Adelaide PHN's 2022/23 Annual Report by AdelaidePHNofficial

Annual Report 2022 - 2023

Contents Welcome 3 From our Chair of Board

From our Chief Executive Officer

Our Governance

Our Board and Executive Team

Our Advisory Councils

Our Organisation

Our reconciliation journey key achievements

Showcasing our internal achievements

2022 Primary Health Care Award recipients

Our Strategic Achievements

Strategic Plan 2023 -2026 24 Health equity

Partnerships 31 Co-creating solutions

Data insights and stories

Financial Statements

Marni Naa Pudni “Welcome” We acknowledge the Kaurna peoples who are the traditional Custodians of the Adelaide region. We pay tribute to their physical and spiritual connection to land, waters and community, enduring now as it has been throughout time. We pay respect to them, their culture and to Elders past and present. We would also like to acknowledge and pay our respects to those Aboriginal and Torres Strait Islander people from other Nations who live, work, travel and contribute on Kaurna Country.

Annual Report 2022 - 2023

Welcome

From our Chair of Board Tom Symonds

It is with great pleasure to introduce you to Adelaide Primary Health Network’s (Adelaide PHN’s) 2022-23 Annual Report. Adelaide PHN has undergone substantial growth and transformation over this past year, and we are truly proud of where we are as an organisation serving our community, as we enter our eighth year of operation. We’re thrilled to announce that our refreshed Constitution was endorsed earlier in the year, after almost 12-months of extensive consultation. Our new Constitution provides a contemporary governance architecture that is future-fit, giving us more rigor around accountability, engagement, and leadership. Our Advisory Councils are now enshrined in our new Constitution, which also heralded a change to our registered member structure with our Council Chairs and Board Directors now members, providing more transparency and connection to our community. A heartfelt thanks to previous and ongoing Advisory Council members and all those who joined us on this epic journey. We also saw changes to our Board of Directors. We farewelled Dr Vikas Jasoria, Dr Lane Hinchliffe, and Mr Wayne Oldfield. A special mention to Dr Michaela Baulderstone and Dr Stephanie Daly for being casual

members during this time. We now welcome Dr Olga Polikina, Shane Mohor, Tamara Cavenett and Dr Peter Del Fante. Thank you to all for your direction, dedication, and ongoing contributions. It is with your support that Adelaide PHN can achieve its strategic vision. Reflecting our strengthened community focus, 2023 marked the execution of our new three-year Strategic Plan (2023-2026) – a major step in our commitment to shaping the health system to deliver better outcomes for those most in need in our community. It is a plan for how we and our partners work together to empower people to overcome the barriers to achieving their highest level of health, irrespective of the challenges in life that they have had, or still face. We look forward to implementing this strategy and encourage you to read our plan to understand the opportunities that lie ahead for Adelaide PHN. Read more about our strategic achievements on page 23. My sincere thanks to all our expert staff, stakeholders, and councils for the work that you have done and continue to do. With your help, we will continue to meet population health needs, focus on health equity, and improve the health and wellbeing outcomes of our community.

Annual Report 2022 - 2023

Welcome

From our Chief Executive Officer Michelle McKay

As we reflect upon the remarkable journey of the past year, it is with immense pride that we share the accomplishments we have achieved as an organisation. The 2022-23 year has been nothing short of exceptional, marked by significant growth, innovation, and further maturity in our continued partnerships. Our annual income in 2022-23 of almost $73 million represents a 34% growth on the previous year. This growth was a result of new or additional funding for aged care, Strengthening Medicare GP Grants and various mental health programs. As we turn the pages of this report, we eagerly anticipate the opportunity to showcase the breadth of our achievements, the depth of our impact, and the trajectory that lies ahead for Adelaide PHN. We have contributed to our commitment in shaping the health system to deliver better outcomes for vulnerable populations by: • Establishing South Australia’s first Safe Haven site in Salisbury, supporting more than 1,000 people experiencing psychological distress in the north of Adelaide. • Commissioning 11 care finder organisations across our region and supporting over 800 older people in navigating the health system and accessing appropriate levels of care.

• Demonstrating collaborative arrangements between local hospital and health services via the continued partnership of the three GP Integration Units. • Establishing Australia’s first Aboriginal Internship Program and supporting medical interns with in-depth knowledge on culturally appropriate care, connection to country, and a greater understanding of the barriers to health for Aboriginal and/or Torres Strait Islander people. • Supporting 305 general practices in our region (90%) to receive the Strengthening Medicare GP Grant. I want to express my heartfelt gratitude to every one of you for your unwavering dedication, hard work, and commitment over the past year. The exceptional contributions from our staff, stakeholders, Board members, advisory council members and partners have been instrumental in our continued success. As we reflect on the past year’s achievements, I am filled with optimism for the opportunities that lie ahead. With a significant focus on primary care in this year’s Federal Budget, the organisation is ready to support these new initiatives as we see the first stages of reform. With your continued support and collaboration, I am confident that we will overcome any hurdles and achieve even greater heights in the coming year.

Our Governance

Annual Report 2022 - 2023

Our Governance

Our Board and Executive team

Our skills-based Board is responsible for providing leadership to the organisation and overseeing the strategy, governance and performance of Adelaide PHN. Our Board for the 2022-23 year:

Tom Symonds, Chair of Board

Rick Albertini, Finance and Audit Chair

3. Fiona Raschella, Board Director 4. Scott Williams, Board Director 5. Dr Melanie Smith, Board Director 6. Dr Peter Del Fante, Board Director 7.

Shane Mohor, Board Director (First Nations Representative)

8. Tamara Cavenett, Board Director 9. Dr Olga Polikina, Board Director 10. Paula Davies, Secretary

Annual Report 2022 - 2023

Our Governance

Adelaide PHN's executive team provides strategic and operational leadership to the organisation. Our executive team for 2022-23:

Michelle McKay, Chief Executive Officer

Sarah Murray, Deputy Chief Executive Officer

3. Tamira Pascoe, Executive Manager of Mental Health, Alcohol and Other Drugs, and Procurement 4. Wendy Dolejs, Executive Manager of Primary Care and Integration

Annual Report 2022 - 2023

Our Governance

Our Advisory Councils Bettering the health of our region through broad engagement Adelaide PHN has three councils, the Clinical Council, Aboriginal Community Advisory Council, and the Community Advisory Council, all providing contemporary advice and recommendations to our Board on a range of clinical and community issues. The Board applies the council’s guidance to make sure there is an appropriate evidence base to commissioning, specifically, planning and design of services, stakeholder engagement, and continuing development and refinement of our Needs Assessment.

Our Clinical Council Members come from a range of professional backgrounds, including general practitioners, practice managers, pharmacists, clinical psychologists, dietitians and representatives from the Local Health Networks (LHN). The Clinical Council provide valuable insight into the efficiency and feasibility of various service delivery models, and assists Adelaide PHN to build linkages between services.

Our Community Advisory Council Members have good knowledge of the health priorities in their communities and support Adelaide PHN in understanding local needs, issues, and opportunities across the region. This may come from their personal experience as a patient or carer, from employment (including health consumer advocacy, population health, or community services), or by hosting Kitchen Table Discussions within their own communities.

Aboriginal Community Advisory Council Members are representatives of the local Aboriginal and/or Torres Strait Islander community who provide advice to Adelaide PHN in relation to our unique health needs including primary care access, addressing service gaps, and supporting our reconciliation journey.

Annual Report 2022 - 2023

Our Governance

Community conversations Our councils provide us with locally relevant perspectives on community health issues. Over the past 12-months, the group’s commitment to engaging in community consultations and bringing the voices of the community back to Adelaide PHN has supported us in identifying population health needs and service gaps. Through our Kitchen Table Discussions and Yarning Circles, our councils have supported us in hearing the voice of health consumers and carers who may not have the opportunity to contribute to health care policy, decision-making and design.

To our retiring members, we thank you for your contribution

Kitchen Table Discussions are a consumer engagement tool that allows us to hear community views on varied health topics. Since late 2022, we have held a total of 12 Kitchen Table Discussions with just over 130 community participants. The four topics covered include include after-hours, population health, workforce, and early intervention. Through these discussions, we reached diverse groups of people, including hard-toreach and disadvantaged populations. These discussions enable: • Community members to lead the consultation (not consultants or staff). • Access to a broad and diverse cross-section of community. • Community voices to be heard. • Increased consumer knowledge and awareness about the services, and generally supports health literacy.

130

Kitchen Table Discussions

community participants

Our Organisation

Annual Report 2022 - 2023

Our Organisation

• Angle Vale

Our region covers all the Adelaide metropolitan region, from Sellick’s Hill in the south to Angle Vale in the north, beaches to the west and to the foothills in the east. We’re home to over 1.2 million people, most of the South Australian population.

• Modbury

• Grange • Adelaide

• Blackwood

• Hallett Cove

• Willunga

• Sellicks Beach

71% of the total South Australian population live in our region

1.9% identify as Aboriginal and/or Torres Strait Islander people

Annual Report 2022 - 2023

Our Organisation

Our reconciliation journey key achievements

Aboriginal Community Advisory Council member sharing the story of ‘Coming of the Light’, a significant cultural event for Torres Strait Islander people, during NAIDOC week with staff

Continued to engage in structured cultural learning programs with staff

Supported the establishment of Australia’s first Aboriginal Health Internship Program

Our commitment to reconciliation grew across the 2022-23 period as we ensured the voices of Aboriginal and/or Torres Strait Islander people were heard and considered in our decisions and actions. Explore some of our key achievements below.

