Waikato District Health Board 
Annual Report
12/13
Te Hanga  
Whaioranga  
Mo- Te Iwi 
Building  
Healthy  
Communities

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P.02 Our performance in summary
Emergency Department presentations
Mental health admissions
 2.36% 2012 99,596
2013 101,944
 7.6% 2012 1,593
2013 1,472
Inpatient discharges
Mental health community visits
 5.48% 2012 77,808
2013 82,068
 4.41% 2012 156,554
2013 163,458
All surgical operations
Chemotherapy attendances
 3.16% 2012 26,272
2013 27,102
 6.55% 2012 7,241
2013 7,715
Outpatient attendances
Radiology examination attendances
 2.30% 2012 207,336
2013 202,558
 30.6% 2012 102,878
2013 134,386
Did not attend outpatient clinics
Radiotherapy attendances
 4.31% 2012 21,717
2013 20,781
 5.65% 2012 25,793
2013 27,250
Patient meals
Births (3,577 at Waikato Hospital in 2013)
 2.71% 2012 759,511
2013 780,122
 1.23% 2012 3,975
2013 4,024
Meals on Wheels
Breast screen tests
 3.29% 2012 50,699
2013 52,365
 1.36% 2012 34,975
2013 34,500
Elective operations (including those for other DHBs)
District nurse community visits
 4.96% 2012 15,783
2013 16,566
 0.82% 2012 138,555
2013 137,414

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Contents
P.03
04 Board 
13 Part 1:  
15 Introduction
43 Part 2: 
47 Our Impacts
137  Part 3: 
142  Notes to the  
Statement
Overview
Statement  
Financial 
Financial 
16 Our Performance 
73 Our Outputs
of Service  
Statements
Statements
06 Our Board
Framework
Performance
09 Statement of 
18 Our 
Contents
responsibility
Organisational 
Profile 
10 Audit Report
24 National  
Performance 
Story
26 Regional 
Performance 
Story
28 Local 
Performance 
Story

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P.04 Board statement
It is a pleasure to report on another year of progress towards 
Research shows that we are already seeing lower obesity rates in our 
improving the health of our population and reducing or eliminating 
children compared to the national average and that Waikato children 
health inequalities.
are even running faster than the same age groups in other regions.
Total expenditure this year was $1.2 billion reflecting the size of our 
Our Supported Transfer and Accelerated Rehabilitation Team (START), 
population, and its age, gender, ethnicity and socio-economic status.
which provides intensive rehabilitation in patients’ homes is another 
example of Waikato DHB thinking outside of traditional care delivery 
Significant changes to healthcare funding emerged following the 
for the good of the patient. Setting rehabilitation goals and then having 
d statement
global financial crisis across Europe. It does have a plus side for 
multi disciplinary teams from the DHB going into their homes to help 
Waikato DHB as we are seeing the return of our New Zealand trained 
achieve them, has resulted in some excellent results for patients.
medical professionals and we are now able to attract people into some 
Boar
specialist roles where we struggled in the past.
To further our partnership with primary care, the START service sits in 
an integrated family health centre.
Our ageing population trends and the consequent higher percentage 
of chronic conditions means individuals have to be proactive about 
Our elective surgery delivery performance, while in the midst of a 
their personal health situation. The continuum of care between primary 
huge campus rebuilding programme, is a credit to our clinicians, 
and secondary care takes on even greater significance and care in the 
administrators and management. We completed 16,566 elective 
community is just as important as care in hospital.
surgical procedures – a 5 percent increase on the year before.
We opened stage one of the Meade Clinical Centre, the High 
Over the next few pages, you can read the Waikato DHB performance 
Dependency and Intensive Care units, Older Persons and 
story for the year starting 1 July 2012. There are some good successes  Rehabilitation Building, the Regional Renal Centre, demolished the 
and some areas where we need to continue to improve.
Smith Building floor by floor and refurbished several of the existing 
Highlights were that we came in $1 million ahead of budget, we 
wards. All of these significant projects placed demands on the 
delivered further major buildings and facilities on time and on budget 
services and we continued to deliver services whilst planning and 
and our work behind the scenes to get a rural health hub in Tokoroa 
implementing significant change processes.
got underway reinforcing an ever-strengthening relationship between 
primary and secondary care in the South Waikato. 
We also achieved extended three-year certification across all our 
hospitals, a first for Waikato DHB.
There were other successes too. 
Information Technology is an area of great opportunity but immediate 
After years of debate and tension about a sustainable model to deliver 
challenge for Waikato DHB as it is for the wider health sector. As it is a 
integrated rural health care in the north Ruapehu district, we worked 
key enabler we prioritise our scarce health dollars to invest in this area. 
in partnership with a number of community providers and have 
developed new models of care, which when implemented will result 
A telemedicine trial between Taumarunui and Waikato hospitals’ 
in primary and secondary providers working collaboratively so that 
emergency departments is an example of how IT can help the DHB 
patients get the best possible care. 
deliver in an area where clinical sustainability is a challenge. This offers 
The Waikato DHB funded and Sport Waikato delivered Project 
opportunities for future development.
Energize, a health and fitness project covering 44,000 children in 
The PACS Extended Imaging solution enabled the Waikato DHB to 
Waikato primary schools rolled out to pre-schoolers and their families. 
achieve a number of key objectives through:

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•  reducing paper records
Network, Population Health, Bright Stars (Bilingual early childhood 
P.05
•  centralisation of images
centre) and Bernard Fergusson Kura Kaupapa.
•  providing greater access to digital images
We launched Project 270, an initiative that seeks to mitigate the effects 
•  providing clinicians the ability to view digital images remotely to 
_
of child/whanau poverty. 
allow a clinical opinion to aid in the patient’s treatment path.  
We completed the Warm our Whare initiative for the 2012-2013 year 
The implementation of Vocera (a wearable wireless communication 
_
and we insulated 380 homes for high needs whanau and generated 
system) within Critical Care, Older Persons and Rehabilitation and 
more than 1000 referrals. 
the new theatres and interventional suites, delivered significant 
communication enhancements through:
Pepi/babies and tamariki/children with high needs, benefited from this 
•  instant hands free communication
and we will look to insulate a further 400 homes over the next 12 months. 
•  reduction in time locating key staff
As part of Project 270 we launched a Kai in Schools (KIS) initiative in 
•  increased time on patient care
d statement
conjunction with KidsCan to feed hungry children from low income 
•  the ability during emergencies to 
families. Our funding extended KidsCan’s Food in Schools initiative to 
communicate to a wide audience instantly.
23 decile 1 and 2 schools across the greater Waikato. 
Boar
Whilst we have done very well on most of the national health targets, 
_
we still struggle with two of them. Despite improvements on the 
Our Maori Health team leads the largest Pepi-Pod initiative in the 
_
previous year efficiencies, we did not achieve the six-hour shorter 
country having established 25 Maori and mainstream hospital and 
stays in emergency department target.  
community-based providers across the Waikato District to distribute 
_
2000 Pepi-Pods to vulnerable whanau. 
•  Growth in attendances of 2.4 percent added to our challenge and 
this was on top of the 11 per cent growth in the previous year 
We can see the finish line to our building programme. We have spent 
caused by a number of factors including chronic conditions, active 
approximately $500 million at mainly Thames and Waikato hospitals over 
lifestyles and our roading network, which results in more motor 
the last five years and have done it in an envelope we can afford to finance.
vehicle accidents in this region than any other DHB.
The remaining big issue is the replacement of many of our wards at 
Waikato Hospital but we do need a break to repay debt so we have 
•  The ongoing building reconstruction and moves by wards, clinics 
the financial capacity. 
and services around Waikato Hospital has not helped either. 
The expectation is that once we complete the work, and have 
This is my last report as board chair. After five years in the role, I 
full utilisation of the new clinical services, this along with other 
must say how impressed I am at the dedication of our health teams 
improvements will get us much closer.
throughout the Waikato. Health is an area where everything we do 
affects peoples’ lives. It takes a team who really care and are willing to 
We achieved the smoking target of 95 percent of hospitalised smokers 
go the extra mile. I see these qualities wherever I go in the organisation 
provided with advice and help to quit in the last quarter and this 
and therefore it has been a real privilege to be part of the Waikato DHB.
continues to be one we have to keep our eye on. Getting someone 
help to quit smoking is one of the biggest differences we can make on 
I have also enjoyed working with our skilled and dedicated executive 
health outcomes in the DHB.
team led by Craig Climo who collectively took health services in the 
Waikato to a significantly improved level over the last few years.
_
To reach a smoke free Aotearoa by 2025 our Maori health team placed 
Tupeka Kore kawenata (tobacco free covenants) across a variety of 
Lastly, many thanks to my fellow board members for their dedication 
services and organisations including Te Puna Oranga, Midland Cancer 
and hard work during the year. 
Graeme Milne

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P.06 Our Board
d
Graeme Milne - Waikato DHB Chair 
Sally Christie - Deputy chair
from 18 May 2009
Re-elected: 6 December 2010
Reappointed: 6 December 2010
Partner, Mr Michael O’Donnell, works for 
Chairman, New Zealand Pharmaceuticals Ltd
Work Wise Trust which is in receipt of some 
Chairman, Synlait Milk Ltd
funding from Waikato DHB.
Our Boar
Chairman, Terracare Ltd
Chairman, Johnes Disease Research Consortium
Chairman, Rural Broadband Initiative National 
Advisory Committee
Director, Farmers Mutual Group
Director, New Zealand Institute for Rare Disease 
Research Ltd
Director, Genesis Power Ltd
Director, Alliance Group Ltd
Member, Massey University School of 
Advanced Engineering and Technology
Advisory Board
Trustee, Rockhaven Trust
Partner, GR & J A Milne.
Andrew Buckley
Gay Shirley
Elected: 6 December 2010
Reappointed: 20 December 2010
Company Director of “Crannog Ltd”
Owner, Chartered Accountant in Private Practice
Trustee of “Golden 8” Family Trust
Director, Waikato Regional Airport Limited
Primary Health Practice Principal – 
Director, Titanium Park Limited
Osteopathic Medicine Clinic
Director, Alandale Lifecare Limited
Wife is an employee of Waikato DHB (nurse).
Trustee, Alandale Foundation Board
Trustee of a number of Family Trusts
Husband trustee of Braemar Charitable Trust 
(the Trust owns all the shares in Braemar 
Hospital Limited).

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P.07
Pippa Mahood
Ewan Wilson
d
Re-elected: 6 December 2010
Elected: 6 December 2010
Hamilton City Council Portfolio:
Hamilton City Councillor
• Community Development Committee
Director/Shareholder MEW Developments Ltd
• City Planning and Development Committee
Director of Grand Journey by Wilson Tours Ltd
• Civil Defence Emergency Management 
Director of Wilson Aviation Ltd
Our Boar
Committee
Daughter is an employee of Waikato DHB.
• District Plan Review
• Statutory Management Committee
Trustee, Waikato Health and Disability Expo Trust
Member, Opus Trust Board
Husband retired respiratory consultant from 
Waikato DHB.
Sharon Mariu
Clyde Wade
Appointed: 6 December 2010
Elected: 6 December 2010
Director and Shareholder, THS & Associates Ltd
Employee of Waikato District Health Board 
Director, P.O.W. Partnership Ltd
(cardiologist)
Director and Shareholder, Plus Potential 
Shareholder, Midland Cardiovascular Services, which 
Investments Ltd
holds a contract with Waikato DHB (until 2012)
Director and Shareholder, New Zealand Sports 
Director, Penrhyn Farms Ltd
Academy International Ltd
Trustee, Waikato Health Memorabilia Trust
Chair, Oraukura 3 Incorporation
Trustee, Waikato Heart Trust
Shareholder, New Zealand Sports Academy Ltd
Patron, Zipper Club of New Zealand
Member, National Health Committee.
Honorary Senior Lecturer in Medicine, 
University of Auckland.

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P.08
d
Deryck Shaw
Appointed: 28 May 2012
Director/Owner of APR Consultants Limited
Board Member:
Director/Shareholder:
• NZ Maori Arts and Crafts Institute – Te Puia
• APR Group
• Waikato Bay of Plenty Football
Our Boar
• Principal Holdings Rotorua Limited 
Vice President, IML Walking Association
• Partner, Shaw Property Partnership 
Member, Rotary Club of Rotorua West
Chair:
Committee member, Bay of Plenty Branch, 
• Lakes District Health Board
NZ Institute of Directors, Not for Profit 
• Rotorua United AFC – Not for profit Soccer/
Organisation and no fee (voluntary).
Football Club
• New Zealand Walking Association (Inc) 
Organiser of walking events in Rotorua 
Walking Festival
Martin Gallagher
Harry Mikaere
Elected: 6 December 2010
Reappointed: 6 December 2010
Member of Hamilton City Council
Part owner of Phoenix House Resthome 
Hamilton City Council Portfolio:
and Hospital with wife, which is leased to 
• Chair, Operations & Activity Performance 
daughter and son-in-law, Riana and John 
Committee
Manuel, who holds contracts with Waikato 
• Chair, Civic Subcommittee
DHB to provide aged care, primary care and 
• Member, Strategy & Policy Committee
transitional care.
• Member, Finance & Monitoring Committee
Chair of Iwi/Maori Council
• Member, District Plan Review Steering Group
Chair of Te Korowai Hauora O Hauraki
Board Member, Parent to Parent New Zealand (Inc)
Chair of Hauraki PHO
Trustee, Waikato Community Broadcasters 
Chair of the Tainui Waka Alliance
Charitable Trust
Director of Hauraki Fishing Group and 
Trustee, He Puawai Trust
Taimoana Marine Farms Limited
Member, Lake Rotokauri Management 
Director of New Zealand Aquaculture Limited
Advisory Committee (Waikato District Council)
Chair of Waikato Whanau Ora Regional 
Wife employed by Presbyterian Support Services 
Leadership Forum
which has contracts with the Waikato DHB.
Shareholder of Coromandel Marine 
Farmers Limited.

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P.09
Statement of 
For the year ended  
responsibility
30 June 2013
The Board and management of Waikato District Health Board accept 
responsibility for the preparation of the financial statements and 
esponsibility
Statement of Service Performance for the year ended 30 June 2013 
and the judgements used in them.
The Board and management of Waikato District Health Board accept 
responsibility for establishing and maintaining systems of internal 
control designed to provide reasonable assurance as to the integrity 
and reliability of financial and non-financial reporting.
Statement of r
In the opinion of the Board and management of Waikato District 
Health Board, the financial statements and the Statement of Service 
Performance for the year ended 30 June 2013 fairly reflect the financial 
position and operations of Waikato District Health Board.
Signed on behalf of the Board
Graeme Milne, Chair
Sally Christie, Deputy Chair
23 October 2013
23 October 2013

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P.10 Audit report
eport
Audit r

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P.11
eport
Audit r

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Part 1 Overview
Kara Disher Dental 
Nurse at Frankton 
primary school treating 
Katie Jeffcoat

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Introduction
P.15
This Annual Report outlines our financial and non-financial 
and socio-economic status characteristics. The National Health Board 
performance for the year ended 30 June 2013. In the Statement of 
also has a role in the planning and funding of some health services, for 
Service Performance (part two) we present our actual performance 
example breast and cervical screening and the provision of disability 
results against the non-financial measures and targets contained in our  support services for people aged less than 65 years services are 
oduction
Statement of Intent 2012/13 - 2014/15.
funded and contracted nationally.
Our focus is on providing services for our population that improve their 
During 2012/13 we funded a number of different healthcare 
Intr
health and reduce or eliminate health inequalities. We consider needs 
providers including Health Waikato, our provider arm, which received 
and services across all areas and how we can provide these services 
approximately 66 percent of the funding. The remaining 34 percent 
to best meet the needs of the population within the funding available. 
was utilised to fund healthcare delivery by other providers including 
_
We are socially responsible and uphold the ethical and quality 
primary care, pharmacy, laboratories, aged residential care, Maori 
standards commonly expected of providers of services and public 
providers, Pacific providers and other DHBs. We monitored and 
sector organisations. 
evaluated service delivery, including audits of a range of providers.
We have both funded and provided health services this year. We 
As well as the strategic direction at a national, regional and local level, 
received approximately $1.1 billion in funding from Government to 
the following performance story diagram shows the links between 
undertake our role. The amount of funding is determined by the size 
what we do to enable and support our performance (stewardship),  
of our population, as well as the population’s age, gender, ethnicity 
and our service performance (output classes, outputs and impacts).
Waikato hospital campus, September 2013

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P.16 Diagram: Our Performance Framework
1. National
Health and 
disability system 
New Zealanders lead longer,
outcomes
 healthier and more independent lives
New Zealand’s economic growth is supported
Ministry of Health 
Good health 
People receive 
The health and disability system 
intermediate 
and independence 
A more unified and improved  
better health and 
 and services are trusted and can 
outcomes
are protected and 
health and disability system
promoted
disability services
 be used with confidence
Overarching 
health sector goal
Better, sooner, more convenient health services for all New Zealanders
Policy drivers
Regional collaboration
Integrated care
Value for money
Our Performance Framework
2. Regional
Midland vision
All residents of Midlands DHBs lead longer, healthier and more independent lives
Midland
outcomes 
To improve the health of our population
To reduce or eliminate health inequalities
Systems 
_
Midland strategic 
To build the 
integration across 
To improve quality across 
To improve clinical  To improve Maori 
objectives
workforce
the continuum of 
regional services
information 
Health outcomes
care
systems
By focusing on these objectives, we will be able to drive change that enables us to live within our means

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3. Local
P.17
Our vision
Te Hanga Whaioranga Mo Te iwi
Building Healthy Communities
Our
outcomes 
To improve the health of our population
To reduce or eliminate health inequalities
Our strategic  
Quality 
Addressing 
Organisational 
priorities
Financials
Regional 
collaboration
improvement
chronic 
and workforce 
Rural
conditions
development
4. Service performance
People take greater 
Long-term impacts responsibility for their 
People stay well in their homes and communities
People receive timely and 
health
appropriate specialist care
•  People are seen promptly 
for acute care 
•  An improvement in childhood oral health
•  Fewer people smoke
•  People have appropriate 
Our Performance Framework
•  Long term conditions are detected early 
access to ambulatory, elective 
Intermediate 
•  Reduction in vaccine 
and managed well
and arranged services
impacts
preventable diseases
•  Fewer people are admitted to hospital for 
•  Improved health status 
•  Improving health 
avoidable conditions
for people with a severe 
behaviours
mental illness
•  More people maintain their functional independence
•  More people with end stage 
conditions are supported
Outputs
Output measures
Output classes
Prevention services
Early detection and 
Intensive assessment and  Rehabilitation and support 
management services
treatment services
services
5. Stewardship
Stewardship
People
Performance
Collaboration
Information

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P.18
P
Our Organisational Profile
Community
 Waikato DHB
Bases
ofile
Employs around 
6,000 people
Continuining
Plans, funds and 
Care Facilities
provides hospital and 
health services to around 
Hospitals
372,865 people who 
live within the Waikato 
DHB boundaries
Primary
Birthing Units
Provides tertiary 
services (such as highly 
Our Organisational Pr
complex surgery) to 
the Midland regional 
population of more than 
844,000
Covers a widespread 
geographical area; 
almost eight Percent of 
New Zealand
Agendas and minutes of 
all Board meetings, as 
well as key planning and 
reporting documents, are 
on the Waikato DHB 
website: 
www.waikatodhb.
health.nz

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Governance and accountabilities
Our population is getting proportionately older (the 65-plus age group 
is projected to increase by more than 78 percent by 2026). This, and 
P.19
Waikato District Health Board (DHB) was formed in 2001 and is one of 
the increase in chronic and complex health conditions, defines many 
20 district health boards established to plan, fund and provide health 
of the strategies we are putting in place to meet future health needs.
and disability services for their populations.
_
The Maori population (estimated to be 22 percent of our population 
Our Board comprises 11 members of which six are elected and five 
in 2012/13) is growing at a slightly faster rate than other population 
are appointed by the Minister of Health, and are responsible to the 
_
groups and is estimated to be 23.3 percent by 2026. The Maori 
Minister of Health. Our Board has three statutory committees which 
population is significantly impacted by many chronic conditions 
are made up of Board members and elected members from the 
ofile
_
such as diabetes and smoking related diseases and show up 
community. The Board has two Maori members.
disproportionately in adverse health statistics. These facts, plus the 
The current chair of the Board is Graeme Milne; the chief executive 
acknowledgment of the status of iwi in the Waikato, gives us a strong 
_
is Craig Climo. We have a governance relationship with local iwi / 
_
_
commitment to include and engage Maori in health service decision 
Maori through Iwi Maori Council which has representatives from Pare 
making; and to deliver health information and health services in a 
Hauraki, Ngati Maniapoto, Ngati Tuwharetoa, Te Runanga O Kirikiriroa 
_
culturally appropriate way.
representing urban Maori, Pare Waikato, Ruakawa, and Whanganui iwi.
Pacific people represent an estimated 2.5 percent of our population 
To continue to maintain a high quality of clinical standards a Board of 
and are a group which requires targeted health initiatives.
Clinical Governance supports the chief executive.
Almost 42 percent of our population live in rural areas, and 60 percent 
Our board and executive offices are located in Hamilton at the Waiora 
live outside Hamilton city. This represents diverse challenges in service 
Our Organisational Pr
Waikato hospital campus.
delivery and the need for people to travel from rural locations.
Overall population statistics hide significant variations within the large 
geographical area we cover. Documents such as Waikato DHB’s Health 
Needs Analysis 2008 and Future Focus provide an in-depth analysis of 
Location and population
our populations, their health status and the significance for strategic health 
planning and for prioritisation of programmes at an operational level.
Waikato DHB covers almost eight p ercent of New Zealand, from 
northern Coromandel to close to Mt Ruapehu in the south, and from 
We retain strong links with neighbouring DHBs in the Midland region 
Raglan on the West Coast to Waihi on the East. It takes in the city of 
which includes Bay of Plenty, Lakes, Tairawhiti and Taranaki. We are 
Hamilton and towns such as Thames, Huntly, Cambridge, Te Awamutu, 
the tertiary provider for many services in the Midland region.
Matamata, Morrinsville, Ngaruawahia, Te Kuiti, Tokoroa and Taumarunui.
For 2012/13 our projected population was 372,865. There are 10 
territorial local authorities within our boundaries – Hamilton City, 
Hauraki, Matamata-Piako, Otorohanga, (part of) Ruapehu, South 
Waikato, Thames Coromandel, Waikato, Waipa, and Waitomo.
We have a larger proportion of people living in areas of high 
deprivation than in areas of low deprivation. Ruapehu, Waitomo and 
South Waikato territorial local authorities have the highest proportion 
of people living in high deprivation areas.

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P.20 Our workforce at a glance
Contracted full time 
Professional Group
Headcount
Average Age (years)
Female (headcount)
Male (headcount)
equivalents
Allied and scientific
1,061
924
43.5
829
232
ofile
Corporate and other
1,147
1,040
49.6
971
176
Nursing / midwifery
2,700
2,221
45.7
2,403
297
Senior and junior medical
699
647
41.1
261
438
Support
381
320
47.1
188
193
Total
5,988
5,152
45.6
4,652
1,336
Our Organisational Pr
Key information about our workforce demographics is as follows:
the total workforce, representing some 565 individuals. The largest 
number of which are employed as nurses (251). This percentage 
•  Our average age is 45.6, which is consistent with last year 
_
still compares favourably with the national percentage of Maori 
(45.5 years). Our national data shows that DHBs have a more 
employed in DHBs (reported date March 2013) which is 7 percent 
concentrated distribution of employees in the higher age groups 
or just over 3,700 people from a workforce of approximately 52,000 
(45+) than the national labour market average, and significantly less 
who have declared their ethnicity (from total workforce of 65,000).
concentration in the younger age groups.
•  Our average age by occupation type is comparable to the national 
•  Our gender mix is 78 percent female and 22 percent male. This is 
DHB population. The only notable difference is the support staff 
the same as last year.
_
grouping, which with an average age of 47.1 is almost two years 
•  Over the last 12 months the total number and percentage of Maori 
lower than the national average age of 49.0 years.
we employ has fallen slightly from 9.9 percent to 9.5 percent of 
Programmes to manage and develop our workforce are described under our organisational and workforce development priority in this report.

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P.21
_
New Zealand European
Maori
Indian
Pacific
West European
North/Central America
Ethnicity June 2013
ofile
UK / Ireland
Asian
African
Not identified
Australian
Middle East
East European
Latin American / Hispanic
100%
90%
80%
Our Organisational Pr
70%
60%
50%
40%
30%
20%
10%
0
Allied and scientific
Corporate and admin
Senior and junior medical
Nursing and Midwifery
Support

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P.22 Functions of a DHB
Providing health and disability services
As a DHB we:
We are responsible for the delivery of the majority of secondary 
•  Plan in partnership with key stakeholders, the strategic direction for 
and tertiary clinical services for the population of our district as 
health and disability services 
the ‘steward’ of hospital and other specialist health services. The 
services are provided through our provider arm, across five hospital 
•  Plan regional and national work in collaboration with the National 
sites, two continuing care facilities, a mental health inpatient facility, 
Health Board and other DHBs 
five primary birthing facilities and 16 community bases. Our hospitals 
•  Fund the provision of the majority of the public health and disability 
ofile
provide a range of inpatient and outpatient services and are located 
services in our district, through the agreements we have with providers 
across the district:
•  Provide hospital and specialist services primarily for our population 
•  Waikato Hospital (Hamilton) – secondary and tertiary teaching 
but also for people referred from other DHBs 
hospital and Henry Rongomau Bennett Centre (mental health facility)
•  Promote, protect and improve our population’s health and wellbeing  •  Thames Hospital – rural hospital
through health promotion, health protection and education and the 
•  Tokoroa Hospital – rural hospital
provision of evidence-based public health initiatives
•  Te Kuiti Hospital – rural hospital; and
We collaborate with other health and disability organisations, 
stakeholders and our community to identify what health and disability 
•  Taumarunui Hospital – rural hospital.
services are needed and how best to use the funding we receive from 
Our Organisational Pr
We are in the process of significantly upgrading the hospital buildings 
Government. Through this collaboration, we ensure that services are 
on the Waiora Waikato hospital campus and at Tokoroa. The upgrading 
well coordinated and cover the full continuum of care, with the patient 
work at Thames Hospital was completed in 2011/12. Our ambitious 
at the centre. These collaborative partnerships also allow us to share 
building programme is now nearing completion. The provider arm has 
resources, reduce duplication, variation and waste across the health 
and will continue to incur operational costs related to this programme. 
system to achieve the best outcomes for our community.
These relate to change management, decanting and demolition and 
we will continue to incur these costs as well as the increased interest, 
depreciation and capital cost associated with capital spend over the 
timeframe of the redevelopment programme. 
The provider arm, through Waikato Hospital, has maintained its 
preferred tertiary provider status to the Midland region. Waikato 
Hospital is the base for nursing, midwifery and allied health clinical 
trainees as well as medical trainees at the Waikato Clinical School. 
This is an academic division of the Faculty of Medical and Health 
Sciences (Auckland University) and provides clinical teaching and 
research for undergraduate and postgraduate medical and allied 
health science students. The main purpose of the school is to provide 
an outstanding environment in which medical students can undergo 
their clinical training.
Patient Karen Bunyan with Nurse Ana Dick and Dr Rubesh Hassamal in rehabilitation ward.

---

Planning and funding health and 
P.23
disability services
The funder arm is responsible for the planning and funding of the 
While the funder arm contracts services from Health Waikato they also 
majority of health and disability services across our district. The core 
contract services from a wide range of non-government organisation 
responsibilities are:
providers, as well as other DHBs who often provide more specialist 
services. The non-government organisations the funder arm has 
•  Assessing our population’s current and future health needs
contracts with include:
•  Determining the best mix and range of services to be purchased
ofile
•  Fifty-five rest homes, a total bed capacity of 2,864 as at August 2013 
•  Building partnerships with service providers, Government agencies 
(we are not the only funder / purchaser of these beds the available 
and other DHBs
capacity fluctuates according to utilisation by other funded residents)
•  Engaging with our stakeholders and community through 
•  Eighty community pharmacies
participatory consultation
•  Seventy-one GP practices 
•  Leading the development of new service plans and strategies in 
_
health priority areas
•  Eighteen Maori providers
•  Two Pacific providers
•  Prioritising and implementing national health and disability policies 
and strategies in relation to local need
•  Two primary care alliances; and
Our Organisational Pr
•  Undertaking and managing contractual agreements with service providers
•  One primary health organisation.
•  Monitoring, auditing and evaluating service delivery
L-R Christine Woolerton, Jenni Richards,Jan Adams,Chrissi Borrie with the Minister for Social Development , Paula Bennett

---

P.24  National Performance Story
Health and disability services in New Zealand are delivered by a 
complex network of organisations and people. Each has their role in 
working with others across the system to achieve better, sooner, more 
convenient health services for all New Zealanders. The network of 
organisations is linked through a series of funding and accountability 
arrangements to manage performance and service delivery across the 
health and disability system.
The Government sets the wider strategic context for the health sector, 
which includes the stated goal of New Zealanders leading longer, 
healthier and more independent lives. This flows through to the 
Ministry of Health intermediate outcomes of:
•  Good health and independence being protected and promoted
National performance story
•  A more unified and improved health and disability system
•  People receiving better health and disability services; and
Project energiser, Jen Riley with pupils from Rototuna Primary School
•  The health and disability system and services can be trusted and 
used with confidence.
The next section provides a short summary of the kind of initiatives 
being undertaken that contribute to improving performance against 
the identified health and disability system outcomes. Initiatives often 
contribute to more than one of the outcomes.
Dr Colin Patrick explaining the dementia map of medicine

---

Good health and independence are 
•  Working with our primary care partners (Midlands Health Network, 
P.25
National Hauora Coalition and Hauraki PHO) to implement initiatives like: 
protected and promoted
− 
Primary options for acute care 
− 
Map of Medicine
We do more than simply treat people who are ill; we also have an emphasis 
on prevention and maintaining independence. Key initiatives included:
•  Population based screening programmes 
People receiving better health and 
for breast and cervical screening
disability services
•  Implementing a ceiling and underfloor insulation 
We are constantly making gains in the efficiency and effectiveness of 
project (Warm our Whare initiative)
the services we provide. We have increased productivity and at the 
•  Funding Project Energize
same time have maintained or improved the high quality of clinical 
care and good access to services. 
•  Implementing Project 270 which includes a 
Kia in Schools initiative in conjunction with KidsCan; and
Key initiatives included:
•  Implementing a pepi-pod (infant beds) initiative.
•  Introduction of the Enhanced Recovery After Surgery programme
A more unified and improved health and 
•  Continuation of our Productive Wards’ 
Releasing Time to Care programme; and
disability system
•  Supporting the national patient safety campaign ‘Open for Better Care’.
National performance story
We are part of a dynamic network of interacting organisations which make 
up the health system in our district. Organisations such as primary health 
organisations, non-government organisation providers, rest homes, other 
The health and disability system and 
crown entities and individual health professionals are part of the health 
services are trusted and can be used 
system in our district. In 2012/13 we continued our efforts to be part of 
a coordinated health system, not only at an operational level, but also in 
with confidence
terms of planning together for the future. Key initiatives included:
We are socially responsible and uphold the ethical and quality 
•  Our staff participating in the clinical networks which are driving 
standards commonly expected of providers of services and public 
the development and the implementation of the Midland DHBs 
sector organisations. This helps to provide assurance that people can 
Regional Services Plan
trust the services they use as well as the wider system. 
•  Collaborating with the other DHBs in the Midland region to develop 
Key initiatives included:
leadership capacity
•  Continued public accountability of our performance 
•  Working with Health Benefits Limited on areas like developing a national 
against the health targets
catalogue, banking, rehabilitation equipment and warehousing and 
•  Implementation of our Quality Strategy 
distribution (further information is available from www.healthbenefits.co.nz)
•  Three-year certification across all our hospitals; and
•  Evolving role of HealthShare Limited our Midland region shared 
service agency; and
•  Publication of our Annual Quality Report.

