramedics
Each year SAAS offers experienced paramedics the opportunity to apply for a position on its intensive care paramedic
(ICP) course. The course gives successful applicants the opportunity to further develop their clinical skills through
classroom-based and practical learning.
Twelve paramedics were successful in completing the course in 2009-10.
Extended Care Paramedics
Eleven of the most senior clinicians were successful in adding to SAAS’s complement of extended care paramedics.
These paramedics represent SAAS’s most highly trained group of staff who are able to provide in-home support to
patients not requiring transport or treatment at hospital (see page 24 for more on ECPs).
Total staff enrolled in or completed training in 2009–10
Number
of career
students
Number of
volunteer
students
13
0
0
13
9
1
481
27
509
495
Certificate IV Health Care (Ambulance)
(HLT41007)
45
481
101
627
88
Certificate III Ambulance Communications
(Call-taking) (HLT31907)
37
0
0
37
27
Certificate IV Ambulance Communications
(HLT41107)
13
0
0
13
5
Certificate II in Emergency Medical Service First
Response (HLT21107)
0
446
64
510
111
Mental Health
0
10
0
10
10
106
0
0
106
53
Intensive Care Paramedic
27
0
0
27
12
Extended Care Paramedic
11
0
0
11
11
Regional Sponsored Degree Program
25
0
0
25
10
Course
Diploma in Paramedical Science (Ambulance)
(HLT50302)
Certificate IV Basic Emergency Care*
(HLT41002)
Paramedic Internship
External
clients
Total
students
Completed
2009–10
* recognition of prior learning applications finalised
SA Ambulance Service Annual Report 2009–10
page 37
6.0 Our people
In recognition of their service and skills, knowledge and attitudes gained through volunteering with SAAS over many
years, 481 students were granted recognition of prior learning (RPL) of their Certificate IV in Basic Emergency Care
qualification. While many students had partially completed the qualification, the RPL enabled them to complete the
qualification and transfer to the current qualification, Certificate IV in Health Care (Ambulance). This ensured that
71% of all SAAS volunteers hold the current qualification. The remaining 29% are currently studying either the
Certificate II in Emergency Medical First Response or the Certificate IV in Health Care (Ambulance).
Both the Certificate IV in Basic Emergency Care and the Diploma of Paramedical Science (Ambulance) are now
superseded qualifications and were removed from the SAAS scope of registration as a registered training organisation
from 1 July 2010.
Non-clinical training programs
A number of SAAS staff were also enrolled in or completed non-clinical training in 2009-10, with 2 463 staff
successfully completing the following programs.
Program
Administration
Total
Completed
Volunteer
Career
Master of Business Administration
0
1
0
1
0
Public Sector Management Program
0
2
0
2
0
OCI/LSI Retest – Executive Members
0
0
6
6
6
Diploma of Management
0
16
0
16
0
Performance Review and Development Training
0
0
4
4
4
Certificate IV in Training and Assessment
0
38
17
55
6
Certificate IV in Business Administration
0
0
7
7
7
Certificate IV in Frontline Management
0
1
7
8
8
Diploma in Frontline Management
0
4
5
9
9
Ministerial Writing
0
11
23
34
34
Code of Conduct Training
1
2
14
17
17
SA Health LEADS
0
8
3
11
11
21
39
3
63
63
Leadership short courses
0
153
0
153
153
Skills Enhancement Courses (IT related)
0
3
2
5
5
Aboriginal Cultural Awareness Training
122
738
72
932
932
Cultural Awareness Training
23
450
39
512
512
Disability Awareness Training
128
433
92
653
653
0
0
0
43
43
2 531
2 463
Communication short course
Performance Review & Development
Total
page 38
SA Ambulance Service Annual Report 2009–10
6.0 Our people
Accredited training packages by classification
In 2009-10, 1 609 SAAS staff either completed, or, as of 30 June 2010 were enrolled in an accredited training
package. The data in the below table reflects some of that represented in the previous tables. Volunteers undertook
one of three training packages: Certificate IV in Basic Emergency Care, Certificate IV in Health Care (Ambulance) or
Certificate II in Emergency Medical First Response; while other staff participated in courses including Certificate IV
in Training and Assessment, Certificate IV in Business Administration, Certificate IV in Frontline Management and
Diploma in Frontline Management.
Classification
Number of accredited
training packages
Volunteer
1 408
AS02
5
AS03
9
AS04
4
AS05
2
AS06
2
AS07
3
MCL03
1
MCL05
1
POTL44
1
PL3
3
RN3A02
1
PTS
49
RCTL4.4
3
ICP3.3
25
GNMNG1
2
CLI3.2
1
TLEC01
1
OPSM6.1
1
MCF01
24
MCE01
2
ESS
2
CS05.4
1
MSA022
1
MSA042
1
SA Ambulance Service Annual Report 2009–10
PCTL3.5
1
SPTL4.3
1
PDTL4.4
2
PTS1.4
1
ACLT5.4
1
EMDSO
37
L ½ DISPATCH
13
1 609
page 39
6.0 Our people
6.8 Staff support programs
Workforce assistance program
Utilisation of the SAAS peer support program by staff continued to rise as a result of concerted efforts by the team to
contact individuals who have attended potentially traumatic events or who may require some assistance dealing with
a personal or work-related issue.
In 2009-10, over 2 300 contacts were made with staff, taking more than 630 hours to complete. This was an increase
of 200 contacts from the previous year. Several hundred welfare checks are made throughout the year on peer
support officers and single responders to ensure the unique stressors which both of these groups encounter are not
overlooked. This significantly contributes to the increase in figures.
Late this year, SAAS added another component to its Workforce Assistance Program with the introduction of a
pastoral care component. The services of a Chaplain Coordinator have been secured to provide services personally, or
coordinate the services of an appropriate spiritual leader from within the community to individuals seeking spiritual
guidance. The Chaplain Coordinator provides services on a needs basis.
Other improvements to the workforce assistance program include:
>> Revamp of pre-incident education with a focus on providing practical workshops and strategies for staff members
to apply on the job and in their personal life. Stress management, the services of the peer support program and
critical incident stress management are emphasised in these sessions and this knowledge is then practically applied
in scenario based training.
>> Procedures for peer support activation have also been implemented. This ensures all parties in the process are
aware of their responsibilities, and potentially traumatic incidents are less likely to go undetected or unaddressed.
The peer support program assists in meeting South Australia’s Strategic Plan objective of equalling or lowering the
Australian average for psychological distress by 2014 in Objective 2: Improving Wellbeing (T2.7).
SAASfit
SAAS’s workplace health and wellbeing program—SAASfit—continues to support staff, volunteers and their families
to create a healthy work-life balance.
The last 12 months have seen the largest number of participants since the second year of the fitness assessment
program back in 2001.
Other achievements for the 2009-10 year included:
>> updating and increasing the range of services for all staff
>> increased numbers of our STRIVE program
>> record attendance of SAAS staff at both the South Australian Police and Emergency Services games, and the City
to Bay fun run
>> increased uptake of volunteer fitness sessions
>> increased uptake of team training day sessions with a focus on healthy eating, pilates and yoga
>> fitness merchandise provided at cost price for all staff
>> new and much improved cycling clothing available for staff to purchase at reduced price
>> involvement in the coordination and implementation of the SA Health Healthy Eating Policy. This included
education sessions, meetings with key stakeholders and other SA Health delegates and creation of procedures,
support and options for staff.
SAASfit is instrumental in helping SAAS staff reduce smoking, maintain healthy weight and increase sport and
recreation, all targets of the South Australian Strategic Plan Objective 2: Improving Wellbeing.
The next 12 months will see SAASfit continue to diversify to meet the growing health and wellbeing needs of staff.
page 40
SA Ambulance Service Annual Report 2009–10
6.0 Our people
Volunteer Equity Support
Volunteer Equity Support is about having a trained and well supported group of volunteer equity contact officers
(VECOs) who can assist volunteers by supporting and helping them through a fair and due process with respect to
the resolution of grievances and issues in line with the SA Health policy and procedure: Grievance and Complaint
Resolution. SAAS currently has 14 fully trained VECOs throughout the state.
The SAAS Volunteer Equity Support (VES) program has now been in place for over 12 months. In this time the VECOs
have handled 48 cases. Of these, 42 cases were self referred while the other 6 were referred to a VECO by a peer. Of
these, 67% required ongoing resolution, 21% required no further action, 2% were referred to another VECO, and
the remaining 10% were referred to a regional manager.
The program has been promoted in various ways to ensure that volunteers are aware of the support available as well
as how to access it.
6.9 Occupational health, safety and welfare
SA Ambulance Service (SAAS) is committed to ensuring that staff are safe and have a safe environment in which
to work. SAAS’s mantra with regard to workplace injuries is not one, not ever (NONE) which is in support of South
Australia’s Strategic Plan target T2.11 regarding greater safety at work.
The nature of SAAS work sees its staff working in unpredictable environments every day which sees it face a number
of potential occupational health, safety and welfare (OHS&W) hazards.
The responsible officer has overall responsibility to provide a safe and healthy work environment. Whilst the
responsible officer is ultimately the chief executive officer; SAAS believes it is important that everyone in the
organisation accepts responsibility for their own health and safety, and that of their colleagues.
In 2009-10, SAAS’s internal staff safety campaign SAAS Safe continued on its mission to educate staff about the
importance of keeping safe at work. A number of achievements occurred throughout the year:
>> development of new policies and procedures, as well as an OHS policy statement
>> OHS systems improvements
>> increased focus on specific risks including manual handling, stretcher collapses and driving
>> improved regular statistical and trend reporting
>> increased staff communications about OHS awareness.
Staff safety: cleaning premises and new uniform
May 2010 saw the introduction of the new operational green uniform. This followed an extensive cleaning process
of all stations and premises to ensure the work environment was as safe as practicable prior to the implementation
of the new uniform. The cleaning of SAAS premises and vehicles was recommended by an independent expert
which was engaged by SAAS following a number of staff who experienced adverse reactions suspected to be linked
to the old green operational uniform. Staff have been in an interim blue uniform since September 2007 and the
implementation of the new green uniform was a significant achievement.
The new uniform is distinct and ensures SAAS patient services staff are easily recognisable by the public as the
medical professionals they are. It also has a number of improved features for staff to assist them in doing their jobs
and caring for patients.
SA Ambulance Service Annual Report 2009–10
page 41
6.0 Our people
Manual handling
The nature of ambulance work continues to be physically demanding on the SAAS workforce. Manual handling
incidents continue to be the highest category of reported incidents across the organisation.
In 2009-10, 192 manual handling incidents were reported compared to 155 in 2008–09. In order to ensure this
number is reduced in the future, manual handling training forms a vital part of the organisation’s OHS&W training.
During the 2009-10 period a total of 158 manual handling instructed sessions were held and 1536 personnel were
trained, assessed and reviewed. Training was delivered to new paramedic interns, volunteers and external clients.
The SAAS manual handling area also assisted in completing a risk assessment for the new bariatric vehicle as well
as assisting the Metropolitan Fire Service in relation to their bariatric support training.
Driver Training
This year SAAS conducted 178 driver training sessions and trained, assessed and reviewed a total of 1459 students
(including volunteer, career and external clients).
SAAS once again provided training to the ACT Ambulance Service, where they assisted in the development of the
ACT Driver Training Team.
This interstate consultation and training builds on SAAS’s reputation as an industry expert in this field.
WorkCover evaluation
During 2009-10 SAAS continued to manage OHS&W and injury management activities to ensure continuous
improvement. WorkCover Evaluations will take place in January 2011, and will be based on review of nonconformances identified in previous evaluations.
SAAS has been involved with preparatory work towards integration with the SA Health single OHS&W and incident
management (IM) system. Integration will impact on current OHS&W and IM processes within SAAS and will provide
a common framework for all SA Health agencies.