Hosting a health information stall at “Rec in the West”; a Reconciliation Week event held at Tauondi College

Increased number of formal and informal partnerships with Aboriginal and/or Torres Strait Islander organisations

Delivery of cultural awareness, and trauma informed grief and loss education for primary care providers supporting our Aboriginal and/or Torres Strait Islander communities

Sponsored the SA National Reconciliation Week Breakfast

Increased the number of commercial relationships with Aboriginal and/or Torres Strait Islander businesses

Attended a Kaurna Language Workshop, allowing staff to confidently learn the Acknowledgement of Country in Language

Annual Report 2022 - 2023

Our Organisation

This year, Adelaide PHN has been working on the development of our second Innovate Reconciliation Action Plan (RAP), with colleagues from across the organisation together with our Aboriginal Advisory Council to identify initiatives that will create real change in how we work towards improved health and wellbeing outcomes for Aboriginal and/or Torres Strait Islander people. During the year, Adelaide PHN has improved engagement with Aboriginal and/or Torres Strait Islander organisations, with a greater emphasis on getting out and visiting them to better understand how we can improve the health outcomes of the community. We continue to create opportunities for staff to learn about Aboriginal and/or Torres Strait Islander cultures; the organisation is helping to foster an understanding that Aboriginal and/or Torres Strait Islander health is everybody’s business. Our next priority is exploring how Adelaide PHN can increase employment opportunities of Aboriginal and/or Torres Strait Islander people.

We continue to create opportunities for staff to learn about Aboriginal and/or Torres Strait Islander cultures

By taking these actions and improving cultural understanding across Adelaide PHN, we believe we will be better positioned to influence sustainable change that will incorporate the knowledge, traditions, customs, and values of Aboriginal and/or Torres Strait Islander people and their cultures. With improved understanding, we will be able to provide efficient and effective support to our key health services delivery partners to improve the health of Aboriginal and/or Torres Strait Islander people living in our community. We continue to learn from our experiences and these learnings will be incorporated into our second Innovate RAP, which will maintain a focus on the key elements of partnerships, employment, and procurement.

Annual Report 2022 - 2023

Our Organisation

Showcasing our internal achievements

Stepping 4ward

Harmony Week

Adelaide PHN’s Stepping 4ward program was established in late 2021 to support a more engaged and inclusive workplace.

Harmony Week recognises our diversity and brings together people from different backgrounds. It celebrates inclusiveness, respect, and a sense of belonging for everyone.

Facilitated by Appellon and based on their unique methodology, our Stepping 4ward program includes four agreed signature behaviours to support cultural transformation across the organisation • Work, achieve and celebrate together. • We use our people and resources wisely. • We are consistently transparent and timely. • Do what we say we will do. These behaviours are integrated into our ways of working, leadership and performance goals. Our Stepping 4ward Program allows us to embed a culture of collective achievement so that our people understand how their work contributes to the organisation’s outcomes. Evidence tells us that focusing objectively on the collective is vital in building employee self-worth and reducing stress and anxiety levels.

Adelaide PHN celebrated Harmony Week by hosting a food festival on 23 March 2023. Staff brought in a plate of food to share and celebrate the various cultures that they represent. From curries and sel roti (a traditional Nepalese sweet fried dough) to the Aussie fairy bread and dumplings, we had an assortment of food to sample. Staff were also provided insight into Chinese calligraphy and had an opportunity to listen to a playlist of songs from different languages. We are proud of our multicultural workforce and value diversity in culture, ethnicity, race, sex, gender identity or expression, sexual orientation, age, disability status, neurodiversity or any other aspect which makes our people unique. We believe that our people’s differences are what makes us great.

Annual Report 2022 - 2023

Our Organisation

Harmony Week recognises our diversity and brings together people from different backgrounds

Annual Report 2022 - 2023

Our Organisation

Closing the Gap Day Closing the Gap Day, one of South Australia's largest events dedicated to improving the lives of Aboriginal and/or Torres Strait Islander peoples, was held on 16 March 2023. The event was presented by Sonder and Nunkuwarrin Yunti. Adelaide PHN has been a proud CTG partner since 2017 and was a Gold Sponsor this year. The event, held at the Adelaide Showground’s Jubilee Pavilion provided an opportunity for the community to come together, celebrate and yarn with the different health services. Up to 3,000 people walked through the front doors, enjoying live performances, activities, and giveaways whilst learning about services that are available for them and their families. Uncle Moogy welcomed attendees to Kaurna Country with Isaac Hannam on digeridoo. Performances by Aboriginal and/or Torres Strait Islander musicians, Katie Aspel, the Nancy Bates Trio, Nathan May and Eddie Peters created a lively atmosphere while people browsed the First Nations’ Marketplace.

One of South Australia's largest events dedicated to improving the lives of Aboriginal and/or Torres Strait Islander peoples

Annual Report 2022 - 2023

Our Organisation

The Hon Kyam Maher, Minister for Aboriginal Affairs, Attorney General, and Minister for Industrial Relations and Public Sector at the Government of South Australia eloquently spoke to attendees at the event. In addition, Nat Cook, MP and Dale Agius, South Australia’s Commissioner for First Nations Voice, were in attendance. Sarah Murray, our Deputy CEO, spoke about the significance of the 715 health checks and the role Adelaide PHN plays in promoting health equity for Aboriginal and/or Torres Strait Islander peoples. Exhibitors were positioned within zones in an expo-style arrangement to support attendees in identifying organisations that may assist with specific needs. The zones included employment, aged care, disability, health care, general interest, youth, homelessness, and sports, as well as a designated First Nations’ Marketplace zone where Aboriginal and/or Torres Strait Islander artists showcased creative services.

Annual Report 2022 - 2023

Our Organisation

IDAHOBIT Day 17 May 2023 marked IDAHOBIT (International Day Against Homophobia, Biphobia and Transphobia), the day against LGBTIQA+ (lesbian, gay, bisexual, transgender, intersex, queer/questioning, asexual) discrimination. IDAHOBIT has two main purposes. It provides an opportunity to celebrate the pride and allyship of the people who have worked to build equality around the world. It also aims to raise awareness of the discrimination LGBTIQA+ people still face today. To mark the day, Adelaide PHN hosted an IDAHOBIT morning tea, where our Rainbow Working Group members spoke about the day’s importance and shared personal stories with our staff.

We are committed to being part of the journey to making the world a safe and accepting place

We also displayed the Progress Flag, and staff had an opportunity to donate funds to Trans Femme SA - a community-led social group aimed at those who identify as feminine but were not assigned female at birth. At Adelaide PHN, we celebrate diversity and are dedicated to creating an inclusive environment for everyone. We are committed to being part of the journey to making the world a safe and accepting place.

Annual Report 2022 - 2023

Our Organisation

National Reconciliation Week Adelaide PHN celebrated National Reconciliation Week on 1 June 2023 by inviting Darcy Godden, CEO of Kura Yerlo Inc, to share his journey. Staff had the opportunity to listen to Darcy and the vital work that Kura Yerlo do for the Aboriginal and/or Torres Strait Islander community. Kura Yerlo is a leading not-for-profit Aboriginalowned and controlled community organisation. The organisation runs an early learning centre and community groups offering a range of programs to the Aboriginal and/or Torres Strait Community that are age, gender and culturally appropriate. We also tasted a fantastic spread of Aboriginalinspired food from Indigenu Catering (Willara Cultural Services), created by integrating bush tucker with classic and contemporary recipes.

Annual Report 2022 - 2023

Our Organisation

2022 Primary Health Care Award recipients

Adelaide PHN held its Annual Primary Health Care Awards Dinner at the Convention Centre on Saturday 22 October 2022. The night celebrated the achievements of our commissioned service providers and recognised their impactful work supporting community across our priority areas. The 2022 Primary Health Care Award recipients were each awarded professional development sponsorships to support continued service enhancement. Our 2022 award recipients are outlined on the following page.

Annual Report 2022 - 2023

Our Organisation

Primary Mental Health Care Outstanding Achievement Award Sonder, Brief Intervention Clinic Recognition Award AnglicareSA, The Way Back Suicide Prevention Support Service

Primary Alcohol and other Drug Treatment Services Outstanding Achievement Award OARS, The Counselling Health and Substance Management Program Recognition Award Mission Australia, Partners Toward Wellbeing

Digital Health and General Practice Outstanding Achievement Award Simple Healthcare Solutions, Good Health Good Life Project - Care Connections Recognition Award Thrive Family Practice, The Metabolic Support Program

Workforce Support Outstanding Achievement Award Darlington Medical Centre, Maintaining better patient outcomes through successful work culture Recognition Award Arkaba Medical Centre, Fostering an incredible workplace culture

Aboriginal Health Outstanding Achievement Award The ACT Centre, The Aboriginal Suicide Prevention Service

Population Health/ COVID-19 Response

Recognition Award Northern Medical Centre, The 715 Health Check Day Initiative

Outstanding Achievement Award Australian Refugee Association, Screening Saves Lives

Aged Care

Recognition Award Survivors of Torture and Trauma Assistance and Rehabilitation Service (STTARS) and Australian Refugee Association (ARA), Adelaide Refugee and New Arrivals Program

Outstanding Achievement Award Zara Freeman, Helping Hand Ingle Farm Recognition Award Mawson Lakes Healthcare, Aged Care Frailty Prevention Program

Our Strategic Achievements

Annual Report 2022 - 2023

Our Strategic Achievements

Strategic Plan 2023 - 2026 Our focus areas

Shaping the health system to deliver better outcomes for vulnerable people, and a healthier Adelaide

Health equity

Partnerships

Increasingly demonstrate the inclusion of vulnerable people in our governance and engagement and co-design processes.

Build local service capacity, capability and resilience through place-based partnerships with relevant stakeholders.

Increase access, whilst improving the experience of vulnerable people in primary health care services by developing local pathways that lead to improved primary care engagement and keep people out of hospitals.

Collaborate nationally to strengthen primary health care and the PHN program.

Commissioned activities are monitored, evaluated, and reported on through a health equity lens.

Measure provider performance against the quintuple aim.

Co-creating solutions

Through our alliances, use practice and provider data to improve people’s access and experience of the health system through improved secure data sharing to better understand and address local health needs.

Address service gaps by working with our partners, people with lived experience and our community councils to plan, co-design and commission services that address the needs of the local community.

Data insights and stories

Collaborate with researchers, universities and other partners to improve understanding of local population health data which informs the design, delivery and evaluation of primary health care services.