---

P.26 Regional Performance Story
The Midland DHBs produced a Regional Service Plan (RSP) for the 
2012/13 year. The strategic intent for the Midland region is described 
Service Priorities
Infrastructure Priorities
in our RSP and is presented as part of our performance story. The RSP 
describes a vision for the future of health services in our region and 
Vulnerable Services
provides a framework for the Midland DHBs to continue to plan and 
work cooperatively. This approach builds on activities commenced 
• Maternity services
• Information systems
in earlier years while focusing on tangible activities with increasing 
• Renal services
• Building the workforce
_
specificity. Although as a region we strive to advance the regional 
• Rural health 
• Maori Health
collaboration programme the RSP does not prescribe radical changes 
• Health of older people
in current patient flows or existing configuration of hospital services. 
• Radiology
Rather, it focuses on how the region can work together to support 
vulnerable services, to develop a consistent standard with regard 
National Priority Services
to quality, to improve equity of access and outcomes for regional 
• Cardiac services
services, national service priorities and to improve health outcomes 
Regional performance story
• Cancer control
across the region as a whole. The following table summarises the 
Key Enablers
• Elective services
service and infrastructure priorities in the RSP.
• Health Quality and Safety Commission
• Stroke services
• National Health Committee
• Asset Planning
Regional activities
• Mental health and addictions
• Smokefree
• Trauma
The RSP is a plan of action around specific areas that clinicians have 
identified as priorities as well as national priorities. Clinical networks 
are the primary vehicle through which change will be driven and 
delivered. Clinicians noted the need for clinical networks to lead service 
improvement through the use of integrated patient pathways, common 
clinical policies, and shared clinical audit programmes. These networks 
help small services to develop sustainable services plans to ensure 
quality and safety, with vulnerable local services transferred in a planned 
Doriana Rivera Aliga and her 7 day old baby in Newborn Intensive Care Unit
way to regional locations or supported regionally.

---

Regional Outcomes
P.27
During 2012/13 we explored the potential for a common outcome 
measure or set of outcome measures we could monitor across the 
Midland region. Monitoring these measures over time is expected to 
give us a picture of the health of the communities living in the Midland 
region with logic suggesting that the activities, actions and initiatives 
that are implemented will impact positively on these measures. A 
final decision was not reached on a common set of regional outcome 
measures and this work is expected to continue in 2013/14. 
The Midland RSP presents average life expectancy at birth information 
for our region as an outcome measure. The figures for 2007-09 for the 
region are outlined in the following table. 
Bay of 
Tairawhiti 
Lakes 
Taranaki 
Waikato 
Plenty 
District 
NZ
DHB
DHB
DHB
DHB
Health
Females
82.4
80.5
78.0
81.5
81.8
82.4
Regional performance story
Males
77.5
76.4
73.8
77.2
76.9
78.4
The ability to and appropriateness of producing yearly life expectancy 
information is one area that is expected to be explored during 
2013/14 as part of the work around regional outcome measures. 
During 2013/14 we will be engaging with the national process run 
by Statistics NZ to access life expectancy information following the 
March 2013 census. We expect updated life expectancy information to 
become available from Statistics NZ from late 2013.
How we monitor performance against our outcomes is an issue we 
have also explored at a local level. Further detail on this is presented in 
the narrative around our local performance story.
Musicial patients, Jake Wharewhiti (L) and Nigel Tupu (R) at Waikato Hospitals new Renal Centre.

---

P.28 Local Performance Story
Waikato DHB continues to deliver improvements in health outcomes. 
Previous 
Latest 
New Zealand 
During 2012/13 we made significant progress, but there is still more 
Measure
Result
Result
Comparison
to be done. Long-term conditions, an ageing population, workforce 
shortages and a tight fiscal environment are placing greater pressures 
on the health and disability system in our district.
Life expectancy – Male  
75.9 years 
77.2 years 
78.2 years 
(Waikato region)
(2000-02)
(2005-07)
(2005-2007)
Local outcomes
Our outcomes are:
Life expectancy – Female 
81.0 years 
81.8 years 
82.4 years
(Waikato region)
(2000-02)
(2005-07)
 (2005-2007)
•  To improve the health of the Waikato DHB population; and
•  To reduce or eliminate health inequalities.
Excellent, very good or good self-
Local performance story
88% 
89.8% 
89.9%
As is evidenced in our performance story; our outcomes for our 
rated health – 15 years and over 
(2006/07)
(2011/12)
(2011/2012)
population line up directly with the Midland region outcomes. While 
(Waikato DHB)
we will be monitoring outcomes measures at a regional level, we will 
continue to monitor outcome measures at a local level.
Excellent, very good or good 
parent-rated health – 0 – 14 
97.6% 
96.7% 
97.9%
As discussed in the section on regional outcomes life expectancy 
years (Midland region)
(2006/07)
(2011/12)
(2011/2012)
is one measure we can monitor. We recognise that life expectancy 
cannot be completely attributable to or controlled by our activities or 
the activities of the health sector. It is not an indicator that changes 
As sub national life expectancy information is available every five 
quickly. External factors (e.g. the global financial situation) frequently 
years from Statistics NZ we have looked at other outcome measures 
drive changes and multiple agencies (such as the Ministry of 
which may give a more regular indication of whether the health of our 
Education, the Ministry of Social Development, Department of Internal 
population is improving and health inequalities are being reduced. 
Affairs and Te Puni Kokiri) also affect life expectancy. However, access 
to health services and prevention initiatives (like Project Energize, 
Project Aroha and smoking cessation) are areas that we can promote 
and through these we believe we can improve life expectancy.
The table sets out the outcome measures we are currently monitoring 
and demonstrates the comparison between our population and New 
Zealand as a whole. The life expectancy measure results are sourced 
from Statistics NZ and the remaining measures and results are 
sourced from the NZ Health Survey.

---

Our priorities
P.29
Our priorities are a continuation from previous years, as they are not 
short-term issues easily resolved within a year. Strides have been 
taken and performance has improved, however more can be achieved.
Financials
Our final financial result for 2012/13 was a $2.188 million surplus which 
compares favourably with our planned budget of a $1 million surplus. Cash 
flows continue to be strong and our available borrowing helps ensure that 
our building programme can continue through these tougher times.
Cost of service statement by group for the year ended 30 June 2013
Cost of service
Parent
Parent
Parent
statement by group
2013 Budget
2013 Actual
2012 Actual
Income
 $000
 $000
 $000
Funder
1,095,913
1,105,983
1,063,987
Local performance story
Brett Lightfoot from NZ Signage Company and Dana Herman charge nurse manager, ward 58, 
Governance and Planning
5,211
5,214
5,179
hanging display prints in the new Older Persons and Rehabilitation building
Provider
727,090
722,818
699,381
Eliminations
(647,357)
(649,038)
(623,196)
1,180,857
1,184,977
1,145,351
Expenses
Funder
1,060,540
1,063,460
1,021,190
Governance and Planning
5,171
5,095
4,937
Provider
761,503
763,429
732,980
Eliminations
(647,357)
(649,038)
(623,196)
1,179,857
1,182,946
1,135,911
Share of associate surplus/(deficit)
- 
1
(31)
Share of joint venture surplus
- 
156
- 
Surplus
1,000
2,188
9,409
Financially it was another tough year and we will continue to face the 
challenge of improving performance in an environment of constrained 
New single bedroom and ensuite in the Older Persons and Rehabilitation
revenue growth. 

---

P.30 Regional collaboration
Quality improvement
As described in the regional performance section, implementing the 
Over the past six years, quality improvement has taken on a 
Midland RSP has been a continued focus in 2012/13. A number of 
heightened focus and a variety of improvements have been made. 
new regional networks have been established and existing networks 
We have recently developed a Quality Strategy, and are committed 
have continued to develop and consolidate over the year. Key 
to implementing the initiatives specified by the national Quality 
highlights and progress at a regional level include:
Improvement Committee. All our staff, clinical leaders and managers 
are responsible for improving quality and participating in quality 
•  Midland maternity investing in the purchase of 304 pepi-pods 
improvement initiatives and projects. 
for the region, in line with reducing sudden unexpected death 
of infant rates
There has been a string of achievements in this priority area in 
•  Midland Maternity and the Rural Health Advisory Group working 
2012/13. These achievements are particularly of note given the major 
together to look at rural maternity services and will use findings to 
building and service redevelopment programmes. Examples of the 
inform maternity quality and safety initiatives
achievements are summarised below.
•  Midland Regional Renal Action Group working to develop 
consistent and aligned data collection systems and standards to 
Maternity quality safety programme
enable regional benchmarking and reporting
The last 12 months have been a ‘year of discovery’ for the services. 
•  Completion of a stocktake against the recommendations in the 
Local performance story
At the beginning of the year, a new group manager for Women’s 
national dementia framework and identification of five key areas of 
Health was appointed and part way through the year a project 
work to be undertaken in 2013/14 by the regional Health of Older 
manager was appointed to oversee the Waikato Maternity Quality and 
People group
Safety Programme implementation plan. During this year, we have 
•  Agreement to undertake a six month trial of a regional 
achieved a greater understanding of the quality issues. Continuous 
cataract pathway which will start on 1 July 2013
quality improvement activity can only be sustained if based on firm 
foundations of good governance structures, data and information, 
•  Commencing work on a regional theatre production 
clinical leadership, and strengthened workforce. The first year of 
planning model for orthopaedic surgery
Maternity Quality Safety Programme has been focused on:
•  Transition of Tairawhiti District Health adult medical oncology, 
•  Laying the foundations
radiation oncology and haematology services from MidCentral 
DHB to the Midland region
•  Establishing a project management structure
•  Development of a customised patient tracking trauma database 
•  Developing governance structures
to form the core of the regional Trauma Quality Improvement 
•  Strengthening the clinical workforce
Programme; and
_
•  Building data and information processes; and
• Maori Health Framework – He Raranga-A-Tira completed. 
•  Moving forward on identified quality issues.
Further detail on this area of work is detailed in our Maternity Annual 
Report 2012/13.

---

Shorter stays in emergency department
Improved access to elective surgery
P.31
Target: 95 percent of patients will be admitted, discharged, or 
Target: The volume of elective surgery will be increased by at least 
transferred from an emergency department within six hours.
4,000 discharges per year (nationally).
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Waikato DHB
86%
88%
89%
88%
Waikato DHB
108%
111%
116%
115%
All DHBs
92%
93%
94%
93%
All DHBs
105%
105%
106%
107%
During 2012/13 we failed to reach the national target of 95 percent. 
Our target volume was 13,009, which is broken down into quarterly 
This is a challenging target and we still have some way to go to reach 
targets for the year. The performance results each quarter indicate 
the target. We have developed a detailed action plan to improve 
what percentage of the quarterly target we have achieved. More 
our performance against this indicator and will be implementing the 
information about our results and performance is on page 123.
identified actions in 2013/14. More information about our results and 
performance is on page 65.
Local performance story
Urology surgical team in action (L-R) Leann Rebalde, Jason Du, Michael Holmes, Jarad White

---

P.32 Increased immunisation
Shorter waits for cancer treatment radiotherapy
Target: 85 percent of eight months olds will have their primary 
Target: Everyone needing radiation or chemotherapy treatment will 
course of immunisation (six weeks, three months and five months 
have this within four weeks.
immunisation events) on time by July 2013.
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Waikato DHB
80%
82%
81%
83%
Waikato DHB
100%
100%
99.7%
100%
All DHBs
87%
89%
89%
90%
All DHBs
100%
100%
99.9%
100%
The quarter three result is impacted by patient, who was ready for 
This age group for this target has changed from two year olds in 
treatment, waiting four weeks and two days for chemotherapy. More 
2011/12 to eight month olds for the 2012/13 year. More information 
information about our results and performance is on page 115.
about our results and performance is on page 81.
Local performance story
Addressing chronic conditions
Our progress against this priority has been characterised by 
extensive work and engagement with our primary care partners 
through alliancing processes. Alliance Leadership Teams (ALTs) were 
established across the Midland region with our primary care partners; 
the Midlands Health Network and the National Hauora Coalition. In 
addition we are expecting to enter into an alliance with Hauraki PHO 
in early 2013/14. The ALTs are populated by clinical leaders and 
managers from across primary and secondary care.
The purpose of the ALTs is to lead and guide our Alliances as they 
improve health outcomes for our population. The ALTs provide the 
direction to enable the provision of increasingly integrated and co-
ordinated health services through clinically-led service development and 
its implementation within a “best for patient, best for system” framework.
There has been a string of achievements in this priority area in 
2012/13. Examples of the achievements are summarised on the 
following pages.
Radiation therapists Jenna Davidson and John Hall fit a positioning mask on a patient in the 
radiotherapy suite

---

Better help for smokers to quit
P.33
Target: 95 percent of patients who smoke and are seen by a health 
practitioner in public hospitals
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Waikato DHB
93%
94%
93%
96%
All DHBs
94%
95%
95%
96%
Target: 90 percent of patients who smoke and are seen by a health 
practitioner in primary care are offered brief advice and support to quit smoking.
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Waikato DHB
42%
46%
51%
61%
All DHBs
40%
43%
51%
57%
Local performance story
_
Te Puna Oranga staff with children and staff of Bright Stars Educare the first Maori pre-school to be 
We achieved the hospitalised smokers portion of this health target for 
smoke free in New Zealand
the first time in quarter four 2012/13. More information about our results 
and performance against both parts of this target is on page 75.
Organisational and workforce development
Health Workforce New Zealand (HWNZ) has overall responsibility for 
planning and development of the health workforce. It aims to ensure 
that New Zealand has a fit-for-purpose, high quality and motivated 
More heart and diabetes checks
health workforce, keeping pace with clinical innovations and the 
growing needs and expectations of service users and the public. 
Target: at least 75 percent of the eligible population will have had their 
We regularly scan HWNZ activities to ensure alignment of the DHBs 
cardiovascular risk assessed in the last five years. 
direction and to ensure that there is no duplication of effort. 
Quarter 1
Quarter 2
Quarter 3
Quarter 4
During 2012/13 we completed implementation of the activities outlined 
in our hospital based and community based workforce plans. We are 
Waikato DHB
60%
63%
67%
73%
proud of the programmes and results achieved that make us stand 
out as caring for and promoting our diverse workforces. We publish 
All DHBs
52%
55%
59%
67%
all of our work and the outcomes on our website so other workplaces 
can review and use evidence based initiatives we think work for our 
More information about our results and performance is on page 91.
organisation, and those with a workforce mix like ours.

---

P.34 Leadership, accountability and culture
Recruitment, selection an induction
We continue to demonstrate our commitment to being a good employer 
We employ people from close to 50 different countries and value their 
with a policy framework that expects all employees to be treated fairly and 
contribution as their diverse skills and experiences enrich practice. 
equitably. We have collaborated with other DHBs in the Midland region for 
We have accreditation status with Immigration NZ, and where no New 
six years to develop leadership capability. During this time 439 people have 
Zealander is available to fill vacancies, support people from overseas 
received leadership training. An outcome study of Leadership in Practice 
into employment and to settle. We have a strong relationship with the 
in 2010 showed that participants have been seen to apply learning and 
Hamilton Migrant Centre who attend our monthly orientation session. 
use a variety of leadership skills in practice. Evaluative measures show 
improvements in leadership skills from advanced participants.
The recruitment and selection process we use supports equal 
employment opportunities using a standardised process and combines 
The graph below indicates the proportion of participants in clinical 
technical and behavioural aspects of the role into a competency 
versus non clinical roles.
assessment. Candidates responses are assessed against 
Non clinical
pre-determined criteria. In addition our pre-employment health screening 
assessment process allows for the identification of accommodations that 
Clinical
Our Board of Clinical Governance 
are required so that all candidates are viewed on their merits and not on 
has an important role and 
any stereotypical or other biases. We offer all candidates the opportunity 
provides oversight of clinical 
_
Non clinical 
to have whanau support with them at interviews.
practices, innovations, safety 
33%
Local performance story
culture and standards. It has 
recently been refreshed to 
Clinical 
align with the DHB’ 89
s strategy 
67%
for patient safety which was 
approved by the Board in 2012.
Members of the advanced leadership in practise course ending August 2013

---

Employee development, promotion and exit
P.35
We are committed to having a skilled and up to date workforce. We 
support our staff to continuously improve their skills through access to 
continuing professional education, paid time off for (and in some cases 
fee payment) tertiary study and attending and delivering their research 
findings at national and international conferences. 
We have invested in online learning as part of a blended learning 
approach to increase access to training and information. The DHBs in 
the Midland region collaborate on their e-learning approach. 
The graphs below, indicate the people who are visiting the regional 
e-learning site. The graphs indicate that use of the site is increasing. 
Key
Visits: A (person at a) particular computer is using the site for an 
Local performance story
uninterrupted period of time is counted as a visit.
Visitors: A particular computer is counted as a visitor. So if I access 
the site at work then at home, I am counted as 2 visitors.
Dr Lisa Hilligan using the clinical simulation manequin 
Moodle weekly visits (usage) 
Moodle weekly visitors 
Moodle weekly visits (usage). Source: Google analytics
!"#$%&'()""*+&(,-,+./%0(
Moodle weekly visitors. Source: Google analytics
Source: Google analytics 
Lakes-Waikato 
Midland Learning 
2500 
1800 
Lakes-Waikato 
Midland Learning 
1600 
2000 
1400 
Moodle launched July 2011 
Moodle launched 
1200 
1500 
1000 
Visits 
Visitors  800 
1000 
600 
400 
500 
200 
0 
0 
Jun 2011 
Sep 2011 
Dec 2011 
Mar 2012 
Jun 2012 
Sep 2012 
Dec 2012 
Mar 2013 
Jun 2013 
Sep 2013 
Dec 2013 
Jun 2011 
Sep 2011 
Dec 2011 
Mar 2012 
Jun 2012 
Sep 2012 
Dec 2012 
Mar 2013 
Jun 2013 
Sep 2013 
Dec 2013 
Date 
Date 

---

P.36 Flexibility and work design
Harassment and bullying prevention
We offer part time work for most positions to enable staff to get 
We have developed a harassment and bullying prevention policy 
greater work / life balance. Part time staff make up 44 percent of our 
and have implemented a two hour in house training programme 
workforce. We are progressively implementing centralised rostering 
which is being delivered on demand and as part of our learning and 
for our nursing, midwifery and medical workforces. Self rostering is 
Year
Flu Total staf !"#$"%&'("
development suite of education and training.
identified by some staff as being important to balancing their work 
2008
2075
5389
)*+
and home lives. Along with this flexibility we have a responsibility to 
2009
2942
5709
,-+
provide a healthy and safe workplace for staff. One of the benefits 
Safe and healthy envir
2010
2988
onment
5931
,.+
of the technology is to enable the safety of rosters to be checked 
2011
2766
6052
/0+
We are committed to pr
2012
oviding a safe and healthy workplace for our 
3092
6177
,.+
against factors that are known to increase fatigue and sick leave. This 
staff. Every year we pr
2013
ovide fr
3408
ee influenza vaccinations for our staf
6154
, +
f. 
supports our ongoing programme to support staff who use higher 
This year we have had a record uptake of the vaccination with 51 
than average amounts of sick leave. The use of sick leave is steadily 
percent of our staff vaccinated. The graph below shows the gradual 
declining as per the graph below which also shows a seasonal effect.
improvement of the uptake between 2008 and 2013.
Percentage sick leave as moving average 
Percentage DHB staff influenza vaccing update (active staff only)
(sick leave hours per paid hours)
Local performance story
60%
6%
50%
5%
40%
4%
30%
3%
2%
20%
1%
10%
0%
0%
 07
 07
 07
 07
 08
- 08
 08
 08
 08
 08
 09
- 09
 09
 09
 09
 09
 10
- 10
 10
 10
 10
 10
 11
- 11
 11
 11
 11
 11
 12
- 12
 12
 12
 12
 12
 13
- 13
 13
2008
2009
2010
2011
2012
2013
Jul-
Jul-
Jul-
Jul-
Jul-
Jul-
May-
Sep-
Nov-
Jan-
Mar
May-
Sep-
Nov-
Jan-
Mar
May-
Sep-
Nov-
Jan-
Mar
May-
Sep-
Nov-
Jan-
Mar
May-
Sep-
Nov-
Jan-
Mar
May-
Sep-
Nov-
Jan-
Mar
May-
$$*!$*%!$&# %+*!%*%!$&#
Remuneration, recognition and conditions
The Health and Safety team also provides a health monitoring 
and vaccination service for our staff as part of its hazard control 
We are committed to remunerating all staff fairly and equitably 
programme.
according to employment agreements. We actively participate in the 
process of negotiating terms and conditions at the national level, 
We are in the ACC Partnership programme. There has been a gradual 
as well as a number of national salary surveys. We have an equal 
reduction in the severity and number of workplace injuries. The graph 
employment opportunity policy.
below indicates that the average time off for an injury is reducing. The 
calculation is the number of lost time hours multiplied by the number 
of hours worked divided by 1,000,000.

---

12 month rolling lost time injury severity rate  
P.37
(days lost per hours worked)
140 
120 
100 
80 
60 
40 
20 
0 
Jul-12 
Local performance story
Aug-12 
Sep-12 
Oct-12 
Nov-12 
Dec-12 
Jan-13 
Feb-13 
Mar-13 
Apr-13 
May-13 
Jun-13 
rolling average 
In addition we sponsor our staff to participate in the annual Round the 
Bridges run / walk each year.  Full and partial sponsorship of staff to 
lose weight through Weight Watchers has resulted in at least 5,000kg 
reduction so far.
We actively engage with unions at an organisational level about health 
and safety and equal employment opportunities via the bi-monthly 
Joint Union Management Consultative Forum.
Kurt Fredericks safety testing electronic equipment in the Biomedical Enginering department 

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P.38 Rural
A significant piece of work done in the 2012/13 year was the 
This development has come from the realisation that we simply can’t 
developments relating to the Tokoroa Co-located Health Centre. The 
continue doing the same things the same way. We need to make 
designs for this were developed in conjunction with primary care 
changes now in order to build a sustainable health system that meets 
clinicians and have been submitted to South Waikato District Council 
the health needs of both the community and health providers. The new 
for building consent. Work onsite at the rural health hub is scheduled 
space at the hospital will create an environment that better services 
to begin in August 2013, with ‘go live’ planned for late 2013.
patient needs but is also more attractive for staff to work in. 
A benefits realisation plan has been developed in conjunction with 
There was a lot of work in 2012/13 to develop a healthcare model for the 
local stakeholders, and a cross-organisation local governance group 
northern Ruapehu district that is both integrated and sustainable. One 
will be formed to continue to monitor benefits and to continue the 
result was the establishment of a highly experienced and influential local 
journey to integration. Those relocating to the site are:
governance group which will work closely with us to shape the future 
structure of health delivery in the area. The identified work streams are:
•  Raukawa Charitable Trust
•  Telemedicine links
•  South Waikato Pacific Islands Community Services 
•  Integrated workforce
•  National Hauora Coalition (one GP practice which is transferring to 
Hauraki PHO from 1 January 2014)
•  Local directory / communication
Local performance story
•  The Cambridge Foot Clinic Tokoroa practice
• Midwifery
•  Midlands Health Network (three GP practices)
•  Service integration; and
•  Local midwives; and
• Transport.
•  Two community pharmacies.
A project manager has been appointed to continue work on the long 
term solution. The focus of the work to date has been short term 
issues with the sustainable model still evolving. 
Ocean beach, Raglan

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Redevelopment
Meade Clinical Centre
P.39
Our redevelopment programme continued through 2012/13. The 
A major new five-level 39,000m² building contains a large portion of 
programme delivers increased capacity for hospital and support 
Waikato Hospital clinics, a new Critical Care area (High Dependency 
services, which enables better quality of care in purpose-designed 
Unit and Intensive Care Unit), and additional theatres and 
facilities. The programme began in 2005 and is now on the home 
interventional suites. The building links directly to the Hague Road 
straight with completion expected in 2014. 
Carpark Building. Stage one of the project (clinics, endoscopy, High 
Dependency) was completed in 2012/13 with the following milestones 
The projects which form the programme involve: 
planned for the future:
•  Physical construction of new buildings or major alterations of 
•  Stage two - interventional suites, some theatres and 
existing buildings - coordinated by Waikato DHB's Building 
Critical Care (by August 2013)
Programme Office 
•  Stage three - Radiology (by April 2014)
•  Changes in service configuration and delivery to take up 
•  Stage four - completion of Meade Clinical Centre (April 2014)
opportunities for new and improved ways of working 
Redevelopment
- coordinated by Waikato DHB's Programme Management Office
During 2012/13 an exercise was undertaken to assess the seismic 
status of our building stock. The work undertaken was similar to what 
organisations have done since the 2011 Christchurch earthquake. A 
number of buildings were identified as being earthquake prone. It is 
expected that plans for the future of each earthquake prone building 
will be presented to our Board during 2013/14.
A summary of a number of major projects from our redevelopment 
programme follows.
Opening function in the new Meade Clinical Centre atrium

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P.40 Older Persons and Rehabilitation Building
Regional Renal Centre
A totally new building built in Pembroke Street which houses two 
The reconfiguration and refurbishment of the old Lions Cancer Lodge 
services: Older Persons and Rehabilitation and Mental Health for Older 
for a new Regional Renal Centre, with an additional 120m² of space, 
People. This project brings these services together in a purpose-built 
was completed in November 2012. The centre opened its doors to 
for the care of older people. It includes clinics and wards for both 
patients on Monday 26 November. Located at the eastern end of 
services and was completed in June 2013.
the Waiora Waikato Hospital campus, the facility will cater for renal 
patients who come for dialysis treatment from throughout the Midland 
Taumarunui integrated health care model
region. The previous unit had become too small and unable to cater 
for the demand.
This project is about integrated rural healthcare, where primary 
and secondary providers work collaboratively so that patients get 
the best possible care. It recognises the current way of delivering 
healthcare there is vulnerable and not sustainable, and that a focused 
Redevelopment
collaborative approach is needed to put more integrated care in place. 
Meeting the needs of the north Ruapehu district is a priority. 
Patient William Hill with occupational therapist Ellen Van Der Wee
Minister of Health Tony Ryall (L) with Jan Adams and patient Paris Falwasser in the new renal centre

---

Tokoroa Hospital co-location of health services 
Demolition of Smith building
P.41
This project is the same project highlighted under the rural priority. 
A 1960s building that has seven storeys and held many medical 
The focus is on renovating and using two wards at Tokoroa Hospital 
wards and services, Smith Building was demolished in July 2013 
which have been largely unused for many years, and convert them into 
as part of the construction of the Meade Clinical Centre.
spaces for primary health care and non-government service provider 
tenants. This is a step towards better integration of health services in 
the South Waikato.
Redevelopment
Demolition of the Smith building

---

---

Part 2   Statement of  
P.43
 
  Service Performance
New Older Persons 
and Rehabilitation 
Building, Hamilton

---

P.44 In order to access information on how well we have delivered our  demographics, health inequalities, previous year’s performance, an 
outputs, and if we have made the impact we intended to, we have 
assumption of little or no additional investment compared with 2011/12 
identified a set of performance measures against which we could 
and the specific actions we planned to undertake. The national health 
evaluate our performance for the 2012/13 year. The measures chosen 
targets and a number of other national reporting requirements have 
are a mixture of indicators of quality, quantity and timeliness. This 
been integrated in the set of measures we have chosen for 2012/13.
section is structured around our performance story and provides detail 
The information presented in this section demonstrates that we 
on our performance against firstly our Impact measures and then our 
have a responsibility across the whole of the continuum of health 
Output measures. Detail on our contribution to achieving our outcomes  and disability, from keeping people well, to services for people with 
is presented in part one. 
an advanced progressive disease which is no longer responsive to 
The targets we have set for the various measures in this report were 
curative treatment. The following table provides an overview of the 
determined by factors including national direction, population 
impact portion of our performance story.
People take greater  
People stay well in their homes and 
People have timely and appropriate 
responsibility for their health
communities
access to specialist care
Long-term 
impacts
Statement of service performance
•  Fewer people smoke
•  An improvement in childhood oral health
•  People are seen promptly for acute care 
•  Reduction in vaccine 
•  Long term conditions are detected early 
•  People have appropriate access 
preventable diseases
and managed well
to ambulatory, elective and arranged 
•  Improving health behaviours
services
•  Fewer people are admitted to hospital 
for avoidable conditions
•  Improved health status for people 
with a severe mental illness
impacts
•  More people maintain their functional 
Intermediate 
independence
•  More people with end stage conditions 
are supported

---

Output class funding
P.45
The table contains the income and expenditure information for the 
Cost of service statement by output class 
prevention services, early detection and management services, 
for the year ended 30 June 2013
intensive assessment and treatment services and rehabilitation 
support services output classes. These output classes are consistent 
across all DHBs. 
Parent
Parent
Parent
 
2013 Budget
2013 Actual
2012 Actual
The actual budget figures are based on the Ministry of Health data 
dictionary definitions that were used to calculate the budget as 
Income
 $000
 $000
 $000
presented in the Waikato DHB Annual Plan 2012/13. Output class 
allocations are based on the costing system rules to separate and 
Intensive assessment and 
assign costs, therefore total revenue and total costs will be different to 
treatment services
759,874
736,799
645,702
the statement of comprehensive income.
Early detection and 
management
259,187
263,263
272,628
Prevention
25,183
27,025
30,334
Rehabilitation and support
123,262
127,068
154,711
1,167,506
1,154,155
1,103,375
Expenses
 
Intensive assessment and 
treatment services
746,649
757,025
623,752
Statement of service performance
Early detection and 
management
248,287
230,875
266,866
Prevention
27,349
28,798
31,302
Rehabilitation and support
144,221
135,426
172,015
1,166,506
1,152,124
1,093,935
Share of associate 
surplus/(deficit)
- 
1
(31)
Share of joint venture 
surplus/(deficit)
- 
156
- 
Surplus/(deficit)
1,000
2,188
9,409

---

---

Our impacts
P.47
In this context, an impact is defined as “the contribution made to an 
Against each result we report on whether or not we have achieved the 
outcome by a specified set of goods and services (outputs), or actions 
target by using the following symbols:
or both”. While we expect that our outputs will have a positive effect 
on the Impact measures, it must be recognised that there are outputs 
 Achieved
from other organisations and groups that will also have an effect.
7 Not achieved
People take greater responsibility for their health
impact
Long-term
Fewer people smoke
Reduction in vaccine preventable diseases
Improving health behaviours
Statement of service performance
impacts
Intermediate 
•  Increased percentage of people who 
es
have an adequate fruit and vegetable 
An increase in the percentage 
Crude rate per 100,000 of vaccine 
consumption
 of Year 10 students who have 
preventable diseases in  
•  Decrease in the percentage of people 
Impact 
never smoked
hospitalised 0-14 year olds
measur
considered obese

---

P.48 People take greater 
Fewer people smoke
Impact 
responsibility for their health 
measure
80%
Year 10 students who have never smoked
Waikato DHB
70%
— Waikato DHB and New Zealand
New Zealand
60%
50%
40%
Statement of service performance
30%
20%
10%
0%
28.7%
31.6%
30.6%
33.0%
33.0%
35.9%
35.4%
38.4%
39.5%
42.4%
45.6%
47.0%
48.2%
49.4%
55.0%
54.0%
56.3%
57.3%
56.9%
60.7%
61.2%
64.0%
68.2%
64.4%
71.3%
70.4%
71.2%
70.1%
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012

---

People take greater 
Fewer people smoke
Impact 
responsibility for their health 
measure
P.49
Measure
Baseline 2009
Previous year 2011
Target 2012
Result 2012
An increase in the 
percentage of Year 
10 students who 
61.2%
71.3%
66.0%
 71.2%
have never smoked
Significance of measure
Waikato DHB performance 
Smoking is the single biggest cause of 
This measure is reported by calendar year as it links in with the school 
morbidity and early death. Reducing the 
year calendar school. The results against this measure at a national 
prevalence of smoking is one of the greatest 
and local level has been tracking upwards since the late 1990s. The 
ways to improve the health of the population 
2011 and 2012 results have remained at a similar level around the 
in the short, medium and long-term. We 
70% - 71% mark and we will continue to monitor this to determine if 
expect that by increasing the percentage of 
the results have reached a plateau or whether they will return to the 
Statement of service performance
Year 10 students who have never smoked, it 
upwards trend.
will mean they are significantly less likely to 
The baseline figure of 61.2 percent differs from the baseline of 60.5 
be regular life-long smokers. The survey used 
percent in the Statement of Intent 2012/13. This is because updated 
to report on this measure is undertaken by 
information was released and it has been used in this report. The 
Action on Smoking and Health (an external 
target for 2012 was set before the 2011 result had been finalised.
organisation) and is based on a sample of 
students within our district.