Table 1: OHS&W notices and corrective action taken
Number of notifiable occurrences pursuant to OHS&W Regulations Division 6.6
2
Number of notifiable injuries pursuant to OHS&W Regulations Division 6.6
9
Number of notices served pursuant to OHS&W Act s35, s39 and s40 (default, improvement
and prohibition notices)
0
Table 2: Agency gross2 workers compensation expenditure for 2009–10 compared with 2008–093
2008–09
($m)
Variation
($m) + (-)
1.1
0.6
+0.5
+83%
0
0.02
-0.02
-100%
Lump sum settlements permanent disability – Sect. 43
0.1
0.08
+0.02
+25%
Medical/hospital costs combined
0.4
0.4
0.0
0%
Other
0.1
0.2
-0.1
-50%
Total claims expenditure
1.7
1.3
+0.4
+30%
Expenditure
Income maintenance
Lump sum settlements redemptions - Sect. 42
2009–10
($m)
% change
+ (-)
2 before 3rd party recovery
3 Information available from IDEAS RS/SIMS (for detailed advice on data extraction contact PSWD)
page 42
SA Ambulance Service Annual Report 2009–10
6.0 Our people
Meeting safety performance targets
This year, SAAS was able to meet six out of 12 safety performance targets. This represents an improvement from
2009-10 where four of the targets were met.
Report for
Base year
SA Ambulance Service
Actual for
Actual
2005–06^
1 Workplace fatalities
0
0
0
187
222
150
8 72
150W
131.6
121.7
105.3
8 16.4
105.3
2 New workplace injury
claims
3 New workplace injury
claims frequency rate
4 Lost time injury
frequency rate
5 New psychological
claims
79.5
Performance: 12 months to the end of June 2010*
(113 LTIs)
4
63.0
3
Notional
target†
(115 LTIs)
63.6
3
Target met/
variation
4
0
Final target
By 2001–11
0
4 -0.6 63.6
4
0 3
6 Rehabilitation and return to work
a. Early assessment
98.4% (184/187)
73.2% (161/220)
80%
8 -6.8%
within 2 days
80%
or more
b. Rehabilitation
90.7% (39/43)
100.0% (39/39)
80%
4 20.0%
commencement within 5 days
80%
or more
c. Return to work
73.9% (136/184)
79.2% (168/212)
75%
4 4.2%
within 5 days
75%
or more
7 Claim determination
a. Claims determined
93.0% (174/187)
84.9% (186/219)
75%
4 9.9%
within 10 days
75%
or more
b. Claims still to be
1.6% (3/187)
3.7% (8/219)
3%
8 0.7%
determined after 3 months
3%
or less
8 Income maintenance payments
2008–09 injuries
NA
$891 097
$347 479
8 $543 619
@ 24 months development 2009–10 injuries
NA
$321 031
$299 605
8 $21 426
@ 12 months development
Number of targets met as at June 2010
Below
previous
2 years
average
6 / 12
*Except for Targets 5, 6c, 7a, 7b & 8. For targets 5, 6c, 7a & 7b, performance is measured up to the previous quarter (ie 12 months to the end of Mar 2010) to
allow reporting lag. For Target 8, performance is measured from the start of the financial year of injury as at Jun 2010.
^ Except for Target 8 where the base year data is based on income maintenance paid to injuries incurred in the previous two financial years. ‘@ 12 months
development’ means income maintenance payments paid in the months July to June of that financial year.
† Based on a cumulative reduction from the base year (ie 2005-06) at a constant quarterly rate. For the 12 months to the end of Jun 2010, this is a 20% reduction
from the base year for targets 2, 3 & 4. For target 5, this is an 18.75% reduction from the base year.
SA Ambulance Service Annual Report 2009–10
page 43
6.0 Our people
6.10 Reward and recognition
The SAAS reward and recognition program is a vital part of ensuring that SAAS staff feel valued and respected for
the work they do.
SAAS strongly believes that its people are its most important asset and as such should be appropriately recognised
for their dedication and commitment to the organisation.
The main official opportunity to reward and recognise staff is the annual SAAS Graduation and Presentation
Ceremony. Held in October 2009, this year’s ceremony was the largest ever with more than 300 staff and guests
attending. A wide range of achievements were celebrated with close to 80 recipients receiving the Certificate IV
in Basic Emergency Care alone.
Various other smaller ceremonies are held throughout the year at a local level to recognise staff achievements.
Ambulance Service Medal and SA Emergency Services Medal
SAAS staff were awarded a number of other notable awards during the year including:
>> three members being awarded the prestigious Ambulance Service Medal (two on Australia Day and one on the
Queen’s Birthday)
>> three members were awarded with the SA Emergency Service Medal.
National ambulance awards
In October 2009, SAAS was awarded seven out of 16 national ambulance industry awards at the annual Council of
Ambulance Authorities (CAA) Awards ceremony. This is great recognition for SAAS on a national stage. (See page 46
for more information on the specific awards).
25 years of service
Seventeen staff achieved this significant milestone during 2009-10. This award is given in appreciation of 25 years of
commitment and diligent service with SAAS (and its predecessor St John Ambulance) and for the community of South
Australia.
National Volunteer Week
During National Volunteer Week in May 2010, over 70 SAAS volunteer teams held an event for their team and family
members as part of these celebrations.
Management representatives travelled to those events to thank volunteers for their contribution to SAAS on behalf of
the executive director country patient services and chief executive officer.
These events also provided an opportunity to present special awards and certificates to volunteer teams. A ‘Certificate
of Recognition’ was presented to each volunteer team and a ‘Premier’s Certificate of Appreciation’ was presented to
six volunteers for outstanding achievement in volunteering.
Volunteer 25-Year Dinner
Seven volunteer ambulance officers had their 25 years of service recognised by SAAS during a dinner on 15 May 2010
as part of the National Volunteer Week celebrations.
Volunteering service awards
Volunteering service awards are awarded to volunteers for every five-year increment of service to SAAS. In 2009-10,
139 volunteers received an award, including one person who was awarded for 50 years of service.
page 44
SA Ambulance Service Annual Report 2009–10
7.0 Leadership
7.0 Leadership
SA Ambulance Service’s goal is to achieve success through the alignment of purpose and accountability.
SAAS recognises the need to develop good clinicians into leadership roles within the organisation and
the fact that good practitioners are not always good at leadership roles.
The challenge for SAAS, as well as other areas within health, is to bring about an improvement in leadership
capability that will ultimately lead to efficiencies within SAAS systems, higher retention and job satisfaction for staff
and ultimately improved patient care.
7.1 SAAS Spirit
Launched in 2008-09, the SAAS Spirit program is aimed at assisting the growth of emerging leaders as well as
improving the skills and capabilities of existing leaders.
The 2009-10 SAAS Spirit program contained the following initiatives:
>> development of Executive and Senior Management Team expected behaviours
>> staff survey
>> leadership development program
>> launch of the SAAS mentoring program
>> Organisational Cultural Inventory (OCI) retest
>> Executive Management Team Leadership Style Inventory (LSI) retest of leadership behaviours
>> State Leadership Conference
>> performance review and development program.
Mentoring program
SAAS launched its new mentoring program in 2009-10, with 20 mentees and 22 mentors taking up the opportunity
to be involved in the program. The SAAS mentoring program provides an opportunity for staff to share their personal
and professional experiences with each other, which allows them to gain a new perspective, learn new skills and
improve career pathways.
Staff survey
SAAS conducted an organisation-wide leadership and culture survey in which both a number of positives and areas
for improvement were identified.
The survey revealed that many SAAS staff love what they do. 86% of career staff and 92% of volunteers who
responded to the survey were satisfied in an overall sense working at SAAS. Other positives reported included:
>> clear job goals that make sense and are challenging yet achievable
>> strong sense of personal accomplishment from the work performed
>> very strong commitment to the job and to patients; high level of motivation
>> fulfilling and constructive relationships with colleagues
>> good day-to-day leadership from immediate supervisors/managers.
SA Ambulance Service Annual Report 2009–10
page 45
7.0 Leadership
Areas identified for improvement:
>> trust in Executive Management
>> day-to-day work pressure
>> sense of not being valued for work effort and contribution to patients and SAAS
>> feeling of not having a ‘voice’ or being listened to
>> management of conflict between departments and/or staff
>> communication - of departmental objectives, and within and about SAAS meetings
>> mentoring and coaching
>> performance review process.
SAAS then conducted focus groups led by an external consultant to further drill down into these areas. The
executive management team is committed to addressing the issues highlighted and has developed action plans for
implementation in 2010-11.
7.2 SAAS participation in SA Health LEADS program
Eleven SAAS staff participated in the SA Health LEADS management development program in 2009-10. This included
eight patient services and three support services staff. The LEADS program has facility for both current and emerging
leaders of SA Health and enables them to work in cross-functional teams across the portfolio while also developing
leadership and project management skills.
7.3 Council of Ambulance Authorities (CAA) National Awards
At the annual Council of Ambulance Authorities (CAA) annual ambulance awards in October 2009, SAAS topped
the previous year’s effort winning seven awards (one more than in 2008-09). These awards were for:
>> Extended care paramedics
>> Driving leadership and cultural change
>> Fatigue Risk Management
>> Project Management Office
>> SAAS Safe
>> Bicycle Response Unit
>> Virtual hospital response to a heat crisis.
7.4 SA Health Awards
SAAS received an award at the inaugural SA Health Awards ceremony in November 2009, with the Single Paramedic
Response and Intervention program awarded in the ‘attaining sustainability’ category.
This is another example of SAAS leading the way in health care to the community.
page 46
SA Ambulance Service Annual Report 2009–10
8.0 Other matters
8.0 Other matters
8.1 Freedom of information statement
This statement is published in accordance with subsection 9 (2) of the Freedom of Information Act 1991 (FOI Act).
Subject to certain restrictions, the FOI Act gives members of the public a legally enforceable right to acces information
held by the South Australian Government.
Structure and functions
A comprehensive description of the agency’s structure and functions can be found within this report.
SA Ambulance Service (SAAS) functions and members of the public
SAAS is the principal provider of both emergency and non-emergency ambulance services in South Australia. The
functions of SAAS affect the public both directly, in terms of the provision of ambulance services to individuals and
indirectly, in terms of the service’s role in supporting the health system.
SAAS also has a role in public education and provides key messages and advice with regard to community health and
safety issues on a regular basis.
The public interacts with SAAS in a variety ways, including via our website, customer service centre, emergency triple
zero (000) calls, public events and through accessing our service as patients.
Documents held by SAAS
SAAS maintains records in various formats. These documents fall broadly into the categories described below.
>> corporate files containing correspondence, memoranda and minutes on all aspect of SAAS operations
>> accounting and financial reports relating to the running of SAAS
>> annual reports and strategic planning documents
>> minutes of meetings and terms of reference for various committees
>> records of patient treatment and transport
>> Ambulance Cover and Ambulance Cover Extra membership details
>> Call Direct member information
>> documents within the SAAS policy framework including policies, directives, procedures, instructions and clinical
communications.
Making an application
In accordance with the Freedom of Information Act 1991 (SA), members of the public can access SAAS information
and documentation. In 2009-10 SAAS received 220 freedom of information (FOI) applications. SAAS determined 198
of those FOI applications.
In accordance with the Act, applications for access to documents held by an agency must:
>> be made in writing (you may choose to write a letter or use the application form available from
- http://www.archives.sa.gov.au/files/forms_foi_request_for_access.pdf)
>> specify that the application is made under the Freedom of Information Act 1991
>> be accompanied by a $28.75 application fee (exemptions apply for Members of Parliament and pensioners
or health card holders)
>> specify an address in Australia to which information can be sent
>> clearly identify the documents being sought or the matter to which they pertain to
>> specify whether the documents contain information of a personal nature
>> specify the desired type of access to the document, such as inspection of the document at an arranged location
or having a copy made.