Annual Report 2022 - 2023

Our Strategic Achievements

Health equity Prioritise better support for those who need it most

Our key strategies Increasingly demonstrate the inclusion of vulnerable people in our governance, engagement, and co-design processes.

Commissioned activities are monitored, evaluated, and reported on through a health equity lens.

Annual Report 2022 - 2023

Our Strategic Achievements

Queer Quest Providing a safe space for vulnerable youth experiencing heightened levels of discrimination and mental health adversities

Research indicates the urgency of supporting the lesbian, gay, bisexual, intersex, queer, and asexual (LGBTIQA+) communities, with a notable proportion aged between 14 to 21 confronting alarming rates of mental health challenges, encompassing emotional distress, anxiety, depression diagnoses, suicidal ideation, suicide attempts, and self-harm. Statistics indicate that LGBTIQA+ young people aged 16 to 27 face a fivefold higher risk of suicide attempts compared to their peers. Disturbingly, transgender individuals aged 14 to 25 are 15 times more likely to attempt suicide compared to the general population. Queer Quest, delivered by Centacare's headspace Port Adelaide site, stands as an inclusive and ongoing haven for young individuals aged 12 to 17 who identify as lesbian, gay, bisexual, transgender, intersex, queer, asexual, sistergirl and brotherboy (LGBTIQA+SB) or allies of this community. This group provides a crucial platform for fostering social connections and resilience. Every fortnight, participants engage in a diverse range of group activities, while on alternate weeks, they embark on a collaborative Dungeons and Dragons (D&D) journey, co-facilitated by Adelaide Queer Gamers. Acknowledged for its outstanding impact, Queer Quest was awarded a 2023 Health Equity Award by Adelaide PHN. This recognises the group’s success in creating a safe space for vulnerable youth experiencing heightened levels of discrimination and mental health adversities.

Annual Report 2022 - 2023

Our Strategic Achievements

14 sessions have occurred in 2023, welcoming 31 unique individuals and hosting 137 instances of service

During the initial months of 2023, a significant proportion of headspace Port Adelaide’s service users (38.22%) identified as part of the LGBTIQA+SB community, further emphasising the community’s necessity for support and acceptance. Feedback from young people and community says that young people are searching for social connections and need the opportunity to do this in safe and supported spaces. Queer Quest delivers the evidence-based benefits of social support groups to meet these needs in our community. The program is open to young people aged 12–17 who identify as LGBTIQA+SB or as allies of this community. The demand for a safe social outlet has garnered consistent feedback from both young people and the community. Queer Quest’s transformative influence is evidenced by the group’s impressive reach: 14 sessions have occurred in 2023, welcoming 31 unique individuals and hosting 137 instances of service. A pivotal facet of its success lies in the impact it has on wellbeing and social isolation. The voices of these young individuals echo the transformation brought about by Queer Quest: • “I have made friends here and its given me something to look forward to every week, and a reason to get out of the house. It has helped my mental health so much being here for almost a year now.” • “It has helped me feel accepted.” • “They helped me realise I’m not alone.”

Families and friends of group members report significant improvements in the wellbeing and social isolation of their young people: “This safe space enables young people to socialise with peers who share their identities, a vital component of combating feelings of isolation.” “It’s a unique opportunity for those grappling with their identity to connect with kindred spirits.” “Seeing my young person flourish and engage enthusiastically with the group has opened up discussions about identity. I am confident in headspace Port Adelaide’s ability to provide a competent and secure space.” “For my young person, Queer Quest is a beacon of joy amidst anxiety, depression, and school-related challenges.”

Annual Report 2022 - 2023

Our Strategic Achievements

Care Finder Supporting vulnerable people to access aged care services and other supports in the community

The Care Finder Program was announced in the 2021-22 Budget as part of the Connecting Senior Australians to Aged Care Services measure. The program forms a significant part of the aged care reform in response to the recommendations of the Royal Commission into Aged Care Quality and Safety, in that aged care requires greater face-to-face support to help people navigate and access aged care services. The aged care system is difficult for older people and their families to understand and navigate. To identify the local needs, Adelaide PHN undertook a supplementary Needs Assessment in relation to care finder support. We found that people currently accessing aged care services have found it to be time-consuming, overwhelming, frightening and intimidating.

Annual Report 2022 - 2023

Our Strategic Achievements

We approached the market for care finders in late 2022 and were soon successful in commissioning 11 providers to the program in early 2023. Care finders are based across the Adelaide region and offer intensive support for vulnerable older people in accessing My Aged Care and other supports in the community. Older people who require the support of a care finder may be experiencing: • Isolation or no support person (e.g. carer, family, or representative) who are comfortable to act on their behalf and/or who is willing and able to support them to access aged care services via My Aged Care. • Communication barriers, including limited literacy skills. • Difficulty processing information to make decisions. • Resistance to engage with aged care for any reason and their safety is at immediate risk or they may end up in a crisis within the next year (approximately). • Hesitancy to engage with aged care, institutions or government based on past experience. Care finder organisations across the state are working together within a Community of Practice (CoP) to strengthen the program and referral pathways. The CoP is a collaboration between Adelaide PHN and Country SA PHN and aimed at continuously improving intermediaries and sharing resources, experiences and lessons learnt in relation to referral pathways. The members of the CoP identify opportunities to enhance integration between the health, aged care, and other systems, and participate in co-design activities to raise service awareness and developing a common online platform to govern and support the CoP.

De-identified story “Mary is an 82-year-old who was widowed five years ago. Although Mary has three children, they live interstate and are unable to offer any support. Recently, her health deteriorated, and her GP diagnosed early stages of dementia. Her GP recommended Mary to seek further help with her day-to-day needs through registering with My Aged Care, but she has no idea how to do this and no-one to assist her. Mary’s GP referred her to a care finder who contacted her and arranged to visit and support her to register with My Aged Care. After registering with My Aged Care, the care finder supported Mary to complete the application for assessment. The care finder also attended the assessment with her. Following the assessment, the care finder helped Mary in finding aged care service providers that could meet her care needs. Additionally, they connected Mary with the National Dementia Helpline, which suggested that Mary join several support groups for people living with dementia. Services were then initiated and the care finder conducted a visit to ensure that Mary was satisfied with the care and support she was receiving to continue living independently for as long as possible.”

Annual Report 2022 - 2023

Our Strategic Achievements

The Community of Practice is a collaboration between Adelaide PHN and Country SA PHN and brings together care finders from across the state

Annual Report 2022 - 2023

Our Strategic Achievements

Partnerships Connect the health system to deliver better care

Our key strategies Build local service capacity, capability, and resilience through place-based partnerships with relevant stakeholders.

Collaborate nationally to strengthen primary health care and the PHN program.

Annual Report 2022 - 2023

Our Strategic Achievements

Caring Futures Institute Flinders University Tackling equitable aged care support through continued partnerships

We continue to support the health of ageing Australians via the formalisation of the 2022-25 Caring Futures Institute Partnership with Flinders University.

Furthermore, research projects of industry priorities identified from clinical working groups have been codesigned entitled:

Established in May 2022, the partnership supported the appointment of Stacey George as Professor in Healthy Ageing, Support and Care, with the strategic aim of improving Adelaide PHN’s aged care programs to facilitate and establish person centred care.

1. Evaluation of approaches to reducing restrictive practices in RACFs, funding from Aged Care Research and Industry Innovation Australia (ARIIA).

The strategic core partnership goals include: 1. Explore research capacity and capabilities. 2. Support joint research endeavours that respond to research needs. 3. Strengthen research collaborations internally and externally and support recruitment of higher degree students and research fellowships. Evaluation methods of initiatives in aged care, namely the Early Ageing and Telehealth in Residential Aged Care Facilities (RACF), have been co-designed with clinical and primary care teams. These have included design considerations of industry priorities, gaps in knowledge, routinely collected data (such as Patient Reported Measures and general practice data).

2. Sleep interventions for people with dementia, funding from Dementia Australia Research Foundation and Aged Care Research. 3. Home modifications for ageing well for vulnerable populations: social return on investment, funding from the Office of Ageing Well. Mixed methods approaches are being utilised to evaluate the initiatives related to quantitative outcomes (such as number of telehealth consults or chronic disease management plans); experiences of older people, their families (quality of life measures and interviews), RACF staff, GPs and allied health; and contextual factors and processes that influence uptake of initiatives into routine care. Ethics approval has been gained for all projects with data collection occurring, and analysis and write up in June 2024. The results of these projects will provide useful insights into approaches to maximise the uptake and positive outcomes for future commissioning in aged care.

Annual Report 2022 - 2023

Our Strategic Achievements

Results of these projects will provide useful insights to maximise the uptake and positive outcomes for future commissioning in aged care

Lunchbox Research Capacity Building Sessions for Adelaide PHN staff have occurred monthly in 2023, with topics including disseminating work through conference presentations, and methods such as economic analysis. These have been well attended with a successful submission of an abstract to the National PHN Commissioning Showcase and the Asia Pacific Conference on Integrated Care in November. Feedback has been gained to inform a program of education in 2024. Additionally, research industry grant funding of $584,000 has been obtained and a collaborative grant application exploring a Social Prescribing Approach to Healthy Ageing has also been developed with co-investment from the Northern Community Health and Research Foundation to the value of $265,000. The partnership has also seen two co-funded PhD scholarships to investigate the Needs Assessment at the local level of vulnerable older people, and integration of mental health services in Adelaide PHN, and appointment of a research fellow to support the Healthy Ageing, Support and Care Program of work has occurred. We look forward to reviewing the learnings/outcomes of this work to inform the focus and design of larger scale projects, exploring the implementation of models of care to empower older people residing in our region to live well.

Annual Report 2022 - 2023

Our Strategic Achievements

Aboriginal Internship Program Strengthening cultural appropriateness in health care

Adelaide PHN demonstrates workforce planning and filling capability gaps at a local level by co-funding Australia’s first Aboriginal Internship Program with the Northern Adelaide Local Health Network (NALHN). For the first time in Australia, five first-year doctors are undergoing dedicated accredited Aboriginal health internship placements to gain a strong understanding of Aboriginal health and encourage future careers in this specialised area. NALHN has the largest population of Aboriginal and/or Torres Strait Islander people of all Adelaide metropolitan catchment areas, many of whom travel from rural and remote communities with complex, chronic health conditions, and are patients of the NALHN health services.