---

P.50 People take greater 
Reduction in vaccine preventable diseases
Impact 
responsibility for their health 
measure
Measure
2009 / 2010
2010 / 2011
2011 / 2012
Crude rate per 
Waikato DHB
Midland DHBs
New Zealand 
Waikato DHB
Midland DHBs
New Zealand
Waikato DHB
Midland DHBs
New Zealand
100,000 of vaccine 
preventable diseases 
in hospitalised 0-14 
16.39
19.28
17.04
16.31
17.06
13.98
17.54
26.44
34.12
year olds
Significance of measure
Waikato DHB performance
Immunisation can prevent a number of 
During 2012/13 we engaged with our colleagues in the Midland region 
diseases and is a very cost effective 
to determine what impact measure or measures where appropriate 
health intervention. Immunisation provides 
to monitor for this portion of our performance story. The result was 
protection not only for individuals, but for the 
the identification of the ‘three year average crude rate per 100,000 
Statement of service performance
whole population by reducing the incidence of  of vaccine preventable diseases in hospitalised 0 – 14 year olds’ 
diseases and preventing them from spreading 
measure. As a region we have used this impact measure in our 
to vulnerable people or population groups.
2013/14 Statement of Intent and will report against it in our next 
Annual Report. 
The annual results for the previous three years at the local, regional 
and national level are presented in the table. Over the three years the 
results against this measure are increasing which means more 0 – 14 
year olds are being hospitalised for vaccine preventable diseases. We 
will be looking at this in 2013/14 and implementing actions to respond.

---

P.51
Statement of service performance
Paediatrics nurse Lisa VanWalraven (L) and mother Hannah Print (R) with baby Talyn about to be immunised

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P.52 People take greater 
Improving health behaviours
Impact 
responsibility for their health 
measure
Measure
Baseline 
Target 
Result 
Baseline 
Target 
Result 
Measure
2006 / 2007
2012 /2013
2011 / 2012
2006 / 2007
2012 /2013
2011 / 2012
Increased percentage 
of people who 
Decrease in the 
have an adequate 
percentage of 
fruit and vegetable 
70%
72%
Not able to be 
reported on
people considered 
28.3% 28.0% 7  34.3%
consumption
obese
Significance of measure
Waikato DHB performance 
Good nutrition is fundamental to health and 
National results show that obesity levels have increased with 
to the prevention of disease and disability. 
approximately one million adults classified as obese in 2011/12 (about 
Nutrition-related risk factors (such as high 
28 percent of the adult population of New Zealand). The obesity rate 
cholesterol, high blood pressure and obesity) 
has increased by two percent since 2006/07. 
jointly contribute to two out of every five 
The local results listed below are sourced from the published results 
Statement of service performance
deaths in New Zealand each year. 
of the New Zealand Health Survey published in 2012/13. The national 
Research shows that regular physical 
results are also provided in brackets. The results are:
activity can help reduce your risk for several 
•  67.5% of our population meet vegetable intake 
diseases and health conditions and improve 
guidelines of three plus servings a day (66.8%)
your overall quality of life. Regular physical 
activity can help protect you from heart 
•  55.0% of our population meet fruit intake guidelines 
disease and stroke, high blood pressure, 
of two plus servings a day (57.5%)
noninsulin-dependent diabetes, obesity, back 
•  34.3% of our population have a body mass index 
pain, osteoporosis, self-esteem and stress 
of 30 or more (29.7%) 
management, development of disability in 
older adults.
We will be reviewing whether or not there is a more appropriate measure 
we can monitor against our improving health behaviours impact.

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P.53
People stay well in their homes and communities
impact
Long-term
An improvement in childhood oral 
Long term conditions are detected 
Fewer people are admitted to 
People maintain functional 
health 
early and managed well
hospital for avoidable conditions
independence
impacts
Intermediate 
•  An increase in the percentage  
Percentage of people with type I 
A reduction in the proportion of the 
Decrease in percentage of 
of children who are caries free 
or type II diabetes on a diabetes 
population admitted to hospital with 
population aged 65 and over in 
es
Statement of service performance
at age five
register that had an HbA1c of equal 
conditions considered preventable 
DHB subsidised residential care at 
•  A reduction in the mean decayed, 
to or less than 64mmol/mol
or avoidable
rest home level
Impact 
measur
missing and filled teeth score at 
year eight

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P.54 People stay well in their homes  An improvement in childhood oral health
Impact 
and communities
measure
An increase in the percentage (%) of 
Ma- ori
Other
A reduction in the mean decayed, missing Ma- ori
Other
80%
children who are caries free at age five
4.5%
Pacific
Total
and filled teeth score at year eight
Pacific
Total
70%
71
4.0%
68
60%
3.5%
60
61
57
58
56
50%
3.0%
50
51
46
40%
Statement of service performance
41
41
2.5%
2.38
2.29
2.35
2.27
30%
33
2.0%
2.16
2.11
29
27
1.75
1.95 1.98
1.54
24 24
1.60
1.60
20%
1.5%
1.50
1.35
1.39
10%
1.0%
1.22
1.14
0%
0%
2009
2010
2011
2012
Target
2009
2010
2011
2012
Target

---

People stay well in their homes  An improvement in childhood oral health
Impact 
and communities
measure
P.55
Measure
Baseline 2010
Previous year 2011
Target 2012
Result 2012
Ma-ori 27%
Ma-ori 41%
Ma-ori 56%
7  Ma-ori 41%
An increase in the percentage of children  
Pacific 29%
Pacific 51%
Pacific 56%
7  Pacific 33%
who are caries free at age five
Other 60%
Other 71%
Other 56%
3 Other 68%
Total 50%
Total 61%
Total 56%
3 Total 58%
Ma-ori 2.16
Ma-ori 2.11
Ma-ori 1.60
7  Ma-ori 1.95
A reduction in the mean decayed, missing and 
Pacific 2.27
Pacific 2.35
Pacific 1.60
7  Pacific 1.98
filled teeth score at year eight
Other 1.35
Other 1.22
Other 1.60
3 Other 1.14
Total 1.60
Total 1.50
Total 1.60
3 Total 1.39
Significance of measure
Waikato DHB performance
Good oral health demonstrates early contact 
These measures are reported by calendar year as they link in with the school year calendar. 
with health promotion and prevention 
For the caries free measure, we achieved the target for the Other ethnic group in 2012 with 1,858 
Statement of service performance
services and reduced risk factors, such 
_
of the 2,725 children in this group being caries free. We failed to achieve the targets for the Maori 
as poor diet, which has lasting benefits in 
(554 out of 1,362 tamariki caries free) and Pacific (30 out of 90 children caries free) ethnic groups. 
terms of improved nutrition and healthier 
Our performance has improved for this measure for all four groups and this improvement can be 
body weights. Oral health is also an integral 
attributed to the increase in preschool enrolment and improved access to oral health services.
component of lifelong health and impacts 
To further improve performance the preschool co-ordinator will improve communication with 
a person’s comfort in eating (and ability to 
_
kohanga reo and other Maori organisations to increase awareness and focus on oral health. 
maintain good nutrition in old age), self-
The Oral Health Service will continue to focus efforts on Plunket and well-child / tamariki ora 
esteem and quality of life.
providers, preschoolers, their parents and early childhood centres.
Results for the decayed, missing and filled teeth measure show almost 4,500 year eight children 
were seen by our Community Oral Health Services. We achieved the target for the Other ethnic 
_
group and for the Total population. While we have not achieved the targets for the Maori and Pacific 
populations, the gaps between results for these groups and the Other ethnic group is reducing.
The population group had poor oral health at 5 years of age which was reflected in the 2004/ 2005 
statistics which showed an average decayed, missing and filled teeth score of over 2.3 and caries free 
percentage of between 34% and 43%. Our interventions have made an impact on the oral health of 
this group. The group now has a decayed, missing and filled teeth score of 1.39 and are 54% caries 
free and at 12 years of age. One of the reasons for this improved performance is a change of practice 
which has increased the number of patients having routine bitewing radiographs. It is likely this has 
increased identification of decay compared to previous methodology. The Community Oral Health 
Service plans to continue with a strong preventative focus moving forward.

---

P.56 People stay well in their homes  Long term conditions are detected early and  Impact 
and communities
managed well
measure
100%
Percentage of people with type I or type II 
95%
diabetes on a diabetes register that had an 
90%
HbA1c of equal to or less than 64mmol/mol
85%
Other
80%
75%
Statement of service performance
70%
Total
65%
60%
Ma- ori
55%
Pacific
50%
2009/2010
2010/2011
2011/2012
2012/2013

---

People stay well in their homes  Long term conditions are detected early and 
Impact 
and communities
managed well
measure
P.57
Baseline April 
Measure
Previous year 2011/2012
Target 2012 / 2013
Result 2012 / 2013
- December 2011
Ma-ori 60.6%
Ma-ori 61%
Ma-ori 70%
7   Ma-ori 66%
Percentage of people with type I or type II 
Pacific 54.4%
Pacific 57%
Pacific 70%
7   Pacific 63%
diabetes on a diabetes register that had an 
HbA1c of equal to or less than 64mmol/mol
Other 77%
Other 77%
Other 70%
 Other 82%
Total 73.0%
Total 73%
Total 70%
  Total 78%
Significance of measure
Waikato DHB performance
Long-term conditions comprise the major 
During 2012/13 we have been working with our primary care partners 
health burden for New Zealand now and into 
using an alliance approach on the development of their Long Term 
the foreseeable future. Diabetes is one of 
Conditions (LTC) Programmes. These programmes include the national 
the group of conditions which are a leading 
requirement around Diabetes Care Improvement Packages (DCIPs), 
Statement of service performance
cause of morbidity in New Zealand, and 
_
which replaced the diabetes Get Checked Programme in 2012/13. 
disproportionately affects Maori and Pacific 
This measure was part of the Get Checked Programme.
peoples. As the population ages, and lifestyles 
The national decision to replace the Get Checked Programme 
change, these conditions are likely to increase 
followed a review which found the programme was not producing 
significantly. 
the desired improvement in outcomes for people with diabetes. The 
Diabetes is important as a major and 
review concluded the Get Checked Programme added little clinical 
increasing cause of disability and premature 
value to existing New Zealand general practice care processes. The 
death. It is also a good indicator of the 
programme finished on 30 June 2012.
responsiveness of a health service to the 
The transition between the Get Checked Programme and the local 
people in most need. 
primary care LTC Programmes is thought to have had an impact on 
This measure relates to diabetics enrolled with 
the performance against this measure.
a primary health organisation who have had 
their diabetes annual review.

---

P.58 People stay well in their homes  Fewer people are admitted to hospital for 
Impact 
and communities
avoidable conditions
measure
120%
A reduction in the proportion of the population admitted to 
Total 0 – 4 years
Total 45 – 65 years
Total 0 – 74 years
hospital with conditions considered preventable or avoidable
100%
80%
Statement of service performance
60%
40%
20%
0
2010/2011 
2011/2012
2012/2013 Q1 & 2
2012/2013 Q3 & 4

---

People stay well in their homes  Fewer people are admitted to hospital for 
Impact 
and communities
avoidable conditions
measure
P.59
Measures
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
A reduction in the proportion of the population 
Remain below 
admitted to hospital with conditions considered 
78%
84%
95% of national 
  85%
preventable or avoidable 0 – 4 years
rate
A reduction in the proportion of the population 
Remain below 
admitted to hospital with conditions considered 
92%
97%
95% of national 
7  102%
preventable or avoidable 45 -64 years
rate
A reduction in the proportion of the population 
Remain below 
admitted to hospital with conditions considered 
87%
90%
95% of national 
7  97%
preventable or avoidable 0 – 74 years
rate
Significance of measure
Waikato DHB performance
Statement of service performance
Reducing the number of avoidable hospital 
The 2012/13 figure is as at 31 March 2013 as the national standardisation process impacts on the 
admissions ensures that patients are able 
reporting timeliness. Our results show that avoidable hospital admissions have increased in all age 
to utilise services that are provided in the 
bands since the baseline year.
community setting rather than in hospitals. This 
The 45 - 64 year age range is of most concern with our overall performance in this age 
will free up hospital staff and resources for more 
band being 102 percent, which is a ten percent increase since the 2010/11 year. Significant 
acute and urgent cases while also ensuring 
programmes are in place in a number of areas where our rates are high for this age band. These 
the services being funded in the community, 
include the heart failure programme, diabetes initiatives and the primary options programme. 
including primary care, are being used optimally.  The primary options programme commenced with one of our primary care partners in 
The results are expressed as a standardised 
Hamilton in October 2012 and will be rolled out across the entire district by February 2014. The 
rate with the national level being 100, with 
programme provides additional funding for patients to access primary care to enable them to 
results under that level being positive.
avoid secondary services and can be expected to impact on admissions for areas like cellulitis, 
constipation and dehydration where our admission levels are higher than national rates. 
During 2013/14 further analysis will occur in the key areas driving the increase in avoidable 
hospital admissions to identify the opportunities to reduce this level.

---

P.60 People stay well in their homes  People maintain their functional independence Impact 
and communities
measure
3.0%
Decrease in percentage of population aged 65 and over in 
DHB subsidised residential care at rest home level
2.75%
2.50%
2.25%
2.0%
Statement of service performance
Target
1.75%
1.50%
1.25%
1.0%
2010
2011
2012

---

People stay well in their homes  People maintain their functional independence
Impact 
and communities
measure
P.61
Measure
Baseline  2010
Previous year 2011 
Target 2012 
Result 2012 
Decrease in percentage of population aged 65 
and over in DHB subsidised residential care at 
2.77%
1.98%
2.05%
 1.78%
rest home level
Significance of measure
Waikato DHB performance 
This measure provides an indication of the effectiveness of increasing 
Calculation of the result against this measure relies on rest homes 
home and community support options for older people, which enable 
sending in claims for processing and payment. During 2012/13 it was 
them to remain in their home to receive the assessed level of care, 
identified there were delays in the system which impacted on the 
rather than enter institutional care to receive the same level of service. 
results presented against this measure. To improve the accuracy of 
The expected growth in the proportion of older people with complex 
the results reported we have determined that the calendar year is the 
care needs means that there will be a corresponding growth in the 
better time period for reporting. This time period has been used in the 
rate of expenditure to meet these needs. Rest home care is funded at 
reporting above. 
Statement of service performance
a higher level compared with home and community support services. 
This change in time period for the measure means the results do not 
Reducing the demand for rest home care will assist us in managing the 
align with the ones published in our Annual Report for 2011/12.
rate of growth in expenditure on Health of Older People Services.
One of the key influences of this measure is the extent to which home 
and community support services provide options for clients who 
may otherwise need to access rest home level services. Therefore, 
the result reflects the impact of increasing both long term home and 
community support options and short term restorative options for 
older people in our district.

---

---

P.63
 People receive timely and appropriate specialist care
impact
Long-term
People are seen promptly 
People have appropriate access 
Improved health status for people 
More people with end stage 
for acute care
to ambulatory, elective and 
with a severe mental illness and 
conditions are supported
arranged services
addictions
impacts
Intermediate 
Percentage of patients will be 
Elective service standardised 
Improving the health status of 
admitted, discharged, or transferred 
intervention rates (per 10,000):
people with severe mental illness 
es
Statement of service performance
from an emergency department 
•  Major joint replacement 
through improved access
within six hours
procedures
Impact 
measur
•  Cataract procedures
•  Cardiac surgery

---

P.64  People receive timely and 
People are seen promptly for acute care
Impact 
appropriate specialist care
measure
100%
Percentage of patients will be admitted, discharged, or transferred from an emergency department within six hours
95%
Target
90%
85%
80%
75%
Statement of service performance
70%
65%
60%
55%
50%
2009/2010
2010/2011
2011/2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013 Q4

---

People receive timely and 
People are seen promptly for acute care
Impact 
appropriate specialist care
measure
P.65
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of patients will be admitted, 
discharged, or transferred from an emergency 
85%
92%
95%
7  88%
department within six hours
Significance of measure
Waikato DHB performance
Long stays in emergency departments are 
Factors like the increase in presentations to emergency departments, the capacity and 
linked to overcrowding, negative clinical 
availability of primary care providers and people’s ability to afford private healthcare impact 
outcomes and compromised standards of 
on our ability to achieve this target. For example, the volume of people presenting at Waikato 
privacy and dignity for patients.
and Thames Hospital emergency departments has increased almost 19 percent (12,993 
presentations) over the last four years.
This measure covers only emergency 
department facilities of level three and above. 
We have developed a detailed action plan to reach the target. The plan includes both actions to 
For us this is Waikato and Thames Hospital 
improve processes and systems in the hospital, as well as working with primary care to reduce 
Statement of service performance
emergency departments only.
the demand and ensure that people are seen in the right setting based on their needs. 
Activities from the plan include:
•  primary options development which is expected to divert care and diagnostics away from 
the emergency department
•  an Acute Care GP liaison position which strengthens the linkages between primary care and 
the hospital 
•  establishment of a clinical group with a view to providing a plan of care for individuals that 
present frequently to the emergency department
This measure links with the measure around people who are triage level four and five presenting 
to emergency departments.

---

Cardiac surgery
P.66  People receive timely and 
People have appropriate access to 
Impact 
Cataract procedures
appropriate specialist care
ambulatory, elective and arranged services
measure
Major joint replacement procedures
30
Elective service standard intervention rates (per 10,000)
Cataract procedures
25
20
Major joint
Statement of service performance
replacemet procedures
15
10
Cardiac surgery
5
2009/2010
2010/2011
2011/2012
2012/2013

---

People receive timely and 
People have appropriate access to 
Impact 
appropriate specialist care
ambulatory, elective and arranged services
Measure
P.67
Measures
Baseline 2009 / 2010
Previous year 2011/2012
Target 2012/2013 
Result 2012/2013
Elective service standardised intervention rates  
(per 10,000) — Major joint replacement 
21
17.38
21
7  19.52
procedures
Elective service standardised intervention 
rates (per 10,000) — Cataract procedures
27
29.08
27
  29.79
Elective service standardised intervention 
rates (per 10,000) — Cardiac surgery
6.23
6.78
6.5
  6.78
Significance of Measure
Waikato DHB performance
Timely access to elective services is a measure of the effectiveness 
We have a standardised intervention rate for joints of 19.52 against a 
of the health system. Meeting standard intervention rates will support 
target of 21.00. Whilst this remains below the national target this has 
better sooner more convenient health services by improving or 
increased from the previous year so progress is trending upwards. 
Statement of service performance
maintaining access to elective services, and ensuring people receive 
Additional planned investment is occurring in orthopaedics for 2013/14 
better and more timely access to health services, regardless of where 
which should enable us to move to the national target. 
they live. Knowing that access to services is equitable will improve the 
Standardised discharge information was not available for major joint 
public’s trust and confidence in the public health system. 
replacements or cataract procedures.  The result reported is as at 
Due to the reliance on National Minimum Data Set data (where the 
December 2012.
deadline for submission is about one month after the end of the 
quarter), the data used to derive this measure is one quarter in arrears.

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P.68 People receive timely and 
Improving the health status for people with 
Impact 
appropriate specialist care
a severe mental illness and addictions
measure
Improving the health status of people with severe mental illness through improved access 
Improving the health status of people with severe 
2011 / 2012
2010 / 2011
2012 / 2013
9% 
mental illness through improved access
8% 
7% 
6% 
5% 
Statement of service performance
4% 
3% 
2% 
1% 
0% 
M ori 
Other 
Total 
M ori 
Other 
Total 
M ori 
Other 
Total 
0 -19 years 
20 - 64 years 
65 years + 

---

People receive timely and 
Improving the health status for people with a 
Impact 
appropriate specialist care
severe mental illness and addictions
measure
P.69
Measure
Baseline at at March 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Improving the health status of people 
Ma-ori 1.25%
Ma-ori 3.13%
Ma-ori 3.02%
 Ma-ori 3.31%
with severe mental illness through 
Other 1.71%
Other 3.03%
Other 3.02%
 Other 3.15%
improved access for 0-19 year olds 
Total 1.56%
Total 3.06%
Total 3.02%
 Total 3.21%
Improving the health status of people 
Ma-ori 3.86%
Ma-ori 6.80%
Ma-ori 6.05%
 Ma-ori 7.92%
with severe mental illness through 
Other 2.59%
Other 3.55%
Other 3.29%
 Other 3.78%
improved access for 20-64 year olds 
Total 2.83%
Total 4.19%
Total 3.82%
 Total 4.59%
Improving the health status of people 
Ma-ori 1.77%
Ma-ori 2.12%
Ma-ori 2.50%
 Ma-ori 2.61%
with severe mental illness through 
Other 2.70%
Other 2.68%
Other 2.97%
7  Other 2.58%
improved access for 65+ year olds 
Total 2.63%
Total 2.76%
Total 2.94%
7  Total 2.58%
Significance of measure
Waikato DHB performance 
Statement of service performance
It is estimated that at any one time, 20 percent 
We continue to provide access to children and young people requiring 
of the New Zealand population will have a 
mental health and addictions services above agreed targets. In 
mental illness or addiction, and three percent 
previous years babies involved in a mother and baby support pilot 
are severely affected by mental illness. The 
were incorrectly coded as receiving mental health services when the 
World Health Organisation (WHO) predicts that 
service was actually provided to the mother. From December 2012 
depression will be the second leading cause of  reporting records the mother as the service user not the baby.
disability by 2020. 
We have exceeded the access rate targets for adults. The access rate 
_
for Maori adults of 7.92%. The national rate is 7.15%. 
Better access to a broad range of services 
improves people’s mental health and 
In relation to mental health addiction service access rates, Health 
wellbeing, and contributes to recovery.
Waikato Mental Health Services for Older People have been focused 
on a high level of consult liaison being provided to primary health, rest 
The results for this measure are as at 31 March  homes and the memory clinic, which could be resulting in fewer direct 
2013.
referrals to the service. 

---

P.70 People receive timely and 
More people with end stage conditions 
Impact 
appropriate specialist care
are supported
measure
Significance of measure
Waikato DHB performance
For people in our population who have end 
The Palliative Care Council of New Zealand have identified a lack 
stage conditions, it is important that they, 
_
of data on the need for palliative care in New Zealand’s population, 
their family and whanau are supported to 
current service provision and service utilisation as a pressing 
cope with the situation. Our focus is on 
concern. Without evidence and data it is impossible to monitor and 
ensuring that the patient is able to live 
evaluate progress.
comfortably, without undue pain or suffering. 
In response to this situation the Palliative Care Council of New Zealand 
Early identification and recognition of end-
embarked on a significant health needs analysis project. Estimates 
of-life choices heavily influence the quality 
for the need for palliative care were published in 2011. A second set 
of life an individual experiences during the 
of information was published in June 2013 in relation to palliative care 
dying process.
capability and capacity in New Zealand. 
There are a number of providers involved 
We expect to be able to use the data and methodologies from the 
in the provision of care for people with 
Palliative Care Councils work to determine the most appropriate set of 
Statement of service performance
end stage conditions, including hospices, 
impact and output measures for this part of our performance story.
hospital palliative care services as well as a 
number of primary palliative care providers. 
As part of the midland annual planning process we investigated what 
Care for people with end stage conditions 
measures would be appropriate for this part of our performance story.  
is often known as palliative care. Palliative 
We have yet to settle on a set of measures and identifying these will be 
care is an approach that improves the 
a priority in 2013/14.
quality of life of patients and their families 
facing the problems associated with life-
threatening illness.

---

P.71
Statement of service performance
Dr Lara Hoskins member of the Palliative care team based at Waikato hospital

---

---

Our outputs
P.73
Outputs in this context are final goods and services that are supplied to a 
person, group or organisation outside Waikato DHB. They do not include 
goods and services produced entirely for consumption within the DHB.
People take greater responsibility for their health
impact
Long-term
Fewer people smoke
Reduction in vaccine preventable diseases
Improving health behaviours
impacts
Intermediate 
•  Percent of patients who smoke 
•  Percentage of population over 65 
•  Percentage of infants fully and exclusively 
es
and are seen by a health 
years who are immunised against 
breastfed 
practitioner in primary care are 
influenza 
•  Number of schools participating in the 
offered brief advice and support 
•  Percentage of eight months olds 
Health Promoting Schools initiative 
to quit smoking 
who have had their primary course of 
•  Percentage of schools participating in the 
•  Percent of patients who smoke 
immunisation on time
Health Promoting Schools initiative
Statement of service performance
•  Percentage of decile 1 and 2 schools 
and are seen by a health 
•  Percentage of two year olds fully 
participating in the Health Promoting 
practitioner in public hospitals are 
immunised
Schools initiative
offered brief advice and support 
_
•  Percentage of Kura Kaupapa Maori 
to quit smoking 
primary schools participating in Project 
•  Number of education sessions 
Energize 
with tobacco retailers 
•  Percentage of total primary schools 
Output Performance Measur
•  Number of controlled purchase 
participating in Project Energize
operations with tobacco retailers

---

P.74 People take greater 
Fewer people smoke
Output 
responsibility for their health 
measure
100%
100%
Total
Pacific
100%
100%
Percent of patients who smoke and are seen by a health practitioner in 
_
98
98
primary care are offered brief advice and support to quit smoking
Maori
Target
95%
97
95%
97
96
96
96
96
95
Target
95
90%
93
93
93
93
94
94
94
94
94
90%
94
93
93
80%
80%
89
89
89
89
89
89
85%
88
85%
88
80%
80%
81
81
81
81
80
80
60%
60%
75%
75%
Statement of service performance
70%
70%
40%
40%
68
68
65%
66
65%
66
65
65
60%
60%
Percent of patients who smoke and are seen by a health 
20%
20%
practitioner in public hospitals are offered brief advice and 
55%
55%
support to quit smoking
50%
50
50%
50
0%
0%
Q1 Q1
Q2 Q2
Q3 Q3
get  get 
 Q4  Q4
Tar Tar
Q1 Q1
Q2 Q2
Q3 Q3
Q4 Q4
2012/13 2012/13
2009/2010 2009/2010
2010/2011 2010/2011
2011/2012 2011/2012
2012/2013  2012/2013 
2012/2013  2012/2013 
2012/2013  2012/2013 
2012/2013 2012/2013
Year ended  Year ended  30 Sept 2011 30 Sept 2011
2011/2012 2011/2012
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013

---

People take greater 
Fewer people smoke
Output 
responsibility for their health 
measure
P.75
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percent of patients who smoke and are seen by 
a health practitioner in primary care are offered 
28%
37%
90%
7  61%
brief advice and support to quit smoking
Percent of patients who smoke and are seen 
by a health practitioner in public hospitals 
are offered brief advice and support to quit 
81%
89%
95%
 96%
smoking
Significance of measure
Waikato DHB performance 
Providing brief advice to smokers is shown to 
The previous years result reflects final information received by the Ministry of Health.  This 
increase the chance of smokers making a quit 
figure differs from the result presented in our Annual Report 2011/12 which was based on 
attempt. Brief advice works by triggering a quit  preliminary figures.
Statement of service performance
attempt rather than by increasing the chances 
Our results against the primary care portion of this measure have steadily increased since this 
of success of that attempt. By encouraging 
measure was introduced. We have been working with our primary care alliances during the year 
and supporting more smokers to try to 
to increase capability in general practice to effectively support people to quit smoking and will 
quit there will be an increase in successful 
continue to do so in 2013/14. Key initiatives include:
quit attempts, leading to a reduction in 
smoking rates and a reduction in the risk of 
•  A cessation co-coordinator role has been introduced by one of our alliance partners to 
the individuals contracting smoking related 
coordinate training, ensure links to community support services, work towards a practice 
diseases.
cessation plan, and generally to support practices to have robust systems, processes and 
planning for smoking cessation.
•  Use of a data-recording, reminding and decision support tool for practices which has 
been reported to work well at practice level to provide on-the-spot cessation advice and 
classification, as well as automated referrals to Quitline.
•  Establishment of a Clinical Leader for smoking cessation by one of our alliance partners to 
advance the smoking cessation work of GPs, to work on the primary-secondary interface, 
and to provide GP-based advice to their smoking cessation project. 
•  Implementation of a coordinated communications and social marketing plan.