SA Ambulance Service Annual Report 2009–10
page 47
8.0 Other matters
Applications under the Act should be forwarded to:
The Accredited FOI Officer
SA Ambulance Service
GPO Box 3
SOUTH AUSTRALIA SA 5001
The Accredited Officer can be contacted on (08) 8274 0430.
Freedom of Information Applications
The Freedom of Information Act gives members of the public a legally enforceable right of access (subject to certain
restrictions) to documents within the possession of South Australian government agencies, local government
authorities and South Australian Universities. The purpose of the Freedom of Information Act is to make the business
of government open and accountable to the public. The department fully supports the objectives and spirit of the Act
and is active in its endeavours to continually improve records management practices.
SAAS observes the national privacy principles to ensure individuals’ privacy is protected.
The SAAS Freedom of Information Statement is to be reviewed September 2011.
8.2 Whistleblower Protection Act 1993
Chief Executive Officer, Ray Creen is the designated responsible officer for SA Ambulance Service for the purposes
of the Whistleblowers Protection Act 1993.
8.3 Sustainability report
SAAS is continually working towards reaching South Australia’s Strategic Plan Objective 3: Attaining Sustainability
target of improving energy efficiency of government buildings by 25 per cent from 2000-01 levels by 2014.
The total energy consumption in SAAS buildings in 2009-10 was 9698 GJ (2807 tons CO2). This is an increase from
the 2008-09 consumption figures of 8879 GJ (2570 tons CO2) or 7.80 GJ/FTE.
The SAAS Conscience Council was formed in November 2009. The council is responsible for identifying and
recommending tangible ways which SAAS can become a more responsible global citizen.
The council consists of representatives from each SAAS directorate and has already achieved a reduction in paper
wastage and fax machine use and expanded recycling programs. The council has also commenced an education
campaign to reduce the carbon footprint of the organisation through improved energy usage, printer rationalisation,
changes to publishing procedures and recycling options.
SAAS is now considered a ‘zero waste’ organisation and is participating in a multicentre analysis of the carbon
footprint of emergency medical services across Australia in collaboration with James Cook University. The council has
developed a work plan that will further reduce our environmental impact such as point of disposal waste separation
and improve SAAS corporate citizenship by encouraging support of community fundraising events.
page 48
SA Ambulance Service Annual Report 2009–10
8.0 Other matters
New buildings including ambulance stations
As part of its new building and refurbishment building program SAAS continues to make improvements in energy and
water efficiencies. These include:
>> passive design including building orientation, skylights, roof ventilators, minimal east/west facing window, superior
insulation and flow through ventilation
>> solar energy including solar hot water, solar panels with the capability of feeding excess energy back into the
electricity grid and a ‘sun lizard system’ that supplies free warm air and ventilation to specific areas of the building
>> air conditioning supplied from thermostatic controlled ‘inverter technology’ split system units that can save up to
30 per cent on traditional running costs
>> building management systems control lighting, power and air condition. The system allows equipment to operate
within specific timeframes, light levels and usage needed (for example, air conditioning, boiling water units et al).
Significant energy reductions can be made coupled with dimmable low energy light fittings and PL globes.
Significant projects completed this year which include the initiatives outlined above were Port Adelaide and Quorn
ambulance stations.
Performance against annual energy efficiency targets
Energy use (GJ)
GHG emissions
Business measures
Base year 2000–01
SAAS total
6 700 GJ
1 939
742 FTE*
(paid staff)
Base year 2000–01 (Business measure)
SAAS total
9.03 GJ/FTE
Year being reported: 2009–10
SAAS total
9 698 GJ
2 807
1167.4 FTE*
(paid staff)
Year being reported: 2009–10
(Business measure)
SAAS total
8.3 GJ/FTE
2009–10
SAAS target
7.49 GJ/FTE
Final SAAS target
(for 2014)
6.77 GJ/FTE – 25% reduction
* Business measure includes FTE (paid staff) only.
SA Ambulance Service Annual Report 2009–10
page 49
8.0 Other matters
8.4 Asbestos management
An external organisation continues to conduct mandatory annual inspections and updates on all SAAS sites. A
program of asbestos removal has been implemented on relevant priority sites.
Annual asbestos management report 2009-10
Category
Number of sites
At start of year At end of year
Category description
Interpretation
One or more items at these sites …
1
1
1
Remove
should be removed promptly
2
4
1
Remove as soon
as practicable
should be scheduled for removal
at a practicable time
3
9
1
Use care during
maintenance
may need removal during
maintenance works
4
70
76
Monitor condition
has asbestos present. Inspect
according to legislation and policy
5
51
65
No asbestos identified/
identified asbestos has
been removed
(all asbestos identified as per
OHS&W 4.2.10 (1) has been
removed)
6
2
1
Further information
required
(These sites not yet categorised)
Definitions:
Category: The site performance score, determined by the lowest item performance score at each site.
Number of Sites in Category: A count of how many sites have the corresponding site performance score, with
separate counts done at the start and the end of each year.
Category Description: Indicates the recommended action corresponding to the lowest item performance score
(recorded in the asbestos register by a competent person, as per OHS & W Regulations (SA) 1995, 4.2.10).
Interpretation: A brief real-world example of what each category implies for a site.
8.5 Greening of Government Operations (G0GO) Framework
The GoGO Action Plan was approved by Cabinet in February 2006 to provide the implementation framework for
South Australian Government agencies to progress greening program. Given that it is a whole of portfolio issue,
performance against this framework is reflected in the Department of Health Annual Report.
page 50
SA Ambulance Service Annual Report 2009–10
9.0 Finances
9.0 Finances
Accounts payable performance
Number
of accounts
paid
Percentage of
accounts paid
(by number)
Value of
accounts paid
(in $A)
36 347
81%
78 148 818
84%WN
Paid within 30 days or less from due date*
6 262
14%
10 166 141
11% WN
Paid more than 30 days from due date*
2 123
5%
4 636 443
5% WN
44 732
100%
92 951 402
100% WN
Paid by the due date
Total
Percentage of
accounts paid
(by value)
*The due date is defined as per 11.7 of the instruction. Unless there is a discount or a written agreement between the public authority and the creditor, payment
should be within 30 days of the date of the invoice or claim. Public authorities shall not make payments in advance for goods that have not been received
or for services not yet rendered, unless such payments are in the ordinary course of business. Payments in advance for items such as insurance, leases where
the agreement states that payments must be made in advance, motor vehicle registrations, subscriptions, telephone rental, water rates and similar would be
considered to be in the ordinary course of business (11.11).
Consultants
Range
Number or name
of consultancies
Below $10 000
29
$10 001 – $50 000
AEA
Witness statements
B J Doyle
Legal advice on OHS Issue
Frontier Software
CHRIS 21 technical support and new screen
development
Gallagher Bassett Service
OHS internal audit and Reports
Liquid Pacific
Property valuations and SAMIS register
Mercer
Actuarial services
Pennycuick Consulting
Staff satisfaction survey and debrief
Shirley Technologies
Material testing
SoftWare Enterprises
Global rostering system
ORH Ltd - England
Emergency ambulance cover analysis
Above $50 000
Services provided
Total cost in
range ($A)
101 958
170 039
151 792
Fraud prevention
During the year there was one incident identified regarding the misappropriation of equipment. The matter was
referred to SA Police for investigation with charges subsequently being laid. As a result, the employee concerned
was terminated. The financial impact of the misappropriation was not considered material but relevant controls and
processes have been reviewed and amended.
SA Ambulance Service Annual Report 2009–10
page 51
9.0 Audited Financial Report
page 52
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 30 JUNE 2010
Note
Expenses
Staffing related expenses
Supplies and services
Depreciation and amortisation expense
Other expenses
3
4
6
7
Total expenses
Income
Revenue from Ambulance transport
Revenue from Ambulance Cover
Revenue from Call Direct
Interest Revenues
Other operating revenues
Net gain (loss) from the disposal of non-current
assets
Other income
8
9
10
11
Total income
Net cost of providing services
Revenues from SA Government
12
Net result
2010
$'000
121 114
33 302
9 672
11 646
159 666
29 289
9 975
10 697
175 734
209 627
58 274
20 411
2 046
506
990
50 069
18 886
2 037
1 202
751
84
949
( 793)
564
83 260
72 716
(92 474)
(136 911)
97 042
104 644
4 568
(32 267)
-
( 26)
4 568
(32 293)
Other Comprehensive Income
Changes in property, plant and equipment asset
revaluation surplus
Total comprehensive result
2009
$'000
The net result and comprehensive result are attributable to the SA Government as owner
The above statement should be read in conjunction with the accompanying notes.
SA Ambulance Service Annual Report 2009–10
page 53
9.0 Audited Financial Report
STATEMENT OF FINANCIAL POSITION
AS AT 30 JUNE 2010
Assets
Current assets
Cash and cash equivalents
Receivables
Inventories
Total current assets
Note
2010
2009
$'000
$'000
2(m), 21
2(f), 13
2(g)
12 742
22 659
352
35 753
18 887
14 625
244
33 756
2(h), 14
58 772
58 772
56 232
56 232
94 525
89 988
15(a)
16(a)
17(a)
11 804
27 352
1 540
40 696
14 775
26 268
1 370
42 413
15(b)
16(b)
17(b)
261
32 692
3 008
35 961
174
31 388
3 158
34 720
Total liabilities
76 657
77 133
Net assets
17 868
12 855
6 298
16 506
(4 936)
17 868
6 298
16 810
(10 253)
12 855
Non-current assets
Property, plant and equipment
Total non-current assets
Total assets
Liabilities
Current liabilities
Payables
Staffing related entitlements
Provisions
Total current liabilities
Non-current liabilities
Payables
Staffing related entitlements
Provisions
Total non-current liabilities
Equity
Contributed capital
Reserves
Retained earnings
Total equity
18
The total equity is attributable to the SA Government as owner
Unrecognised contractual commitments
Contingent assets and liabilities
19
20
The above statement should be read in conjunction with the accompanying notes.
page 54
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 30 JUNE 2010
Note
Balance at 30 June 2008
Net result for 2008-09
Capital
$’000
Reserves
$’000
Retained
earnings
$’000
Total
equity
$’000
6 298
16 590
22 260
45 148
-
-
(32 267)
(32 267)
Gain on revaluation of land during 2008-09
14
-
770
-
770
Loss on revaluation of leasehold
improvements during 2008-09
14
-
( 107)
-
( 107)
Loss on revaluation of buildings during 2008-09
14
-
( 689)
-
( 689)
Transfer between equity components
-
246
( 246)
-
Total comprehensive result for 2008-09
-
220
(32 513)
(32 293)
6 298
16 810
(10 253)
12 855
Net result for 2009-10
-
-
4 568
4 568
Transfer between equity components
-
( 304)
304
-
Total comprehensive result for 2009-10
-
( 304)
4 872
4 568
Transactions with SA Government as owner
Net assets transferred as a result of an
administrative restructure
-
-
445
445
6 298
16 506
Balance at 30 June 2009
Balance at 30 June 2010
(4 936)
17 868
All changes in equity are attributable to the SA Government as owner
The above Statement should be read in conjunction with the accompanying notes
SA Ambulance Service Annual Report 2009–10
page 55
9.0 Audited Financial Report
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 30 JUNE 2010
Note
Cash flows from operating activities
Cash outflows
Payments for staffing related expenses
Payments for supplies and services
GST payments on purchases
GST paid to the Australian Taxation Office
Cash used in operations
Cash inflows
Fees and charges
Interest received
GST receipts on receivables
GST input tax credits
Other receipts
Cash generated from operations
Cash flows from SA Government
Net cash provided by operating activities
Cash flows from investing activities
Cash outflows
Purchase of property, plant and equipment
Cash used in investing activities
Cash inflows
Proceeds from the sale of property, plant and equipment
Cash generated from investing activities
Net cash used in investing activities
Cash flows from financing activities
Cash outflows
Cash transferred as a result of restructuring activities
Cash used in financing activities
Net cash used in financing activities
Net (decrease) increase in cash and cash equivalents
2010
$'000
2009
$'000
(118 025)
(36 314)
(4 512)
(2 655)
(161 506)
(130 066)
(27 185)
(3 814)
(3 737)
(164 802)
66 534
529
2 876
4 511
727
75 177
62 720
1 252
3 754
3 969
536
72 231
92 140
106 004
5 811
13 433
(12 809)
(12 809)
(9 609)
(9 609)
853
853
(11 956)
1 171
1 171
(8 438)
(6 145)
( 126)
( 126)
( 126)
4 869
21
Cash and cash equivalents at 1 July
18 887
14 018
Cash and cash equivalents at 30 June
12 742
18 887
The above Statement of Cash Flows should be read in conjunction with the accompanying notes.