NALHN Aboriginal population 2021

10,409 | 2.5%

2016

8,054 | 2.1%

Increase +2,355 CALHN Aboriginal population 2021

5,426 | 1.2%

2016

4,975 | 1.1%

Increase +451 SALHN Aboriginal population

NALHN has the largest population of Aboriginal and/or Torres Strait Islander people of all Adelaide metropolitan catchment areas

2021

5,392 | 1.4%

2016

4,218 | 1.2%

Increase +1,174

CALHN: Central Adelaide Local Health Network SALHN: Southern Adelaide Local Health Network

Our Strategic Achievements

Annual Report 2022 - 2023

There is significant shortage of doctors in primary health care in northern metropolitan Adelaide

The expectation is that this program would not only attract medical officers to the region, but also increase retention rates of medical officers in Aboriginal and/or Torres Strait Islander health. Adelaide PHN’s Needs Assessment has further identified the following as priority areas: • Accessibility to and appropriateness of primary health care services for Aboriginal and/or Torres Strait Islander people.

GP per 1,000 Residents (2021)

• Primary health care providers are supported to improve their cultural competency and clinical skills to safely support the region’s diverse population.

Local Government Area 1.0

1.1

• Playford • Port Adelaide Enfield • Salisbury • Tea Tree Gully

1.0

0.8

1.0

LGA

NALHN

1.2

APHN

LGA: Local Government Area. APHN: Adelaide PHN

Adelaide PHN and NALHN jointly funded the $120,000 program in early 2023 and co-designed a Medical Education Program to facilitate five intern medical officers throughout the 2023-24 calendar year as part of their post graduate (year one and two) training at the NALHN. This Australian-first initiative aims to provide medical interns with in-depth knowledge on culturally appropriate health care, connection to country and a greater understanding of the barriers to health care for Aboriginal and/or Torres Strait Islander people. The early introduction of vital skills that doctors require to provide culturally comprehensive and safe care is expected to greatly improve their ability to integrate these skills into their clinical practice.

Annual Report 2022 - 2023

Our Strategic Achievements

Furthermore, the medical interns work alongside a qualified Aboriginal health practitioner and are mentored by Aboriginal staff members (known as cultural buddies). Watto Purrunna operates four multi-disciplinary primary health care clinic sites, where the internship/ rotations are offered: • Maringga Turtpandi (Hillcrest) – “reaching out in the East”. • Muna Paiendi (Elizabeth Vale) – “to first seek knowledge/understanding”. • Wonggangga Turtpandi (Port Adelaide) – “reaching out in the West”.

The first cohort of interns started their placements at Watto Purrunna Aboriginal Health in January 2023 and so far, their experience has been positive. Early results are promising, with significant increases in various indicators as captured by the pre- and postinternship cultural awareness surveys shown below. This internship model may further be emulated for other priority populations (e.g. LGBTQIA+ communities, refugee and newly arrived communities) to provide early career practitioners with an insight into their role and contributions to overcoming common cultural barriers for diverse populations.

• Kanggawodli (Dudley Park) – “caring house”.

Competency

Pre-placement

Post-placement

% Increase

Confidence in identifying factors contributing to poorer health outcomes for Aboriginal and/or Torres Strait Islander peoples?

3.0

4.5

33%

Understanding how a patient’s cultural identity can impact their health care needs?

3.0

4.5

33%

Understanding an Intern Medical Officer’s role in contributing to reconciliation?

2.2

4.0

45%

Awareness about role of past and current health services in social practices related to Aboriginal people (e.g. the Stolen Generation)?

2.4

4.5

47%

Recognising the impact of history on Aboriginal health?

3.0

4.5

33%

Familiarity with the National KPIs used to measure and improve health outcomes for Aboriginal clients?

1.8

3.5

49%

Confidence in ability to communicate safely with consumers of Aboriginal and/or Torres Strait Islander backgrounds?

2.4

4.5

47%

Likeliness to pursue career in Aboriginal health

1.6

3.0

47%

Likeliness to practice Medicine in the NALHN region

3.5

Annual Report 2022 - 2023

Our Strategic Achievements

Co-creating solutions Encourage new thinking and more local approaches to care

Our key strategies Address service gaps by working with our partners, people with lived experience and our advisory councils to plan, co-design and commission services that address the needs of the local community.

Annual Report 2022 - 2023

Our Strategic Achievements

GP Integration Units Supporting collaboration between local hospital and health services across the region

Adelaide PHN demonstrates collaborative arrangements between local hospital and health services via the establishment and continued partnership of three GP Integration Units. The GP Integration Units are a partnership between Adelaide PHN and each of the three Adelaide metropolitan Local Health Networks (LHN) – Central Adelaide LHN (CALHN), Northern Adelaide LHN (NALHN) and Southern Adelaide LHN (SALHN). GP Integration Units (formally GP Liaison Units - GPLU) were established in NALHN in 2018, and SALHN and CALHN in 2019 to enhance partnerships between the LHNs and general practices. The success of the units has led to a further three-year agreement, signed by all partners until June 2025. Since their inception, the GP Integration Units (GPIUs) have worked towards identifying and developing sustainable clinical collaborations, professional partnerships, service improvements and administrative efficiencies, with the aim to improve patient care between general practice and hospitals in metropolitan Adelaide.

An integrated approach towards health care is seen as the best solution to the challenges of ageing populations, a growing prevalence of chronic illnesses, higher expectations for quality care and rising costs within limited health budgets. Identified activities will work to improve patient outcomes through a strengthened acute-primary care interface in the CALHN, SALHN and NALHN regions. The GPIU within each LHN will support this activity. As the units are in their fifth year of operation and the relationships with each LHN has grown and developed, it seemed timely to undertake joint planning to determine the various activities the units would undertake in the coming years. External facilitated sessions were undertaken with LHN clinicians, the GPIU team and Adelaide PHN staff in each LHN to understand the systemic issues at the primary careLHN interface.

Annual Report 2022 - 2023

Our Strategic Achievements

Activities have been aligned to Adelaide PHN’s Integrated Care Framework dimension of integration: Professional integration activities • Provide education and networking opportunities that bring GPs and hospital consultants together to increase their knowledge. • Work collaboratively with GPs to facilitate better GP understanding and improved experience when engaging with LHN services and clinicians.

Service integration activities • Collaborate with hospital consultants and GPs to understand and resolve systemic primary care-LHN interface issues.

Administration integration activities • Improve referral quality through use of HealthPathways, feedback to general practices, and updating of referral guidelines. • Implement a quality improvement approach to identify failure points and increase timely discharge summary completion.

Clinical integration activities • Explore IT solutions to improve collaboration and information sharing between LHN services and general practice.

An integrated approach towards health care is seen as the best solution to the challenges

Annual Report 2022 - 2023

Our Strategic Achievements

Safe Haven Providing mental health services for people in the northern regions of Adelaide Many people experiencing psychological distress or suicide ideation often present to Emergency Departments (ED) as there are minimal after-hours supports available. Through our Needs Assessment, we identified a need for a mental health service that was available in the after-hours period and offered a non-clinical response for people experiencing distress, crisis, loneliness, personal difficulties, or simply seeking a social connection. As a result, we approached the market and commissioned South Australia’s first Safe Haven site in Salisbury, in the north of Adelaide. Safe Haven is modelled on a successful service operating in the United Kingdom since 2014, which has reduced social isolation for vulnerable people and helped them maintain their mental health. The drop-in service opened its doors in November 2022 to provide peer-driven support to the community in a specially designed non-clinical setting. There is no referral or booking required to access the service. Guests who need further support are connected to additional mental health services to ensure their needs are met and appropriate care pathways are provided, helping to avoid unnecessary ED presentations.

Annual Report 2022 - 2023

Our Strategic Achievements

Since its launch in late 2022, Safe Haven has provided support through more than 1,000 presentations to people across a range of ages and genders:

Guests report significant increases in wellbeing after spending time in Safe Haven, specifically:

Aged under 30 years

18%

Aged 40 to 60 years

36%

95% of guests report a positive experience saying they feel heard, respected, and valued, and that spending time in Safe Haven contributes to their overall wellbeing.

Identify as gender diverse

The service has seen a dramatic increase in the number of guests with fourth quarter of the 2022-23 financial year exceeding program targets by 754%. As community awareness increases, a diverse range of people, including those who identify as Aboriginal and/or Torres Strait Islander, culturally and linguistically diverse groups, LGBTIQA+ communities, and people experiencing homelessness or at risk of homelessness, are coming to the service each night. The provision of recovery-oriented services outside of Safe Haven operating hours has been facilitated through partnerships with other non-government organisations, LHN's and community groups. The Safe Haven Café model is being evaluated by the Australian National University (ANU) to increase the sector understanding of the service, so it is embedded within communities as a viable and effective alternative support for those experiencing mental health distress.

72% of guests reported their sense of wellbeing had improved after attending Safe Haven.

83% of guests felt comfortable engaging with the service.

81% of guests rated the service a 5 out of 5 for trust and confidence.

80% of guests felt included in decisions regarding their support.

55% of guests were looking for social connection.

14% of guests were looking for peer support.

Annual Report 2022 - 2023

Our Strategic Achievements

The ACT Centre Providing accessible psychological supports to Aboriginal and/or Torres Strait Islander peoples

We continue to commission the ACT Centre to provide dedicated mental health treatment and assessment services to Aboriginal and/or Torres Strait Islander peoples due to an ongoing need for culturally safe psychological services in our region. The centre has qualified psychologists, experienced in working with Aboriginal children, adolescents, and adults in mental health, trauma, and relationships. The centre provides a range of sensitive and safe therapies for Aboriginal and/or Torres Strait Islander peoples through an evidence-based approach. Through a partnership with Uniting Communities, Aboriginal Community Connect was established to provide alcohol and other drug treatment services for Aboriginal people and their families, alongside case management, residential rehabilitation, and social/ emotional wellbeing support. This partnership has allowed for a holistic service approach and improved access to psychological services in our region.