---

P.76 People take greater 
Fewer people smoke
Output 
responsibility for their health 
measure
Waikato DHB performance (continued)
We achieved the national health target level against the hospitalised smokers portion of the health target for the first 
time during 2012/13. The activities we delivered in 2012/13 that enabled our improved performance included:
•  weekly feedback for Charge Nurses and Midwives in areas which are not meeting target, which remains the most 
effective strategy to remind wards/units each smoker missed means they do not meet target. 
•  a review of clinical notes for these missed events identified a potential area of improvement. A solution was 
implemented which involved ensuring a wider range of patients notes are checked rather than a reliance on the ABC 
sticker. This will be closely monitored by the Nurse Coordinator.
_
Our birthing population data tells us that we have high proportion of births to young Maori women. We have high 
smoking rates and many of our women live in higher deprivation areas which impact on health inequality and health 
outcomes. This has led to a planned focus on smoking during pregnancy which will continue into 2013/14. We are 
planning to report on our progress towards 90 percent of pregnant women who identify as smokers at the time of 
Statement of service performance
confirmation of pregnancy in general practice or booking with Lead Maternity Carer are offered advice and support to 
quit in 2013/14.

---

People take greater 
Fewer people smoke
Output 
responsibility for their health 
measure
P.77
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Number of education sessions with tobacco 
retailers 
80
109
120
 287
Number of controlled purchase operations 
with tobacco retailers
80
92
120
 191
Significance of measure
Waikato DHB performance 
Education sessions with tobacco retailers cover the retailer’s 
In addition to standard tobacco control purchase operations, joint 
requirements under Smokefree legislation, relating to the display of 
operations have been conducted with NZ Police in Hamilton and 
tobacco products and sales to underage customers. Advice is also 
South Waikato targeting underage sales of synthetic cannabis 
provided to assist retailers to meet the requirements.
products. Our performance reflects a purposeful increase in the 
capacity of our Population Health Service with an increase from  
A controlled purchase operation is when underage volunteers (under 
two to four designated Smokefree Enforcement Officers.
the supervision of a Smokefree enforcement officer) attempt to 
Statement of service performance
purchase cigarettes from tobacco retailers. Any sales result in the 
initiation of legal proceedings being taken against the retailer.

---

P.78 People take greater 
Reduction in vaccine preventable diseases
Output 
responsibility for their health 
measure
Measures
Baseline 2010 / 2011
Previous year Dec 2011
Target Dec 2012
Result Dec 2012
Percentage of population over 65 years who 
are immunised against influenza — high need
62.50%
63.13%
63.50%
  64.92%
Percentage of population over 65 years who 
are immunised against influenza — total
63.00%
63.86%
63.50%
  64.75%
Significance of measure
Waikato DHB performance
Influenza has a large impact on our community,  The results presented are as at December of 2011 and December 
with 10-20 percent of New Zealanders 
of 2012 which incorporates the full year ‘flu season’. Influenza 
infected. Some of these people become so ill 
vaccinations are generally provided through primary care. A number 
they need hospital care, and a small number 
of initiatives were developed and implemented with our primary care 
die. Influenza also has a financial impact, 
partners in 2012/13 so the improvement in performance is positive. 
particularly in workplaces, and can potentially 
Statement of service performance
overwhelm both primary care and hospital 
services during winter epidemics.
Having a ‘flu shot’ is the best way to protect 
against the unpleasant effects of influenza; 
headaches, fever, aches and pains. It will 
also greatly reduce your risk of serious 
complications that can develop from the flu.
The eligible population for this measure is New 
Zealanders at high risk of complications which 
are people aged 65 years and over, anyone 
less than 65 years of age with long-term health 
conditions, and pregnant women. In relation 
to the measure, the period over which the 
vaccination programme runs is mid-March to 
July each year. 

---

P.79
Statement of service performance
Patient Lillian Lane

---

P.80 People take greater 
Reduction in vaccine preventable diseases
Output 
responsibility for their health 
measure
100%
Percentage of eight month olds who have had their primary 
course of immunisation (six weeks, three months and five 
Significance of measure
95%
months immunisation events) on time
Immunisation can prevent a number of diseases 
and is a very cost-effective health intervention. 
Immunisation provides not only individual 
90%
protection for some diseases, but also population-
wide protection by reducing the incidence of 
diseases and preventing them spreading to 
85%
vulnerable people. Some of these population-wide 
benefits only arise with high immunisation rates, 
Pacific
depending on the infectiousness of the disease 
80%
and the effectiveness of the vaccine. The diseases 
protected against include diphtheria, tetanus, 
whooping cough, polio, hepatitis B, haemophilus 
75%
influenzae type B, pneumococcal, measles, 
Statement of service performance
mumps and rubella.
Total
70%
Although New Zealand’s two-year-old 
immunisation rates have increased remarkably 
since 2009 from 80 percent to 93 percent in 2012, 
65%
Ma- ori
low immunisation rates prior to this time, has 
enabled the breakthrough of diseases prevented 
by vaccine, such as measles and whooping cough. 
60%
Increasing coverage for eight-month-olds will 
also require system improvements in the whole 
immunisation system. The immunisation target of 
55%
increasing eight month olds coverage will support 
early enrolment and on-going engagement with 
primary care and well child services.
50%
It is still important we measure coverage at the 
July 2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013 Q4
two year old age milestone as this will provide 
more information about the immunisation system.

---

People take greater 
Reduction in vaccine preventable diseases
Output 
responsibility for their health 
measure
P.81
Measure
Baseline 31 July 2012
Target
Result 2012 / 2013
Percentage of eight month olds who have 
Ma-ori 68%
Ma-ori 85%
7  Ma-ori 75.9%
had their primary course of immunisation 
(six weeks, three months and five months 
Pacific 80%
Pacific 85%
 Pacific 85.1%
immunisation events) on time
Total 76%
Total 85% 
7  Total 83.2%
Measure
Baseline 2009 / 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of two year olds fully immunised
Ma-ori 66%
Ma-ori 92%
Ma-ori 95%
7 Ma-ori 85.50%
Pacific 74%
Pacific 96%
Pacific 95%
7 Pacific 91.20%
Total 81%
Total 92% 
Total 95% 
7 Total 87.40%
Waikato DHB performance 
Statement of service performance
immunisation coverage for children aged 24 months result for the total 
The immunisation at eight months old measure was a new national 
population was 88 percent against a  target of 95 percent. The seven 
health target introduced for the 2012/13 year and the Ministry of 
percent difference represents 103 children not immunised on time. 
Health released baseline data for DHBs to use in early 2012/13. 
Our performance levels against these indicators at a total population 
The baseline data was not available in time to be included in our 
_
and especially for our Maori and Pacific population are a concern. 
Statement of Intent for 2012/13 but we have used it as part of the 
Recent changes in the service configuration, some gaps and 
information presented above.
overlaps in geographic service provision have emerged. We have 
Our quarter four result for the total population of 83 percent means 
been working with all the PHOs and outreach immunisation service 
that we needed to have immunised an extra 26 more eight month olds 
providers to seek resolution.
during the quarter to achieve the target level. Our quarter four 

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P.82 People take greater 
Improving health behaviours
Output 
responsibility for their health 
measure
Measures
Baseline 2009 / 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012
7  Ma-ori 61%
Percentage of infants fully and exclusively 
7  Pacific 63%
breastfeed — 6 weeks 
74%
69%
74%
7  Other 73%
7  Total 69%
7  Ma-ori 45%
Percentage of infants fully and exclusively 
7  Pacific 52%
breastfeed — 3 months
57%
56%
57%
 Other 58%
7  Total 54%
7  Ma-ori 15%
Percentage of infants fully and exclusively 
7  Pacific 25%
breastfeed — 6 months
27%
26%
27%
 Other 27%
7  Total 23%
Statement of service performance
Significance of measure
Waikato DHB performance 
Breastfeeding is the unequalled way of 
The data presented in the results column is Plunket data only and is for the 2012 calendar year. 
providing ideal food for the healthy growth 
A portion of the work undertaken in this area was directed through the Health Eating Healthy 
and development of infants and toddlers. This 
Action (HEHA) project. This national project finished in 2011/12 and this was expected to have 
measure supports the sector to get ahead of 
an impact on the results we were able to achieve in 2012/13. While the HEHA project resources 
the chronic disease burden.
were not available in 2012/13 we planned and implemented a number of other activities to 
support our population and positively impact on breastfeeding rates. These initiatives included:
_
_
_
_
_
• Hapu Wananga (Maori kaupapa antenatal and parenting programme designed by Maori for Maori)
•  Wahakura Project - a total of 30 weavers were targeted to be trained to weave and distribute 
_
100 wahakura to high-risk whanau. Resources integrating messages in the area of safe 
sleeping, breastfeeding and smoke free were also developed to accompany each wahakura. 
•  Pepi-Pods Project – the project brings together messages associated with safe sleeping 
_
practices, smoke free whanau, violence free and breastfeeding into one package. 

---

People take greater 
Improving health behaviours
Output 
responsibility for their health 
measure
P.83
Measures
Baseline Jan 2010 - Dec 2011
Previous year 2011 / 2012
Target 2012 / 2013 
Result 2012 / 2013
Number of schools participating in the Health 
Promoting Schools initiative
80
39
80
7 37
Percentage of schools participating in the 
Health Promoting Schools initiative
64.50%
16%
64.50%
7 13%
Percentage of decile 1 to 4 schools participating in 
the Health Promoting Schools initiative
100%
35%
100%
7 27%
Significance of measure
Waikato DHB performance
A function of the DHB is to promote, protect 
This programme is provided by our Population Health Service and 
and improve our population’s health and 
is available to all primary schools classified as decile one to four in 
wellbeing through health promotion, health 
our district (this equates to 124 schools). As noted in our 2012/13 
protection and education and the provision 
statement of forecast service performance Cognition Education was 
Statement of service performance
of evidence-based public health initiatives. 
contracted by the Ministry of Health to look at the development of a 
The Health Promoting Schools programme 
new framework for the Health Promoting Schools Programme.  The 
supports healthy school environments. 
development of a new framework was completed in 2012/13 and it 
It aims to improve students’ health and 
has had a significant impact on the provision of the Health Promoting 
wellbeing and contribute to improved 
Schools programme.  DHBs are required to adopt the new framework 
learning outcomes. Through the Health 
for the programme which was expected to result in a 50 percent 
Promoting Schools programme we can 
decrease in school participation in the early stages of implementation.
positively influence health behaviours.
The measure in relation to the percentage of decile one to four schools 
participating in Health Promoting Schools differs from the measure in 
the 2012/13 statement of forecast service performance, which related 
to decile one and two schools only.  This has been done to line up with 
reporting to the Ministry of Health. 
The definition of the measures has changed since the baselines were 
presented in our Statement of Intent for 2012/13.  The change means 
that the way the results are now calculated is more representative of 
the school participation status.

---

P.84 People take greater 
Improving health behaviours
Output 
responsibility for their health 
measure
Measures
Baseline 2009
Previous year 2011 / 2012
Target 2012 / 2013 
Result 2012 / 2013
_
Percentage of Kura Kaupapa Maori primary 
schools participating in Project Energize 
100%
93.80%
100%
  100%
Percentage of total primary schools 
participating in Project Energize
98.80%
98.80%
98.80%
  100%
Significance of measure
Waikato DHB performance
Project Energize is a school-based initiative 
Project Energize is managed and provided by Sport Waikato. A team 
focused on improving children’s physical 
of Energizers delivers the service with each Energizer supporting a 
activity and nutrition. Through Project 
number of schools in a specified geographic area. A dietician and 
Energize we can positively influence health 
community paediatrician provides clinical support for the project. 
behaviours and reduce the risk factors 
There are 244 primary schools in our district with 14 Kura Kaupapa 
associated with many chronic conditions.
_
Statement of service performance
Maori primary schools. All but one of the schools has an Energizer 
assigned to provide practical ‘hands on’ support. The other school 
already has a Sports Coordinator funded by another government 
organisation so a decision was made not to duplicate the resource. 
The school does participate in Project Energize through tournaments, 
inter-school activities, kiwisport and workforce professional 
development.

---

P.85
People stay well in their homes and communities
impact
Long-term
An improvement in 
Long term conditions 
Fewer people are admitted 
More people maintain their functional independence
childhood oral health 
are detected early and 
to hospital for avoidable 
managed well
conditions 
impacts
Intermediate 
•  Percentage of children 
•  Percentage of eligible 
•  Percentage of population 
•  Number of residential respite bed days (health of older people services)
under five years of age 
population who have had 
enrolled with a primary 
•  Ratio of completed comprehensive clinical assessments undertaken 
(i.e. aged 0 – 4 years 
a cervical smear
health organisation
by NASC using contact assessment tool : MDS-HC tool
of age inclusive) who 
•  Percentage of eligible 
•  Percentage of triage 
•  Number of visit days of intermediate care delivered - START
es
are enrolled with DHB-
population who have had 
level four and fives 
•  Number of bed days of intermediate care delivered - Transitional care
Statement of service performance
funded oral health 
a breast screen in the 
presenting to emergency 
•  In home respite (carer support) days utilised (health of older 
services
last the 24 months 
department
people services)
•  Percentage of pre-
•  Percentage of people 
•  Percentage of rest 
•  Proportion of people with dementia who have been assessed as 
school and primary 
who are enrolled 
home residents on 
having a MAPle score ≥3 who have a completed care plan
school children (0 – 
with a primary health 
high dose vitamin D 
•  Decrease in proportion of population 65 years or older in DHB 
12 years) who have 
organisation and have 
supplementation
subsidised residential care at rest home level
not been examined 
had their cardiovascular 
•  Percentage of eligible 
•  Percentage of needs assessment and service co-ordination (NASC) 
according to their 
risk assessed in the last 
children have their 
waiting times for new assessments within 20 working days 
planned recall period
five years 
B4 School Checks 
•  Referral to service planning within 20 working days (NASC services)
•  Percentage of 
•  Percentage of people 
completed
•  Number of clients on caseload (primary mental health and addictions)
Output Performance Measur
adolescents accessing 
with diabetes who are 
•  Number of primary mental health and addictions packages for care
DHB funded oral 
enrolled with a primary 
health services
health organisation and 
have had a diabetes 
annual review

---

P.86
Statement of service performance
Dr Sarah Davidson and patient Riley Bennett in Maxillofacial and Dental Depatment, Waikato hospital

---

People stay well in their homes  An improvement in childhood oral health
Output 
and communities
measure
P.87
Measure
Baseline 2009
Previous year 2011
Target 2012
Result 2012
Percentage of children under five years of age 
(i.e. aged 0 – 4 years of age inclusive) who are 
46%
66.4%
68.0%
 70.1%
enrolled with DHB-funded oral health services
Percentage of pre-school and primary school 
children (0 – 12 years) who have not been 
15.0%
19.0%
7.0%
7  9.0%
examined according to their planned recall period
Percentage of adolescents accessing DHB 
funded oral health services
66%
72.5%
75.0%
7  72.5%
Significance of measure
Waikato DHB performance
Research shows that improving oral health 
These measures are reported by calendar year as they link in with the school year calendar.
in childhood and adolescence has benefits 
Preschool enrolment increases reflect successful working relationships between our Community 
Statement of service performance
over a lifetime. Oral health measures are 
Oral Health Service and the Well Child Providers. The increase in enrolments has meant some 
reported annually (in quarter three) for 
capacity issues for the service which are reflected in the percentage of children who have not 
the previous calendar year except for the 
been able to be examined according to their planned recall period arrears. The percentage of 
adolescent measure which is reported 
arrears is also impacted by the current manual processes, staff vacancies and turnover and the 
annually in quarter four.
growth in the population we serve (3.6 percent more than estimated projections). An action plan 
has been initiated aimed at reducing the arrears over the first half of 2013/14.
The baseline for these measures has been 
updated to reflect actual 2009 results which 
An issue with appointment attendance has been identified which will be investigated 
will enable better comparison better years.  
in 2013/14. However, a lack of an electronic record system increases the complexity of 
The target for the enrolment measure has 
responding to this issue. We have been working towards implementing an electronic record 
been updated to align with the target in our 
system in this area. The original business case for a software solution and the associated 
Annual Plan for 2012/13.  These figures will 
costings are being reviewed. It is expected this will be completed in early 2013/14.
differ from those presented in our Statement 
The results for the adolescent oral health measure equates to 17,508 young people accessing 
of Intent for 2012/13.
DHB funded oral health services. Our result compares favourably with the result for the Midland 
region (66 percent) and the national result (70 percent).
The Ruapehu District Council removed fluoride from the Taumarunui water supply in 2011 and Hamilton 
City Council made the same decision in 2013, which goes against evidence that it reduces tooth decay. 
We will continue to monitor the impacts of these decisions.

---

P.88 People stay well in their homes  Long term conditions are detected early  
Output 
and communities
and managed well
measure
100%
80%
Percentage of eligible population who have had a cervical smear
PerOther
centage of eligible population who have had a breast screen 
Other
in the last the 24 months
70%
Pacific 
Pacific 
80%
Māori 
Māori 
60%
Other
Other
Statement of service performance
50%
60%
Pacific
Pacific
40%
Ma- ori
Ma- ori
40%
30%
2008/2009
2009/2010
2010/2011 2011/2012 2012/2013
2008/2009
2009/2010
2010/2011
2011/2012
2012/2013

---

People stay well in their homes  Long term conditions are detected early  
Output 
and communities
and managed well
measure
P.89
Previous year 2011 / 2012 
Measure
Baseline 2008 / 2009
Target 2012 / 2013
Result 2012 / 2013
(as at March 2012)
Ma-ori 51.1%
Ma-ori 55.9%
Ma-ori 75%
7  Ma-ori 62.4%
Percentage of eligible population who have 
had a cervical smear
Pacific 52.5%
Pacific 57.9%
Pacific 75%
7  Pacific  67.2%
Other 73.6%
Other 81.7%
Other 75%
 Other 82.7%
Ma-ori 47%
Ma-ori 55.7%
Ma-ori 70%
7  Ma-ori 54.7%
Percentage of eligible population who have 
had a breast screen in the last the 24 months
Pacific 57%
Pacific 58.5%
Pacific 70%
7 Pacific 57.7%
Other 66%
Other 66.0%
Other 70%
7  Other  63.9%
Significance of measure
Waikato DHB performance
The eligible population for the cervical smear 
There has been an increase in our performance against the cervical screening target during 
measure is women aged 20-69 years. A cervical 
2012/13. The gap between coverage rates for different ethnic groups appears to be shrinking 
Statement of service performance
smear test that looks for abnormal changes in 
which is a positive result. 
cells on the surface of the cervix (the neck of 
the uterus or womb). Some cells with abnormal 
In June 2013 the breast screening service has converted to digital mammography; it is hoped 
changes can develop into cancer if they are 
that the 2013/14 year will see significant gains being made towards achieving this target. 
not treated. Treatment of abnormal cells is 
Annual breast screening mobile visits to Tokoroa will commence in 2013 to increase Pacific 
very effective at preventing cancer. There is a 
Island coverage. In the second half of 2012/13, Breastscreen Midland and Te Puna Oranga 
_
_
choice of providers for a smear test. A doctor 
(Maori Health Service) have been devising strategies to address the low Maori breast screening 
or practice nurse will usually be able to provide 
rates in our district. The following projects / services have been initiated to address the issue:
this service, the Family Planning Association 
•  Tuhikaramea Breastscreening Project - Te Puna Oranga staff were seconded to Tuhikaramea 
can offer this service and our Sexual Health 
_
Medical Practice to contact, enrol and book eligible Maori and Pacific women belonging to 
Service will also provide this service as part of a 
the practice, into the Breastscreening Aotearoa (BSA) Programme 
sexual health clinical assessment.
_
•  Breastscreen Midland and Te Puna Oranga (Maori Health Service) Partnership - a Service Level 
_
The eligible population for the breast screening 
Agreement (SLA) was put in place to increase the breast screening coverage of Maori wahine
_
measure is women aged 50-69. Breast 
•  A Kaitiaki position focused on improving Maori screening rates and experiences has been established
screening is provided to reduce women’s 
•  Breastscreening Kaiwhiriwhiri - a Kaiwhiriwhiri position is in the process of being established 
morbidity and mortality from breast cancer by 
and has been made possible through funding contributed by Breastscreen Midland and the 
identifying cancers at an early stage, allowing 
National Screening Unit. 
treatment to be commenced sooner than 
might otherwise have been possible.

---

P.90
Statement of service performance
Cardiac patient Doreen Moore being assessed by clinical nurse specialist Alison Mc Alley

---

People stay well in their homes  Long term conditions are detected early  
Output 
and communities
and managed well
measure
P.91
Measure
Baseline as at June 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of people who are enrolled with 
Ma-ori 33.40%
Ma-ori 48.8%
Ma-ori 75%
7   Ma-ori 62%
a primary health organisation and have had 
Pacific 38.10%
Pacific 49.4%
Pacific 75%
7   Pacific  64%
their cardiovascular risk assessed in the last 
Other 44.4%
Other 58.7%
Other 75%
 Other 76%
five years
Total 42.10%
Total 57.0%
Total 75%
7  Total  73%
Significance of measure
Waikato DHB performance
By increasing the percentage of people 
We have worked with our primary care partner alliances in 2012/13 
having cardiovascular disease risk 
to improve performance against this measure. Significant ground 
assessments we ensure these are identified 
has been made. However, performance against this measure for the 
_
early and managed appropriately.
Maori and Pacific populations within our district needs to improve. We 
expect that through a strong focus on achieving this target and the 
delivery of our alliance partners long term conditions programmes the 
Statement of service performance
performance will reach the target levels in 2013/2014.
This measure forms part of the long term conditions programmes that 
have been developed during 2012/2013 and full implementation is 
expected to occur in 2013/2014.

---

P.92 People stay well in their homes  Long term conditions are detected early  
Output 
and communities
and managed well
measure
100%
Percentage of people with diabetes who are enrolled with a primary 
health organisation and have had a diabetes annual review
95%
90%
85%
80%
Other
Total
75%
Statement of service performance
70%
Pacific
65%
Ma- ori
60%
55%
50%
2009/2010
2011/2012
20012/2013

---

People stay well in their homes  Long term conditions are detected early  
Output 
and communities
and managed well
measure
P.93
Measure
Baseline 2009 / 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of people with diabetes who are 
Ma-ori 65%
Ma-ori 61%
Ma-ori 70%
7   Ma-ori 61%
enrolled with a primary health organisation 
Pacific 73%
Pacific 73%
Pacific 70%
7   Pacific  57%
and have had a diabetes annual review
Other 73%
Other 69%
Other 70%
 Other 73%
Total 71%
Total 67%
Total 70%
  Total 70%
Significance of measure
Waikato DHB performance
Diabetes is important as a major and 
During 2012/13 we have been working with our primary care partners 
increasing cause of disability and premature 
on the development of their Long Term Conditions (LTC) Programmes. 
death. It is also a good indicator of the 
These programmes include the national requirement around Diabetes 
responsiveness of a health service to the 
Care Improvement Packages (DCIPs), which replaced the diabetes Get 
people in most need. 
Checked Programme in 2012/13. This measure was part of the Get 
Checked Programme.
Statement of service performance
The decision to replace the Get Checked Programme followed a 
review of the programme which found it was  not producing the 
desired improvement in outcomes for people with diabetes. The review 
concluded the Get Checked Programme added little clinical value to 
existing New Zealand general practice care processes. 
The Get Checked Programme finished on 30 June 2012; however the 
annual reviews continued in 2012/13 during the transition between the 
Get Checked Programme and the local primary care LTC Programmes. 
From 2013/14 the diabetes annual reviews will be incorporated into a 
broader cardiovascular disease risk assessment.
The baseline figures have been updated to reflect the final 2009/10 
results. This has been done to provide more meaningful data and enable 
comparisons. 

---

P.94 People stay well in their homes  A reduction in the proportion of the population  Output 
and communities
admitted to hospital with conditions considered  measure
preventable or avoidable
Percentage of population enrolled with a primary health organisation
Ma-ori
Pacific
Total
120
100
Target
80
Statement of service performance
60
40
20
0
2010/11
2011/12
2012/13

---

People stay well in their homes  A reduction in the proportion of the population 
Output 
and communities
admitted to hospital with conditions considered  measure
P.95
preventable or avoidable
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Ma-ori 89.5%
Ma-ori 91.1%
Ma-ori 97.0%
7   Ma-ori 93.4%
Percentage of population enrolled with a 
primary health organisation
Pacific 102.6%
Pacific 102.0%
Pacific 97.0%
  Pacific  100.6%
Total 97.0%
Total 97.2%
Total 97.0%
  Total 97.6%
Significance of measure
Waikato DHB performance
Access to primary care has been shown to 
The percentage of the population enrolled with a primary health 
have positive benefits in maintaining good 
organisation has risen slightly between 2011/12 and 2012/13.  
health. It can also reduce the economic cost 
The results for the Pacific population are higher than 100 percent 
of ill health by early intervention.
because the denominator for this measure is based on Statistics NZ 
projections, which only provide an estimate of the true denominator.  
_
As at June 2013, there were approximately 5,367 Maori not enrolled 
_
Statement of service performance
in a primary care organisation.  This compares to 7,860 Maori not 
enrolled as at June 2012.

---

P.96
Statement of service performance
Nurse Emma Keenan with patient Betty Murphy in the Emergency department

---

People stay well in their homes  A reduction in the proportion of the population 
Output 
and communities
admitted to hospital with conditions considered  measure
P.97
preventable or avoidable
Measure
Baseline 2009 / 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of triage level four and fives 
presenting to emergency department
49.70%
48.00%
45.00%
 45.00%
Significance of measure
Waikato DHB performance
Emergency department services utilise a scale 
This measure links closely to the ‘percentage of patients admitted, 
of one to five triage, with one being the most 
discharged, or transferred from an emergency department within six 
urgent. Triage category four and five may more 
hours’ measure.
appropriately be seen in primary care.
There has been a focus on working with our primary care alliance 
partners to reduce demand on emergency departments and this 
appears to be reflected in our results.
Statement of service performance

---

P.98 People stay well in their homes  A reduction in the proportion of the population  Output 
and communities
admitted to hospital with conditions considered  measure
preventable or avoidable
90%
Percentage of rest home residents on 
Result
high dose vitamin D supplementation
Target
80%
70%
60%
50%
Statement of service performance
40%
30%
20%
10%
0% 37% 75% 52% 75% 60% 75% 68% 75% 67% 75% 71% 75% 76% 75% 76% 75% 78% 75% 79% 80% 80% 80% 81% 80% 80% 80%
Jun 2010 Sep 2010 Dec 2010 Mar 2011 Jun 2011 Sep 2011 Dec 2011 Mar 2012 Jun 2012 Sep 2012 Dec 2012 Mar 2013 Jun 2013

---

People stay well in their homes  A reduction in the proportion of the population 
Output 
and communities
admitted to hospital with conditions considered  measure
P.99
preventable or avoidable
Measure
Baseline at Dec 2010
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of rest home residents on high 
dose vitamin D supplementation
60%
78%
80%
 80%
Significance of measure
Waikato DHB performance
Vitamin D is a proven way to enhance muscle 
We are supporting an ACC funded programme that ensures high 
strength and reduce the risk of falls. When 
dose vitamin D supplementation is available to residents through 
someone living in residential care falls, it will 
prescription from a GP.
often result in serious injury, reduced mobility 
and a loss of confidence and independence. 
Low Vitamin D levels have been linked to 
many chronic conditions, including rheumatoid 
arthritis, multiple sclerosis, respiratory 
Statement of service performance
diseases, type II diabetes and some cancers.

---

P.100 People stay well in their homes  A reduction in the proportion of the population  Output 
and communities
admitted to hospital with conditions considered  measure
preventable or avoidable
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of eligible children have their B4 
School Check completed – High needs
85%
95%
at least 80%
  80%
Percentage of eligible children have their B4 
School Check completed – total
92%
81%
at least 80%
  80%
Significance of measure
Waikato DHB performance
B4 School Checks are a Ministry of Health 
These checks are predominantly carried out in primary care.  The 
specified national programme and includes 
families of the children who miss their checks are contacted and if they 
the Tamariki Ora / Well Child checks done 
are hard to reach they are referred to our public health nursing service.
Statement of service performance
prior to a child turning five. The B4 School 
Check identifies any health, behavioural or 
developmental problems that may have a 
negative impact on the child’s ability to learn 
and take part at school.
B4 School Checks are provided free in primary 
care to Waikato children who turn four each 
year. Waikato DHB Community Services carry 
out the B4 School Checks for children who 
don’t get to primary care.

---

P.101
Statement of service performance
Patient Mikayla Whyte having a vision check

---

P.102 People stay well in their homes  More people maintain their functional 
Output 
and communities
independence
measure
Measure
Measure
Number of 
Ratio of completed 
residential respite 
Significance of measure
comprehensive 
Significance of measure
bed days (health 
clinical assessments 
This measure relates to the provision of short-term, 
Needs Assessment and Service Coordination (NASC) 
of older people 
undertaken by 
temporary relief to those who are caring for family 
provides a more consistent and comprehensive 
services)
NASC using contact 
members who might otherwise require permanent 
assessment of the older person which enables 
assessment tool: 
Baseline 2010 / 2011
placement in a facility outside the home. Currently people 
determination of service capacity and service planning 
MDS-HC tool
allocated carer support do not always use their full 
information.
5,859.50
allocation per annum.
Baseline 2010 / 2011
MDS - HC stands for Minimum Data Set – Home Care.
Previous year 2011 / 2012
New 
6,461
measure
Target 2012 / 2013
Waikato DHB performance 
Previous year 2011 / 2012
Waikato DHB performance 
New 
6,500
The result presented is based on claim information 
The reporting system for this measure does not appear 
Statement of service performance
received as at 30 June 2013.  Calculation of the result 
Result 2012 / 2013
Measure
robust enough to provide accurate information.  While 
against this measure relies on claims being sent in for 
initial results suggest that the 2012/13 result was 52 : 48, 
Target 2012 / 2013
processing and payment.  There is often a three or four 
we will be undertaking a review of this reporting system 
month lag in claiming.  We expect that when all claims 
during 2013/14.
7
70 : 30
 6,491
have been received and processed that the final 2012/13 
result will be an increase on the reported 2012/13 reported 
Result 2012 / 2013
result. To improve the usefulness of this measure we will 
use a calendar year reporting period moving forward.   
7 Not able 
Carer support utilisation is monitored quarterly and there 
is a dedicated role in place to determine why allocated 
to be reported
carer support is not being utilised.  We have taken action 
on all aspects that we can address; however the final 
choice is up to the service user to use the carer support 
days allocated.  