page 56
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
NOTE INDEX
Note
No
Objectives of SA Ambulance Service Inc
1
Summary of significant accounting policies
2
Expense Notes
Staffing related expenses
3
Supplies and services
4
Auditors remuneration
5
Depreciation and amortisation expense
6
Other expenses
7
Income Notes
Ambulance transport
8
Ambulance Cover
9
Other operating revenues
10
Net gain from the disposal of non current assets
11
Revenues from Government
12
Asset Notes
Receivables
13
Property, plant and equipment
14
Liability Notes
Payables
15
Provision for staffing related entitlements
16
Short and long-term provisions
17
Equity Notes
Movement in reserves
SA Ambulance Service Annual Report 2009–10
18
page 57
9.0 Audited Financial Report
Other Notes
Commitments
19
Contingent assets and liabilities
20
Notes to the statement of cash flows
21
Remuneration of staff
22
Remuneration of committee members
23
Financial instruments/financial risk management
24
Transferred functions
25
Events after the reporting period
26
page 58
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2010
1. Objectives of SA Ambulance Service Inc
SA Ambulance Service Inc (SAAS) is the principal provider of emergency
ambulance services in South Australia. This provision of ambulance services comprises:
• out-of-hospital emergency care and transport
• a non-emergency ambulance transport service
• emergency and major events management.
To complement the provision of ambulance services, SAAS also:
• coordinates the Adelaide Bank state rescue helicopter operations
• collaborates with Flinders University to deliver the Bachelor of Health Sciences (Paramedic) and the
Master of Health Sciences (Pre-hospital and Emergency Care)
• promotes and administers the Ambulance Cover subscription scheme
• promotes and manages Call Direct—a 24-hour personal monitoring emergency service
• hosts the Advanced Incident Management System (AIMS) for SA Health.
2. Summary of significant accounting policies
The significant accounting policies adopted in the preparation of this financial report are detailed below:
(a) Reporting entity
SA Ambulance Service Inc is an incorporated association under the Health Care Act 2008.
The Health Care Act was proclaimed on 1 July 2008 and repealed the Ambulance Services Act 1992.
Under the provisions of the Health Care Act, SA Ambulance Service Inc ceased to be an association
under the Associations Incorporation Act 1985 but continues in existence as the same body
corporate but now constituted under the Health Care Act. As a result of these legislative changes,
administration of the body corporate changed from the previous Ambulance Board to the Chief Executive
of the Department of Health who in turn has delegated day to day operational responsibilities to the Chief
Executive Officer of SAAS.
The Health Care Act also provides for the establishment of local Health Advisory Councils
(HACs). The SA Ambulance Service Volunteer Health Advisory Council (SAASVHAC) was
established on 1 July 2008 as an unincorporated body. The role of the council is to provide advice
and advocacy on SAAS volunteer matters to the Minister for Health and the Chief Executive
Officer and management of SAAS.
The financial statements includes the operations of the SA Ambulance Development Fund. This fund is a
Charitable Trust administered by SAAS pursuant to a Declaration of Trust. The fund receives donations,
gifts and bequests from the public which are applied by the Trustee to improve the services offered by
SAAS. The funds cannot be used for the day to day operating expenses of the SAAS.
The registered office of SAAS is located at 216 Greenhill Road, Eastwood, South Australia.
The principal activities of the Ambulance Service are the provision of high quality pre-hospital care and
patient transport.
SA Ambulance Service Annual Report 2009–10
page 59
9.0 Audited Financial Report
(b) Basis of accounting / statement of compliance
Statement of compliance
These financial statements are general purpose financial statements. The accounts have been prepared in
accordance with relevant Australian accounting standards and Treasurer’s instructions and accounting
policy statements promulgated under the provision of the Public Finance and Audit Act 1987 (PFAA).
Except for AASB 2009-12 ,which the Ambulance Service has early adopted, Australian accounting
standards and interpretations that have recently been issued or amended but are not yet effective have
not been adopted by SAAS for the reporting period ending 30 June 2010. SAAS has assessed the impact
of the new and amended standards and interpretations and considers there will be no impact on the
accounting policies or the financial statements of SAAS.
Basis of accounting
The Statement of Comprehensive Income, Statement of Financial Position and Statement of Changes in
Equity have been prepared on an accrual basis and are in accordance with historical cost convention,
except for certain assets that are revalued and carried at fair value.
The Statement of Cash Flows has been prepared on a cash basis.
These financial statements have been prepared based on a twelve month operating cycle and presented
in Australian currency rounded to the nearest thousand dollars ($'000).
(c) Comparative information
The presentation and classification of items in the financial statements are consistent with prior periods
except for some minor terminology changes arising from the implementation of AASB 2009-6 and AASB
2009-12
(d) Income recognition
Income is recognised to the extent that it is probable that the flow of economic benefits to SAAS will
occur and can be reliably measured. Income has been aggregated according to its nature and has not
been offset unless required or permitted by a specific accounting standard, or where offsetting reflects
the substance of the transaction or other event.
The following are specific recognition criteria:
Ambulance transport revenue
Ambulance transport revenue comprises revenue earned from the provision of patient transport, and is
recognised when the service is provided or when the fee in respect of services provided is receivable.
Ambulance Cover revenue
SAAS operates the Ambulance Cover scheme whereby members pay a subscription to cover themselves
against the cost of ambulance transport. Ambulance Cover revenue is recognised upon receipt of the
subscription fee.
Call Direct revenue
Call Direct revenue comprises the sale of alarm monitoring units, accessories and monitoring income.
Units and accessories revenue are recognised at point of sale. Monitoring income is brought to account
as services are provided.
page 60
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
Other operating revenues
Other operating revenues include interest received and donations. Donations are recognised when
received, and interest when accrued.
Revenues from Government
Revenues from the State Government comprise contributions to meet the costs of government's
community service obligations, for which services are provided by SAAS, funds for its motor vehicle
replacement program and approved capital works. Government revenues are recognised when SAAS
obtains control over the funding.
Other income
Other income represents rental, commissions and sundry revenue.
Disposal of non-current assets
Income from the disposal of non-current assets is recognised when the control of the asset has passed to
the buyer and determined by comparing proceeds with the carrying amount. When revalued assets are
sold, the revaluation increments are transferred to accumulated surplus (losses).
(e) Taxation
SAAS is a public ambulance service and is endorsed to receive deductible gifts, and is
also exempt from income tax pursuant to the Income Tax Assessment Act 1997 . SAAS
is exempted under the Fringe Benefits Tax Assessment Act 1986 for up to $17 000 of
grossed-up taxable value per staff member.
Income, expenses and assets are recognised net of the amount of GST except:
• when the GST incurred on a purchase of goods or services is not recoverable from the Australian
Taxation Office, in which case the GST is recognised as part of the cost of acquisition of the asset
or as part of the expense item applicable; and
• receivables and payables, which are stated with the amount of GST included.
The net amount of GST recoverable from, or payable to, the Australian Taxation Office is included as
part of receivables or payables in the Statement of Financial Position.
Cash flows are included in the Statement of Cash Flows on a gross basis and the GST component of
cash flows arising from investing and financing activities, which is recoverable from, or payable to, the
Australian Taxation Office is classified as part of operating cash flows. Unrecognised contractual
commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to
the Australian Taxation Office. If GST is not payable to, or recoverable from the Australian Taxation
Office, the commitments and contingencies are disclosed on a gross basis.
SA Ambulance Service Annual Report 2009–10
page 61
9.0 Audited Financial Report
(f) Receivables
Receivables include amounts receivable for Ambulance Transport, Call Direct, prepaid expenses and other
accruals. Receivables from agencies and hospitals are normally received within 30 days.
Due to the nature of ambulance operations, particularly Community Service Obligations, SAAS has a
substantial number of doubtful debts for Ambulance Transport. Doubtful debts are written-off when there
is objective evidence that they are uncollectable. The provision for doubtful debts is adjusted on a regular
basis to ensure that it sufficiently covers the latest estimate of debts that may prove to be uncollectable.
(g) Inventories
Inventories represent materials and supplies to be consumed in the rendering of services. Inventories are
measured at cost.
(h) Non-current assets
All non-current tangible assets with a value of $10 000 or greater are capitalised. All items of non-current
assets, with the exception of land, have a limited useful life, which is reviewed annually. Non-current
assets, other than land, are systematically depreciated in a manner that reflects the consumption of
service potential.
The major asset categories are subject to straight-line depreciation over the following estimated useful
lives:
Years
Buildings and leasehold improvements
5–40
Motor vehicles
1–8
Medical equipment
4–5
Plant and equipment*
3–25
Communication equipment
5–23
*Comprises information technology, office furniture and equipment, fixtures and fittings and training
equipment.
Revaluation of non-current assets or groups of assets is only performed when their fair value at the time
of acquisition is greater than $1 million and estimated useful life is greater than three years. Every three
years SAAS has its land, buildings and leasehold improvements independently valued. To align the
revaluations periods with those of the Department of Health, SAAS had an independent valuation
undertaken as at 30th June 2009. If at any time management considers that the carrying amount of an
asset materially differs from it fair value, then the asset will be revalued regardless of when the last
valuation took place. Any revaluation increment is credited to the asset revaluation surplus, except to the
extent that it reverses a revaluation decrease of the same asset class previously recognised as an
expense, in which case the increase is recognised as income.
Any revaluation decrease is recognised as an expense, except to the extent that it offsets a previous
revaluation increase for the same asset class, in which case the decrease is debited directly to the asset
revaluation surplus to the extent of the credit balance existing in revaluations reserve for that asset class.
page 62
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amounts
of the assets and the net amounts are restated to the revalued amounts of the asset. Upon disposal or
derecognition, any revaluation surplus relating to that asset is transferred to retained earnings.
All non-current assets are tested for impairment during normal maintenance programs and during
revaluations. Where there is an indication of impairment, the recoverable amount is estimated. An
amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an
impairment loss. For revalued assets, an impairment loss is offset against the revaluation surplus.
Refer to note 14 for the basis of valuation for each major asset category.
(i) Operating leases
Leases are identified as operating leases where the lessor effectively retains substantially all the risks
and benefits of ownership of the leased assets. Operating lease payments are recognised as an expense
on the basis that is representative of the pattern of benefits derived from the leased assets.
(j) Staffing related entitlements
Under the employment provisions of the Health Care Act 2008 the Chief Executive of the Department of
Health is the “employing authority” of all SAAS staff. The Chief Executive of the Department of Health
has delegated most of his powers and functions relating to the employment of staff to the CEO of SAAS.
The Treasurer has also issued a direction to SAAS to make payments with respect to any matter arising
in connection with the employment of a person under the Health Care Act 2008. For the purposes of
these financial statements the terms 'staff' and 'staffing' exclude volunteers of SAAS.