Additionally, the ACT Centre delivers the Suicide Prevention Service to those experiencing a suicidal crisis or have attempted suicide. The centre is also involved in: • Psychological therapies for individuals, groups, and families. • Mindfulness and relapse prevention groups. • Mental Health Treatment and Assessment Service. The Mental Health and Assessment Service, and Suicide Prevention Service, has supported 285 consumers with psychological therapies and suicide intervention. They had 1,263 service contacts, 200 episodes of care, and 453 episodes of K5 (a tool used for measuring a person’s psychological distress). The ACT Centre is committed to making meaningful contributions towards Aboriginal and/or Torres Strait Islander social and emotional wellbeing and we look forward to continuing our work with them in the 2023-24 financial year.

Annual Report 2022 - 2023

Our Strategic Achievements

The Mental Health and Assessment Service, and Suicide Prevention Service, has supported 285 consumers with psychological therapies and suicide intervention

200 episodes of care

453 episodes of K5

285

1,263

consumers supported

service contacts

Annual Report 2022 - 2023

Our Strategic Achievements

Data insights and stories Track and share our impact

Our key strategies Measure provider performance against the Quintuple Aim.

Annual Report 2022 - 2023

Our Strategic Achievements

Alcohol and Other Drugs Dashboard Improving access and quality of service provision using our standardised data reporting system

When completing its annual health Needs Assessment, Adelaide PHN utilises various data sources (e.g. National Drug Strategy Household Survey, Australian Institute of Health and Wellfare (AIHW) Alcohol and Other Drug (AOD) Annual Treatment Services Data, and Burden of Disease) to identify areas and population groups with the greatest need in accessing appropriate AOD treatment services. However, Adelaide PHN also recognises that until recently a key missing piece of the data puzzle is to better understand what our own data is telling us, and how we can better use it to more appropriately target services in response to greatest need. In its AOD funded programs, Adelaide PHN uses a standardised data reporting system to measure client and provider outcomes. Data on client demographics and service activities are reported quarterly and uploaded onto the Adelaide PHN AOD Data Dashboard (the Dashboard). The Dashboard was launched in late 2022-23 and each funded provider has access to their own de-identified data.

Annual Report 2022 - 2023

Our Strategic Achievements

During 2021-23, Adelaide PHN developed, implemented, and refined (considering user feedback and internal monitoring processes) a standardised alcohol and other drugs (AOD) Data Reporting system which is based on the Australian Institute of Health and Wellness (AIHW) AOD Treatment Services National Minimum Data Set (AODTS NMDS).

Adelaide PHN conducted individual tailored information sessions with each AOD provider on using and understanding the Dashboard data

In addition to reporting on the number of episodes of care (closed and open), Adelaide PHN’s minimum data set also provides valuable data on: • Client demographics including age, gender, sex at birth, sexual orientation, date of birth, postcode and suburb of residence and Aboriginal and/or Torres Strait Islander status. • Service and program activity including the number of service contacts by treatment type, number of episodes of care (e.g. new, open, and closed), the type of screening tool/s used, and the number of episodes by principal drug of concern. • Client outcome measures (e.g. using the Australian Treatment Outcomes Profile (ATOP) and the Alcohol and Drug Outcome Measure (ADOM)) to measure outcomes (i.e., reduced AOD use, improved physical and psychological health and improved quality of life) against episodes of care and to monitor the effectiveness of programs funded by Adelaide PHN. • K10 and K5 measures (used in primary and specialist mental health care to measure non-specific psychological or psychiatric distress and identify people who require further assessment for anxiety and depression) are also included in the minimum data set should providers wish to report against them to demonstrate further outcomes.

Adelaide PHN’s AOD Dashboard allows funded AOD services to view their individual de-identified data over time. As part of the Dashboard implementation process, Adelaide PHN conducted individual tailored information sessions with each AOD provider on using and understanding the Dashboard data. Service providers are encouraged to share information as part of staff meetings / case conferences and to use the information to continually enhance their data collection and reporting processes. Adelaide PHN will continue to monitor the data on the Dashboard and work with providers to ensure that clients are able to access services in a timely and appropriate manner, and client needs are being adequately addressed.

Annual Report 2022 - 2023

Our Strategic Achievements

Adelaide PHN will also use the Dashboard to inform its health Needs Assessment and the commissioning of targeted and relevant services. Data within the 2022-23 financial year indicates the following:

1,624

2,624

Total clients were seen by Adelaide PHN-funded services.

Total episodes of care provided with more than half (53.4%) involving counselling as the main treatment type.

12,413

Total of service contacts and more than half (57.7%) of these were counselling, followed by support and case management (25%).

Principal substances of concern that people presented to treatment services for were methamphetamine, alcohol and cannabis respectively.

Examples of feedback received from providers: “The new AOD Dashboard provides exceptionally valuable insights. Information that would previously require several days’ worth of data manipulation within our internal reporting systems is accessible at our fingertips. This efficiency allows us to dedicate significantly more resources in being increasingly agile, innovative, and responsive to these insights.” “We are using the Dashboard to enhance data collection activities within the team. The use of the Dashboard has resulted in the review and redesign of some processes to enable a better representation of clients’ experience and progress when engaging with our service.” “The AOD Dashboard enables us to compare client demographics and treatment outcomes and is a vital tool for continual quality improvement and enhanced service provision.”

Annual Report 2022 - 2023

Our Strategic Achievements

People Reported Measures Improving people’s access and experience of the health system through improved secure data sharing

Adelaide PHN measures provider performance against the Quintuple Aim and uses general practice and commissioned service provider data to improve people’s access and experience of the health system. One component of this is the collection of People Reported Measures (PRMs). PRMs include both experience and outcome measures. PRMs provide information about an individual’s experience whilst accessing an Adelaide PHN commissioned service and an understanding of what difference the service has made to their health and care needs. Adelaide PHN requires all commissioned service providers (CSPs) to measure people’s experience as a contract deliverable via Adelaide PHN’s People’s Experience Survey (the Survey) (or equivalent). The Survey supports our CSPs to understand the experience of people accessing their services and address how they can improve the experience, leading to better outcomes and improved staff wellbeing. The Quintuple Aim is a recognised health care improvement concept that is focused on five key areas that are required to achieve a sustainable health care system. It takes an improvement approach addressing these areas (see diagram on following page).

Annual Report 2022 - 2023

Our Strategic Achievements

The Quintuple Aim National Library of Medicine

1. Improved Patient Experience 2. Better Outcomes 3. Lower Costs

Triple Aim 2007

Better Health 4. Clinical Wellbeing

5. Health Equity Improved Economy

Quadruple Aim 2014

Designing the Adelaide PHN PRM During the 12-month review, engagement with external and internal stakeholders occurred. Activities included: • Engaging with Adelaide PHN Contracts and Capacity Building Coordinators and other internal staff on the draft PRM and supporting processes.

Quintuple Aim 2021

Goal

The survey questions were aligned to domains that are integral to delivering person-centred care. The domains include:

Providing a welcoming environment

• Engaging with other PHNs to share ideas and experiences.

Ensuring safety and valuing individuality

• Meeting with the Commission on Excellence and Innovation in Health (CEIH) who lead the statewide refresh of PRMs for state-based services.

Showing respect

• Surveying a group of CSPs to gather their thoughts on the Adelaide PRM survey and process.

Supporting active participation and involvement

• Inviting Community Advisory Council members to review draft PRM survey and undertake user acceptance testing.

Providing access and information

• Testing of the final PRM survey with Adelaide PHN integrated care commissioned services.

Providing continuity of care

Annual Report 2022 - 2023

Our Strategic Achievements

Adelaide PHN has implemented internal quality improvement mechanisms via a six-monthly review of the Survey and supporting processes. These reviews consider any feedback received on the Survey and the processes and identify improvements that support increased access to the PRM, such as the translation

Of the 1,034 responses, our data suggests the following:

1,012

994

people were comfortable and at ease with our CSPs

people felt trust and confidence in the service they received

948

980

people felt they were involved in making decisions as much as they wanted to be

people felt their identity and values were respected by our CSPs

872

957

976

people only told their story once or when they wanted to

people felt that support and care available met the needs they accessed the service for

people received the information they needed to be involved in their care and support

821 people know what happens next

of the survey into languages other than English, including Aboriginal and/or Torres Strait Islander language. In 2022-23, our data suggests that on average, respondents strongly agree and agree in response to the domain survey questions, providing an average score of 4.58 out of 5.