---

People stay well in their homes  More people maintain their functional 
Output 
and communities
independence
measure
P.103
Measure
Measure
Number of visit days 
Number of bed days 
of intermediate care 
Significance of measure
of intermediate 
Significance of measure
delivered – START
care delivered - 
The Supported Transfer and Accelerated Rehabilitation 
Intermediate care is delivered by those health services 
Baseline 2010 / 2011
Transitional care
Team (START) provides intensive in-home rehabilitation 
that do not require the resources of a general hospital 
to those discharged from hospital, focusing on achieving 
4,932
Baseline 2010 / 2011
but are beyond the scope of the traditional primary care 
personal, meaningful goals identified by the patient and 
team. Provision of this service aims to reduce pressure on 
4,597
Previous year 2011 / 2012
their family. Impacts of this service are expected to include 
hospital beds enabling patients to live healthier and more 
a decreased length of stay in hospital, avoidance of 
Previous year 2011 / 2012
independent lives.
hospital admissions; enabling patients to live healthier and 
12,129
more independent lives.
4,010
Target 2012 / 2013
17,500
Target 2012 / 2013
Waikato DHB performance 
Waikato DHB performance 
6,300
Result 2012 / 2013
Utilisation of transitional care bed days is decreasing due 
START has rolled out to all geographical areas within our 
Result 2012 / 2013
Statement of service performance
to the implementation of the START programme where 
district during the 2012/2013 year. In addition START is 
 17,674
specialist rehabilitation services are delivered in a person's 
now accessible to primary care for admission avoidance 
7 1,970
own home (if suitable). It is expected that utilisation of 
via the primary options for acute care processes.
transitional care will continue to decline. Some transitional 
care providers have already exited their level three 
transitional care service (home-based) contracts due to a 
lack of referrals.
While the target we set has not been achieved this is a 
positive result in relation to this measure as it means a 
reduction in pressure on hospital beds.

---

P.104 People stay well in their homes  More people maintain their functional 
Output 
and communities
independence
measure
Measure
Measure
In home respite 
Proportion of people 
(carer support) days 
Significance of measure
with dementia who 
Significance of measure
utilised (health 
have been assessed 
Intermediate care is delivered by those health services 
This measure enables us to monitor appropriateness of 
of older people 
as having a MAPle 
that do not require the resources of a general hospital 
service allocation based on clinical need. MAPle stands for 
services)
score ≥3 who have 
but are beyond the scope of the traditional primary care 
Method of Assigning Priority for level of service.
Baseline 2010 / 2011
a completed care 
team. Provision of this service aims to reduce pressure on 
plan
hospital beds enabling patients to live healthier and more 
7,409
independent lives.
Baseline 2010 / 2011
Previous year 2011 / 2012
New 
Waikato DHB performance 
7,663
measure
Data shows that in 2012/13 392 out of 392 people with 
Waikato DHB performance 
Previous year 2011 / 2012
dementia in our district who were assessed as having a 
Target 2012 / 2013
MAPle score of 3 or greater had a completed care plan. 
Calculation of the result against this measure relies on 
8,300
100%
claims being sent in for processing and payment.  There 
Statement of service performance
is often a three or four month lag in claiming.  We expect 
Result 2012 / 2013
Target 2012 / 2013
that when all claims have been received and processed 
that the final 2012/13 result will be an increase on the 
7 7,477
90%
2012/13 result.
Result 2012 / 2013
To improve the usefulness of this measure we will use a 
calendar year reporting period moving forward.
 100%

---

People stay well in their homes  More people maintain their functional 
Output 
and communities
independence
measure
P.105
Measure
Measure
Percentage of 
Referral to service 
needs assessment 
Significance of measure
planning within 20 
Significance of measure
and service co-
working days (NASC 
This measure enables us to monitor the responsiveness 
This measure enables us to monitor the timeliness of 
ordination (NASC) 
services)
and timeliness to NASC to service demand.
service allocation to identified need.
waiting times for 
Baseline 2010 / 2011
new assessments 
within 20 working 
92%
days
Baseline 2010 / 2011
Previous year 2011 / 2012
Waikato DHB performance 
92%
This measure is based on the monthly reports provided by 
81%
our NASC service.  We will be reviewing the methodology 
Previous year 2011 / 2012
Target 2012 / 2013
and data collection systems for this measure to ensure 
Waikato DHB performance 
accuracy, reliability and usefulness in 2013/14.
89%
100%
This measure is based on the monthly reports provided by 
Almost 5,500 NASCs were provided during the year.  This 
Target 2012 / 2013
Result 2012 / 2013
Statement of service performance
our NASC service.  We will be reviewing the methodology 
compares with approximately 4,400 in 2011/12.
and data collection systems for this measure to ensure 
100%
accuracy, reliability and usefulness in 2013/14.
7 99%
Result 2012 / 2013
The transition to the InterRAI assessment tool has meant 
an increase in the time taken to complete a NASC which 
7 87%
has impacted on our efforts to achieve the target for 
2012/13.

---

P.106 People stay well in their homes  More people maintain their functional 
Output 
and communities
independence
measure
Measure
Baseline 2010 / 2011
Previous year 2011 /2012
Target 2012 / 2013
Result 2012 / 2013
Number of clients on 
caseload (primary 
mental health and 
218
1,441
230
 2,832
addictions)
Number of primary 
mental health and 
addictions packages 
318
201
540
7  192
of care
Significance of measure
Waikato DHB performance 
Targeted services for people with mild to 
Packages of care are now fully utilised and any carry over of packages 
Statement of service performance
moderate mental health and addictions 
from previous years has ended. 
issues reduces the likelihood that people’s 
There has been minimal uptake of psychiatrist advice during 2012/13 
concerns will become more severe, 
which is reflected in our results.  We will be reviewing this area in 
and thereby reducing the need for more 
2013/14.
expensive services.

---

P.107
People receive timely and appropriate specialist care
impact
Long-term
People are seen 
People have appropriate access to ambulatory, elective and 
Improved health status for people with 
More people with end 
promptly for 
arranged services
severe mental illness and addictions
stage conditions are 
acute care
supported
impacts
Intermediate 
•  Acute re-
•  Rate of Hospital Acquired Bloodstream Infections
•  Percentage of adults and older people 
•  Percentage of 
admission rate
•  Average length of inpatient stay
(20 years plus) with enduring serious 
people in palliative 
•  Waiting time 
•  Everyone needing radiation or chemotherapy treatment will have 
mental illness who have a relapse 
care who died on 
for acute 
this within four weeks 
prevention plan
the Liverpool Care 
theatre (24 
•  Elective and arranged day of surgery rate
•  Percentage of children and young 
Pathway
hours)
•  Elective and arranged day surgery admissions
people (under 19 years) who have been 
•  Theatre utilisation 
es
•  Waiting time 
•  Percentage of people who did not attend (DNA) their scheduled 
in secondary care treatment for one or 
for acute 
appointment for an outpatient service
more years who have a treatment plan
Statement of service performance
theatre (48 
•  Percentage of caesarean deliveries 
•  Percentage of people referred for 
hours)
•  Number of government funded elective surgical discharges for 
non-urgent mental health or addiction 
Waikato DHB domiciled patients
services are seen within three weeks
• Number of outpatients on waiting lists 
•  Percentage of people referred for 
• Number of inpatients on waiting lists who wait > 5 months
non-urgent mental health or addiction 
•  Number of long stay patients (greater than 20 days length of stay)
services are seen within eight weeks
•  Percentage of patients who have their Adult Deterioration Detection 
•  Percentage of children and young 
System (ADDS) score accurately calculated and documented
people (0 – 19 years) referred and seen 
•  Percentage of patients who trigger, have an appropriate response 
by an alcohol and other drug health 
(i.e. medical review) within the escalation timeframe
Output Performance Measur
•  Output delivery against plan – inpatients
professional within three weeks
•  Output delivery against plan – outpatients
•  Percentage of people who have 
•  Percentage of inpatients with pressure ulcers as a complication
contact with adult mental health and 
•  Percentage of inpatients with urinary tract infections as a 
addiction services within seven day post 
complication
discharge from the adult inpatient unit
•  Percentage of inpatients with surgical wound infections as a 
•  Average length of stay in an adult mental 
complication
health and addiction inpatient unit

---

P.108 People receive timely and 
People are seen promptly for acute care
Output 
appropriate specialist care
measure
12%
Acute re-admission rate
Target
10%
8%
Statement of service performance
6%
4%
2%
0%
2010/2011
2011/2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013 Q4

---

People receive timely and 
People are seen promptly for acute care
Output 
appropriate specialist care
measure
P.109
Measure
Baseline 2010 / 2011
Previous year 2011 /2012
Target 2012 / 2013
Result 2012 / 2013
Acute re-admission 
rate
9.97%
10.19%
10.20%
7 10.60%
Significance of measure
Waikato DHB performance
Unplanned readmissions will usually present 
As a result of work undertaken this year a much clearer distinction 
to emergency departments, and may 
is now able to be drawn between acute readmission as an indicator 
result in admission to hospital for further 
of the quality of care and readmissions that is an indication of the 
treatment. This puts pressure on emergency 
administrative process. For example, in New Zealand all patients 
departments and inpatient hospital capacity, 
who attend an Emergency Department for longer than three hours 
efficiency and productivity.
are administratively admitted. Consequently, DHBs that have multiple 
Emergency Departments, like Waikato, are likely to have high 
readmission rates for purely administrative reasons. The same sorts 
Statement of service performance
of data issues affect other services such as the Regional Oncology 
Centre and the Regional Renal Centre, where patients return multiple 
times within a seven day period as part of their predicted care journey, 
often for extended outpatient visits which end up as administrative 
admissions due to their duration. 
Readmissions for unpredicted clinical reasons are important to 
monitor. They are an indication of quality of care issues such 
as whether people are being discharged too quickly or whether 
appropriate diagnoses are not being made on the index admission. 
We have noted an upward trend in this indicator for some time. 
Consequently we have committed to a number of service actions to 
address readmission rates in 2013/14. The first one of these service 
priorities is to improve end of life care. The initial step in this process 
will be completed with the transfer of the palliative care service from 
our inpatient wards to Hospice Waikato from 1 July 2013.

---

P.110 People receive timely and 
People are seen promptly for acute care
Output 
appropriate specialist care
measure
Measure
Baseline 2010 / 2011
Previous year 2011 /2012
Target 2012 / 2013
Result 2012 / 2013
Waiting time for 
acute theatre  
80%
79.40%
80%
7 74.3%
(24 hours)
Waiting time for 
acute theatre  
93%
91.10%
95%
7 88.85%
(48 hours)
Significance of measure
Waikato DHB performance 
Early access to appropriate diagnostics in the 
Monitoring of acute access allows the service to focus resources as 
acute phase is essential in providing faster 
appropriate. We deliberately set ambitious targets for these measures 
treatment and better outcomes for patients.
knowing that they would be very challenging to achieve. Changes 
brought about through our redevelopment programme are expected to 
Statement of service performance
have a positive impact on our performance against these measures.
These measures should be read in conjunction with our theatre 
utilisation measure.

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.111
Measure
Baseline 2010 / 2011
Previous year 2011 /2012
Target 2012 / 2013
Result 2012 / 2013
Rate of hospital 
acquired 
15.97 
0.20 
14.00  
 0.15
bloodstream 
per 1,000 
per 1,000 
per 1,000 
per 1,000 
infections
bed days
bed days
bed days
bed days
Significance of measure
Waikato DHB performance
Hospital-acquired infections are a serious 
On review of the results for this measure we have identified an issue 
problem and can cause significant additional 
with the methodology used to determine the baseline and set targets.  
issues or a prolonged stay in hospital. They 
Moving forward we will use the methodology which produced our 
pose a serious risk to the safety of patients 
2011/2012 and 2012/2013 results.
and hospital staff; and the cost of dealing 
Statement of service performance
with them is high. A significant proportion of 
hospital-acquired infections can be avoided.

---

P.112 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
5 days
Average length of inpatient stay
4 days
Target
3 days
Statement of service performance
2 days
1 days
0 days
2010/2011
2011/2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013Q4

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.113
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Average length of 
inpatient stay
4.24 days
4.14 days
4.00 days
 3.96 days
Significance of measure
Waikato DHB performance 
In this context, elective or arranged is when 
We have increased our focus on ensuring that long stay patients 
a patient’s admission is planned in advance. 
(length of stay greater than 20 days) do not become stranded as a 
This measure relates to physical health 
result of the complexity of their diagnosis, care requirements, or future 
issues.
care options (barriers to hospital discharge). This has impacted on our 
performance against this measure.
It is desirable to continue making further 
reductions to the length of stay for inpatients 
(where clinically appropriate), since this allows 
more patients to be processed through 
Statement of service performance
hospitals without additional capital investment 
in hospital beds. This capacity to treat more 
patients is able to contribute to other areas such 
as decongestion of emergency departments, 
or increases in elective surgery. As well as the 
improvement in throughput, shortened hospital 
length of stay for patients reduces risks of 
nosocomial infections and allows patients to 
return home. In some cases it may also reflect 
lowered rates of patient complications, or 
improvements in the time clinical staff are able 
to give to direct patient treatment.
Due to the reliance on national systems, the 
data used to derive this measure will be for 
one quarter in arrears.

---

P.114 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
100%
Target
95%
90%
Everyone needing radiation 
or chemotherapy treatment 
will have this within four 
85%
weeks
80%
75%
Statement of service performance
70%
65%
60%
55%
50%
2010/2011
2011/2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013 Q4

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.115
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Everyone needing radiation or chemotherapy 
treatment will have this within four weeks
100%
100%
100%
 100%
Significance of measure
Waikato DHB performance
Specialist cancer treatment and symptom 
This is a national health target and our quarterly results are presented 
control is essential in reducing the impact of 
under the quality improvement priority in part one. Initiatives to 
cancer. Services are provided by the Regional 
maintain our performance included:
Cancer Centre located at Waikato Hospital.
•  participating in the development and implementation of a regional 
plan that aligns the priority areas identified in the report New Models 
of Care for Medical Oncology
•  implement and further develop the Midland Chemotherapy Nursing 
Certification Framework (developed 2011/2012)
Statement of service performance
•  work with the Midland Cancer Network to identify which cancer 
multi-disciplinary meetings (MDMs) are required to be held locally 
and which are to be held regionally or supra-regionally 
•  regional implementation of video conferencing to allow clinicians to 
participate in regional MDMs 
We have interpreted the four weeks part of the target as being from the 
decision to treat to treatment start. The decision to treat is the date the 
patient signs the consent form for treatment with an oncology clinician 
through to when their treatment starts.
Our quarterly result for this target was 100% except for quarter three 
when it was 99.7%. The result was impacted by one patient waiting 
four weeks and two days for chemotherapy.

---

P.116 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
60%
60%
Elective and arranged day of surgery rate
100%
100%
Elective and arranged day surgery admissions
Target
50%
50%
90%
90%
40%
40%
Target
30%
30%
80%
80%
Statement of service performance
20%
20%
70%
70%
10%
10%
0% 0%
60%
60%
Q1
Q1
Q2
Q2
Q3
Q3
Q4
Q4
Q1
Q1
Q2
Q2
Q3
Q3
Q4
Q4
2010/2011
2010/2011
2011/2012
2011/2012
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2010/2011
2010/2011
2011/2012
2011/2012
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013
2012/2013

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.117
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Elective and 
arranged day of 
50.7%
53.6%
56.2%
 56.6%
surgery rate
Elective and 
arranged day 
72.5%
74.6%
82.0%
7 81.0%
surgery admissions
Significance of measure
Waikato DHB performance
Admitting more elective and arranged patients 
We have significantly increased the percentage of elective and 
on the day of surgery means that resources 
arranged day of surgery admissions during the 2012/13 year, and 
are used in a more cost-effective manner, and 
now it is less than one percent off target. This achievement has been 
additional capacity is made available.
partly due to the Elective Care Coordinator Project which has so far 
Statement of service performance
been piloted in the three largest surgical specialties. The addition of 
Due to reliance on the National Minimum Data 
a MediHotel in early 2013 has also assisted specialties to undertake 
Set (where the deadline for submission is 
surgical preparation in higher risk groups without admitting them to 
about one month after the end of each quarter)  hospital (e.g. the vulnerable elderly taking bowel preparation). 
the data used to derive this measure is one 
quarter in arrears.
The focus for 2013/14 will be on enhancing day of surgery admission 
rates for cardiothoracic and cardiac patients, especially those who 
travel from throughout the Midland region and who have significant 
co-morbidities. 

---

P.118 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
100%
Theatre utilisation 
Target
80%
60%
Statement of service performance
40%
20%
0%
2010/2011
2011/2012
2012/2013 Q1
2012/2013 Q2
2012/2013 Q3
2012/2013 Q4

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.119
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Theatre utilisation 
79.40%
83%
85%
7 81.3%
Significance of measure
Waikato DHB performance
Increasing theatre utilisation rates will mean 
The barrier to higher utilisation is the number of half day theatre 
that resources are used in a more cost-
sessions that are still in the schedule.  When the new theatres, that 
effective manner, and that additional capacity 
are part of the Meade Clinical Centre project, are commissioned, the 
is made available for achieving year on year 
schedule is being redesigned with one of the core principals being the 
growth in elective surgery, thereby improving 
maximisation of all day theatre sessions.  These sessions are much 
hospital productivity. This will allow DHBs to 
more efficient than half day sessions.  We expect this will occur in 
treat more people for the same resource, or 
October 2013 when the new theatres are commissioned.
the same number of people at a lower cost. 
The baseline for this measure has been updated from the result as 
Increasing delivery through optimal use of 
Statement of service performance
at quarter three 2010/11 to the quarter four result.  It has also been 
theatre time will improve access and reduce 
updated to include acute theatre information.  These updates allow  
waiting times.
for more meaningful comparison between results.
This measure should be viewed in conjunction with the measures 
related to waiting times for acute theatres.

---

P.120
Statement of service performance
Empty outpatient seats in the Meade Clnical Centre

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.121
Measure
Measure
Percentage of 
Percentage of 
people who did 
Significance of measure
caesarean deliveries 
Significance of measure
not attend (DNA) 
Reducing ‘did not attends' is a key objective in terms of 
Baseline 2010 / 2011
Caesarean deliveries have a higher risk of operative 
their scheduled 
removing waste in the system. Every patient who does not 
complications (infections, haemorraghia, visceral injury, 
appointment for an 
20.30%
attend their appointment creates a lost opportunity. This 
thromboembolism).
outpatient service
measure relates to Waikato DHB outpatient services.
Baseline 2010 / 2011
Previous year 2011 / 2012
10.40%
18.91%
Waikato DHB performance 
Previous year 2011 / 2012
Waikato DHB performance 
Target 2012 / 2013
The result presented is based on data available for the 
2012/13 year.  At the time of writing there was 7.5 months of 
We continue to focus on reducing the number of 
10.21%
≤ 20.30%
data missing from a small provider.  From our analysis, we 
patients who do not attend their scheduled outpatient 
Result 2012 / 2013
expect the impact of the missing data to mean the 2012/13 
Target 2012 / 2013
appointment. There are a number of actions we have 
result we have presented is likely to be artificially high.  
undertaken to reduce this number including text 
Extrapolating the 2012/13 data we do have from the provider 
8.00%
 19.15%
Statement of service performance
reminders, changing processes to proactively update 
for the full year would deliver a result of 18.87 percent.
outpatient information and provision of grants to 
Result 2012 / 2013
community transport providers.
7 10.00%

---

P.122 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
15,000 Number of government funded elective surgical 
discharges for Waikato DHB domiciled patients
14,500
14,000
13,500
13,000
Statement of service performance
Target
12,500
12,000
11,500
11,000
2010/2011
2011/2012
2012/2013

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.123
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Number of government funded elective 
surgical discharges for Waikato DHB domiciled 
12,737
13,579
13,009
 14,925
patients
Significance of measure
Waikato DHB performance
Elective surgery reduces pain or discomfort, 
We have exceeded our target against this measure by 15 percent.
and improves independence and wellbeing. 
Increasing delivery is expected to improve 
access and reduce waiting times.
Statement of service performance

---

P.124 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Number outpatients  
291 >  
295 > 5 
0 > 5 
7 81 > 5 
on waiting lists 
6 months
months
months
months
Number inpatients 
450 >  
282 > 5 
0 > 5 
7 34 > 5 
on waiting lists who 
wait > 5 months
6 months
months
months
months
Number of long stay 
patients (greater 
than 20 days length 
984
764
886
 703
of stay)
Statement of service performance
Significance of measure
Waikato DHB performance
Patients have a much better chance of 
We were required to get the number of long wait patients (those waiting greater than five 
recovering and getting on with their lives 
months) down to zero by 30 June 2013. Until then, no patients should have been waiting 
where they are diagnosed, treated and 
greater than six months. Although a significant reduction has been made we have not met the 
returned home in a timely way.
targets and while we are seeing further progress each week, we do not expect to meet this 
target until September 2013. We are actively planning for the requirement timeframe change to 
four months in December 2013.
Significant efforts have been made by our staff to make improvements in this area against a 
backdrop of increasing emergency department attendances, increasing acute presentations, 
unexpected surgeon sick leave and the significant disruption associated with the redevelopment 
programme including ward and outpatient moves. We received excellent support from Lakes 
District Health Board and private providers in making progress against this target.
The results are subjected to a review of why each patient breached the timeframes. This occurs 
monthly and traditionally reduces the numbers by a significant amount as those breaches for 
patient related reasons rather than capacity related can be removed. The results in this section 
are provisional until relevant breach reviews have been completed.

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.125
Measure
Baseline 2010 / 2011
Previous year 2011 /2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of patients have their Adult 
New 
New 
Deterioration Detection System (ADDS) score 
accurately calculated and documented
Measure
Measure
100%
Not able to be 
reported on
Percentage of patients who trigger (due to an 
escalating ADDS score), have an appropriate 
New 
New 
response (i.e. medical review) within the 
Measure
Measure
100%
Not able to be 
reported on
escalation timeframe
Significance of measure
Waikato DHB performance 
Early detection helps to ensure early 
These are new measures for 2012/13 and we are currently only able 
appropriate action and response.
to report results for the January 2013 to August 2013 period.  We 
recognise that July and August fall outside the period therefore we 
Statement of service performance
have not included them in the results for 2012/13.
The 2013 results for January to August were 83 percent and 59 
percent respectively.
A complete audit of all notes will be completed in early 2013/14 to 
ascertain why the targets are not being met.  Further training on the 
correct processes around ADDS is being formulated and we expect to 
implement this training in 2013.

---

P.126 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
120%
120%
120%
120%
Output delivery against plan – inpatients
Output delivery against plan - outpatients
110%
110%
110%
110%
Output deliver
Output delivery y
Upper target level
Upper target level
Upper target level
Upper target level
100%
100%
100%
100%
Statement of service performance
Output deliver
Output delivery y
Lower target level
Lower target level
Lower target level
Lower target level
90%
90%
90%
90%
80%
80%
80%
80%
Q1 Q1
Q2 Q2
Q3 Q3
Q4 Q4
Q1 Q1
Q2 Q2
Q3 Q3
Q4 Q4
2010/2011 2010/2011
2011/2012 2011/2012
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013
2010/2011 2010/2011
2011/2012 2011/2012
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013
2012/2013 2012/2013

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.127
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Output delivery against plan – inpatients
105.7%
97.10%
95%-105%
 103.6%
Output delivery against plan – outpatients
101.2%
101.6%
95%-105%
 96.8%
Significance of measure
Waikato DHB performance 
Important and interrelated elements in 
The surgical component of the output delivery against plan for 
managing hospital production of outputs are: 
inpatients was 105.5%. This was primarily due to the push to 
the ability to forecast outputs accurately; 
meet waiting time targets combined with an increase in acute 
the realism of annual plans, specifically 
demand primarily in general surgery and orthopaedics. The 
production plans; and the ability to manage to 
increase in acute demand is because of the reintroduction of a 
plan during the year. The results are based on 
spinal orthopaedic service in November 2012 with spinal patients 
Statement of service performance
year to date information at April 2013.
now receiving surgery during acute presentation in line with best 
practice guidelines (previously patients were much more likely to be 
managed conservatively).
The outpatient output delivery volume is down on plan 
predominantly in the allied health and maternity areas. The under 
delivery of allied health volume is partly due to more accurate 
identification of ACC cases and partly due to staff vacancies. The 
maternity under delivery against plan is due to a shifting of the 
foetal maternity service from Waikato DHB to Auckland DHB due to 
key staff vacancies in this service.
Baselines have been changed to refect final 2010 / 2011 results to 
enable comparison between years.

---

P.128 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
Measure
Measure
Measure
Percentage of 
Percentage of 
Percentage of 
inpatients with 
inpatients with 
inpatients with 
Significance of measure
pressure ulcers as a 
urinary tract 
surgical wound 
Reducing complications has been identified as an approach to 
complication
infections as a 
infections as a 
improving care and saving resources.
complication
complication
Baseline
Baseline
Baseline
2.60%
3.80%
0.50%
Previous year 2011 / 2012
Previous year 2011 / 2012
Previous year 2011 / 2012
Waikato DHB performance 
Quality improvement is one of our local priorities and we have 
1.60%
1.83%
0.99%
undertaken a number of initiatives in this area.  Further detail is 
Target 2012/2013
Target 2012/2013
Target 2012/2013
available in our quality report for 2012/2013.
Initiatives that have impacted on our performance against these 
2.50%
3.00%
0.50%
Statement of service performance
measures include increasing the number of alternating pressure 
Result 2012/2013
Result 2012/2013
Result 2012/2013
reducing mattresses and implementing the Surgical Site Infection 
Surveillance Project.
 1.50%
 1.80%
 0.80%

---

P.129
Statement of service performance
Gateway student Melissa Dobb (L) and Jess Horn (R) registered nurse, gowning up to do a dressing change

---

P.130 People receive timely and 
Improved health status for people with severe 
Output 
appropriate specialist care
mental illness and addictions
measure
Total
Ma-ori
Pacific
Target
Target
100%
100%
100%
100%
80% 80%
80% 80%
60% 60%
60% 60%
Statement of service performance
40% 40%
40% 40%
20% 20%
20% 20%
0% 0%
2010/2011
2010/2011
2011/2012
2011/2012
2012/2013
2012/2013
2012/2013 0% 0%
2012/2013
2010/2011
2010/2011
2011/2012
2011/2012
2012/2013
2012/2013
2012/2013
2012/2013
Q1 & 2
Q1 & 2
Q3 & 4
Q3 & 4
Q1 & 2
Q1 & 2
Q3 & 4
Q3 & 4

---

People receive timely and 
Improved health status for people with severe 
Output 
appropriate specialist care
mental illness and addictions
measure
P.131
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of adults and older people (20 
Ma-ori 87.17%
Ma-ori 98.72%
Ma-ori 98.0%
7  Ma-ori 86.10%
years plus) with enduring serious mental 
Pacific 93.10%
Pacific 95.83%
Pacific 98.0%
7  Pacific 87.0%
illness who have a relapse prevention plan
Total 88.74%
Total 95.45%
Total 98.0%
7  Total 86.7%
Percentage of children and young people 
Ma-ori 85.19%
Ma-ori 97.56%
Ma-ori 98.0%
7  Ma-ori 87.80%
(under 19 years) who have been in secondary 
care treatment for one or more years who 
Pacific 0%
Pacific 100%
Pacific 98.0%
 Pacific 100%
have a treatment plan
Total 92.99%
Total 97.61%
Total 98.0%
7  Total 87.30%
Significance of measure
Waikato DHB performance
Relapse prevention plans identify client’s early 
Performance against these measures has been impacted by service structure changes 
relapse warning signs and outline what the 
between September 2012 and February 2013. It is expected that our performance will improve 
Statement of service performance
client can do for themselves and what the 
during 2013/14 to be more aligned with the results we achieved in 2011/12. Performance is 
service will do to support the client to enable 
monitored through a real time reporting dashboard. The performance measures are embedded 
them to stay healthy. Ideally, each plan will 
as a standard agenda item at service clinical governance and team meetings, with team leaders 
be developed with involvement of clinicians, 
accountable for improving performance.
clients and their significant others. The plan 
Performance against these measures can be heavily impacted by the number of people in the 
represents an agreement and ownership 
population groups. The actual numbers of the people covered by these measures at June 2013 was:
between parties. Each plan will have varying 
degrees of complexity depending on the 
20 years plus  
Under 19 years
_
_
individual. Each client will know of (and ideally 
•  Maori 302 
•   Maori 49
have a copy of) their plan.
•  Pacific 23 
•  Pacific 1
•  Total 1,102 
•   Total  283
Baselines for this measure have been updated to reflect final results which will enable 
_
comparisons to be made. Pacific and Maori information has also been added to ensure 
information for decision making around reducing health inequalities is available.

---

P.132 People receive timely and 
Improved health status for people with severe 
Output 
appropriate specialist care
mental illness and addictions
measure
Measure
Baseline 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of people referred for non-urgent 
Child and youth 43%
Child and youth 55%
 Child and youth 66.20%
mental health services are seen within
Adults 47%
Adults 60%
 Adults 87.70%
 – three weeks
Older persons 57%
Older persons 75%
 Older persons 82.20%
Percentage of people referred for non-urgent 
Child and youth 66%
Child and youth 70%
 Child and youth 84.60%
mental health services are seen within
Adults 65%
Adults 75%
 Adults 94.60%
 – eight weeks
Older persons 72%
Older persons 80%
 Older persons 89.50%
Percentage of people referred for non-urgent 
Child and youth 70%
Child and youth 70%
7 Child and youth 68.4%
addiction services are seen within
Adults 46%
Adults 60%
 Adults 61.20%
 – three weeks
Older persons 63%
Older persons 80%
7 Older persons 66.70%
Percentage of people referred for non-urgent 
Child and youth 82%
Child and youth 87%
 Child and youth 89.5%
addiction services are seen within
Adults 71%
Adults 75%
 Adults 83.1%
 – eight weeks
Older persons 100%
Older persons 95%
7 Older persons 66.7%
Statement of service performance
Significance of measure
Waikato DHB performance
Access and shorter waiting times lead to earlier treatment in the 
We have achieved all the targets for mental health services; but have not 
progression of illness which is linked to better outcomes. Timeliness is also 
reached the addictions services targets for the child and youth age group 
a key quality indicator in calls for improvement to the healthcare system.
(for three weeks) and the older person’s target. There were a low number 
of referrals for older persons requiring addiction services (9 reported in the 
This measure was introduced nationally for the 2012/13 year. 
12-month period) within our district. The low number of referrals means one 
Within three years (i.e. by 2014/15), DHBs are required to achieve 
referral can have a significant effect on waiting time targets for this group.
performance levels of 80 percent of people referred for non-urgent 
mental health or addiction services are seen within three weeks and 
Data quality issues have impacted our reported performance against 
95 percent of people are seen within 8 weeks. During 2011/12 the 
these waiting times targets during 2012/13. As this indicator is new we 
Ministry of Health shared data with DHBs on their performance. Using 
have spent some time trying to understand the indicator’s parameters and 
this data DHBs have set and agreed stepped targets over the three 
how the Programme for the Integration of Mental Health Data (PRIMHD) 
year period to ensure the target is met.
data underlying this information has been collected. The detailed report 
received from the Ministry of Health (wait times by addiction service 
The age groups for this target are: child and youth covers 0 – 19 years of age, 
providers in particular) has raised a number of questions about the validity 
adult covers 20 – 64 years of age and older persons covers 65 years plus.
of provider level data (extracted from PRIMHD) that forms the basis of 
the waiting times report received. Further work is required to understand 
the extent to which the validity of the waiting times report is affected by 
provider coding and/or PRIMHD extraction issues. 