Staffing related entitlements accrue for staff as a result of services provided up to the reporting date that
remain unpaid. Long-term staffing entitlements are measured at present value and short-term staffing
entitlements are measured at nominal amounts.
No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave
taken in future years by staff is estimated to be less than the annual entitlement of sick leave.
The liability/prepayment for salaries and wages is measured as the amount unpaid/paid in advance at the
reporting date at remuneration rates current at reporting date.
The annual leave and accrued days off liability expected to be payable within twelve months is measured
at the undiscounted amount expected to be payable. The annual leave and accrued days off liability
expected to be payable after twelve months are discounted to present value.
The liability for long service leave is recognised after a staff member has completed 5.5 years of service.
An actuarial assessment of long service leave undertaken by the Department of Treasury and Finance
based on a significant sample of staff throughout the South Australian public sector, including SAAS,
determined that the liability measured using the short hand method was not materially different from the
liability measured using the present value of expected future payments. This calculation is consistent with
SAAS experience of staff retention and leave taken.
SA Ambulance Service Annual Report 2009–10
page 63
9.0 Audited Financial Report
The conditional portion of the long service leave provision is classified as non-current. The remainder is
classified as current as SAAS does not have an unconditional right to defer settlement of the liability for
at least 12 months after reporting date.
Superannuation funds
A significant majority of SAAS's staff are members of the SA Ambulance Service Superannuation
Scheme (the "Scheme"). These staff are eligible to receive a benefit from the Scheme. A benefit is
payable on retirement, death, disablement or leaving SAAS, in accordance with the Scheme's trust deed
and rules. The Scheme provides lump sum benefits based on a combination of defined benefits which
depend on years of service and final salary and accumulation benefits which depend on the accumulation
of member and employer contributions adjusted for appropriate earnings and expenses. The liability for
this Scheme has been determined via an actuarial valuation by Mercer Investment Nominees Limited
using the projected unit credit method. The South Australian Superannuation Board was appointed
Trustee of the Scheme effective 1 July 2006. The Scheme was closed to new members as at 30 June
2008. From 1 July 2008 new staff join an accumulative Triple S scheme.
The defined benefit liability has been recognised in the Statement of Financial Position in accordance with
Australian Accounting Standard AASB 119 Employee Benefits . The expected payment to settle the
obligation has been determined using national government bond market yields with terms and conditions
that match, as closely as possible, to estimated cash outflows. Refer to Note 16(d).
Actuarial gains and losses are recognised in full, directly in the Statement of Comprehensive Income, in
the period in which they occur. The superannuation expense of the defined benefit plan is measured in
accordance with AASB 119 and is recognised as and when contributions fall due.
For a small proportion of the workforce, SAAS pays its contributions in accordance with the relevant
award or contracts of employment to other nominated Superannuation funds in compliance with the
superannuation guarantee legislation. Contributions are charged as expenditure as they are made.
Members are not required to make contributions to these funds.
(k) Workers compensation
During the reporting period SAAS staff were covered by self insurance arrangements pursuant to the
Workers Rehabilitation and Compensation Act 1986 . Under a scheme arrangement SAAS was
responsible for the management for workers rehabilitation and compensation and was directly responsible
for meeting the cost of workers' compensation claims and the implementation and funding of preventive
programs.
Costs for the settlement of lump sum and redemption payments together with other claim costs are met
directly by SAAS and are thus reflected as an expense from ordinary activities in the financial statements.
The liability provision for workers compensation claims is based on an actuarial assessment performed
through the Public Sector Workforce Relations Division of the Department of the Premier and Cabinet.
The liability includes claims incurred, but not yet paid, incurred but not reported and the anticipated direct
and indirect costs of settling those claims. The liability for outstanding claims is measured as the present
value of the expected future payments reflecting the fact that all the claims do not have to be paid in the
immediate future.
page 64
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
(l) Reserves
The amounts recorded as reserves, excluding asset revaluation, are represented by actual funds set aside
for express purposes as follows:
Country branch reserves
These reserves are under the control of country branch committees in accordance with the provisions of
SA Ambulance Service Country Branch Regulations and are applied to meet branch requirements.
Country capital reserve fund
The Fund is applied for the purchase of capital items for the operation of country branches. Revenues
are received from the transfer from Country Operating Reserve Fund, interest earnings and transfers
from Country Branch Reserves towards capital projects.
The annual cost of purchasing capital items on behalf of country branches is recognised by the Fund as a
transfer to Retained Earnings.
Country operating reserve fund
The Country Operating Reserve Fund (CORF) was established to meet operating costs that relate to the
operations of country branches. Revenues are received from volunteer branch operating surpluses as
defined in the SA Ambulance Service Country Branch Regulations.
(m) Cash and cash equivalents
Cash and cash equivalents recorded in the Statement of Financial Position and Statement of Cash Flows
include cash on hand and deposits held at call that are used in the cash management function on a
day-to-day basis.
Cash is measured at nominal value.
(n) Payables
Payables include creditors, accrued expenses and employment on-costs.
Creditors represent the amounts owing for goods and services received prior to the end of the reporting
period that are unpaid at the end of the reporting period. Creditors include all unpaid invoices received
relating to the normal operations of SAAS.
Accrued expenses represent goods and services provided by other parties during the period that are
unpaid at the end of the reporting period and where an invoice has not been received.
All payables are measured at their nominal amount and are normally settled within 30 days from the date
of the invoice or date the invoice is first received.
Staff on-costs include payroll tax, workers compensation and superannuation contributions in respect to
outstanding liabilities for salaries and wages, long service leave and annual leave.
SA Ambulance Service Annual Report 2009–10
page 65
9.0 Audited Financial Report
(o) Transactions with SA Government entities
The preparation of the financial statements requires compliance with accounting policy statements
issued pursuant to section 41 of the Public Finance and Audit Act 1987. In the interest of public
accountability and transparency the accounting policy statements require revenues, expenses,
financial assets and liabilities where the counterparty/transaction is with an entity within the SA
Government as at reporting date, to be disclosed and classified according to their nature. A
threshold of $100 000 for separate identification of these items applies.
2010
$'000
3. Staffing related expenses
Salaries and wages, annual leave and sick leave
Superannuation - defined benefit scheme
Superannuation - other
Long service leave
102 567
14 251
1 914
2 382
121 114
Expenses recognised in the Statement of Comprehensive Income
in respect of the defined benefit scheme are as follows:
Current service cost *
Interest cost
Expected return on scheme assets
Actuarial losses
Effect of curtailments/settlements
Total included in ‘Staffing and related costs’
* service cost does not include the cost of 3% Award contributions for some
members
2009
$'000
117 491
38 178
596
3 401
159 666
2010
$'000
2009
$'000
7 889
6 940
(7 340)
9 117
(2 355)
14 251
6 722
6 891
(7 557)
32 122
38 178
7 132
5 785
5 033
4 970
4 490
2 870
1 471
395
636
520
33 302
3 608
5 507
4 728
4 559
4 600
3 230
1 545
396
615
501
29 289
4. Supplies and services
Occupancy
Professional and administrative expenses
Vehicle operating
Medical
Training, travel, uniforms and other staff expenses
Communication
Information technology
Consultancies
Other
Marketing
page 66
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
2010
$'000
Supplies and services provided by entities within the SA Government
Professional and administrative expenses
Vehicle operating
Communication
Information technology
Training, travel, uniforms and other staff expenses
Occupancy
Medical
Supplies and services provided by entities external to SA Government
Occupancy
Medical
Training, travel, uniforms and other staff expenses
Vehicle operating
Professional and administrative expenses
Communication
Other
Information technology
Marketing
Consultancies
2009
$'000
3 353
2 167
1 712
930
117
59
21
8 359
990
2 237
1 151
1 001
94
20
5 493
7 073
4 949
4 373
2 866
2 432
1 158
636
541
520
395
24 943
33 302
3 608
4 539
4 506
2 491
4 517
2 079
615
544
501
396
23 796
29 289
The total supplies and services amount disclosed includes GST amounts
not-recoverable from the ATO due to SAAS not holding a valid tax invoice.
The number and dollar amount of consultancies
paid/payable (included in supplies and services expense)
that fell within the following bands:
Below $10 000
Between $10 000 and $50 000
Above $50 000
2010
No
2009
No
2010
$'000
2009
$'000
31
9
1
41
27
10
2
39
72
171
152
395
66
193
137
396
133
87
5. Auditors remuneration
Amounts paid and payable to the auditors for auditing this financial report. The
auditors provided no other services. The 2009-10 figure includes an additional
expense of $54 000 associated with checking of back-pay calculations by
Shared Services SA that were not taken up in the 2009 report.
SA Ambulance Service Annual Report 2009–10
page 67
9.0 Audited Financial Report
2010
$'000
2009
$'000
6. Depreciation and amortisation expense
Motor vehicles
Medical equipment
Communication equipment
Buildings
Plant and equipment
Leasehold improvements
6 178
997
979
869
371
278
9 672
6 725
838
1 011
783
348
270
9 975
10 419
957
270
11 646
7 640
2 686
371
10 697
121 324
107 724
37 975
25 075
58 274
34 456
23 199
50 069
20 281
18 770
101 043
88 954
37 975
25 075
37 993
58 274
34 456
23 199
31 299
50 069
20 411
18 886
37 975
(17 564)
34 456
1 906
(17 476)
7. Other expenses
Bad, doubtful debts and discounts with entities external to the SA Government
Workers compensation - Non SA Govt entities
Discounts - SA Government entities
8. Ambulance transport
Fees raised
Less:
Ambulance Cover concessions
Pensioner concessions
Fees received/receivable from entities within the SA Government
Fees raised
Fees received/receivable from entities external to SA Government
Fees raised
Less:
Ambulance Cover concessions
Pensioner concessions
9. Ambulance Cover
Ambulance Cover revenue
Less:
Transport fee concessions
Direct administration costs
Ambulance Cover deficit
page 68
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
2010
$'000
2009
$'000
263
215
418
269
40
727
990
323
142
71
536
751
544
309
769
84
500
671
1 964
( 793)
10. Other operating revenues
Received/receivable from entities within the SA Government
Other
Received/receivable from entities external to SA Government
Bad debt recoveries
Donations
Other
11. Net gain from the disposal of non current assets
Revenue from the disposal of assets - from Non SA Govt entities
Revenue from the disposal of assets - from SA Govt entities
Less: written-down value of disposed assets
Net gain/(loss) from disposal of assets
12. Revenues from Government
Funding was received from the State Government for:
Operations*
Capital works
South Australian Government Radio Network**
86 969
9 002
1 071
97 042
97 042
92 291
11 282
1 071
104 644
104 644
* Includes $952 000 received from the Community Emergency Services Fund
($929 000 in 2009-09)
** Includes $209 000 received from the Community Emergency Services Fund
($209 000 in 2008-09)
13. Receivables
Receivables
Less: provision for doubtful debts and discounts
Prepayments
Accrued revenue
SA Ambulance Service Annual Report 2009–10
24 790
(6 553)
2 967
1 455
22 659
15 006
(4 882)
3 171
1 330
14 625
page 69
9.0 Audited Financial Report
Receivables from SA Government entities
Receivables
Less: provision for discounts
Accrued revenue
Receivables from Non SA Government entities
Receivables
Less: provision for doubtful debts and discounts
Prepayments
Accrued revenue
2010
$'000
2009
$'000
7 466
( 50)
469
7 885
1 937
( 39)
365
2 263
17 324
(6 503)
2 967
986
14 774
22 659
13 069
(4 843)
3 171
965
12 362
14 625
(4 882)
(11 118)
9 029
418
(6 553)
(4 994)
(8 413)
8 202
323
(4 882)
The allowance for doubtful debts is recognised when there is objective evidence (ie
calculated on past experience and current and expected changes in client credit rating)
that a receivable is impaired.