Financial Statements

Annual Report 2022 - 2023

Financial Statements

Contents Directors’ report

Auditor’s independence declaration

Statement of profit or loss and other comprehensive income

Statement of financial position

Statement of changes in equity

Statement of cash flows

Notes to the financial statements

Directors’ declaration

Independent auditor’s report to the members of Adelaide Primary Health Network Limited

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

The directors present their report, together with the financial statements, on the company for the year ended 30 June 2023. Directors The following persons were directors of the company during the whole of the financial year and up to the date of this report, unless otherwise stated: Mr Thomas (Tom) Symonds Mr Enrico (Rick) Albertini Ms Fiona Raschella Mr Scott Williams Dr Melanie Smith Mr Shane Mohor Dr Olga Polikina Ms Tamara Cavenett Dr Peter Del Fante Dr Lane Hinchcliffe Dr Stephanie Daly Dr Michaela Baulderstone

Reappointed on 28 November 2022 Appointed on 28 November 2022 Appointed on 28 November 2022 Appointed on 28 November 2022 Appointed on 28 November 2022 Casual Director from 22 May 2022 to 13 July 2022 Casual Director from 17 August 2022 to 28 November 2022 Casual Director from 01 July 2022 to 28 November 2022

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated. Information on directors Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Mr Thomas (Tom) Symonds Innovation Ecosystem Manager in the Department of the Premier and Cabinet with the SA Government BSc (Hons), MBA (Health), GAICD Chair of the Board since August 2020 and a Board Director since 2016. Prior to this, an inaugural member of the Adelaide PHN’s Central Community Advisory Council. Keenly interested in community engagement, health care quality, health workforce development, health research and innovation. Serves as a community member on the South Australian Board of the Nursing and Midwifery Board of Australia and as a council elected director of the Australian Medical Council Board. Also previously served as community member on the South Australian Board of the Medical Board of Australia. Chair of Board Previous Governance & Remuneration Committee Previous Nominations/Board Selection Committee Mr Enrico (Rick) Albertini Partner, Brentnalls SA, Chartered Accountants & Advisors BEc, DipFS, SA Fin, FCA Held the Finance Chair position on the Board since the beginning of Adelaide PHN. Extensive experience in financial accounting, strategic and business management, with strong links and associations with the health sector. Also has extensive Board experience and was previously a Northern Adelaide Medicare Local (NAML) Board member. Fellow of the Institute of Chartered Accountants and a Member of the Institute of Company Directors. Finance Audit/Finance, Audit & Risk Committee Chair Previous Commissioning, Quality & Risk Committee

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

Name: Title: Qualifications: Experience and expertise:

Special responsibilities: Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Ms Fiona Raschella Qualified Solicitor Bachelor of Laws & Legal Practice (First Class Hons.), Bachelor of Arts (Hons.) and Bachelor of Science. Member of the AICD (MAICD) Director on the Adelaide PHN Board since 2017 and a qualified solicitor with more than a decade of experience in health, employment and insurance law. A member of the Law Society of Australia and a previous member of The Queen Elizabeth Hospital (TQEH) Consumer and Community Reference Group. Was also a previous Adelaide PHN Disability Health Priority Group (HPG) member and an establishing member of the Central Adelaide Community Advisory Council (CACAC). Currently a consumer representative on a couple of Central Adelaide Local Health Network (CALHN) Priority Care Committees and on The Queen Elizabeth Hospital (TQEH) Redevelopment Leadership Committee. Commissioning, Quality & Risk Committee/ Commissioning Oversight Committee Service & Clinical Governance Committee Chair Mr Scott Williams Chief Executive Officer, Police Health B. Nursing, MBA, Grad Dip NLP, Company Directors Course, GAICD CEO of Police Health, servicing the broader first responder community. Has worked within the healthcare industry for over 30 years. Has worked in community and hospital health in Australia and the United Kingdom holding several senior executive roles. Has successfully led and delivered several large-scale capital and service redesign projects through cultural reform. Actively represents his organisation at industry forums, public events on both a national and international platform as well as developing and maintaining key strategic partnerships. Governance & Remuneration Committee Chair Previous Finance & Audit Committee Dr Melanie Smith General Practitioner, Southern Adelaide BSc, MBBS, FRACGP, DCH, CHIA An associate contractor GP at Chandlers Hill Surgery with interests in palliative care, paediatrics, mental health, diagnostic reasoning and evidence-based practice. Deputy Chair of the SA/NT Faculty for the Royal Australian College of General Practitioners (RACGP). A member of the RACGP SA Faculty Women in General Practice Committee, the Australian Institute of Digital Health SA Branch Committee and the CEIH Urgent Care Clinical Network. GP Consultant with the SA Virtual Care Service. As a former software engineer who transitioned into medicine, passionate about incorporating the key elements of IT strategy/governance and change management into health care settings. Commissioning, Quality & Risk/Commissioning Oversight Committee Chair Previous Finance & Audit Committee Previous Nominations Committee Mr Shane Mohor CEO of the Aboriginal Health Council of SA Ltd (AHCSA) B.Nursing,Masters Deg. Bus Admin, AICD NFP Training Previously worked in Aboriginal health as a Registered Nurse and as a senior executive in government, university and non-government organisations for over 30 years. Strongly committed to improving the health and well-being of the Aboriginal community. Supports Aboriginal-led, owned and driven collaborative research projects that provide positive outcomes for the Aboriginal community. Firmly committed to advancing employment for all Aboriginal people, particularly for Aboriginal Health Workers and the Aboriginal Health Workforce in general. Also the Chairperson for Nunkuwarrin Yunti of SA Inc. and AHCSA’s Member of the South Australian Aboriginal Community Controlled Organisation Network. Finance & Audit/Finance, Audit & Risk Committee

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

Name: Title: Qualifications: Experience and expertise:

Special responsibilities: Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Dr Olga Polikina General Practitioner Consultant MBBS, MD, PhD, FRACGP Works as a General Practitioner consultant with SA Virtual Care Services. Previously worked as a GP Liaison Officer for SA Health and the Department of Health and Wellbeing. Other positions undertaken include GP Deputy Clinical Lead for the GP Assessment Team (GPAT), and Duty Doctor at CRCT, managing multiple primary carefocused medical, nursing, and administrative teams. Also worked as a GP in the outer northern suburbs of Adelaide and regional areas. Due to an interest in mental health, has a good understanding of the available support, capabilities, and areas for improvement. Extensive patient and health policy advocacy experience overseas, including involvement in ratifying and implementing the Tobacco Free Framework in Russia. Finance & Audit/Finance, Audit & Risk Committee Ms Tamara Cavenett Clinical Psychologist B.Behav.Sci (Hons), M. Psych (Clin), GAICD Endorsed clinical psychologist with expertise in organisational leadership, clinical governance and policy in mental health. Graduate of the Australian Institute of Company Directors (GAICD), past President and Board Chair of the Australian Psychological Society (2020- 2022), Director at Mental Health Australia and has held positions on several Federal Department of Health advisory committees. Proven track record of advancing health system reforms to ensure evidence-based, innovative and person-centred mental health care is available to Australians. Governance & Remuneration Committee Dr Peter Del Fante General Practitioner & Health Physician BSc,DipCompSc, MBBS(Hons), MSc(Public health), FRACP, FAFPHM FAIDH GAICD Part-time General Practitioner in private practice, a Public Health Physician and a Clinical Informatician with extensive experience in clinical and data governance, general practice and health systems innovation, and population health analytics. Also a senior Digital Health Advisor at the Australian Digital Health Agency, where he has been involved in all aspects of the design and delivery of the National Digital Health Strategy. Previous leadership roles have included being the CEO of a successful Division of General Practice and the Clinical Lead for the National McKinsey Integrated Diabetes Care Project (2012-2015). Very passionate about equitable, integrated and digitally supported health care ecosystems that optimise people’s health and well-being. Dr Lane Hinchcliffe General Practitioner MBBS, DCH, FRACGP Graduated from Medicine at the University of Adelaide, becoming a Paediatric registrar and developing a strong interest in adolescent health. Career change to a GP led to work in both city and regional communities, including Elcho Island, a remote community in the Northern Territory. Opened own Family Medical practice, ‘The Health Hub,’ in 2014 offering accessible healthcare with a holistic focus. Has established outreach clinics at the Aboriginal Family Clinic in Noarlunga and a local retirement village. Also runs offsite clinics at local schools along with a support group for teenagers. Commissioning, Quality & Risk Committee Chair

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

Name: Title: Qualifications: Experience and expertise:

Special responsibilities: Name: Title: Qualifications: Experience and expertise:

Special responsibilities:

Dr Stephanie Daly General Practitioner MBCHB, FRAGP Specialist interest in dementia and runs own GP Led memory assessment and support clinic for people with cognition problems and dementia in Adelaide. Fellow of the Royal College of General Practitioners. Completed postgraduate training in Dementia Studies at the University of Bradford in the UK and has worked in aged care settings and acute hospital units. An advocate for patients living with dementia and works with dementia training Australia.Also practices in Golden Grove and has other interests in women’s health across the ages. Nil Dr Michaela Baulderstone General Practitioner BMBS (Flinders), DCH (SA), FRACGP Works at Oakden Medical Centre. Special interests are mental health, developmental disability, child health and medical education. Has undertaken targeted training in child development and behaviour and parenting counselling. Provides special clinics at Oakden for child emotional and behavioural concerns, paediatric sleep and continence issues, and developmental disability. Also provides a psychological medicine service and is an FPS Provider (Interpersonal Therapy). Has worked with Emerging Minds developing RACGP accredited training modules in child mental health since 2018. Governance & Remuneration Committee

Company Secretary The following person held the position of Company secretary at the end of the financial year: Ms Michelle McKay has been the company secretary since 1 August 2021 to 15 May 2023. Ms Paula Davies has been the company secretary since 15 May 2023. Principal activities During the financial year the principal continuing activities of the company consisted of: ● Increasing the efficiency and effectiveness of medical services for patients in its region, particularly those at risk of poor health outcomes. ● Improving co-ordination of care to ensure patients receive the right care in the right place at the right time. No significant changes in the nature of the Company's activity occurred during the financial year. Review of operations The Company continued to engage in its principal activity, the results of which are disclosed in the attached financial statements. Objectives and strategy Adelaide PHN is dedicated to improving the health of people living in the Adelaide metropolitan region, with a focus on seven national priority areas. These are: - Mental Health - Aboriginal & Torres Strait Islander Health - Population Health - Health Workforce - eHealth - Aged Care - Drug and Alcohol Treatment Services The aim of the Adelaide PHN is to understand the health care needs of communities through broad engagement and consultation, collaborative analysis, planning and working in partnership. Adelaide PHN will implement innovative approaches to address identified gaps and avoid duplication and maximise efficiencies. Adelaide PHN is driven by a set of national and locally assessed needs. Adelaide PHN is working closely with the wider Adelaide community as well as public and private stakeholders, to identify, analyse and prioritise their primary health care needs.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