---

People receive timely and 
Improved health status for people with severe 
Output 
appropriate specialist care
mental illness and addictions
measure
P.133
Measure
Measure
Percentage of 
Average length of 
people who have 
Significance of measure
stay in an adult 
Significance of measure
contact with adult 
A responsive support system for people who have 
mental health and 
Mental health and addiction services seek to support 
mental health and 
required hospitalisation is essential to maintain clinical 
addiction inpatient 
service users in the least restrictive environment. 
addiction services 
and functional stability and to minimise the need for 
unit 
Performance on this indicator provides some information 
within seven day 
hospital readmission. Seven day post-discharge follow-up 
Baseline 2011 / 2012
about the extent to which this is being achieved. Length 
post discharge from 
is one of the key measures in the national mental health 
of stay is the main driver of variation in inpatient episode 
the adult inpatient 
and addictions key performance indicator framework, 
New 
cost and reflects differences between mental health 
unit
and continued reporting and monitoring has provided a 
service organisations’ resources, service practices 
Measure
Baseline 2009 / 2010
benchmarking opportunity for the service.
and service user casemix. This indicator, alongside 
Target 2012 / 2013
others promotes a more complete understanding off an 
New 
organisation’s overall model of service delivery.
Measure
Between 
Previous year 2011 / 2012
14 and 21 
Waikato DHB performance 
71.64%
days
This measure has been monitored through the national 
Result 2012 / 2013
Statement of service performance
Target 2012 / 2013
mental health adult key performance indicator project over 
Waikato DHB performance 
the past 12 months. It is reported at all levels of the service.
80%
7 13.89 
This measure has been monitored through the national 
mental health adult key performance indicator project over 
Result 2012 / 2013
days
the past 12 months. While our result for 2012/13 is outside 
the identified target band it shows we have performed 
 86.21%
slightly better than anticipated against this measure.

---

P.134 People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
Measure
Baseline 2010 / 2011
Previous year 2011 / 2012
Target 2012 / 2013
Result 2012 / 2013
Percentage of people in palliative care who 
New 
New 
died on the Liverpool Care Pathway
Measure
Measure
90%
Unable to be 
reported on
Significance of measure
Waikato DHB performance
Liverpool Care Pathway is an internationally 
During 2012/2013 we identified issues with reporting against this 
recognised tool capable of driving up the 
measure. The 2012/2013 result is not available. We are working on 
quality of care of the dying, irrespective of 
refining the reporting process to enable us to report a result against 
place of care or diagnosis. The pathway 
this measure in the future.
provides guidance on the different aspects 
of care required including comfort measures, 
Statement of service performance
anticipatory prescribing for symptom, and 
discontinuation of inappropriate interventions. 
Additionally psychological and spiritual care 
and family support is included.

---

People receive timely and 
People have appropriate access to ambulatory, 
Output 
appropriate specialist care
elective and arranged services
measure
P.135
Measure
Measure
Total number of 
Percentage of all 
pharmaceutical 
Significance of measure
laboratory tests 
Significance of measure
items dispensed in 
are completed and 
Pharmaceuticals are an important resource in improving 
the community
Timely turn around of tests supports clinical diagnosis and 
communicated 
health outcomes. Subsidised pharmaceuticals are 
enables early intervention and treatment.
Baseline 2010 / 2011
to referring 
dispensed by pharmacies across our district.
practitioners within 
5,339,890
48 hours of receipt
Baseline 2010 / 2011
Previous year 2011 / 2012
Waikato DHB performance 
5,570,617
99.6%
Waikato DHB performance 
This measure relates to a service provided by a non-
Previous year 2011 / 2012
government organisation and we expect the levels of 
Target 2012 / 2013
The result for 2012/2013 is sourced from PHARMAC. 
performance will continue to be maintained.
The reduction in numbers is due to changing pharmacy 
5,500,000
99.8%
dispensing agreements which remove the ability/need to 
dispense many items with high frequency.
Target 2012 / 2013
Result 2012 / 2013
Statement of service performance
99.6%
7 5,015,669
Result 2012 / 2013
 100%

---

---

Part 3   Financial Statements
P.xx
Mah-jong players 
at age concern
Xxxx Xxxx

---

P.138
For the year ended  
Statement of comprehensive income
30 June 2013
Group
Parent
Group
Parent
Note
2013 
2012  
2013 
2013 
2012  
2012  
2013 
2013 
2012  
Actual
Actual
Budget
Actual
Actual
Note
2013 
Actual
Actual
Budget
Actual
Actual
Income
 $000
 $000
 $000
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Patient care revenue
1
1,168,616 1,125,480 1,164,827 1,168,616 1,125,480
Share of associate 
surplus/(deficit)
10
1
(31)
- 
1
(31)
Other operating income
2
14,898
17,941
15,023
15,222
18,852
Finance income
3
1,342
1,240
1,007
1,139
1,019
Share of joint venture 
surplus
11
156
- 
- 
156
-
Financial Statements
Total income
1,184,856 1,144,661 1,180,857 1,184,977 1,145,351
Surplus
2,052
8,704
1,000
2,188
9,409
Expenses
Other comprehensive 
Personnel costs
4
458,948
446,578
466,386
458,948
446,578
income
Depreciation
5
29,254
27,266
32,021
29,254
27,266
Increase/(decrease) in 
revaluation reserve
12
-
(129)
- 
- 
(129)
Amortisation
6
4,412
3,895
4,476
4,412
3,895
Other comprehensive 
Outsourced services
61,015
48,169
41,865
61,015
48,169
income for the year
-
(129)
- 
-
(129)
Clinical supplies
118,598
119,430
120,154
118,598
119,430
Total comprehensive 
Infrastructure and non-
income for the year
2,052
8,575
1,000
2,188
9,280
clinical expenses
65,664
64,965
68,253
65,664
64,965
Explanations of major variances to budget are provided in note 32.
Other district health boards
47,568
53,371
53,739
47,568
53,371
Non-health board providers
366,854
344,623
359,444
366,854
344,623
Other operating expenses
7
7,628
6,794
7,911
7,613
6,779
Finance costs
8
8,818
7,103
10,634
8,818
7,103
Capital charge
9
14,202
13,732
14,974
14,202
13,732
Total expenses
1,182,961 1,135,926 1,179,857 1,182,946 1,135,911
The accompanying notes form part of these financial statements.

---

For the year ended  
Statement of changes in equity
30 June 2013
P.139
Group
Parent
Note
2013 
2012  
2013 
2013 
2012  
Actual
Actual
Budget
Actual
Actual
 $000
 $000
 $000
 $000
 $000
Balance at 1 July
186,927
180,228
185,860
181,177
173,773
Comprehensive  
income
Financial Statements
Surplus/(deficit)  
for the year
2,052
8,704
1,000
2,188
9,409
Other comprehensive 
income/(expense)
-
(129)
- 
-
(129)
Total comprehensive 
income for the year
2,052
8,575
1,000
2,188
9,280
Owner transactions
Capital contributions  
from the Crown
26,139
318
26,139
26,139
318
Repayment of capital  
to the Crown
(2,194)
(2,194)
(2,194)
(2,194)
(2,194)
Other equity movement
4
-
- 
3
- 
Balance at 30 June
12
212,928
186,927
210,805
207,313
181,177
The accompanying notes form part of these financial statements.

---

P.140
As at
Statement of financial position
30 June 2013
Group
Parent
Group
Parent
2012  
2013  
2013 
2012  
Note
2013 
2012  
2013  
2013 
2012  
Note
2013 
Actual
Actual
Budget
Actual
Actual
Actual
Actual
Budget
Actual
Actual
Assets
 $000
 $000
 $000
 $000
 $000
Liabilities
 $000
 $000
 $000
 $000
 $000
Current assets
Current liabilities
Cash and cash 
Cash and cash 
equivalents
13
5,694
8,970
20
- 
3,206
equivalents
13
-
- 
- 
207
- 
Receivables and 
Borrowings
17
40,373
29,651
23,549
40,373
29,651
prepayments
14
24,496
26,316
38,931
24,479
26,315
Employee entitlements
18
81,741
77,310
79,014
81,741
77,310
Financial Statements
Inventories
15
7,883
7,621
9,919
7,883
7,621
Trade and other 
payables
19
57,281
63,411
80,318
56,978
63,396
Assets held for sale
16
40
137
- 
40
137
Provisions
20
680
822
595
680
822
Total current assets
38,113
43,044
48,870
32,402
37,279
Total current liabilities
180,075
171,194
183,476
179,979
171,179
Non-current assets
Non-current liabilities
Property, plant and 
Borrowings
17
191,880
159,659
211,859
191,880
159,659
equipment
5
547,110
481,569
563,459
547,110
481,569
Employee entitlements
18
13,805
13,477
13,250
13,805
13,477
Intangible assets
6
13,576
6,719
6,962
13,576
6,719
Provisions
20
336
143
- 
336
143
Investment in associate
10
31
30
30
31
30
Total non-current 
Investment in joint 
liabilities
206,021
173,279
225,109
206,021
173,279
venture
11
194
38
69
194
38
Total liabilities
386,096
344,473
408,585
386,000
344,458
Total non-current 
Net assets
212,928
186,927
210,805
207,313
181,177
assets
560,911
488,356
570,520
560,911
488,356
Equity
Total assets
599,231
531,400
619,390
593,313
525,635
Crown equity
12
83,846
59,901
88,511
83,846
59,901
For and on behalf of the board
Revaluation reserve
12
52,730
52,730
52,859
52,730
52,730
Retained earnings
12
70,737
68,546
69,435
70,737
68,546
Graeme Milne, Chair
Sally Christie, Deputy Chair
Waikato DHB
Waikato DHB
Trust funds
12
5,615
5,750
-
- 
- 
23 October 2013
23 October 2013
Total equity
212,928
186,927
210,805
207,313
181,177
The accompanying notes form part of these financial statements.

---

For the year ended  
Statement of cash flows
30 June 2013
P.141
Group
Parent
2012  
2013  
2013 
2012  
Group
Parent
Note
2013 
Actual
Actual
Budget
Actual
Actual
Cash flows from  
Note
2013 
2012  
2013  
2013 
2012  
Actual
Actual
Budget
Actual
Actual
operating activities
 $000
 $000
 $000
 $000
 $000
Cash flows from  
Operating receipts
1,185,752 1,154,692 1,189,000 1,185,788 1,155,603
financing activities
 $000
 $000
 $000
 $000
 $000
Interest receipts
1,326
1,240
999
1,139
1,019
Capital contribution 
from the Crown
26,139
318
26,139
26,139
318
Payments to suppliers
(672,627) (641,916) (650,362) (672,613) (641,901)
Repayment of capital to 
Payments to employees
(454,409) (442,127) (465,036) (454,409) (442,127)
the Crown
(2,194) 
(2,194)
(2,194)
(2,194) 
(2,194)
Financial Statements
Interest payments
(8,746)
(6,803)
(10,632)
(8,746)
(6,803)
Proceeds from 
Capital charge paid
(13,841)
(17,419)
(14,974)
(13,841)
(17,419)
borrowing
42,943
65,000
50,919
42,943
65,000
Goods and services 
Repayment of 
tax (net)
(783)
1,751
170
(783)
1,751
borrowings
- 
(3,353)
- 
- 
(3,353)
Net cash flows from 
Net cash flows from 
operating activities
21
36,672
49,418
49,165
36,535
50,123
financing activities
66,888
59,771
74,864
66,888
59,771
Net increase/(decrease) 
Cash flows from  
in cash and equivalents
(3,276)
1,486
-
(3,413)
2,191
investing activites
Cash and cash 
Purchase of property, 
equivalents at 
8,970
7,484
20
3,206
1,015
plant and equipment
(94,312) (104,137) (117,775)
(94,312) (104,137)
beginning of year
Purchase of 
Cash and cash 
intangible assets
(12,564)
(3,907)
(6,254)
(12,564) 
(3,907)
equivalents at end 
13
5,694
8,970
20
(207)
3,206
Receipts from sale of 
of year
property, plant and 
40
341
- 
40
341
equipment
Net cash flows from 
investing activities
(106,836) (107,703) (124,029) (106,836) (107,703)
The accompanying notes form part of these financial statements.

---

P.142 Notes to the financial statements
Significant accounting policies
Reporting entity
and forward foreign exchange contracts at fair value.
Waikato District Health Board (“Waikato DHB”) is a district health board established by 
Non-current assets held for sale are stated at the lower of carrying amount and fair 
the New Zealand Public Health and Disability Act 2000 and is a Crown entity in terms of 
value less costs to sell.
the Crown Entities Act 2004, owned by the Crown and domiciled in New Zealand. 
The preparation of financial statements under NZIFRS requires management and the 
Waikato DHB is a reporting entity for the purposes of the New Zealand Public Health 
Board to make judgements, estimates and assumptions that affect the application 
and Disability Act 2000, the Financial Reporting Act 1993, the Public Finance Act 
of policies and reported amounts of assets and liabilities, income and expenses. 
1989 and the Crown Entities Act 2004.
The estimates and associated assumptions are based on historical experience and 
various other factors including expectation of future events that are believed to be 
The financial statements of Waikato DHB for the year ended 30 June 2013 comprise 
reasonable under the circumstances, the results of which form the basis of making 
Waikato DHB as parent and Waikato DHB’s interest in an associate (Urology 
the judgements about carrying values of assets and liabilities that are not readily 
Services Limited) and jointly controlled entity (HealthShare Limited). Waikato DHB's 
interest in its associate and joint venture are equity accounted. These companies 
apparent from other sources. These estimates and assumptions may differ from the 
are incorporated and domiciled in New Zealand. The group financial statements of 
subsequent actual results.
Waikato DHB include full consolidation of the Waikato Health Trust.
The estimates and underlying assumptions are reviewed on an ongoing basis. 
Waikato DHB’s activities are the purchasing and the delivering of health services, 
Revisions to accounting estimates are recognised in the period in which the estimate 
disability services, and mental health services to the community within its district. 
is revised if the revision affects only that period, or in the period of the revision and 
Waikato DHB is a Public Benefit Entity, as defined under New Zealand International 
future periods if the revision affects both current and future periods.
Notes to the Financial Statements
Accounting Standard (NZIAS) 1.
Judgements made by management under NZIFRS that have significant effect on the 
The financial statements were authorised for issue by the board on 26 October 2013.
financial statements and estimates with a significant risk of material adjustment in 
the next year are disclosed in note 31.
Statement of compliance
Changes in accounting policies
The financial statements have been prepared in accordance with the New Zealand 
Public Health and Disability Act 2000, the Crown Entities Act 2004, and Generally 
There have been no changes in accounting policies during the financial year.
Accepted Accounting Practice in New Zealand (NZ GAAP). 
There have been no revisions to accounting standards during the financial year which 
have had an effect on Waikato DHB’s financial statements.
The financial statements comply with New Zealand equivalents to International 
Financial Reporting Standards (NZ IFRS), and other applicable Financial Reporting 
Standards (FRS), as appropriate for Public Benefit Entities.
Standards, amendments, and interpretations issued that are not yet effective 
and have not been early adopted
Basis of preparation
NZ IFRS standards, amendments, and interpretations issued but not yet effective that 
The financial statements have been presented in New Zealand Dollars (NZD), rounded 
have not been early adopted, and which are relevant to Waikato DHB, are:
to the nearest thousand dollars ($000). The financial statements have been prepared 
NZ IFRS 9 Financial Instruments will eventually replace NZ IAS 39 Financial 
on a historical cost basis, except where modified by the revaluation of land, buildings, 

---

Instruments: Recognition and Measurement. NZ IAS 39 Financial Instruments: 
Associates
Recognition and Measurement is being replaced through the following main phases: 
Phase 1 Classification and Management, Phase 2 Impairment Methodology, and 
Associates are those entities in which Waikato DHB has significant influence, but not 
P.143
Phase 3 Hedge Accounting. Phase 1 has been completed and has been published 
control, over the financial and operating policies. 
in NZ IFRS 9 Financial Instruments. NZ IFRS 9 Financial Instruments uses a single 
approach to determine whether a financial asset is measured at amortised cost or 
The financial statements include Waikato DHB’s share of the total recognised gains 
fair value, replacing the many different rules in NZ IAS 39 Financial Instruments: 
and losses of associates on an equity accounted basis, from the date that significant 
Recognition and Measurement. The approach in NZ IFRS 9 Financial Instruments is 
influence begins until the date that significant influence ceases. 
based on how an entity manages its financial assets (its business model) and the 
contractual cash flow characteristics of the financial assets. The financial liability 
Joint ventures
requirements are the same as those of NZ IAS 39 Financial Instruments: Recognition 
and Measurement, except for when an entity elects to designate a financial liability 
Joint ventures are those entities over whose activities Waikato DHB has joint control, 
at fair value through the statement of comprehensive income. The new standard is 
established by contractual agreement. 
required to be adopted for the year end 30 June 2016. However, as a new Accounting 
Standards Framework will apply before this date, there is no certainty when an 
The financial statements include Waikato DHB’s interest in joint ventures, using the 
equivalent standard to NZ IFRS 9 Financial Instruments will be applied by public 
equity method and fair value method, from the date that joint control begins until the 
benefit entities.
date that joint control ceases. When Waikato DHB’s share of losses exceeds its interest 
The Minister of Commerce has approved a new Accounting Standards Framework 
in an associate, Waikato DHB’s carrying amount is reduced to nil and recognition of 
(incorporating a Tier Strategy) developed by the External Reporting Board (XRB). 
further losses is discontinued except to the extent that Waikato DHB has incurred legal 
Under this Accounting Standards Framework, Waikato DHB is classified as a Tier 1 
or constructive obligations or made payments on behalf of an associate.
reporting entity and it will be required to apply full Public Benefit Entity Accounting 
Standards (PAS). These standards are being developed by the XRB based on current 
Budget figures
International Public Sector Accounting Standards. The effective date for the new 
standards for public sector entities is expected to be for reporting periods beginning 
The budget figures are made up of the Parent's Annual Plan which was tabled in 
on or after 1 July 2014. This means Waikato DHB expects to transition to the new 
Parliament. The budget figures have been prepared in accordance with NZ GAAP. 
standards in preparing its 30 June 2015 financial statements. As the PAS are still 
They comply with NZIFRS and other applicable financial reporting standards as 
under development, Waikato DHB is unable to assess the implications of the new 
appropriate for Public Benefit Entities. Those standards are consistent with the 
Notes to the Financial Statements
Accounting Standards Framework at this time.
accounting policies adopted by Waikato DHB for the preparation of these financial 
Due to the change in the Accounting Standards Framework for public benefit entities, 
statements.
it is expected that all new NZ IFRS and amendments to existing NZ IFRS will not be 
applicable to public benefit entities. Therefore, the XRB has effectively frozen the 
Revenue
financial reporting requirements for public benefit entities up until the new Accounting 
Standards Framework is effective. Accordingly, no disclosure has been made about new 
Revenue is measured at the fair value of consideration received or receivable.
or amended NZ IFRS that exclude public benefit entities from their scope. 
Ministry of Health (MoH) revenue
Waikato DHB is primarily funded through revenue received from MoH, which is 
Subsidiaries
restricted in its use for the purpose of Waikato DHB meeting its objectives. Revenue 
from MoH is recognised as revenue when earned.
Waikato DHB is required under the Crown Entities Act 2004 to prepared consolidated 
financial statements in relation to the group for the financial year. Consolidated 
ACC contract revenue
financial statements have been prepared to include Waikato Health Trust due to the 
ACC contract revenue is recognised as revenue when eligible services are provided 
control that Waikato DHB has over the appointment and removal of the Trustees of 
and any contract conditions have been fulfilled. 
Waikato Health Trust. Transactions between Waikato DHB and the Waikato Health 
Trust have been eliminated for consolidation purposes.
Revenue from other district health boards
Inter-district patient inflow revenue occurs when a patient treated by Waikato DHB is 

---

P.144 domiciled outside of Waikato DHB’s district. MoH pays Waikato DHB with a monthly  finance charge is charged to the statement of comprehensive income over the lease 
amount based on estimated patient treatment costs for non-Waikato DHB residents. 
period so as to produce a constant periodic rate of interest on the remaining balance 
An annual revenue washup occurs at year end to reflect the actual number of non-
of the liability. The amount recognised as an asset is depreciated over its useful 
Waikato DHB patients treated at Waikato DHB.
life. If there is no certainty as to whether Waikato DHB will obtain ownership at 
the end of the lease term, the asset is fully depreciated over the shorter of the 
Interest income
lease term and its useful life.
Interest income is recognised using the effective interest method.
An operating lease is a lease that does not transfer substantially all the risks and 
Rental income
rewards incidental to ownership of an asset. Lease payments under an operating 
Rental lease income is recognised in the statement of comprehensive income on a 
lease are recognised as an expense on a straight line basis over the lease term.
straight-line basis over the term of the lease. 
Lease incentives received are recognised in the statement of comprehensive income 
Provision of services
over the lease term as an integral part of the total lease expense.
Revenue derived through the provision of services to third parties is recognised in 
proportion to the stage of completion at balance date, based on the actual service 
Foreign currency transactions
provided as a percentage of the total services to be provided.
Transactions in foreign currencies (including those for which forward foreign 
Donations and bequests
exchange contracts are held) are translated into New Zealand dollars using the 
Donations and bequests to Waikato DHB and Waikato Health Trust (consolidated into 
exchange rates prevailing at the dates of the transactions. Foreign exchange gains 
Group accounts) are recognised as revenue when control over the asset is obtained. 
and losses are recognised in the statement of comprehensive income. 
Those donations and bequests for specific purposes are recognised in the trust 
funds component of equity. When expenditure is subsequently incurred in respect 
Cash and cash equivalents
of these funds, it is recognised in the statement of comprehensive income and an 
equivalent amount is transferred from the trust component of equity to the statement 
Cash and cash equivalents includes cash on hand, and bank overdrafts.
of comprehensive income. 
Trade and other receivables
Notes to the Financial Statements
Capital charge
Short-term debtors and other receivables are recognised at their face value, less any 
The capital charge is recognised as an expense in the financial year to which the 
provision for impairment. Bad debts are written off during the period in which they 
charge relates.
are identified.
Borrowing costs
Inventories
Waikato DHB has elected to defer adoption of the revised NZ IAS 23 Borrowing Costs 
Inventories held for distribution or consumption are stated at the lower of cost and 
(Revised 2007) in accordance with the transitional provisions within this standard 
adjusted where applicable for any loss of service potential. The loss of service 
that are applicable to public benefit entities. Consequently, all borrowing costs are 
potential of inventory held for distribution or consumption is determined on the basis 
recognised as an expense in the financial year in which they are incurred.
of obsolescence. The amount of any write-down for the loss of service potential is 
recognised in the statement of comprehensive income.
Leases
Non-current assets held for sale and discontinued operations
A finance lease is a lease that transfers to the lessee substantially all the risks 
and rewards incidental to ownership of an asset, whether or not title is eventually 
Non-current assets held for sale are classified as held for sale if their carrying 
transferred. At the commencement of the lease term, finance leases are recognised 
amount will be recovered principally through a sale transaction rather than through 
as assets and liabilities in the statement of financial position at the lower of the fair 
continuing use. Non-current assets held for sale are measured at the lower of their 
value of the leased term or the present value of the minimum lease payments. The 
carrying amount and its fair value less costs to sell.

---

recognised at cost less impairment and is not depreciated. In most instances, an item 
Impairment losses for write-downs of non-current assets held for sale are recognised 
of property, plant and equipment is initially recognised at its cost. Where an asset is 
in the statement of comprehensive income. Any increases in fair value (less costs 
acquired at no cost, or for a nominal cost, it is recognised at its fair value as at the 
P.145
to sell) are recognised up to the level of any impairment losses that have previously 
date of acquisition.
been recognised.
Subsequent costs
Non-current assets held for sale are not depreciated or amortised while they are 
Costs incurred subsequent to initial acquisition are capitalised only when it is 
classified as held for sale.
probable that service potential associated with the item will flow to Waikato DHB 
and the cost of the item can be measured reliably. The costs of day-to-day servicing 
Property, plant and equipment
of property, plant and equipment are recognised in the statement of comprehensive 
income as they incurred.
Classes of property, plant and equipment
The asset classes of property, plant and equipment are:
Disposal
Gains and losses on disposals are determined by comparing the proceeds with 
•  land
the carrying amount of the asset. Gains and losses on disposals are reported net 
•  buildings
in the statement of comprehensive income. When revalued assets are sold, the 
•  plant, equipment and vehicles
amounts included in revaluation reserves in respect of those assets are transferred 
•  work in progress.
to retained earnings.
Land and buildings
Depreciation
Land is measured at fair value, and buildings are measured at fair value less 
accumulated depreciation and impairment losses.
Depreciation is charged to the statement of comprehensive income on a straight-line 
basis. Land and work in progress is not depreciated. Depreciation is set at rates that 
Land and buildings are revalued to fair value as determined by an independent 
will write off the cost or valuation of the assets to their estimated residual values 
registered valuer, with sufficient regularity to ensure the carrying amounts are not 
over their useful lives. The useful lives and associated depreciation rates of the major 
materially different to fair value, and at least every five years. The carrying values 
classes of property, plant and equipment have been estimated as:
of land and buildings are assessed annually by independent valuers to ensure that 
Class of asset
Estimated life
Depreciation rate
Notes to the Financial Statements
they do not differ materially from fair value. If there is evidence supporting a material 
difference, then the asset class will be revalued. 
Building structure
3 - 78 years
1 - 33%
Building fit out
2 - 71 years
1 - 50%
The net revaluation results are credited or debited to other comprehensive income 
Plant and equipment
2 - 40 years
2 - 50%
and are accumulated to an asset revaluation reserve in equity for that class of asset. 
Where this would result in a debit balance in the asset revaluation reserve, this 
The residual value and useful life of assets is reviewed and adjusted if applicable, at 
balance is not recognised as a movement in the revaluation reserve in the statement 
balance sheet date.
of comprehensive income but is recognised in the expense section of the statement 
of comprehensive income. Any subsequent increase on revaluation that reverses a 
Intangible assets
previous decrease in value recognised in the statement of comprehensive income 
will be recognised first in the expenses section of the statement of comprehensive 
Software acquisition and development
income up to the amount previously expensed with the remainder then recognised as 
Acquired software licences are capitalised on the basis of the costs incurred to 
a movement in the revaluation reserve in the statement of comprehensive income.
acquire and bring to use the specific software. Costs that are directly associated with 
the development of software for internal use are recognised as an intangible asset. 
Additions
Direct costs include the software development employee costs and an appropriate 
The cost of an item of property, plant and equipment is recognised as an asset 
portion of relevant overheads. Staff training costs are recognised as an expense 
only when it is probable that service potential associated with the item will flow to 
when incurred. Costs associated with maintaining computer software are recognised 
Waikato DHB and the cost of the item can be measured reliably. Work in progress is 
as an expense when incurred.

---

P.146 Amortisation
Trade and other payables
Amortisation is charged to the statement of comprehensive income on a straight-line 
basis over the estimated useful lives. Amortisation begins when the asset is available 
Creditors and other payables are non-interest bearing and normally settled on 30-day 
for use and ceases at the date that the asset is derecognised. The amortisation 
terms. Therefore, the carrying value of creditors and other payables approximates 
charge for each financial year is recognised in the statement of comprehensive 
their fair value.
income. The estimated useful lives and associated amortisation rates of the major 
classes of intangible assets are:
Borrowings
Type of asset
Estimated life
Amortisation rate
Borrowings are initially recognised at their fair value less transaction costs. After 
Software
2 - 10 years
10 - 50%
initial recognition all borrowings are measured at amortised cost using the effective 
interest method.
Impairment of property, plant, equipment and intangible assets
Borrowings are classified as current liabilities unless Waikato DHB has an 
Property, plant, equipment and intangible assets that have a finite useful life are 
unconditional right to defer settlement of the liability for at least twelve months after 
reviewed for indicators of impairment at balance date and whenever events or 
balance date. Borrowings where Waikato DHB has an unconditional right to defer 
changes in circumstances indicate that the carrying amount may not be recoverable. 
settlement of the liability for at least twelve months after balance date are classified 
If any such indication exists, the entity shall estimate the recoverable amount of the 
as current liabilities if Waikato DHB expects to settle the liability within twelve months 
asset. The recoverable amount is the higher of an asset’s fair value less costs to 
of the balance date.
sell and value in use. An impairment loss is recognised for the amount by which the 
asset’s carrying amount exceeds its recoverable amount.
Employee benefits
Value in use is based on depreciated replacement cost for an asset where the service 
Short-term employee entitlements
potential of the asset is not primarily dependent on the asset’s ability to generate 
Employee benefits that are due to be settled within twelve months after the end 
net cash inflows, and where Waikato DHB would, if deprived of the asset, replace its 
of the period in which the employee renders the related service are measured at 
remaining service potential. 
nominal values based on accrued entitlements at current rates of pay. These include 
salaries and wages accrued up to balance date, annual leave earned but not yet 
Notes to the Financial Statements
If an asset’s carrying amount exceeds its recoverable amount, the asset is impaired 
taken, continuing medical education leave and sick leave.
and the carrying amount is written down to the recoverable amount. For revalued 
A liability for sick leave is recognised to the extent that absences in the coming 
assets, the impairment loss is recognised in the movement of revaluation reserve 
year are expected to be greater than the sick leave entitlement that can be carried 
in the statement of comprehensive income to the extent that the impairment loss 
forward at balance date, to the extent that it will be used by staff to cover those 
does not exceed the amount in the revaluation reserve in equity for that class of 
future absences.
asset. Where that results in a debit balance in the revaluation reserve, the balance is 
recognised as an expense in the statement of comprehensive income. For assets not 
A liability and expense are recognised for bonuses where there is a contractual 
carried at a revalued amount, the total impairment loss is recognised as en expense 
obligation or where there is a past practice that has created a constructive obligation.
in the statement of comprehensive income.
Long-term employee entitlements
The reversal of an impairment loss on a revalued asset is credited to movement in 
Employee benefits that are due to be settled beyond twelve months after the end of 
the revaluation reserve in the statement of comprehensive income and increases 
the period in which the employee renders the related service, such as sick leave, 
the asset revaluation reserve for that class of asset. However, to the extent that an 
long service leave and retirement gratuities, have been calculated on an actuarial 
impairment loss for that class of asset was previously recognised as an expense 
basis. The calculations are based on:
in the statement of comprehensive income, a reversal of the impairment loss is 
recognised as revenue in the statement of comprehensive income. For assets not 
•  likely future entitlements accruing to staff, based on years of service, years 
carried at a revalued amount, the reversal of an impairment loss is recognised as an 
to entitlement, the likelihood that staff will reach the point of entitlement, and 
expense in the statement of comprehensive income.
contractual entitlement information; and
•  the present value of the estimated future cash flows.

