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Exhibit 4 (cont’d)
As at 30 June 1996
Note 1996 1995
$ ‘ 000 $ ‘ 000
CURRENT ASSETS
Cash 8,658
8,232
Receivables 12
2,990
2,977
Investments 13
412
419
NON-CURRENT ASSETS
Investments 13
29
Property, plant and equipment 15
8,432
8,334
CURRENT LIABILITIES
Creditors 16
1,236
1,800
Provisions 17
4,042
4,050
NON-CURRENT LIABILITIES
Creditors 16
60
–
Provisions 17
2,260
1,717
Total non-current liabilities 2,320
1,717
Total liabilities 9,626
9,372
Net assets 11,782
11,700
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Exhibit 4 (cont’d)
Note 1996 1995
$ ‘ 000 $ ‘ 000
Inflows Inflows
(Outflows)
(Outflows)
Cash Flows From Operating Activities
Receipts from customers 28,241
28,247
Cash Flows From Investing Activities
Proceeds from investments 419
464
Payments for investments (441)
(392)
The Statement of Cash Flows is to be read in conjunction with the notes to and forming part of
the financial statements.
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Exhibit 5
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Exhibit 6
This business is a parcel pick up and delivery service. You may be required to pick up parcels from
different locations at the same time. However neither parcel can be left longer than 10 minutes or it may
be ruined. Not only that, you will be seriously criticised in court if you fail in this mission.
You will get no warning of the need to pick up these parcels. Sometimes people will call you to pick up
parcels that are dropped in the street. Even if it is dark and raining you have to go. You will not know the
size or condition of the parcel until you arrive. You will have to wrap the object before you pick it up. It
may be dirty – it may be leaking – it may swear at you or even attack you.
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The SA Ambulance Service has introduced radical changes to their management principles, moving away
from a paramilitary culture, to a culture that is based on quality of service, best practice, empowered work
teams, an organisation that is able to continually look at itself and the way it goes about its business, so
that it learns from its experiences.
What did we do:
The outwardly obvious strategies included the adoption of a “Commercial Charter”, the introduction of
new style uniforms (dispensing with rank markings) and redesigned vehicle livery, together with a public
awareness campaign based on a “Going Green” theme.
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Exhibit 7
Rotating Roster for Metro Region
This roster assumes 4 groups, each with 4 days on and 4 days off.
9 members are needed to operate the team. One person would be on annual holidays, one person
would be on other duties and one or two persons are spare, ill or have other responsibilities.
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Exhibit 8
Ambulance Team – Strategic Plan 1997-2004
VISION
The aim of the Waikerie Ambulance Team is to be the best team within the SA Ambulance
Service and to maintain this position into the 21
st
century.
MISSION
The Waikerie Ambulance Team is committed to the provision of clinical care, customer and
community service.
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Exhibit 9
Clinical Care
We will ensure that our knowledge, skill base and attitudes are being continuously developed to
provide total quality clinical care to our patients.
ALS
• We will all be fully ALS qualified by the completion of 1998.
• If appropriate or required, the cost of training will be incorporated into the next financial
year.
• Knowledge and skill maintenance will be incorporated into the station based study plan
and skill practice plan.
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• The plan will consist of monthly and weekly topics. These topics will be value adding to
our knowledge.
• The plan will incorporate a series of short and long written questions. The
appropriateness of these questions will be determined by the Team.
• The effectiveness of the plan will be reviewed bimonthly at team planning days.
• This plan may be reinforced by the CTL through station visitations.
• We will develop a review program which incorporates:
1. Identifying Key Performance Indicators
2. Conducting monthly case reviews
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Exhibit 10
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Exhibit 11