Performance measures Adelaide Primary Health Network Limited is bound by the key performance measures required by the Commonwealth Department of Health under Primary Health Network Deed for Funding and the various additional schedules attached to the same. Members' guarantee Adelaide Primary Health Network Ltd is a company limited by guarantee. In the event of, and for the purpose of winding up of the company, the amount capable of being called up from each member and any person or association who ceased to be a member in the year prior to the winding up, is limited to $ NIL for members that are corporations and $ NIL for all other members, subject to the provisions of the company's constitution. At 30 June 2023 the collective liability of members was $ NIL (2022: $ NIL). Operating results and review of operations for the year The profit for the financial year amounted to 56,789 (2022: $593,452). However, after accounting for other comprehensive income, total comprehensive income was 91,791 (2022: $502,871) . Significant changes in state of affairs There have been no significant changes in the state of affairs of the Company during the year. Matters or circumstances arising after the end of the year No matters or circumstances have arisen since the end of the financial year which significantly affected or could significantly affect the operations of the Company, the results of those operations or the state of affairs of the Company in future financial years. Future developments and results Likely developments in the operations of the Company and the expected results of those operations in future financial years have not been included in this report as the inclusion of such information is likely to result in unreasonable prejudice to the Company. Meetings of directors The number of meetings of the company's Board of Directors ('the Board') held during the year ended 30 June 2023, and the number of meetings attended by each director were: Full Board Attended Held Mr Thomas (Tom) Symonds Mr Enrico (Rick) Albertini Ms Fiona Raschella Mr Scott Williams Dr Melanie Smith Mr Shane Mohor (from 28 November 2022) Dr Olga Polikina (from 28 November 2022) Ms Tamara Cavenett (from 28 November 2022) Dr Peter Del Fante (from 28 November 2022) Dr Lane Hinchcliffe (Casual director from 22 May 2022 to 13 July 2022) Dr Stephanie Daly (Casual director from 17 August 2022 to 28 November 2022) Dr Michaela Baulderstone (Casual director from 1 July 2022 to 28 November 2022)

14 14 12 11 14 5 7 8 8 7 6

14 14 14 14 14 8 8 8 8 7 7

Held: represents the number of meetings held during the time the director held office. Environmental matters The Company's operations are not regulated by any significant environmental regulations under a law of the Commonwealth or of a state or territory. Auditor's independence declaration A copy of the auditor's independence declaration as required under section 307C of the Corporations Act 2001 is set out immediately after this directors' report.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' Directors' report report 30 June 2023

This report is made in accordance with a resolution of directors, pursuant to section 298(2)(a) of the Corporations Act 2001. On behalf of the directors

___________________________ Mr. Tom Symonds Director

___________________________ Mr. Enrico Albertini Director

25 September 2023

Annual Report 2022 - 2023

Financial Statements

Auditor's Independence Declaration

P KF A d e l a i d e ABN 17 661 180 227 Level 9 81 Flinders Street Adelaide SA 5000

Auditor's Independence Declaration To the Directors of the Adelaide Primary Heath Network Ltd.:

GPO 1373 P KF ABox dela ide Adelaide 5001 ABN 17 661SA 180 227 +61 89 8373 5588 Street Level 81 Flinders enquiries@pkfsa.com.au Adelaide SA 5000 pkf.com.au GPO Box 1373 Adelaide SA 5001

Independence Declaration As lead auditor for the audit of theAuditor's Adelaide Primary Heath Network Ltd. for the year ended 30 June 2023, I +61 8 8373 5588 declare that, to the best of my knowledge and belief, there have been: enquiries@pkfsa.com.au pkf.com.au

To of the Adelaide Heath Network Ltd.: as set out in section 60-40 of the Australian i) the Directors no contraventions of the Primary independence requirements Charities and Not-for-profits Commission Act 2012 in relation to the audit; and ii) lead auditor no contraventions code of professional conduct in the relation the audit. As for the auditofofany theapplicable Adelaide Primary Heath Network Ltd. for year to ended 30 June 2023, I declare that, to the best of my knowledge and belief, there have been: i) ii)

no contraventions of the independence requirements as set out in section 60-40 of the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and no contraventions of any applicable code of professional conduct in relation to the audit.

Steven A Russo CA, RCA Partner 25 September 2023 PKF Adelaide Lvl 9, 81 Flinders Street AdelaideA SA 5000 Steven Russo CA, RCA Partner 25 September 2023 PKF Adelaide Lvl 9, 81 Flinders Street Adelaide SA 5000

PKF Adelaide is a member firm of the PKF Global, the network of member firms of PKF International Limited, each of which is a separately owned legal entity and does not accept any responsibility or liability for the actions or inactions of any individual member or correspondent firm(s). Liability limited by a scheme approved under Professional Standards Legislation. Neither the other member firms nor the correspondent firms of the network nor PKF Global is responsible or accepts liability for the work or advice which any individual member or correspondent firm or firms provides to its clients and in signing and returning to us the enclosed copy of this Engagement Letter you acknowledge and accept that such other member and correspondent firms and PKF Global do not owe you any duty in relation to the work or advice which we will from time to time provide to you or are required to provide to you. PKF Adelaide is a member firm of the PKF Global, the network of member firms of PKF International Limited, each of which is a separately owned8 legal entity and does not accept any responsibility or liability for the actions or inactions of any individual member or correspondent firm(s). Liability limited by a scheme approved under Professional Standards Legislation. Neither the other member firms nor the correspondent firms of the network nor PKF Global is responsible or accepts liability for the work or advice which any individual member or correspondent firm or firms provides to its clients and in signing and returning to us the enclosed copy of this Engagement Letter you acknowledge and accept that such other member and correspondent firms and PKF Global do not owe you any duty in relation to the work or advice which we will from time to time provide to you or are required to provide to you.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Statement of profit or loss and other comprehensive income For the year ended 30 June 2023 Note

2023

2022 $

3 Note 4

71,785,482 2023 1,101,222 $ 72,886,704

54,125,262 2022 177,016 $ 54,302,278

3 4

72,886,704 71,785,482 1,101,222 72,886,704 (10,636,525) (57,361,797) 72,886,704 (1,710,091) (23,120) (2,325,808) (10,636,525) (707,489) (57,361,797) (65,085) (1,710,091) (72,829,915) (23,120) (2,325,808) (707,489) 56,789 (65,085) (72,829,915)

54,302,278 54,125,262 177,016 54,302,278 (6,795,010) (43,680,024) 54,302,278 (1,125,929) (22,275) (1,289,628) (6,795,010) (719,583) (43,680,024) (76,377) (1,125,929) (53,708,826) (22,275) (1,289,628) (719,583) 593,452 (76,377) (53,708,826)

56,789 35,002

593,452 (90,581)

35,002

(90,581)

35,002 91,791 35,002

(90,581) 502,871 (90,581)

91,791

502,871

Adelaide Primary Health Network Limited Statement profit or comprehensive loss and other $ Statement of profitof or loss and other income comprehensive income For the year ended 30 June 2023 Revenue Grant Revenue Other revenue

Revenue Total Grantrevenue Revenue Other revenue Expenses Employee benefits expense Subcontractor Total revenue costs Information Technology costs Auditor's Remuneration Expenses Other expenses Employee benefits expense Depreciation amortisation Subcontractorand costs Finance costs Information Technology costs Total expenses Auditor's Remuneration Other expenses Surplus for the attributable to the members of Adelaide Primary Health Depreciation andyear amortisation Network Limited Finance costs Total expenses Other comprehensive income Surplus for the year attributable to the members of Adelaide Primary Health Items thatLimited will not be reclassified subsequently to profit or loss Network Fair value movements on investments held at FVOCI Other comprehensive income Other comprehensive income for the year Items that will not be reclassified subsequently to profit or loss Total comprehensive income for theheld yearatattributable to the members of Fair value movements on investments FVOCI Adelaide Primary Health Network Limited Other comprehensive income for the year Total comprehensive income for the year attributable to the members of Adelaide Primary Health Network Limited

19 5 19 5

The above statement of profit or loss and other comprehensive income should be read in conjunction with the accompanying notes 9

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Statement of cash flows For the year ended 30 June 2023 Note

2023 $

2022 $

Note

103,794,795 2023 (74,485,153) $ 1,041,198 49,498 (65,085) 10,526

63,162,721 2022 (56,430,731) $ 126,856 43,283 (76,377) 6,878

6 7 8 10

58,321,805 30,345,779 1,745,293 994,860 2,000 (30,000) 61,063,958

28,633,463 6,832,630 473,794 929,858 142,500 31,737 30,179,615

(30,000)

31,737

242,355 2,140,149 (20,045) 55,757 (607,392) 2,438,261

375,875 2,714,118 (11,102) 55,757 (541,738) 3,145,750

Net cash used in financing activities Total assets

(627,437) 63,502,219

(552,840) 33,325,365

Net increase in cash and cash equivalents Liabilities Cash and cash equivalents at the beginning of the financial year

29,688,342 28,633,463

6,311,527 22,321,936

Adelaide Primary Health Network Limited Statement of position financial position Statement of financial As at 30 June 2023 Cash flows from operating activities Receipts from grants Payments to suppliers and employees Interest received Investment return Assets Interest and other finance costs Other revenue Current assets

Cash and cash equivalents Net cash operating activities Trade andfrom other receivables Financial assets at fair value through other comprehensive income Cash Other flows from investing activities Net (payments) / receipts Totalinvestment current assets Net cash from/(used Non-current assets in) investing activities Property, plant and equipment Cash flows from financing activities Right-of-use assets Repayment of borrowings Other Payment for principal portion of lease liabilities Total non-current assets

11 9 10

Current liabilities Cash Tradeand andcash otherequivalents payables at the end of the financial year Borrowings Lease liabilities Employee benefits Other Total current liabilities

6 12 13 14 15 16

58,321,805 7,933,091 15,033 102,361 906,592 46,118,845 55,075,922

28,633,463 7,722,812 20,045 168,683 627,016 15,814,307 24,352,863

Non-current liabilities Borrowings Lease liabilities Employee benefits Total non-current liabilities

13 14 15

2,544,498 325,633 2,870,131

15,033 3,085,568 407,526 3,508,127

Total liabilities

57,946,053

27,860,990

Net assets

5,556,166

5,464,375

Equity FVOCI Reserve Retained earnings

87,882 5,468,284

52,880 5,411,495

Total equity

5,556,166

5,464,375

The above statement of cash flows should be read in conjunction with the accompanying notes 12