---

Superannuation schemes
Equity
Defined contribution schemes
Equity is classified into the following components:
P.147
Employer contributions to KiwiSaver, the Government Superannuation Fund, 
and the State Sector Retirement Savings Scheme are accounted for as defined 
•  Crown equity
contribution plans and are recognised as an expense in the statement of 
•  retained earnings
comprehensive income as incurred.
•  revaluation reserves
•  trust funds.
Defined benefit schemes
Employer contributions to the Defined Benefit Plan Contributors Scheme are a multi-
Revaluation reserves
employer defined benefit scheme managed by the Board of Trustees of the National 
These reserves relate to the revaluation of land and buildings to fair value.
Provident Fund. Insufficient information is available to use defined benefit accounting, 
as it is not possible to determine from the terms of the scheme the extent to which 
Trust funds
the surplus or deficit of the scheme will affect future contributions by individual 
Trust funds represent the unspent amount of restricted donations and bequests received.
employers as there is no prescribed basis for the allocation. The scheme is therefore 
accounted for as a defined contribution scheme.
Income tax
Provisions
Waikato DHB is defined as a public authority in the Income Tax Act 2007 and 
consequently is exempt from the payment of income tax. Accordingly no provision 
has been made for income tax.
A provision is recognised for future expenditure of uncertain amount or timing when 
there is a present legal or constructive obligation as a result of a past event, and it 
Goods and services tax (GST)
is probable that settlement payment will be required, and a reliable estimated can 
be made of the amount of the obligation. Provisions are not recognised for future 
All items in the financial statements are presented exclusive of GST except for 
operating losses.
receivables and payables which are presented on a GST-inclusive basis. Where GST 
is not recoverable as input tax then it is recognised as part of the related asset or 
ACC Partnership Programme
expense. Commitments and contingencies are disclosed exclusive of GST.
The liability for the ACC Partnership Programme is measured using actuarial 
Notes to the Financial Statements
techniques at the present value of expected future payments to be made in respect 
The net amount of GST recoverable from, or payable to, the Inland Revenue 
of employee injuries and claims up to balance date. Consideration is given to 
Department is included as part of receivables or payables in the statement of 
anticipated future employee remuneration levels and history of employee claims 
financial position. The net GST received from, or paid to, the Inland Revenue 
and injuries. Expected future payments are discounted using market yields on New 
Department, including the GST relating to investing and financing activities, is 
Zealand government bonds at balance date with terms to maturity that match, as 
classified as a net operating cash flow in the statement of cash flows. 
closely as possible, the estimated future cash out flows.
Cost allocation
Repairs to motor vehicles provision
A provision is provided for the costs of repairing motor vehicles at the end of their 
Direct costs are those costs directly attributable to an output. Indirect costs are those 
operating lease period before return to the lessor.
costs that cannot be identified in an economically feasible manner with a specific output.
Restructuring
Direct costs are charged directly to output classes. Indirect costs are charged to 
A provision for restructuring is recognised when an approved detailed formal plan for 
output classes based on cost drivers and related activity and usage information. 
the restructuring has either been announced publicly to those affected, or for which 
Depreciation is charged on the basis of asset utilisation. Personnel costs are charged 
implementation has already commenced.
on the basis of actual time incurred. Property and other premises costs, such as 
maintenance, are charged on the basis of floor area occupied for the production of 
each output. Other indirect costs are assigned to outputs based on the proportion of 
direct staff costs for each output.

---

P.148 Accounting estimates and assumptions
In preparing these financial statements, the Board has made estimates and 
assumptions concerning the future. These estimates and assumptions may differ 
from the subsequent actual results. Estimates and assumptions are continually 
evaluated and are based on historical experience and other factors, including 
expectations of future events that are believed to be reasonable under the 
circumstances. The estimates and assumptions that have a significant risk of causing 
a material adjustment to the carrying amounts of assets and liabilities within the next 
financial year are discussed below:
Land and buildings revaluations
The significant assumptions applied in determining the fair value of land and 
buildings are disclosed in note 5.
Estimating useful lives and residual values of property, plant, and equipment
At each balance date, the useful lives and residual values of property, plant, and 
equipment are reviewed. Assessing the appropriateness of useful life and residual 
value estimates requires Waikato DHB to consider a number of factors such as the 
physical condition of the asset, advances in medical technology, expected period of 
use of the asset by Waikato DHB, and expected disposal proceeds (if any) from the 
future sale of the asset.
Waikato DHB has not made significant changes to past assumptions concerning 
useful lives and residual values.
Notes to the Financial Statements
Retirement and long service leave
Note 18 provides an analysis of the exposure in relation to estimates and 
uncertainties surrounding retirement and long service liabilities.
Agency relationship
Determining whether an agency relationship exists requires judgement as to which 
party bears the significant risks and rewards associated with the sale of goods or the 
rendering of services. This judgement is based on the facts and circumstances that 
are evident for each contract and considering the substance of the relationship.

---

Notes to the Financial Statements
P.149
Group
Group
Parent
Parent
Group
Group
Parent
Parent
1:  Patient care revenue
3:  Finance income
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
 $000
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Health and disability 
Interest income
1,342
1,240
1,139
1,019
services (MoH contracted 
1,011,634
981,558
1,011,634
981,558
revenue)
1,342
1,240
1,139
1,019
ACC contract revenue
8,783
9,267
8,783
9,267
Group
Group
Parent
Parent
4:  Personnel costs
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Revenue from other district 
health boards
124,887
111,611
124,887
111,611
 $000
 $000
 $000
 $000
Clinical Training Agency 
Salaries and wages
444,210
433,406
444,210
433,406
revenue
10,048
10,281
10,048
10,281
Increase/(decrease) in 
Other patient care related 
liability for employee 
4,759
4,451
4,759
4,451
revenue
13,264
12,763
13,264
12,763
entitlements
1,168,616
1,125,480
1,168,616
1,125,480
Contributions to 
superannuation schemes
9,979
8,721
9,979
8,721
Notes to the Financial Statements
Group
Group
Parent
Parent
2:  Other operating income
 
458,948
446,578
458,948
446,578
2013 Actual
2012 Actual
2013 Actual
2012 Actual
 $000
 $000
 $000
 $000
Donations and bequests 
received
446
475
770
1,386
Rental income
980
992
980
992
Net gain on sale of property, 
plant and equipment
12
52
12
52
Other income
13,460
16,422
13,460
16,422
14,898
17,941
15,222
18,852
Other income includes income from parking, cafeterias, drug trials, accomodation and rentals.

---

P.150 5:  Property, plant 
Group 2013 Actual
5: Property, plant and 
Group 2013 Actual
 
and equipment
equipment (continued)
Plant, 
Plant, 
Freehold 
Freehold 
equipment 
Work in 
Freehold 
Freehold 
equipment 
Work in 
land
buildings  
and 
progress
Total
land
buildings  
and 
progress
Total
vehicles
vehicles
Cost
 $000
 $000
 $000
 $000
 $000
Depreciation and 
impairment losses
 $000
 $000
 $000
 $000
 $000
Balance at 1 July 2011
28,450
225,832
167,882
104,197
526,361
Balance at 1 July 2011
- 
13,025
109,203
- 
122,228
Additions
- 
- 
- 
105,099
105,099
Depreciation charge for 
the year
- 
14,911
12,355
- 
27,266
Transfers 
- 
50,030
11,594
(61,624)
- 
Disposals
- 
- 
(13,197)
- 
(13,197)
Disposals
- 
- 
(13,487)
- 
(13,487)
Reclassifications
- 
- 
(20)
- 
(20)
Reclassifications
- 
- 
(129)
- 
(129)
Transfer to assets held 
Balance at 30 June 2012
 28,450 
 275,862 
 165,860 
 147,672 
617,844
for sale
- 
(2)
- 
- 
(2)
Balance at 1 July 2012
28,450
275,862
165,860
147,672
617,844
Balance at 30 June 2012
 - 
 27,934 
 108,341 
- 
136,275
Additions
- 
- 
2,595
92,184
94,779
Balance at 1 July 2012
 - 
 27,934 
 108,341 
 - 
136,275
Transfers 
- 
121,616
15,919
(137,535)
- 
Depreciation charge for 
the year
 - 
 15,944 
 13,310 
 - 
29,254
Disposals
- 
(577)
(2,069)
- 
(2,646)
Disposals
 - 
(577)
(2,038)
 - 
(2,615)
Reclassifications
30
70
(59)
- 
41
Notes to the Financial Statements
Reclassifications
 - 
- 
(6)
 - 
(6)
Balance at 30 June 2013
 28,480 
 396,971 
 182,246 
 102,321 
710,018
Balance at 30 June 2013
 - 
 43,301 
 119,607 
- 
162,908
Carrying amounts
 $000
 $000
 $000
 $000
 $000
At 1 July 2011
28,450
212,807
58,679
104,197
404,133
At 30 June 2012
28,450
247,928
57,519
147,672
481,569
At 1 July 2012
28,450
247,928
57,519
147,672
481,569
At 30 June 2013
28,480
353,670
62,639
102,321
547,110

---

5: Property, plant and 
Parent 2013 Actual
5: Property, plant and 
Parent 2013 Actual
equipment (continued)
equipment (continued)
P.151
Plant, 
Plant, 
Freehold 
Freehold  equipment 
Work in 
Freehold 
Freehold  equipment 
Work in 
land
buildings  
and 
progress
Total
land
buildings  
and 
progress
Total
vehicles
vehicles
Cost
 $000
 $000
 $000
 $000
 $000
Depreciation and  
impairment losses
 $000
 $000
 $000
 $000
 $000
Balance at 1 July 2011
28,450
225,832
167,882
104,197
526,361
Balance at 1 July 2011
- 
13,025
109,203
- 
122,228
Additions
- 
- 
- 
105,099
105,099
Depreciation charge for 
the year
- 
14,911
12,355
- 
27,266
Transfers 
- 
50,030
11,594
(61,624)
- 
Disposals
- 
- 
(13,197)
- 
(13,197)
Disposals
- 
- 
(13,487)
- 
(13,487)
Reclassifications
- 
- 
(20)
- 
(20)
Reclassifications
- 
- 
(129)
- 
(129)
Transfer to assets held 
Balance at 30 June 2012
 28,450 
 275,862 
 165,860 
 147,672 
617,844
for sale
- 
(2)
- 
- 
(2)
Balance at 1 July 2012
28,450
275,862
165,860
147,672
617,844
Balance at 30 June 2012
 - 
 27,934 
 108,341 
- 
136,275
Additions
- 
- 
2,595
92,184
94,779
Balance at 1 July 2012
 - 
27,934
108,341
- 
136,275
Transfers 
- 
121,616
15,919
(137,535)
- 
Depreciation charge for 
the year
- 
15,944
13,310
- 
29,254
Disposals
- 
(577)
(2,069)
- 
(2,646)
Disposals
- 
(577)
(2,038)
- 
(2,615)
Reclassifications
30
70
(59)
- 
41
Notes to the Financial Statements
Reclassifications
- 
- 
(6)
- 
(6)
Balance at 30 June 2013
 28,480 
 396,971 
 182,246 
 102,321 
710,018
Balance at 30 June 2013
 - 
 43,301 
 119,607 
- 
162,908
Carrying amounts
 $000
 $000
 $000
 $000
 $000
At 1 July 2011
28,450
212,807
58,679
104,197
404,133
At 30 June 2012
28,450
247,928
57,519
147,672
481,569
At 1 July 2012
28,450
247,928
57,519
147,672
481,569
At 30 June 2013
28,480
353,670
62,639
102,321
547,110

---

P.152 5: Property, plant and 
5: Property, plant and 
equipment (continued)
equipment (continued)
Valuation
Restrictions
The most recent valuation of land and buildings was carried out by M.J. Snelgrove, an  Waikato DHB does not have full title to the Crown land it occupies but transfer is 
independent registered valuer with CBRE and a member of the New Zealand Institute 
arranged if and when land is sold. Some of the land is subject to Waitangi Tribunal 
of Valuers. The valuation was carried out at 30 June 2010.
claims. The disposal of certain properties may be subject to the provision of section 
40 of the Public Works Act 1981.
Land
Land is valued at fair value using market-based evidence based on its highest and 
Titles to land transferred from the Crown to Waikato DHB are subject to a memorial in 
best use with reference to comparable land values. Adjustments have been made 
terms of the Treaty of Waitangi Act 1975 (as amended by the Treaty of Waitangi (State 
to the unencumbered land value for land where there is a designation against the 
Enterprises) Act 1988). The effect on the value of assets resulting from potential 
land or the use of the land is restricted. These adjustments are intended to reflect 
Waitangi Tribunal claims under the Treaty of Waitangi Act 1975 cannot be quantified 
the negative effect on the value of the land where an owner is unable to use the land 
and is therefore not reflected in the value of the land.
more intensely.
Property, plant and equipment under construction
Restrictions on Waikato DHB's ability to sell land would normally impair the value of 
Costs incurred up to balance date on the Building Programme total $410.9 million 
land because it has operational use of the land for the foreseeable future and will 
(2012: $329.0 million). Outstanding commitments for the acquisition of property, 
receive substantially the full benefits of outright ownership.
plant and equipment at 30 June 2013 total $33.2 million (2012: $60.6 million).
Buildings
Specialised hospital buildings are valued at fair value using depreciated replacement 
cost because no reliable market data is available for such buildings. Depreciated 
replacement cost is determined using a number of significant assumptions including:
Notes to the Financial Statements
• the replacement asset is based on the replacement with modern equivalent 
assets with adjustments where appropriate for optimisation due to over-design 
or surplus capacity
• the replacement cost is derived from recent construction contracts of similar 
assets and Property Institute of New Zealand cost information
• for Waikato DHB's earthquake prone buildings that are expected to be 
strengthened, the estimated earthquake strengthening costs have been deducted 
off the depreciated replacement cost
• the remaining useful life of assets is estimated
• straight-line depreciation has been applied in determining the depreciated 
replacement cost value of the asset.
Non-specialised buildings (for example, residential buildings) are valued at fair value 
using market-based evidence. Market rents and capitalisation rates were applied to 
reflect market value. These valuations included adjustments for estimated building 
strengthening costs for earthquake prone buildings and the associated lost rental 
during the time to undertake the strengthening work.

---

Group
Parent
Group
Group
Parent
Parent
6:  Intangible assets
Software
Software
 7:  Other operating expenses
2013 Actual
2012 Actual
2013 Actual
2012 Actual
P.153
Cost
 $000
 $000
 $000
 $000
 $000
 $000
Balance at 1 July 2011
29,342
29,342
Net Impairment of trade 
receivables
318
(1,088)
318
(1,088)
Additions
3,907
3,907
Audit fees for the audit of 
Disposals
(1,676)
(1,676)
the financial statements
201
190
186
175
Reclassifications
129
129
Audit related fees for 
Balance at 30 June 2012
31,702
31,702
assurance and internal audits
15
205
15
205
Balance at 1 July 2012
31,702
31,702
Board members’ 
remuneration and expenses
356
360
356
360
Additions
11,216
11,216
Operating lease expenses
6,727
7,109
6,727
7,109
Disposals
- 
- 
Koha and donations
11
18
11
18
Reclassifications
59
59
Balance at 30 June 2013
42,977
42,977
7,628
6,794
7,613
6,779
Amortisation and impairment losses
 $000
 $000
Group
Group
Parent
Parent
8:  Finance costs
 
Balance at 1 July 2011
22,742
22,742
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Amortisation charge for the year
3,895
3,895
 $000
 $000
 $000
 $000
Disposals
(1,674)
(1,674)
Interest and  
financing expenses
8,818
7,103
8,818
7,103
Reclassifications
20
20
Balance at 30 June 2012
24,983
24,983
8,818
7,103
8,818
7,103
Notes to the Financial Statements
Balance at 1 July 2012
24,983
24,983
Group
Group
Parent
Parent
Amortisation charge for the year
4,412
4,412
9:  Capital charge
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Disposals
- 
- 
 $000
 $000
 $000
 $000
Reclassifications
6
6
Capital charge
14,202
13,732
14,202
13,732
Balance at 30 June 2013
29,401
29,401
14,202
13,732
14,202
13,732
Carrying amounts
 $000
 $000
At 1 July 2011
6,600
6,600
Waikato DHB pays a capital charge to the Crown every six months. This charge is based on 
actual closing equity as at 30 June and 31 December each year. The capital charge rate for 
At 30 June 2012
6,719
6,719
the period ended 30 June 2013 was 8% (2012:8%).
At 1 July 2011
6,719
6,719
At 30 June 2013
13,576
13,576
There are no restrictions over the title of Waikato DHB's intangible assets, nor are any 
intangible assets pledged as security for liabilities.

---

P.154 10: Investment in associate
11: Investments in joint venture
a: General information
a: General information
Name of entity
Principal activities
Interest held at 
Balance 
Balance 
30 June 2013
date
Name of entity
Principal activities
Interest held at  
30 June 2013
date
Urology Services Limited
Provision of urology services
50%
30 June
HealthShare Limited 
Provision of clinical audit 
services
20%
30 June
b: Summary of financial information on associate (100%)
2013 Actual 
Assets
Liabilities   Equity
Revenues
Profit/(loss)
 $000
 $000
 $000
 $000
 $000
Urology Services Limited
1,108
1,047
61
6,017
1 
1,108
1,047
61
6,017
1 
2012 Actual
Group
Group
Parent
Parent
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Urology Services Limited
997
936
61
5,827
(61)
b: Carrying amount  
997
936
61
5,827
(61)
of investment 
 $000
 $000
 $000
 $000
Opening Balance
38
38
38
38
Group
Group
Parent
Parent
 
Movement in share of 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
HealthShare Limited (20%)
156
- 
156
- 
c: Share of profit of 
Closing Balance
194
38
194
38
associate (50%)
 $000
 $000
 $000
 $000
Notes to the Financial Statements
Share of profit before tax
1 
(31)
1
(31)
Less: Tax expense
- 
- 
- 
- 
Share of profit after tax
1 
(31)
1
(31)
d: Investment in 
c: Summary of Waikato DHB’s 
associate (50%)
 $000
 $000
 $000
 $000
interests in HealthShare 
 $000
 $000
 $000
 $000
Limited (20%)
Carrying amount at 
beginning of year
30
61
30
61
Non-current assets 
133
8
133
8
Share of total recognised 
Current assets
500
402
500
402
revenue and expenses
1 
(31)
1 
(31)
Current liabilities
(439)
(372)
(439)
(372)
Carrying amount at end of year
31
30
31
30
Net assets
194
38
194
38
Revenue
1,529
896
1,529
896
e: Share of associate's 
The associate has no contingent liabilities or contracted 
contingent liabilities 
commitments at balance date. Waikato DHB is not jointly 
Expenses
(1,373)
(896)
(1,373)
(896)
and commitments
or severally liable for the liabilities owing at balance date 
by the associate.
Share of surplus of joint venture
156 
- 
156 
- 

---

12: Equity
Group
12: Equity (continued)
Parent
P.155
Trust
Crown
Revaluation
Retained
Total 
Crown 
Revaluation 
Retained 
Total 
Funds
Equity  
Reserve
Earnings
Equity
Equity
Reserve  
Earnings
Equity
Reconciliation of 
Reconciliation of 
movement in equity
 $000
 $000
 $000
 $000
 $000
movement in equity
 $000
 $000
 $000
 $000
Balance at 1 July 2011
6,455
61,775
52,859
59,139
180,228
Balance at 1 July 2011
61,775
52,859
59,139
173,773
Total comprehensive 
Total comprehensive 
income/(expense)
- 
- 
(129)
9,409
9,280
income/(expense)
- 
(129)
9,409
9,280
Capital contributions 
Capital contributions from 
from the Crown
- 
318
- 
- 
318
the Crown
318
- 
- 
318
Repayment of 
Repayment of capital to 
capital to the Crown
- 
(2,194)
- 
- 
(2,194)
the Crown
(2,194)
- 
- 
(2,194)
Other movement
- 
2
- 
(2)
- 
Other movement
2
- 
(2)
- 
Trust funds movement
(705)
- 
- 
- 
(705)
Balance at 30 June 2012
59,901
52,730
68,546
181,177
Balance at 30 June 2012
5,750
59,901
52,730
68,546
186,927
Balance at 1 July 2012
59,901
52,730
68,546
181,177
Balance at 1 July 2012
5,750
59,901
52,730
68,546
186,927
Total comprehensive 
income/(expense)
- 
- 
2,188
2,188
Total comprehensive 
income/(expense)
- 
- 
- 
2,188
2,188
Capital contributions from 
the Crown
26,139
- 
- 
26,139
Capital contributions 
Notes to the Financial Statements
from the Crown
- 
26,139
- 
- 
26,139
Repayment of capital to 
the Crown
(2,194)
- 
- 
(2,194)
Repayment of 
capital to the Crown
- 
(2,194)
- 
- 
(2,194)
Other movement
- 
- 
3
3
Other movement
1 
- 
- 
3
4
Balance at 30 June 2013
83,846
52,730
70,737
207,313
Trust funds movement
(136)
- 
- 
- 
(136)
Balance at 30 June 2013
5,615
83,846
52,730
70,737
212,928
Trust funds
The Trust funds represent Waikato Health Trust (formerly the Health Waikato Charitable 
Trust) which was incorporated in 1993 as a charitable trust in accordance with the 
provisions of the Charitable Trust Act 1957, and registered with the Charities Commission. 
Under the Trust Deed the Trustees are appointed by Waikato DHB, with these Trustees 
acting independently in accordance with their fiduciary responsibilities under trust law.
Transactions between Waikato DHB and Waikato Health Trust are disclosed in the 
related party note. 

---

P.156 13: Cash and cash 
Group
Group
Parent
Parent
14: Receivables and 
Group
Group
equivalents
 
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
prepayments (continued)
2013 Actual $000
2012 Actual $000
 $000
 $000
 $000
 $000
Gross 
Trade receivables
Receivable
Impairment
Gross 
Receivable
Impairment
Bank balances
(207)
3,206
(207)
3,206
The ageing profile of trade receivables and their impairment is:
Trust funds
5,901
5,764
- 
- 
Not past due
3,841
- 
5,123
- 
5,694
8,970
(207)
3,206
Past due 0-30 days
2,322
- 
3,302
- 
Unsecured bank facility
Past due 31-120 days
648
223
545
164
Waikato DHB had a working capital facility direct with Westpac, with a limit of 
Past due 121-360 days
324
231
661
174
$40.2 million which expired on 31 July 2012 and was not renewed.  
 
Past due more than 1 year
891
696
1,096
984
     
14: Receivables  
Group
Group
Parent
Parent
8,026
1,150
10,727
1,322
 
and prepayments
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
 $000
 $000
 $000
 $000
Parent
Parent
 
2013 Actual $000
2012 Actual $000
Ministry of Health trade 
receivables
2,339
7,505
2,339
7,505
Gross 
Trade receivables
Receivable
Impairment
Gross 
Receivable
Impairment
Other trade receivables
4,537
1,900
4,520
1,899
Not past due
3,824
- 
5,122
- 
Total trade receivables
6,876
9,405
6,859
9,404
Past due 0-30 days
2,322
- 
3,302
- 
Ministry of Health accrued 
Past due 31-120 days
648
223
545
164
income
10,195
8,865
10,195
8,865
Notes to the Financial Statements
Past due 121-360 days
324
231
661
174
Other accrued income
3,927
4,105
3,927
4,105
Past due more than 1 year
891
696
1,096
984
Prepayments
3,498
3,941
3,498
3,941
8,009
1,150
10,726
1,322
24,496
26,316
24,479
26,315
All receivables greater than 30 days in age are considered to be past due. The provision 
Receivables and accrued income are shown net of impairment losses (provision for doubtful 
for impairment has been calculated based on a review of significant debtor balances and a 
debts) amounting to $1.2 million (2012: $1.3 million). The carrying value of debtors and 
collective assessment of all debtors (other than those determined to be individually impaired) 
other receivables approximates their fair value.
for impairment. The collective impairment assessment is based on an analysis of past 
collection history and bad debt write-offs.
Individually impaired receivables are assessed as impaired due to the significant financial 
difficulties being experienced by the debtor and management concluding that the likelihood 
of the overdue amounts being recovered is remote.

---

14: Receivables and 
Group
Group
Parent
Parent
Group
Group
Parent
Parent
prepayments (continued)
 
17: Borrowings
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
P.157
Movements in provision for 
impairment of receivables
 $000
 $000
 $000
 $000
Current
 $000
 $000
 $000
 $000
At 1 July
1,322
2,936
1,322
2,936
Unsecured bank facility 
- 
29,220
- 
29,220
Provisions made/(reversed) 
Loan from Health 
during the year
318
(1,090)
318
(1,090)
Benefits Limited
39,285
- 
39,285
- 
Bad debts 
Loan from
written off during the year
(502)
(563)
(502)
(563)
HealthShare Limited
977
431
977
431
Bad debts recovered during 
Loan from Energy Efficiency 
the year
12
39
12
39
and Conservation Authority
111
- 
111
- 
At 30 June
1,150
1,322
1,150
1,322
40,373
29,651
40,373
29,651
Group
Group
Parent
Parent
15: Inventories
 
Non-current
 $000
 $000
 $000
 $000
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Crown loans
191,659
159,659
191,659
159,659
 $000
 $000
 $000
 $000
Loan from Energy Efficiency 
Pharmaceuticals
452
453
452
453
and Conservation Authority
221
- 
221
- 
Surgical and medical supplies
6,669
6,446
6,669
6,446
 
191,880
159,659
191,880
159,659
Other supplies
762
722
762
722
7,883
7,621
7,883
7,621
Loan facility limits
 $000
 $000
 $000
 $000
The amount of inventories recognised as revenue due to change in stock value during the 
Crown loans
211,659
211,659
211,659
211,659
Notes to the Financial Statements
year was $274,000 (2012: -$1.7million), which is included in the clinical supplies line item 
Unsecured bank facility
- 
40,200
- 
40,200
in the statement of comprehensive income.
Write-down of inventories amounted to $363,000 for 2013 (2012: $520,000). The provision 
for obsolete inventories adjustment recognised as expenses during the year ended 30 June 
2013 was $Nil (2012: $130,000). No inventories are pledged as security for liabilities. 
16: Assets held for sale
At 30 June 2013 Waikato DHB owned land which has been classified as held for sale following the 
Board's approval to sell the properties as they will provide no future use to Waikato DHB.
Group
Group
Parent
Parent
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
 $000
 $000
 $000
 $000
Land
40
70
40
70
Buildings
- 
67
- 
67
40
137
40
137

---

P.158
Group
Group
Parent
Parent
17: Borrowings  (continued)
18: Employee entitlements
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
The interest rate terms are spread over a period between two to eight years from 
Current
 $000
 $000
 $000
 $000
balance date to manage interest rate risk.
Liability for long service 
The fair value of Crown loan borrowings is $199.4 million (2012:$174.9 million). Fair 
leave
2,524
2,204
2,524
2,204
value has been determined based on Government bond rate plus 15 basis points, 
Liability for retirement 
which is based on mid-market pricing.
gratuities
2,495
2,365
2,495
2,365
The Crown loans are secured by a negative pledge. Without the the Ministry of 
Liability for annual leave
48,565
46,224
48,565
46,224
Health's prior written consent Waikato DHB can not perform the following actions:
Liability for sick leave
823
777
823
777
• create any security over its assets except in certain circumstances;
Liability for continuing 
• lend money to another person or entity (except in the ordinary course of business 
medical education leave 
10,820
10,407
10,820
10,407
and then only on commercial terms) or give a guarantee;
and expenses
• make a substantial change in the nature or scope of its business as presently 
conducted or undertake any business or activity unrelated to health;
PAYE payable
5,736
4,022
5,736
4,022
• dispose of any of its assets except disposals in the ordinary course of business or 
Salary and wages accrual
10,778
11,311
10,778
11,311
disposal for full fair value; or
• provide or accept services other than for proper value and on reasonable 
81,741
77,310
81,741
77,310
commercial terms.
Non-current
 $000
 $000
 $000
 $000
Liability for long service 
leave
1,456
1,351
1,456
1,351
Liability for sabbatical leave
2,543
2,419
2,543
2,419
Notes to the Financial Statements
Liability for retirement 
gratuities
9,806
9,707
9,806
9,707
13,805
13,477
13,805
13,477
The present value of sabbatical leave, long service leave, and retirement gratuity obligations 
depend on a number of factors that are determined on an actuarial basis. Two key 
assumptions used in calculating this liability include the discount rate and the salary inflation 
factor. Any changes in these assumptions will affect the carrying amount of the liability.
Expected future payments are discounted using forward discount rates derived from the 
yield curve of New Zealand government bonds. The discount rates used have maturities that 
match, as closely as possible, the estimated future cash flows. The salary inflation factor 
has been determined after considering historical salary inflation patterns and after obtaining 
advise from an independent actuary. A weighted average discount rate of 4.0% (2012:3.3%) 
and an inflation factor of 3.5% (2012:2.5%) was used. 