Movements in the allowance for doubtful debts and discounts (impairment loss)
Carrying amount at the beginning of the period
Increase in the allowance
Amounts written off
Amounts recovered during the year
Carrying amount at the end of the period
page 70
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
14. Property, plant and equipment
2010
$'000
2009
$'000
Land and buildings
Land at fair value
Buildings at fair value
Accumulated depreciation
Total buildings
Total land and buildings
13 106
17 783
( 868)
16 915
30 021
13 106
15 956
15 956
29 062
Leasehold improvements
Leasehold improvements at fair value
Accumulated amortisation
Total leasehold improvements
10 364
( 280)
10 084
7 626
7 626
35 475
(22 099)
13 376
36 058
(21 958)
14 100
Medical equipment
Medical equipment at cost (deemed fair value)
Accumulated depreciation
Total medical equipment
8 799
(6 333)
2 466
8 199
(5 335)
2 864
Plant and equipment
Plant and equipment at cost (deemed fair value)
Accumulated depreciation
Total plant and equipment
4 323
(2 958)
1 365
3 574
(2 587)
987
Communication equipment
Communication equipment at fair value
Accumulated depreciation
Total communication equipment
7 170
(5 710)
1 460
6 324
(4 731)
1 593
Total property, plant and equipment
58 772
56 232
Motor vehicles
Motor vehicles at cost (deemed fair value)
Accumulated depreciation
Total motor vehicles
SA Ambulance Service Annual Report 2009–10
page 71
page 72
13 106
13 106
Land
12 358
( 22)
770
13 106
Carrying amount at the beginning
of the period
Additions
Disposals
Depreciation and amortisation
Carrying amount at 30 June 2010
2008-2009
Carrying amount at the beginning
of the period
Additions
Disposals
Revaluation increment
Revaluation decrement
Depreciation and amortisation
Carrying amount at 30 June 2009
10 084
7 626
2 738
( 280)
13 376
14 100
6 223
( 769)
(6 178)
2 466
2 864
599
( 997)
1 365
987
749
( 371)
1 460
1 593
846
( 979)
15 956
16 404
1 024
( 689)
( 783)
7 626
6 814
1 189
( 107)
( 270)
14 100
15 477
7 312
(1 964)
(6 725)
2 864
3 105
597
( 838)
987
1 060
275
( 348)
1 593
2 438
166
(1 011)
Motor
Leasehold
Medical Plant and Communication
Buildings Improvements Vehicles Equipment Equipment Equipment
16 915
15 956
1 828
( 869)
Motor
Leasehold
Medical Plant and Communication
Buildings Improvements Vehicles Equipment Equipment Equipment
56 232
57 656
10 541
(1 964)
770
( 796)
(9 975)
Total
58 772
56 232
12 983
( 769)
(9 674)
Total
Land, buildings and leasehold improvements were independently revalued on a fair value basis at 30 June 2009 by Liquid Pacific Holdings Pty
Ltd. Communication equipment was revalued on a fair value basis at 30 June 2001 by Ambulance Service management.
Land at fair value includes land valued at $299 000 held on behalf of the Crown. This land is for Ambulance Service purposes and cannot be
disposed of.
There were no indications of impairment of property, plant or equipment at 30 June 2010.
Land
2009-2010
The following tables show the movement in property, plant and equipment during 2009-10 and 2008-09.
9.0 Audited Financial Report
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
15. Payables
2010
$'000
(a) Current
Trade creditors - to Non SA Government entities
Staff on-costs
Trade creditors - to SA Government entities
Other creditors
(b) Non-current
Staff on-costs
Total payables
2009
$'000
7 291
2 488
1 838
187
11 804
10 662
2 321
1 599
193
14 775
261
12 065
174
14 949
Interest rate and credit risk
Creditors and accruals are raised for all amounts payable but unpaid as at balance date.
Sundry creditors are normally settled within 30 days. Employment on-costs are settled when
the respective employee benefit that they relate to is discharged. All payables are
non-interest bearing. The carrying amount of payables represents fair value due to the
amounts being payable on demand.
16. Provision for staffing related entitlements
(a) Current
Long service leave
Annual leave
Accrued days off
Superannuation - defined benefit scheme
Accrued salaries and wages
10 044
10 034
4 463
2 245
566
27 352
8 971
10 111
4 035
2 078
1 073
26 268
29 455
3 237
32 692
29 169
2 219
31 388
60 044
57 656
Annual Leave
Provision for staffing related entitlements - current (note 16 (a))
Included in current payables (note 15)
Total liability for current annual leave entitlement
10 034
1 183
11 217
10 111
1 178
11 289
Accrued Days Off
Provision for staffing related entitlements - current (note 16 (a))
Included in current payables (note 15)
Total liability for current accrued days off entitlement
4 463
494
4 957
4 035
439
4 474
(b) Non-current
Superannuation - defined benefit scheme
Long service leave
Total provision for staffing entitlements
(c) Staffing related entitlements and on-cost liabilities
SA Ambulance Service Annual Report 2009–10
page 73
9.0 Audited Financial Report
2010
$'000
Long Service Leave
Provision for staffing related entitlements - current (note 16 (a))
Included in current payables (note 15)
Total liability for current long service leave entitlement
2009
$'000
10 044
811
10 855
8 971
704
9 675
Provision for staffing related entitlements - non-current (note 16 (b))
Included in non-current payables (note 15 (b))
Total liability for non-current long service leave entitlement
3 237
261
3 498
2 219
174
2 393
Provision for staffing related entitlements - current (note 16 (a))
Total liability for Superannuation - defined benefit scheme - current
2 245
2 245
2 078
2 078
29 455
29 455
29 169
29 169
Provision for staffing related entitlements - non-current (note 16 (b))
Total liability for Superannuation - defined benefit scheme - non-current
SAAS uses a long term average to determine the proportion of long service leave taken as
leave. This has changed from the 2009 rate of 52.5% to 54.3%. Due to the new
arrangements concerning the triple S superannuation scheme, the average factor for the
calculation of employer superannuation on-cost has changed from the 2009 rate of 14.74%
to 13.49%. The Workcover levy rate as a self-insured employer has changed from the 2009
rate of 0.23% to 0.182%. The 10 year Government bond yield rate used for net present
value discount purposes has changed from the 2009 rate of 5.53% to 5.1%. The average
length of service used in the net present value calculation has changed from the 2009 value
of 12.3 years to 11.7 years. All these rates and assumptions are used in the calculation of
staffing related entitlements and associated on-costs. As a result of an actuarial assessment
performed by the Department of Treasury and Finance, the benchmarkfor the measurement
of long service leave liability has changed from the 2009 benchmark of 6.5 years to 5.5
years. The net financial effect of all these changes in the current financial year is an
increase in staffing related expenses of $528 000, an increase in staffing related
entitlements of $501 000 and an increase in on-costs of $27 000. The impact on future
periods is impracticable to estimate as a key component, the long-term discount rate, is
experiencing significant movement.
(d) Defined benefit superannuation scheme
Reconciliation of the present value of the defined benefit obligation:
Opening balance of defined benefit obligation
Current service cost
Interest cost
Contributions by scheme participants
Actuarial losses
Benefits paid
Taxes, premiums & expenses paid
Transfers in
Curtailments
Settlements
Closing balance of defined benefit obligation
page 74
137 879
7 889
6 940
4 772
15 629
(2 244)
(4 147)
356
(2 355)
(10 067)
154 652
117 648
6 722
6 891
5 945
10 173
(6 529)
(3 560)
589
137 879
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
Reconciliation of the fair value of scheme assets:
Opening balance of scheme assets
Expected return on scheme assets
Actuarial gains/(losses)
Contributions from the employer
Contributions by scheme participants
Benefits paid
Taxes, premiums & expenses paid
Transfers in
Settlements
Closing balance of scheme assets
106 632
7 340
6 266
14 044
4 772
(2 244)
(4 147)
356
(10 067)
122 952
109 748
7 557
(21 770)
14 652
5 945
(6 529)
(3 560)
589
106 632
154 652
122 952
31 700
137 879
106 632
31 247
The amount included in the Statement of Financial Position arising from
the SAAS's obligations in respect of its defined benefit
scheme is as follows:
Present value of defined benefit obligations
Fair value of scheme assets
Net liability aising from defined benefit obligations
2010
$'000
Included in the Statement of Financial Position:
Current provision for staffing related entitlements (note 16(a))
Defined benefit obligations
Non-current provision for staffing related entitlements (note 16(b))
Defined benefit obligations
Total defined benefit obligations
Expected Strategic
Returns Allocation
Australian Equity
International Equity
Fixed Income
Property
Cash
Weighted Average Expected Return
2010
%
7.85
7.05
5.05
6.45
4.15
7.00
2010
%
31
31
27
9
2
100
2009
$'000
2 245
2 078
29 455
31 700
29 169
31 247
% invested by asset
class
2010
%
32
20
36
8
4
2009
%
34
18
34
3
11
The fair value of scheme assets includes no amounts relating to any of the employer's own financial
instruments or any property occupied by, or other assets used by, the employer. The expected return on
assets assumption is determined by weighting the expected long-term return for each asset class by the
target allocation of assets to each asset class and allowing for the correlations of the investment returns
between asset classes. The returns used for each asset class are net of investment tax and investment
fees. The actual return on scheme assets was a gain of $13 606 000 (2009: loss 14 213 000). Employer
contributions of $11 473 000 are expected to be paid to the scheme for the year ending 30 June 2011.
Expected employer contributions reflect the current 12% of salary contributions and include an agreed
additional funding contribution of $4 560 000.
SA Ambulance Service Annual Report 2009–10
page 75
9.0 Audited Financial Report
Principal actuarial assumptions used (expressed as weighted
averages):
Discount rate (defined benefits)
Discount rate (accumulation accounts)
Expected return on scheme assets (active members)
Expected return on scheme assets (accumulation accounts)
Expected rate of salary increase
2010
% pa
4.5
7.0
7.0
7.0
*3.0
2009
% pa
5.0
7.0
7.0
7.0
3.5
*increasing to 4% in out-years
Historical summary:
Present value of defined benefit obligation
Fair value of scheme assets
Deficit in scheme
Experience adjustments loss/(gain) on scheme assets
Experience adjustments (gain)/loss on scheme liabilities
2010
$'000
154 652
122 952
31 700
(6 266)
8 318
2009
$'000
137 879
106 632
31 247
21 770
6 524
2008
$'000
117 648
109 748
7 900
19 833
(7 441)
2007
$'000
117 322
115 381
1 941
(12 035)
13 671
17. Short and long-term provisions
(a) Short term provisions
Workers compensation - from Non SA Govt entities
Workers compensation - from SA Govt entities
(b) Long term provisions
Workers compensation from Non SA Govt entities
Workers compensation from SA Govt entities
page 76
1 253
287
1 540
1 370
1 370
2 175
833
3 008
3 158
3 158
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
2010
$'000
2009
$'000
18. Movement in reserves
Asset Revaluation Surplus
Balance at beginning of period
Revaluation (decrement) / increment
Balance at end of period
12 055
12 055
12 081
( 26)
12 055
1 185
115
1 300
1 129
56
1 185
Country Capital Reserve Fund
Balance at beginning of period
Transfers to retained earnings
Transfer from Country Operating Reserve Fund
Balance at end of period
3 570
(2 624)
2 205
3 151
3 380
(2 228)
2 418
3 570
Country Operating Reserve Fund
Balance at beginning of period
Transfers from retained earnings
Transfer to Country Capital Reserve Fund
Balance at end of period
2 205
(2 205)
-
2 418
(2 418)
-
Total reserves
16 506
16 810
Country Branch Reserves
Balance at beginning of period
Transfers from retained earnings
Balance at end of period
SA Ambulance Service Annual Report 2009–10
page 77
9.0 Audited Financial Report
19. Commitments
(a) Lease commitments (excludes GST)
Operating contracted lease expenditure is payable as follows:
2010
$'000
Not later than one year
Later than one year but not later than five years
Later than five years
2009
$'000
735
1 245
376
2 356
617
1 092
668
2 377
1 289
958
399
-
1 127
1 526
2 167
2 167
2 475
5 830
8 305
2 562
3 590
6 152
SAAS has a number of operating lease arrangements for the use of
properties. The major commitments are for properties at Eastwood, Ashford
Hospital, Port Adelaide, Aldgate, Angaston and Nuriootpa. SAAS has a
number of other operating leases for the use of property. The value of these
leases is immaterial.