---

Group
Group
Parent
Parent
Group
Group
Parent
Parent
19: Trade and  
 
20: Provisions
 
 
other payables
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
2013 Actual
2012 Actual
P.159
 $000
 $000
 $000
 $000
Current
 $000
 $000
 $000
 $000
Trade payables and 
ACC Partnership 
accruals to non-related 
48,190
54,049
47,887
54,034
Programme
648
744
648
744
parties
Motor vehicle repairs  
ACC levy payable
1,657
2,227
1,657
2,227
on disposal
32
78
32
78
GST payable
6,087
6,870
6,087
6,870
680
822
680
822
Income in advance
897
177
897
177
Non-current
Capital charge to the Crown
450
88
450
88
Motor vehicle 
repairs on disposal
336
143
336
143
57,281
63,411
56,978
63,396
336
143
336
143
Creditor and other payables are non-interest bearing and are normally settled on 30-
day terms. Therefore the carrying value of creditors and other payables approximates 
their fair value.
ACC 
Motor vehicle 
Partnership   
repairs on 
Total
Programme
disposal
Movements for each 
class of provision
 $000
 $000
 $000
Balance at 1 July 2011
878
546
1,424
Additional provisions made
356
77
433
Notes to the Financial Statements
Amounts used
(490)
(402)
(892)
Balance at 30 June 2012
744
221
965
Balance at 1 July 2012
744
221
965
Additional provisions made
253
249
502
Amounts used
(349)
(102)
(451)
Balance at 30 June 2013
648
368
1,016

---

P.160 20: Provisions (continued)
Waikato DHB Belongs to the ACC Partnership Programme whereby it accepts the 
management and financial responsibility for employee work-related illnesses and 
accidents. Under the program, it is liable for all its clams costs for a period of five 
years and up to a specified maximum amount. At the end of the five year period, 
Waikato DHB pays a premium to ACC for the value of residual claims, and from that 
point the liablility for ongoing claims passes to ACC.
Exposures arising from the programme are managed by promoting a safe and healthy 
working environment by:
• implementing and monitoring health and safety policies;
• induction training on health and safety;
• actively managing workplace injuries to ensure that employees return to work as 
soon as practical;
• recording and monitoring workplace injuries and near misses to identify risk areas 
and implementing mitigating actions; and
• identifying workplace hazards and implementations of appropriate safety 
procedures.
Waikato DHB is not exposed to any significant concentrations of insurance risk, 
as work-related injuries are generally the result of an isolated event involving an 
individual employee.
An external independent actuarial valuer, Aon Hewitt, has caculated the ACC 
Partnership Programme liablity as at 30 June 2013. The actuary has attested that 
Notes to the Financial Statements
they are satisfied as to the nature, sufficiency, and accuracy of the data used to 
determine the outstanding claims liablility. There are no qualifications contained in 
the actuary's report.
A prudent margin of 11% (2012: 11%) has been assessed to allow for the inherent 
uncertainty in the central estimate of the claims liability. This is the rate used by ACC.
The key assumptions used in determining the outstanding claims liability are:
• pre valuation date claim inflation of 50% of movements in the Consumer Price 
Index and 50% of the movements in the Average Weekly Earnings index;
• post valuation date claim inflation of 2.4% per annum (2012: 3%); and
• a discount factor of 3.5% for 30 June 2013 (2012: 3.5%).

---

21: Reconciliation of surplus/(deficit) for the period with net 
Group
Group
Parent
Parent
Note
cash flows from operating activities
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
P.161
 $000
 $000
 $000
 $000
Net surplus/(deficit)
2,052
8,704
2,188
9,409
Add/(less) non-cash items:
Depreciation
5
29,254
27,266
29,254
27,266
Amortisation
6
4,412
3,895
4,412
3,895
Impairment of intangible asset
1,191
-
1,191
-
Bad and doubtful debts 
14
318
(1,089)
318
(1,089)
Share of associate (surplus)/deficit
10
1
31
1 
31
Share of joint venture (surplus)/deficit
11
(156)
- 
(156)
- 
Add/(less) items classified as investing activity:
Net loss/(gain) on disposal of property, plant and equipment
2
(12)
(52)
(12)
(52)
(Increase)/decrease in fixed asset creditor
(782)
(31)
(782)
(31)
Add/(less) movements in
statement of financial position items:
Notes to the Financial Statements
(Increase)/decrease in inventories
15
(262)
2,011
(262)
2,011
(Increase)/decrease in receivables and prepayments
14
1,820
11,206
1,836
11,206
(Increase)/decrease in investment in associate (non-cash)
10
(1)
31
(1)
31
(Increase)/decrease in investment in joint venture (non-cash)
11
156
-
156
-
Increase/(decrease) in employee entitlements
18
4,759
4,451
4,759
4,451
Increase/(decrease) in trade and other payables
19
(6,129)
(6,546)
(6,418)
(6,546)
Increase/(decrease) in other provisions
20
51
(459)
51
(459)
Net cash inflow from operating activities
36,672
49,418
36,535
50,123

---

P.162
Group
Group
Parent
Parent
22: Capital commitments 
Group
Group
Parent
Parent
23: Contingencies
 
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
and operating leases
2013 Actual
2012 Actual
2013 Actual
2012 Actual
Contingent liabilities
 $000
 $000
 $000
 $000
Capital commitments
 $000
 $000
 $000
 $000
Personal grievances
260
100
260
100
Property, plant and 
equipment
33,249 
60,638
33,249 
60,638
Legal proceedings and 
disputes by third parties
30
- 
30
- 
Intangible assets
2,552
-
2,552
- 
290
100
290
100
35,801
60,638
35,801
60,638
The capital commitments represent capital expenditure contracted for at balance date but not 
The contingent liabilities relate to a number of claims involving medical and employment 
yet incurred, predominantly in relation to the current building programme at Waikato Hospital.
issues which may ultimately result in legal action. The actual timing and amounts will be 
determined by outcome of personal grievance processes and legal proceedings. 
Non-cancellable operating lease commitments
The future aggregate minimum lease payments to be paid under non-cancellable operating 
Contingent assets
leases are as follows:
Waikato DHB has no contingent assets at 30 June 2013 (2012: $Nil).
Group
Group
Parent
Parent
 
2013 Actual
2012 Actual
2013 Actual
2012 Actual
24: Client funds
 $000
 $000
 $000
 $000
Waikato DHB administers certain funds on behalf of clients. These funds are held in a separate 
Not more than one year
4,507
4,539
4,507
4,539
bank account and any interest earned is allocated to the individual client balances. Therefore, the 
transactions during the year and the balance at 30 June are not recognised in the Statement of 
One to two years
3,557
3,769
3,557
3,769
Comprehensive Income, Statement of Financial Position or Statement of Cash Flows.
Two to three years
3,093
2,788
3,093
2,788
2013 Actual  
2012 Actual
Notes to the Financial Statements
Three to four years
2,354
2,553
2,354
2,553
Four to five years
539
2,237
539
2,237
 $000
 $000
Over five years
81
331
81
331
Balance at 1 July
38
29
14,131
Receipts
127
124
 
16,217
14,131 
16,217
Payments
(146)
(115)
Waikato DHB leases a number of buildings, vehicles and office equipment under operating 
leases. The leases typically run for a period of 3-5 years for buildings, 1-3 years for office 
Balance at 30 June
19
38
equipment and 6 years for vehicles. In the case of leased buildings, lease payments 
are increased every 1-5 years to reflect market rentals. None of the leases includes 
contingent rentals. 

---

25: Financial instruments
P.163
Waikato DHB's activities expose it to a variety of financial instrument risks.
Liquidity risk
Liquidity risk represents the ability for Waikato DHB to meet its contractual obligations 
Credit risk
and its liquidity requirements on an ongoing basis. Waikato DHB mostly manages 
Credit risk is the risk that a third party will default on its obligation to Waikato DHB, 
liquidity risk by continuously monitoring forecast and actual cash flow requirements 
causing it to incur a loss.
and through the management of Crown loans.
Waikato DHB places its cash balances with high-quality financial institutions via a 
The tables below analyses financial liabilities into relevant maturity groupings 
national DHB shared banking arrangement facilitated by Health Benefits Limited.
based on the remaining period at balance date to the contractual maturity date. The 
amounts disclosed are contractual undiscounted cash flows.
Concentrations of credit risk from trade receivables are limited due to the Ministry of 
Health being the largest single debtor (31% at 30 June 2013). It is assessed to be a 
low risk and high-quality entity due to its nature as the government funded purchaser 
of health and disability support services.
 Group 2013 Actual
Balance sheet
Contractual 
6 months  
6-12 
1-2 
2-5 
More than 
cash flow
or less  
months
years
years
5 years
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Crown loans
191,659
191,659
- 
- 
- 
- 
191,659
Loan from Energy Efficiency
and Conservation Authority
332
332
52
52
104
124
- 
Notes to the Financial Statements
Loan from Health Benefits Limited
39,285
39,285
39,285
- 
- 
- 
- 
Loan from HealthShare Limited
977
977
977
- 
- 
- 
- 
Trade and other payables
57,281
57,281
57,281
- 
- 
- 
- 
289,534
283,534
97,595
52
104
124
191,659
Group 2012 Actual
Balance sheet
Contractual 
6 months  
6-12 
1-2 
2-5 
More than 
cash flow
or less  
months
years
years
5 years
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Crown loans
159,659
159,659
-
- 
- 
- 
159,659
Loan from HealthShare Limited
431
431
431
- 
- 
- 
- 
Unsecured bank facility
29,220
29,220
29,220
- 
- 
- 
- 
Trade and other payables
63,411
63,411
63,411
- 
- 
- 
- 
252,721
252,721
93,062
- 
- 
- 
159,659

---

P.164 25: Financial instruments (continued)
Parent 2013 Actual
Balance sheet
Contractual 
6 months  
6-12 
1-2 
2-5 
More than 
cash flow
or less  
months
years
years
5 years
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Crown loans
191,659
191,659
- 
- 
- 
- 
191,659
Loan from Energy Efficiency 
and Conservation Authority
332
332
52
52
104
124
- 
Loan from Health Benefits Limited
39,285
39,285
39,285
- 
- 
- 
- 
Loan from HealthShare Limited
977
977
977
- 
- 
- 
- 
Trade and other payables
56,978
56,978
56,978
- 
- 
- 
- 
289,231
289,231
97,292
52
104
124
191,659
Parent 2012 Actual
Balance sheet
Contractual 
6 months  
6-12 
1-2 
2-5 
More than 
cash flow
or less  
months
years
years
5 years
 $000
 $000
 $000
 $000
 $000
 $000
 $000
Crown loans
159,659
159,659
- 
- 
- 
- 
159,659
Loan from HealthShare Limited
431
431
431
- 
- 
- 
- 
Unsecured bank facility
29,220
29,220
29,220
- 
- 
- 
- 
Notes to the Financial Statements
Trade and other payables
63,396
63,396
63,396
- 
- 
- 
- 
252,706
252,706
93,047
- 
- 
- 
159,659
Market risk
At 30 June 2013, it is estimated that a general increase of one percentage point 
Price risk is the risk that the value of a financial instrument will fluctuate as a result 
in interest rates would decrease the surplus by approximately $400,000 million 
of changes in market prices. Waikato DHB has no financial instruments that give rise 
(2012:$260,000 million).
to price risk.
Foreign currency risk
Interest rate risk
Foreign exchange risk is the risk that the fair value of future cash flows of a financial 
Interest rate risk is the risk that the fair value or future cash flows of a financial instrument 
instrument will fluctuate because of changes in foreign exchange rates.
will fluctuate due to changes in market interest rates. Waikato DHB's exposure to interest 
rate risk is limited to its cash balance held under a contract with Health Benefits Limited 
Waikato DHB's foreign currency risk is mainly limited to purchases of large clinical 
through a national DHB shared banking arrangement. Health Benefits Limited actively 
equipment from overseas. Waikato DHB uses forward currency contracts or options to 
manages this risk. The exposure to fair value interest rate risk for long term borrowings is 
hedge its foreign currency risk. Waikato DHB hedges trade payables denominated in 
low due to long term borrowings generally being held to maturity.
a foreign exchange currency for large transactions and where necessary the forward 
exchange contracts or options are rolled over at maturity.
Interest rate sensitivity analysis
In managing interest rate risks Waikato DHB aims to reduce the impact of short-term 
As at 30 June 2013 Waikato DHB had no forward foreign currency agreements 
fluctuations on income and expenses. Over the longer-term, however, permanent changes in 
outstanding (2012:$Nil).
interest rates would have an impact on income and expenses.
It is estimated that a general increase of one percentage point in the value of NZD 
against other foreign currencies would not have a material effect on the net result.

---

26: Capital management
27: Related parties (continued)
P.165
Waikato DHB's capital is its equity, which comprises Crown equity, accumulated 
Revenue earned from other DHBs for the care of patients outside of the Waikato DHB 
surpluses, revaluation reserves and trust funds. Equity is represented by net assets. 
district for the year ended 30 June 2013 was $124.9 million (2012: $111.6 million). 
Waikato DHB is subject to the financial management and accountability provisions 
Expenditure to other DHBs for their care of patients from Waikato DHB's district for 
of the Crown Entities Act 2004, which impose restrictions in relation to borrowings, 
the year ended 30 June 2013 was $47.6 million (2012:$53.4 million).
acquisition of securities, issuing guarantees and indemnities, and the use of derivatives.
Collective, but not individually significant, transactions with government-
Waikato DHB manages its equity as a by-product of prudently managing revenues, 
related entities
expenses, assets, liabilities, investments and general financial dealings to ensure 
In conducting its activities, Waikato DHB is required to pay various taxes and levies 
that Waikato DHB effectively achieves its objectives and purposes, while remaining a 
(such as GST, FBT, PAYE and ACC levies) to the Crown and entities related to the Crown. 
going concern.
The payment of these taxes and levies is based on the standard terms and conditions 
that apply to all tax and levy payers. Waikato DHB is exempt from paying income tax.
27: Related parties 
Waikato DHB also purchased goods and services from entities controlled, significantly 
influenced, or jointly controlled by the Crown. Purchases from these government-
Identity of related parties  
 
related entities for the year ended the 30 June 2013 totaled $20.5 million 
Waikato DHB has a related party relationship with Waikato Health Trust, Urology 
(2012:$20.7 million). These purchases included the purchase of electricity from 
Services Limited, HealthShare Limited and with its Board members. 
Meridian Energy and Genesis, air travel from Air New Zealand, postal services from 
New Zealand Post and blood products from NZ Blood Service.
Transactions with the Waikato Health Trust, HealthShare Limited and Urology Services 
HealthShare Limited 
Limited are priced on an arm's length basis.
HealthShare Limited is a company, established in February 2001 by the five District 
2013 
2012 
Health Boards in the Midland Region under a joint venture agreement, which provides 
Actual
Actual
regional services for these District Health Boards.
Loans from related parties
 $000
 $000
No dividends have been received from HealthShare Limited. The Group's share of the 
Notes to the Financial Statements
retained earnings of HealthShare Limited for the 12 months ending 30 June 2013 
HealthShare Limited
977
431
amounted to $156,380 (2012:$Nil).
977
431
During the year Waikato DHB received $20,723 (2012:$31,002) for administration 
fees from HealthShare Limited and a further $371,667 (2012:$403,952) for 
the provision of transport, accommodation, and information services personnel 
Ownership
costs. Waikato DHB incurred expenses from HealthShare Limited of $4,722,088 
Waikato DHB is a crown entity in terms of the Crown Entities Act 2004, and is a 
(2012:$2,087,881) for services provided.
wholly owned entity of the Crown. The Crown significantly influences the role of 
Waikato DHB as well as being its major source of revenue. During the year Waikato 
As at 30 June 2013 Waikato DHB owed HealthShare Limited $443,146 
DHB received $1.012 billion (2012:$982 million) from the Ministry of Health to provide 
(2012:$442,503), and HealthShare Limited owed Waikato DHB $525,648 
health and disability services. The amount owed by the Ministry of Health at 30 June 
(2012:$38,126).
2013 was $2.3 million (2012:$7.5 million). Waikato DHB incurred a capital charge of 
The Group's investment in HealthShare Limited has not been accounted for using 
$14.2 million (2012:$13.7 million) to the Government during the year.
the proportionate method in the parent financial statements as it is not considered 
material. HealthShare Limited has been accounted for using the equity method.
Significant transactions with government-related entities
Waikato DHB has received funding from ACC for the year ended 30 June 2013 of $8.8 
As at 30 June 2013, HealthShare Limited had total assets of $3.285 million 
million (2012:$9.3 million) to provide health services.
(2012:$1.957 million) and total liabilities of $2.314 million (2012:$1.766 million).

---

P.166 27: Related parties (continued)
27: Related parties (continued)
Urology Services Limited
Key management personnel
Urology Services Limited was set up on 1 October 1996 and provides urological 
Board members' interests where transactions have been completed at arm's 
services to the Waikato DHB district.
length during the financial year are: Waikato Institute of Technology (Wintec) for the 
This investment in associate for Waikato DHB comprises 500 shares of $1 each and 
provision of clinical training services, Genesis Energy for Gas and Electricity, District 
its share of undistributed post-acquisition surpluses as at 30 June 2013 amounting to 
Health Boards New Zealand for Professional Services, Nga Miro Charitable Trust for 
$30,615 (2012:$30,349).
the provision of Maori health support services, Te Korowai Hauora O Hauraki (a non 
profit incorporated Society) for the provision of General Practitioner clinical services, 
No dividends have been received from Urology Services Limited. During the period 
Kaute Pasifika for the provision of health services, Midland Cardiovascular Services 
Waikato DHB recieved inpatient urological services from Urology Services Limited 
for the provision of clinical services, Waikato Heart Trust for professional services, 
of $5.7 million (2012: $5.7 million). Waikato DHB recieved facility and management 
Wintec for course fees, The Family Clinic for Clinical Services, Hamilton Residential 
service fees of $3.0 million (2012: $2.8 million) from Urology Services Limited. During 
Trust for the provision of clinical services, Southern Cross Hospital for the provision of 
the period Waikato DHB's share of revenue amounted to $2.7 million (2012:$2.9 
clinical services, Wolstencroft and Associates Limited for project director services, the 
million) from Urology Services Limited.
Hamilton City Council for the provision of water supplies, sewage disposal and refuse 
collection and Tairawhiti DHB whose current Board member Matt Todd is a former 
Waikato Health Trust
Board member at the Waikato DHB, the two DHB's have completed transactions at 
arms length over the daily course of business.
Waikato Health Trust (formerly the Health Waikato Charitable Trust) was incorporated 
in 1993 as a charitable trust in accordance with the provisions of the Charitable Trust 
Executives' interests where transactions have been completed at arm's length during 
Act 1957. Under the Trust Deed the trustees are appointed by the Waikato DHB, these 
the financial year are HealthShare Limited where Craig Climo and Brett Paradine are 
trustees acting independently in accordance with their fiduciary responsibilities under 
Directors, Waikato Health Trust for which Mary Anne Gill, Maureen Chrystall and Pippa 
trust law. The trustees at 30 June 2013 are Pippa Mahood, Maureen Chrystall and 
Mahood are Trustees and Urology Services Limited where Maureen Chrystall is a 
Mary Anne Gill. The purpose of the Trust is to fund health or disability services, related 
director. 
services or projects, health research or education and other appropriate health related 
Notes to the Financial Statements
purposes within the communities served by Waikato DHB. As at 30 June 2013 the 
Waikato Health Trust had total assets of $5.92 million (2012:$5.76 million) and total 
liabilities of $0.3 million (2012:$0.01 million).
Administration costs of the trust are borne by Waikato DHB. Revenue received from 
the Trust during the period was $737,508 (2012:$970,063). There was $287,615 
owing to Waikato District Health Board at 30 June 2013 (2012:$Nil).

---

27: Related parties (continued)
P.167
The aggregate value of transactions and outstanding balances rela
  ting to Board members and  
Transaction value 
Balance outstanding 
executives and the entities which they have control or significant influence were as follows: 
year ended 30 June
as at 30 June
Board members
Transaction
2013 
2012 
2013 
2012 
Actual
Actual
Actual
Actual
 $000
 $000
 $000
 $000
Grame Milne
Genesis Energy (supplier)
2,344
1,549
- 
- 
Director
Gas and electricity
Grame Milne
DHBNZ (supplier)*
- 
138
- 
- 
Director
DHBNZ (client)*
- 
139
- 
11
Professional services
Grame Milne
Massey University (client)
2
- 
- 
- 
Member of Advanced Engineering & Technolgy Advisory Board
Staff development
Harry Mikaere
Te Korowai Hauora O Hauraki (supplier)
156
135
7
14
Chairman
General Practitioner clinical services
Harry Mikaere
Hauraki PHO (supplier)
- 
1
- 
- 
Notes to the Financial Statements
Chairman
Hauraki PHO (client)
5
- 
- 
- 
Staff development
Harry Mikaere
Coromandel Marine Farmers Limited (client)
30
-
12
-
Shareholder
Professional services
Clyde Wade
Midland Cardio Vascular (supplier)
3,991
4,744
- 
367
Shareholder
Midland Cardio Vascular (client)
3
2
-
- 
Clinical services
Clyde Wade
Waikato Heart Trust (client)
-
100
-
- 
Trustee
Clinical services
Deryck Shaw
Lakes District Health Board (supplier)
249
239
2
58
Chairman
Lakes District Health Board (client)
1,954
239
279
- 
Clinical services

---

P.168
Transaction value 
Balance outstanding 
27: Related parties (continued)
year ended 30 June
as at 30 June
Board members
Transaction
2013 
2012 
2013 
2012 
Actual
Actual
Actual
Actual
 $000
 $000
 $000
 $000
Martin Gallagher
Waikato District Council (supplier)
1
- 
- 
- 
Chair of numerous portfolios
Facilities
Martin Gallagher
Hamilton City Council (supplier)
2,842
1,016
- 
- 
Chairman
Normal duties of a city council
Pippa Mahood
Facilities
Ewan Wilson
Councillors
Gay Shirley
Braemar Hospital (supplier)
3,114
- 
86
- 
Husband is a Trustee of Braemar Charitable Trust**
Braemar Hospital (client)
7
- 
-
- 
Clinical services
Sharon Mariu
National Health Committee (client)
9
- 
2
- 
Member
Professional services
Notes to the Financial Statements
Transaction value 
Balance outstanding 
year ended 30 June
as at 30 June
Former Board members
Transaction
2013 
2012 
2013 
2012 
Actual
Actual
Actual
Actual
 $000
 $000
 $000
 $000
Matt Todd***
Tairawhiti DHB (supplier)
N/A
61
N/A 
- 
Board Member
Clinical services
*DHBNZ was acquired by Central Region's Technical Advisory Services Limited in 2012 and is now known as DHB Shared Services.
 Grame Milne is no longer a director therefore transactions with DHB Shared Services are not shown for 2013.
**Braemar Charitable Trust (the Trust is the sole shareholder of Braemar Hospital Limited).
***Matt Todd resigned as Board Member on 29 February 2012 therefore transactions with Tairawhiti DHB are not shown for 2013.

---

Transaction value 
Balance outstanding 
27: Related parties (continued)
year ended 30 June
as at 30 June
P.169
Executives
Transaction
2013 
2012 
2013 
2012 
Actual
Actual
Actual
Actual
 $000
 $000
 $000
 $000
Neville Hablous
Hamilton Residential Trust (supplier)
2
94
- 
- 
Trustee
Disability support services
Craig Climo
National Health Committee 
9
- 
2
- 
Member
Professional services
Craig Climo
Health Benefits Limited (supplier)
858
- 
44
- 
Director
Health Benefits Limited (client)
64
- 
63
- 
Professional services
Craig Climo
HealthShare Limited (supplier)
4,722
- 
365
- 
Director
HealthShare Limited (client)
482
- 
49
- 
Brett Paradine
Professional services
Alternate Director
Darrin Hackett
HIQ Ltd (supplier)
419
124
- 
29
General Manager
HIQ Ltd (client)
183
53
- 
- 
Notes to the Financial Statements
Professional services
Ian Wolstencroft
Wolstencroft and Associates Limited (supplier)
449
380
32
- 
Shareholder and Director
Project Director services
Maureen Chrystall
Urology Services Limited (client)
3,133
- 
483
- 
Director
Clinical services
- 

---

P.170 28: Key management  
28: Key management  
 
personnel remuneration
 
personnel remuneration (continued)
Compensations
Remuneration
There were no loans to board members during the year ended 30 June 2013 
amounted to $Nil (2012:$Nil).
Non-board members 
No. of meetings 
No. of meetings 
2013 
2012 
The Waikato DHB has a standard Directors and Officers Insurance Policy. No claims 
who attended 
elligible to 
actually 
Actual  
Actual
were made under this policy during the year ended 30 June 2013 (2012:$Nil).
committee meetings
attend 2013
attended 2013
Remuneration
$
$
Key management includes the Board and executive management including the Chief 
Paul Malpass
 5 
 5 
 1,250 
 1,000 
Executive. Key management compensation for the period was as follows:
Robyn Klos
 5 
 4 
 1,000 
 1,250 
2013 Actual  
2012 Actual
Ross Lawrenson
 6 
 6 
 1,250 
 750 
 $000
 $000
John Macaskill-Smith
 6 
 3 
 500 
 500 
Salaries and other short-term benefits
3,161
3,072
John McIntosh
 6 
 5 
 1,000 
 250 
Contributions to superannuation schemes
56
57
Fungai Mhlanga
 6 
 6 
 1,250 
 1,000 
3,217
3,129
Tureiti Moxon
 5 
 1 
 250 
 500 
Ken Price
 5 
 4 
 1,000 
 750 
Remuneration
David Slone
 6 
 6 
 1,250 
 1,000 
No. of meetings 
No. of meetings 
2013 
2012 
Tipa Mahuta
 3 
 2 
 250 
 - 
Board members
elligible to 
actually 
attend 2013
attended 2013
Actual  
Actual
Piki Taiaroa
 3 
 3 
 250 
 - 
$
$
Wayne McLean
 1 
 - 
 - 
 1,500 
Notes to the Financial Statements
Graeme Milne
 35 
 28 
54,750 
55,688 
Rachael Dean
 - 
 - 
 - 
 250 
Sally Christie
 35 
 32 
35,813 
36,313 
Eileen Barker
 - 
 - 
 - 
 250 
Andrew Buckley
 25 
 24 
28,250 
28,250 
Adri Isbister
 - 
 - 
 - 
 250 
Martin Gallagher
 26 
 25 
28,000 
27,000 
Sue Wardill
 - 
 - 
 - 
 250 
Pippa Mahood
 16 
 13 
26,250 
26,563 
9,250
9,500
Sharon Mariu
 25 
 22 
28,563 
28,813 
Harry Mikaere
 15 
 11 
25,750 
26,000 
Deryck Shaw
 10 
 10 
25,000 
2,083 
Gay Shirley
 29 
 29 
29,188 
27,750 
Clyde Wade
 31 
 27 
29,500 
27,750 
Ewan Wilson
 21 
 18 
27,250 
27,500 
Matt Todd
 - 
 - 
 - 
26,000 
338,314
339,710

---

29: Employee 
29: Employee 
 remuneration
 
remuneration (continued)
P.171
Employee remuneration 
 
Employee remuneration 
 
over $100,000 
2013 Actual
2012 Actual
over $100,000 
2013 Actual
2012 Actual
($10,000 bands)
 
($10,000 bands)
 
100,001 - 110,000
125
101
350,001 - 360,000
2
1
110,001 - 120,000
91
81
360,001 - 370,000
4
3
120,001 - 130,000
59
42
370,001- 380,000
1
2
130,001 - 140,000
53
46
380,001 - 390,000
3
2
140,001 - 150,000
33
29
390,001 - 400,000
1
1
150,001 - 160,000
28
15
400,001 - 410,000
3
2
160,001 - 170,000
21
15
430,001 - 440,000
- 
1
170,001 - 180,000
23
20
460,001 - 470,000
- 
1
180,001 - 190,000
21
19
480,001 - 490,000
1
- 
190,001 - 200,000
24
24
530,001 - 540,000
1
- 
200,001 - 210,000
17
20
540,001 - 550,000
- 
1
210,001 - 220,000
17
15
630,001 - 640,000
- 
1
220,001 - 230,000
17
12
680,001 - 690,000
1
- 
Notes to the Financial Statements
230,001 - 240,000
18
19
708
599
240,001 - 250,000
27
17
250,001 - 260,000
21
18
Of the 708 (2012:599) employees shown above, 85 percent or 603 (2012:533) are or were 
260,001 - 270,000
14
18
clinical employees.  If the remuneration of part time employees were grossed up to full time 
equivalent basis, the total number of employees with remuneration of $100,000 or more would 
270,001 - 280,000
13
12
be 752 (2012:634), compared with the actual number of employees of 708 (2012:599)
280,001 - 290,000
15
16
The 2013 actual includes 27 fortnightly payruns for some employees, compared to the standard 
26 fortnightly payruns in 2012.
290,001 - 300,000
14
13
The remuneration of the Chief Executive for the year ended 30 June 2013 was in the $480,001 
300,001 - 310,000
11
8
to $490,000 band (2012:$460,000 - $470,000).
310,001 - 320,000
10
10
320,001 - 330,000
10
6
330,001 - 340,000
5
3
340,001 - 350,000
4
5

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P.172 29: Employee 
32: Explanation of financial variances 
 
remuneration (continued)
from budget (continued)
Termination payments
The Funder arm recorded a $7.2 million favourable variance to budget mainly due to 
During the year the Board made the following payments in respect of the termination 
favourable MoH contracted revenue and revenue from other district health boards.
of employment with the Waikato DHB:
Variances in statement of changes in equity:
2013 Actual
2012 Actual
•  The surplus was $1.2 million favourable to budget due to the statement of 
comprehensive income explanations provided above.
Amount paid
$595,023
$479,537
Variances in financial position:
Number of employees
 31
9
Current assets are $16.5 million lower than budgeted due to:
•  inventories $2.0 million lower than budgeted due to recent improvements in 
30: Subsequent event
supply chain processes
•  receivables and prepayments $14.5 million lower than budgeted due to 
There are no significant or material events subsequent to balance date.
improvements in credit controls and timing of revenue accruals.
Current liabilities are $3.5 million lower than planned due to trade and other payables 
31: Comparative information
being lower than budgeted, partly offset by higher short term borrowings. Fixed asset 
creditors' payments can be inconsistent throughout the year and balances have 
Comparative figures have been restated where necessary to align with current year 
decreased.
disclosures.
Non-current assets $9.6 million lower than planned due to slower spend in the 2011-
12 financial year after budgeting for 2012-13 was completed. The work in progress 
32: Explanation of financial 
balance has decreased due to capitalisation of a major part of the hospital's building 
variances from budget
programme.
Notes to the Financial Statements
Waikato DHB recorded a net surplus of $2.2 million against its annual plan budget of 
Non-current liabilities are $19.1 million lower than planned as draw downs on loan 
$1.0 million. Explanations for major variances are: 
are slower than planned due to slower than planned capital spend.
Variances in cash flows:
Variances in comprehensive income:
The Provider arm recorded a $5.9 million unfavourable variance to budget mainly due to:
•  Net cash flows from operating activities are $12.6 million unfavourable to 
budget due to an increase in payments to suppliers partly offset by a decrease in 
•  provisioning for a reduction of $5.0 million in revenue
payments to employees;
•  interest, depreciation and capital charge costs $5.4 million favourable due to 
•  Net cash flows from investing activities are $17.2 million lower than budgeted due 
slower than planned capital expenditure and consequent loan drawdowns
to acquisition of property, plant and equipment being lower than budgeted due to 
•  personnel costs are $3.5 million unfavourable with some offset in outsourced 
slower than planned capital spend;
services due to use of locums
•  Borrowings are lower than planned due slower than planned capital spend.
•  outsourced services are $7.9 million unfavourable with some offset in other areas 
of expenditure
•  clinical supplies are $1.6 mllion favourable.

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P.173
Notes to the Financial Statements

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