Future operating lease commitments represent the present value of future cash
outflows to be made as per the lease agreements. Terms of renewal are as
mutually agreed by SAAS and the lessor.
Total rental expenditure was
(b) Capital commitments (excludes GST)
Capital expenditure contracted for at the reporting date but not recognised as
liabilities in the financial report, are payable as follows:
Purchase of ambulances at estimated cost less payments made not later than one year
Construction and fit-out of buildings at estimated cost less payments made not later
than one year
(c) Remuneration commitments
Commitments for the payment of salaries and other remuneration under
fixed-term employment contracts in existence at the reporting date but not
recognised as liabilities are payable as follows:
Within one year
Later than one year but not longer than five years
Amounts disclosed include commitments arising from executive and other
service contracts. The department does not offer fixed-term remuneration
contracts greater than five years.
20. Contingent assets and liabilities
During 2006-07 a number of operational staff developed allergic symptoms.
The expenditure figures include a number of identification, prevention and
rectification costs ($4 033 084 in 2009-10 and $849 000 in 2008-09).
Consideration is being given to possible recovery of some of these costs by
SAAS.
page 78
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
21. Notes to the statement of cash flows
2010
$'000
2009
$'000
(a) Reconciliation of cash and cash equivalents
For the purposes of the Statement of Cash Flows and Statement of Financial
Position, cash and cash equivalents includes cash on hand, at bank and at call
and short term investments. It comprises:
Cash assets
At call and short term deposits
5 684
7 058
12 742
9 028
9 859
18 887
5 811
(97 042)
84
13 433
(104 644)
( 793)
(9 672)
(9 975)
(100 819)
(101 979)
8 034
108
2 884
173
(2 834)
( 20)
1 152
(5)
(6 537)
932
(29 927)
( 547)
(92 474)
(136 911)
Short-term deposits
Short-term deposits are made for varying periods of between one day and
three months, they are lodged with SAFA and earn interest at the respective
short term deposit rates.
Interest rate risk
Cash on hand is non-interest bearing. Deposits at call earn a floating
interest rate, based on daily bank deposit rates. The carrying amount of
cash and cash equivalents represents fair value.
(b) Reconciliation of net cash provided by operating activities
to net cost of providing services:
Net cash provided by operating activities
(less) Revenues from SA Government
Add (less) Net revenue (expense) on the sale of non-current assets
(less) Add: non-cash items
Depreciation
Net cash provided by operating activities
before change in assets and liabilities
Change in assets and liabilities
Increase in receivables
Increase (decrease) in inventory
Decrease (increase) in payables
Increase in non-current asset purchases
(Increase) in staffing entitlements
(Increase) in provisions
Net cost of providing services
SA Ambulance Service Annual Report 2009–10
page 79
9.0 Audited Financial Report
22. Remuneration of staff
2010
2009
Number of Number of
Staff
Staff
The number of staff whose remuneration, inclusive of superannuation and
other benefits, from SAAS fell within the following bands was:
$100 001–$110 000
$110 001–$120 000
$120 001–$130 000
$130 001–$140 000
$140 001–$150 000
$150 001–$160 000
$160 001–$170 000
$170 001–$180 000
$180 001–$190 000
$190 001–$200 000
$210 001–$220 000
$220 001–$230 000
$230 001–$240 000
129
108
82
71
53
26
15
5
1
1
2
1
494
157
101
90
57
35
25
17
6
4
2
1
495
The table above includes all staff who received remuneration of $100 000 or
more during the year. Remuneration of staff reflects all costs of employment
including salaries and wages, superannuation contributions, fringe benefits tax
(over exempt threshold) and any other salary sacrifice benefits but excludes
leave entitlements on termination.
2010
2009
Number of Number of
Staff
Staff
The figures comprise the following categories of staff:
Executive and Administration
Operational
The total remuneration received, or due and receivable, from SAAS
by the staff whose remuneration exceeded $100 000 was:
page 80
19
475
494
27
468
495
2010
$'000
61 791
2009
$'000
61 114
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
23. Remuneration of committee members
Members that were entitled to receive remuneration for membership during the
2009/10 financial year were:
Risk Management and Audit Committee
Ms Y Sneddon (Chair)
Ms R Rosa
Mr B Taylor
All Independent members were appointed on 10 December 2008.
The number of members whose remuneration received
or receivable falls within the following bands:
$1 - $9 999
Total number of members
2010
2009
3
3
3
3
Remuneration of members reflects all costs of performing board/committee member duties including
sitting fees, superannuation contributions, fringe benefits tax and any other salary sacrifice arrangements.
The total remuneration received or receivable by members was $18 000 ($5 000).
No amounts were paid to a superannuation plan for board/committee members in either the 2009-10 and
2008-09 financial years.
In accordance with the Department of Premier and Cabinet Circular No. 016, government employees did
not receive any remuneration for board/committee duties during the financial year.
Unless otherwise disclosed, transactions between members are on conditions no more favourable than
those that it is reasonable to expect the entity would have adopted if dealing with the related party at
arm's length in the same circumstances.
SA Ambulance Service Annual Report 2009–10
page 81
9.0 Audited Financial Report
24. Financial instruments/financial risk management
Categorisation of financial instruments
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 and financial liability are disclosed in Note 2 Summary of Significant
Accounting Policies. The carrying amount of financial assets and liabilities equates to fair value.
Credit risk
SAAS has no significant concentration of credit risk because it provides its services to a
large number of users and charges to individuals are of low value.
SAAS provides Ambulance Transport services based on clinical need. Consequently
SAAS is exposed to credit risk in regard to patients who are unable to pay. SAAS does not
engage in high risk hedging for its financial assets.
Maximum exposure to credit risk
2010
$'000
23 827
986
24 813
Financial assets and other credit risk exposure
Patient Transport Debtors
Other
Total
2009
$'000
17 912
965
18 877
The carrying amount of financial assets above (net of any allowances for losses) representsSAAS’s maximum exposure to
credit risk.
Allowances for impairment of financial assets is calculated on past experience and current and expected
changes in client credit rating. Currently SAAS does not hold any collateral as security to any of its
financial assets. Other than receivables, there is no evidence to indicate that the financial assets are
impaired.
The following table discloses the ageing of financial assets, past due, including impaired assets past due.
Ageing analysis of financial assets
2010
Not impaired
Receivables
Other financial assets
Impaired
Receivables
2009
Not impaired
Receivables
Other financial assets
Impaired
Receivables
All financial assets and liabilities mature within one year.
page 82
Past due by
Overdue Overdue Overdue
for < 30 for 30 – for > 60
days
60 days
days
$’000
$’000
Total
$’000
10 068
7 968
3 279
-
175
-
13 522
7 968
360
417
5 776
6 553
7 465
4 838
2 570
-
45
-
10 080
4 838
212
319
4 311
4 842
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
Liquidity risk
SAAS has implemented financial management practices including budget setting and monitoring
arrangements to provide assurance that cashflows from operations, including funding from the SA
Government, are sufficient to meet predicted cash outflows. Experience indicates cashflows from
SAAS’s operations, including revenue and expenses, are predictable. The continued existence of SAAS
is dependent on State Government policy and on continuing appropriations by Parliament for SAAS’s
administration and programs. SAAS normally settles undisputed accounts within 30 days from the date of
the invoice or date the invoice is first received. In the event of a dispute, payment is made 30 days from
resolution.
SAAS's exposure to liquidity risk is insignificant based on past experience and current assessment of risk.
Market risk
Market risk for SAAS is primarily through interest rate risk. As SAAS does not have any interest
bearing liabilities or borrowings SAAS has no material market risk exposure. There is no exposure to
foreign currency or other price risks.
Sensitivity disclosure analysis
A sensitivity analysis has not been undertaken for the interest rate risk of SAAS as it has been
determined that the possible impact on net result or total equity from fluctuations in interest rates is
immaterial.
25. Transferred functions
Transferred Out
• On 6 December 2007, the Health Portfolio Executive approved the centralisation of all information
communications technology (ICT) functions (excluding pathology) across the Health Portfolio under the
control of the Chief Information Officer to commence from 1 July 2008. Nothing progressed on this
restructure until 1 July 2009. The transfers from SAAS included staff and their associated staffing related
entitlements. This transition was noted by Cabinet on 15 May 2010.
• Health Portfolio Executive approved on 2nd October 2008 the establishment of a consolidated
procurement, contracting, and supply chain service. This service provides the foundation for delivering
best practice procurement, contracting and supply chain management across SA Health. Effective 1 July
2009, staff and their associated staffing related entitlements were transferred from SAAS to the SA
Distribution Centre division of the Department of Health. This transfer was noted by Cabinet on 15 May
2010.
SAAS inventory will be purchased by the Department of Health once the service level agreements have
been finalised.
SA Ambulance Service Annual Report 2009–10
page 83
9.0 Audited Financial Report
SAAS transferred the assets and liabilities reflected below:
ICT
Supply
Total
Current assets
Prepayments
Total current assets
22
22
10
10
32
32
Total assets
22
10
32
Current liabilities
Staffing related entitlements
Payables
Total current liabilities
259
38
297
97
9
106
356
47
403
Non-current liabilities
Staffing related entitlements
Payables
Total non current liabilities
59
1
60
14
14
73
1
74
357
120
477
( 335)
( 110)
( 445)
Total liabilities
Net assets transferred
Net assets transferred by SAAS as a result of the administrative restructures were at the carrying
amount. The net assets transferred were treated as a distribution to the Government as owner.
26. Events after the reporting period
Effective from 1 July 2010 the Statewide Retrieval Service under the banner of MedSTAR Emergency
Medical Retrieval was transferred from Central Northern Adelaide Health Service to SAAS.
page 84
SA Ambulance Service Annual Report 2009–10
9.0 Audited Financial Report
We certify that the attached general purpose financial statements for SA Ambulance Service:
• comply with relevant Treasurer’s instructions issued under section 41 of the Public Finance and
Audit Act 1987, and relevant Australian accounting standards;
• are in accordance with the accounts and records of the service; and
• present a true and fair view of the financial position of SA Ambulance Service as at 30 June 2010
and the results of its operation and cash flows for the financial year.
We certify that the internal controls employed by SA Ambulance Service for the financial year over
its financial reporting and its preparation of the general purpose financial statements have been effective
throughout the reporting period.
R. CREEN
Chief Executive Officer
SA Ambulance Service Annual Report 2009–10
R Cox
Regional Finance Director
page 85
10.0 Station statistics
10.0 Station statistics
Emergency
patients transported Urgent
patients transported Non urgent
patients transported Total
patients transported
Number
carried
Number
carried
Number
carried
Number
carried
Metropolitan
66 698 601 848
Kms
travelled
Kms
travelled
33 077 369 710
Kms
travelled
42 987 557 786
Kms
travelled
142 762 1 529 344
Aldinga
1 145
25 102
565
12 116
2
82
1 712
37 300
Ashford
4 176
26 555
2 664
20 259
5
36
6 845
46 850
Brooklyn Park
1 981
14 498
1 311
11 202
3
29
3 295
25 729
Camden Park
2 160
17 156
1 116
9 274
2
17
3 278
26 447
Campbelltown
4 507
42 283
1 965
19 753
3 975
40 693
10 447
102 729
City
4 734
25 674
2 011
12 305
9
78
6 754
38 057
Fulham
6 013
42 612
3 519
29 552
15 460 181 247
24 992
253 411
Gawler
1 633
19 354
751
15 459
41
2 390
34 854
Marion
2 514
19 530
1 076
10 438
8 201 104 391
11 791
134 359
McLaren Vale
1 304
24 456
769
13 935
2 093
31 303
4 166
69 694
Mitcham
2 597
17 570
1 548
12 387
9
107
4 154
30 064
Noarlunga
6 095
78 845
3 889
63 212
24
535
10 008
142 592
O’Halloran Hill
2 005
22 025
1 075
13 891
3
23
3 083
35 939
Playford
4 558
34 416
1 775
22 424
6
238
6 339
57 078
Prospect
5 061
41 056
2 073
20 562
4 109
76 182
11 243
137 800
Pt Adelaide
3 791
31 698
1 536
13 613
4 223
53 375
9 550
98 686
Redwood Park
4 530
36 671
1 926
19 799
6
55
6 462
56 525
Salisbury
7 004
65 810
2 961
38 806
4 851
69 354
14 816
173 970
890
16 537
547
10 723
0
0
1 437
27 260
Stirling
page 86
6
SA Ambulance Service Annual Report 2009–10
10.0 Station statistics
Emergency
patients transported Urgent
patients transported Non urgent
patients transported Total
patients transported
Number
carried
Kms
travelled
Number
carried
Kms
travelled
Number
carried
Kms
travelled
Number
carried
Country Operations North
4 271
38 848
2 679
47 708
2 296
51 809
96
770
53
271
47
277
196
1 318
Ceduna (Volunteer) 260
2 760
119
753
69
232
448
3 745
Ceduna (Career)
Kms
travelled
9 246 138 365
Cleve
43
686
33
856
53
2 640
129
4 182
Coffin Bay
23
926
5
208
0
0
28
1 134
Coober Pedy
(Volunteer)
94
369
72
1 485
41
654
207
2 508
Coober Pedy (Career) 37
787
37
989
38
223
112
1 999
Cowell
29
146
28
1 418
27
1 305
84
2 869
Cummins
34
386
44
624
61
2 057
139
3 067
Elliston
5
8
18
1 191
27
1 507
50
2 706
Hawker
20
1 013
18
1 082
7
374
45
2 469
Kimba
25
123
23
747
23
1 719
71
2 589
Leigh Ck
35
618
40
401
16
67
91
1 086
Lock
21
1 787
11
1 532
2
153
34
3 472
Marla
14
538
11
957
6
355
31
1 850
Oodnadatta
1
3
4
14
6
113
11
130
Port Neill
1
43
1
42
0
0
2
85
1 286
9 117
767
9 190
590
9 584
2 643
27 891
Pt Lincoln
705
4 344
471
5 034
497
12 190
1 673
21 568
Pt Kenny
16
449
7
481
4
163
27
1 093
Quorn
28
137
23
460
29
908
80
1 505
Roxby Downs
35
168
83
1 842
50
1 162
168
3 172
Streaky Bay
39
351
37
615
35
361
111
1 327
Tumby Bay
82
853
44
865
70
3 065
196
4 783
1 297
10 364
680
15 535
567
11 121
2 544
37 020
Woomera
13
833
22
563
11
330
46
1 726
Wudinna
19
431
23
379
20
1 249
62
2 059
Yalata
0
0
0
0
0
0
0
0
Yunta
13
838
5
174
0
0
18
1 012
Pt Augusta
Whyalla
SA Ambulance Service Annual Report 2009–10
page 87
10.0 Station statistics
Emergency
patients transported Urgent
patients transported Non urgent
patients transported Total
patients transported
Number
carried
Kms
travelled
Number
carried
Number
carried
Number
carried
Country Operations South
6 428
74 417
Kms
travelled
4 468 139 056
Kms
travelled
5 559 246 587
Kms
travelled
16 455 460 060
Barmera
295
3 044
124
1 945
397
12 243
816
17 232
Berri
429
2 516
421
8 364
704
21 120
1 554
32 000
82
370
82
1 517
111
7 534
275
9 421
6
306
0
0
0
0
6
306
Coonalpyn
35
1 976
6
293
0
0
41
2 269
Karoonda
18
354
12
1 078
14
1 509
44
2 941
Keith
48
619
45
984
64
4 635
157
6 238
Kingston
75
906
54
3 243
56
3 872
185
8 021
Lameroo
19
326
31
1 926
21
2 134
71
4 386
248
1 549
168
3 187
470
14 635
886
19 371
Lucindale
36
1 313
10
395
3
9
49
1 717
Mannum
99
701
41
893
4
72
144
1 666
Meningie
74
1 072
64
6 884
83
9 341
221
17 297
Millicent
399
2 602
284
6 733
283
10 531
966
19 866
Morgan
44
1 804
22
791
4
165
70
2 760
Mt Gambier
1 919
17 547
1 282
27 092
1 539
62 214
4 740 106 853
Murray Bridge
1 420
13 213
1 104
50 970
831
47 935
3 355 112 118
Nangwarry
19
688
22
978
20
1 421
61
3 087
Naracoorte
238
2 979
200
5 405
207
12 651
645
21 035
Padthaway
17
710
5
383
10
1 463
32
2 556
Penola
42
716
22
659
12
538
76
1 913
Pinnaroo
22
93
35
2 445
36
2 951
93
5 489
0
6
0
5
0
1
0
12
429
9 589
194
2 611
410
12 724
1 033
24 924
98
2 930
58
4 090
42
4 362
198
11 382
0
1
0
0
0
0
0
1
Swan Reach
19
955
12
594
1
61
32
1 610
Tailem Bend
25
334
18
626
13
495
56
1 455
Tintinara
35
1 721
21
1 295
2
163
58
3 179
Waikerie
238
3 477
131
3 670
222
11 808
591
18 955
Bordertown
Coomandook
Loxton
Pt MacDonnell
Renmark
Robe
Salt Creek
page 88
SA Ambulance Service Annual Report 2009–10
10.0 Station statistics
Emergency
patients transported Urgent
patients transported Non urgent
patients transported Total
patients transported
Number
carried
Number
carried
Number
carried
Number
carried
Kms
travelled
Country Operations Central
8 565 153 167
American River
Kms
travelled
5 890 210 764
Kms
travelled
5 835 272 644
Kms
travelled
20 290 636 575
18
903
9
404
0
1
27
1 308
Angaston
917
11 479
611
25 703
498
20 928
2 026
58 110
Ardrossan
91
1 825
71
2 301
68
4 449
230
8 575
Balaklava
116
1 315
106
6 385
137
10 924
359
18 624
Booleroo Centre
36
565
29
364
62
2 697
127
3 626
Burra
70
1 817
46
3 307
36
4 217
152
9 341
Clare
205
1 696
142
10 361
154
13 453
501
25 510
Crystal Brook
54
289
39
981
64
3 504
157
4 774
Eudunda
29
506
25
1 377
65
4 264
119
6 147
175
5 171
207
8 561
479
21 116
861
34 848
53
466
41
945
59
3 476
153
4 887
523
12 250
291
12 699
157
5 188
971
30 137
Gosse
16
351
8
285
0
0
24
636
Hamley Bridge
50
2 647
27
1 402
27
1 828
104
5 877
Jamestown
102
1 447
74
1 835
161
9 618
337
12 900
Kadina
126
1 217
56
377
37
727
219
2 321
Kapunda
90
1 166
69
3 120
126
8 254
285
12 540
Kingscote
107
1 205
111
1 404
105
1 191
323
3 800
Maitland
90
459
77
647
53
1 341
220
2 447
245
5 768
139
4 352
198
11 622
582
21 742
0
1
1
40
1
40
2
81
Meadows
73
2 052
34
948
3
187
110
3 187
Minlaton
104
2 917
103
3 472
91
4 030
298
10 419
Moonta
259
1 353
234
2 686
293
5 929
786
9 968
Mount Barker
863
25 512
553
19 793
129
4 232
1 545
49 537
Mt Pleasant
119
2 232
115
2 979
136
5 082
370
10 293
Orroroo
23
164
25
744
34
1 263
82
2 171
Penneshaw
16
742
4
240
0
0
20
982
Peterborough
63
355
41
1 133
22
1 960
126
3 448
Port Wakefield
60
1 423
22
827
26
2 241
108
4 491
Pt Broughton
50
148
29
594
31
2 265
110
3 007
1 118
4 992
557
10 750
708
19 597
2 383
35 339
74
2 263
39
2 487
46
3 550
159
8 300
Fleurieu Peninsula
Gladstone
Goolwa
Mallala
Marion Bay
Pt Pirie
Riverton
SA Ambulance Service Annual Report 2009–10
page 89
10.0 Station statistics
Emergency
patients transported Urgent
patients transported Non urgent
patients transported Total
patients transported
Number
carried
Kms
travelled
Number
carried
Kms
travelled
Number
carried
Kms
travelled
Number
carried
49
1 855
18
725
11
914
78
3 494
1 072
12 547
1 028
45 108
888
45 764
2 988
103 419
Strathalbyn
254
3 459
185
6 640
106
4 854
545
14 953
Wallaroo (Career)
202
3 094
144
6 910
452
31 751
798
41 755
Wallaroo (Volunteer) 99
434
81
1 024
90
2 137
270
3 595
Snowtown
South Coast
Kms
travelled
Warooka
74
3 167
34
746
36
452
144
4 365
Woodside
495
15 512
283
10 027
110
3 506
888
29 045
Yankalilla
269
13 780
94
4 919
54
3 071
417
21 770
Yorketown
116
2 623
88
1 162
82
1 021
286
4 806
Other
620
13 753
294
3 887
521
4 364
1 435
22 004
Statewide Total 86 582 882 033
page 90
46 408 771 125
57 198 1 133 190
190 188 2 786 348
SA Ambulance Service Annual Report 2009–10
Glossary
Glossary of terms
Bariatric patient
SAASfit
Patients with a Body Mass Index (BMI) above 40, or
weighing above 110 kilograms. (The average person has
a BMI of 18–25).
SA Ambulance Service’s health and wellbeing program.
Council of Ambulance Authorities
The peak body representing the principal statutory
providers of ambulance services in Australia, New
Zealand and Papua New Guinea.
Defining the road ahead
SA Ambulance Service’s service delivery model.
Department of health
The public sector agency (administrative unit) established
under the Public Sector Management Act 1995 with
responsibility for the policy, administration and operation
of South Australia’s public health system.
Emergency medical dispatch support
officers
Staff who are trained to answer both non-urgent and
emergency triple-zero calls, assess the patient’s condition
over the phone, and provide step-by-step instructions in
lifesaving procedures.
Extended care paramedic
Intensive care paramedic who has received additional
clinical training in order to carry out additional duties and
treat patients in their homes or residential facilities.
SA Health
South Australian public health system, services and
agencies.
Single Paramedic Response and
INTervention (SPRINT) paramedics
Paramedics who are qualified to operate as single
responders to emergency situations.
Support services
Staff employed by SA Ambulance Service to perform
functions in support of patient services staff (i.e. nonoperational functions).
Vision 2010
SA Ambulance Service’s strategic plan.
Vision 2015
SA Ambulance Service’s new strategic plan.
Volunteer
Volunteers who are qualified to provide basic emergency
pre-hospital care and transport in rural and remote
communities.
Health system
All health services provided to the people of South
Australia.
Intensive care paramedic
Qualified paramedics who have undertaken additional
training in order to carry out advanced emergency
procedures.
Paramedic
Staff who have completed the required training in order
to administer emergency patient care and transport.
SA Ambulance Service Annual Report 2009–10
page 91