The above statement of financial position should be read in conjunction with the accompanying notes 10

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Statement of cash flows For the year ended 30 June 2023 Note

Adelaide Primary Health Network Limited Statement of inchanges in equity Statement of changes equity For the year ended 30 June 2023 Cash flows from operating activities Receipts from grants Payments to suppliers and employees Interest received Investment return Interest and other finance costs Other revenue Balance at 1 July 2021

2023 $

2022 $

143,461

103,794,795 63,162,721 (74,485,153) (56,430,731) Retained 1,041,198 Total126,856 equity Earnings $49,498 $43,283 (65,085) (76,377) 10,526 6,878 4,818,043 4,961,504

Net cashfor from activities Surplus theoperating year Other comprehensive income for the year Cash flows from investing activities Net investment (payments) / receipts Total comprehensive income for the year

(90,581)

30,345,779 593,452 -

6,832,630 593,452 (90,581)

(90,581)

(30,000) 593,452

31,737 502,871

Net cashat from/(used in) investing activities Balance 30 June 2022

52,880

(30,000) 5,411,495

31,737 5,464,375

FVOCI Reserves $

Cash flows from financing activities Repayment of borrowings Payment for principal portion of lease liabilities

FVOCI Reserves $

Net cash used in financing activities Balance at 1 July 2022 Net increase in cash and cash equivalents Cash and cash equivalents at the beginning of the financial year Surplus for the year Other comprehensive income for the year Cash and cash equivalents at the end of the financial year

52,880

(20,045) (11,102) Retained (607,392) (541,738) Total equity Earnings $ $ (627,437) (552,840)

35,002 6

5,411,495 29,688,342 28,633,463 56,789 58,321,805

5,464,375 6,311,527 22,321,936 56,789 35,002 28,633,463

Total comprehensive income for the year

35,002

56,789

91,791

Balance at 30 June 2023

87,882

5,468,284

5,556,166

The above statement of cash flows should be read in conjunction with the accompanying notes 12

The above statement of changes in equity should be read in conjunction with the accompanying notes 11

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Statement of cash flows For the year ended 30 June 2023 Adelaide Primary Health Network Limited Statement cash flows Statement of cash of flows For the year ended 30 June 2023 Cash flows from operating activities Receipts from grants Payments to suppliers and employees Interest received Investment Cash flowsreturn from operating activities Interest other finance costs Receiptsand from grants Other revenue Payments to suppliers and employees

Note

2023 $

2022 $

Note

103,794,795 2023 (74,485,153) $ 1,041,198 49,498 (65,085) 103,794,795 10,526 (74,485,153)

63,162,721 2022 (56,430,731) $ 126,856 43,283 (76,377) 63,162,721 6,878 (56,430,731)

30,345,779 (30,000)

6,832,630 31,737

(30,000) (20,045) (607,392) (30,000)

31,737 (11,102) (541,738) 31,737

(627,437)

(552,840)

(20,045) 29,688,342 (607,392) 28,633,463

(11,102) 6,311,527 (541,738) 22,321,936

(627,437) 58,321,805

(552,840) 28,633,463

29,688,342 28,633,463

6,311,527 22,321,936

58,321,805

28,633,463

Interest received Net cash from operating activities Investment return Interest and other finance costs Cash from investing activities Other flows revenue Net investment (payments) / receipts

1,041,198 30,345,779 49,498 (65,085) 10,526 (30,000)

Net cash from operating activities Net cash from/(used in) investing activities Cash flows from investing activities Cash flows from financing/ activities Net investment (payments) receipts Repayment of borrowings Payment for principalin) portion of lease liabilities Net cash from/(used investing activities Net cash used in financing Cash flows from financingactivities activities Repayment of borrowings Net increase in cash and cashofequivalents Payment for principal portion lease liabilities Cash and cash equivalents at the beginning of the financial year Net cash used in financing activities Cash and cash equivalents at the end of the financial year

Net increase in cash and cash equivalents Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year

The above statement of cash flows should be read in conjunction with the accompanying notes 12

126,856 6,832,630 43,283 (76,377) 6,878 31,737

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 1. Significant accounting policies The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. New or amended Accounting Standards and Interpretations adopted The company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') that are mandatory for the current reporting period. Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted. Basis of preparation These general purpose financial statements have been prepared in accordance with the Australian Accounting Standards Simplified Disclosures issued by the Australian Accounting Standards Board ('AASB'), the Australian Charities and Not-forprofits Commission Act 2012 and South Australian legislation the Collections for Charitable Purposes Act 1939 and associated regulations and the Corporations Act 2001, as appropriate for not-for profit oriented entities. Historical cost convention The financial statements have been prepared under the historical cost convention, except for, where applicable, the revaluation of financial assets and liabilities at fair value through profit or loss, financial assets at fair value through other comprehensive income, investment properties, certain classes of property, plant and equipment and derivative financial instruments. Critical accounting estimates The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 2. Revenue recognition The company recognises revenue as follows: Revenue from contracts with customers Revenue is recognised at an amount that reflects the consideration to which the company is expected to be entitled in exchange for transferring goods or services to a customer. For each contract with a customer, the company: identifies the contract with a customer; identifies the performance obligations in the contract; determines the transaction price which takes into account estimates of variable consideration and the time value of money; allocates the transaction price to the separate performance obligations on the basis of the relative stand-alone selling price of each distinct good or service to be delivered; and recognises revenue when or as each performance obligation is satisfied in a manner that depicts the transfer to the customer of the goods or services promised. Variable consideration within the transaction price, if any, reflects concessions provided to the customer such as discounts, rebates and refunds, any potential bonuses receivable from the customer and any other contingent events. Such estimates are determined using either the 'expected value' or 'most likely amount' method. The measurement of variable consideration is subject to a constraining principle whereby revenue will only be recognised to the extent that it is highly probable that a significant reversal in the amount of cumulative revenue recognised will not occur. The measurement constraint continues until the uncertainty associated with the variable consideration is subsequently resolved. Amounts received that are subject to the constraining principle are recognised as a refund liability. Sale of goods Revenue from the sale of goods is recognised at the point in time when the customer obtains control of the goods, which is generally at the time of delivery. Rendering of services Revenue from a contract to provide services is recognised over time as the services are rendered based on either a fixed price or an hourly rate.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 1. Significant accounting policies (continued) Interest Interest revenue is recognised as interest accrues using the effective interest method. This is a method of calculating the amortised cost of a financial asset and allocating the interest income over the relevant period using the effective interest rate, which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset. Other revenue Other revenue is recognised when it is received or when the right to receive payment is established. Income tax As the company is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax. Current and non-current classification Assets and liabilities are presented in the statement of financial position based on current and non-current classification. An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the company's normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current. A liability is classified as current when: it is either expected to be settled in the company's normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current. Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. Trade and other receivables Trade receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any allowance for expected credit losses. Trade receivables are generally due for settlement within 30 days. The company has applied the simplified approach to measuring expected credit losses, which uses a lifetime expected loss allowance. To measure the expected credit losses, trade receivables have been grouped based on days overdue. Other receivables are recognised at amortised cost, less any allowance for expected credit losses. Investments and other financial assets Investments and other financial assets are initially measured at fair value. Transaction costs are included as part of the initial measurement, except for financial assets at fair value through profit or loss. Such assets are subsequently measured at either amortised cost or fair value depending on their classification. Classification is determined based on both the business model within which such assets are held and the contractual cash flow characteristics of the financial asset unless an accounting mismatch is being avoided. Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the company has transferred substantially all the risks and rewards of ownership. When there is no reasonable expectation of recovering part or all of a financial asset, its carrying value is written off. Financial assets at fair value through other comprehensive income Financial assets at fair value through other comprehensive income include equity investments which the company intends to hold for the foreseeable future and has irrevocably elected to classify them as such upon initial recognition.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 1. Significant accounting policies (continued) Impairment of financial assets The company recognises a loss allowance for expected credit losses on financial assets which are either measured at amortised cost or fair value through other comprehensive income. The measurement of the loss allowance depends upon the company's assessment at the end of each reporting period as to whether the financial instrument's credit risk has increased significantly since initial recognition, based on reasonable and supportable information that is available, without undue cost or effort to obtain. Where there has not been a significant increase in exposure to credit risk since initial recognition, a 12-month expected credit loss allowance is estimated. This represents a portion of the asset's lifetime expected credit losses that is attributable to a default event that is possible within the next 12 months. Where a financial asset has become credit impaired or where it is determined that credit risk has increased significantly, the loss allowance is based on the asset's lifetime expected credit losses. The amount of expected credit loss recognised is measured on the basis of the probability weighted present value of anticipated cash shortfalls over the life of the instrument discounted at the original effective interest rate. For financial assets mandatorily measured at fair value through other comprehensive income, the loss allowance is recognised in other comprehensive income with a corresponding expense through profit or loss. In all other cases, the loss allowance reduces the asset's carrying value with a corresponding expense through profit or loss. Property, plant and equipment Plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Property, plant and equipment, excluding freehold land, is depreciated on a straight‑line and diminishing basis over the asset's useful life to the Company, commencing when the asset is ready for use. Leased assets and leasehold improvements are amortised over the shorter of either the unexpired period of the lease or their estimated useful life. The depreciation rates used for each class of depreciable asset are shown below: Plant and Equipment Motor Vehicles Officce Equipment Computer Equipment Leasehold improvements

5 -15% 8% 10% 4% 15%

At the end of each annual reporting period, the depreciation method, useful life and residual value of each asset is reviewed. Any revisions are accounted for prospectively as a change in estimate. Right-of-use assets A right-of-use asset is recognised at the commencement date of a lease. The right-of-use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset. Right-of-use assets are depreciated on a straight-line basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the company expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities. The company has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 1. Significant accounting policies (continued) Impairment of non-financial assets Non-financial assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount. Recoverable amount is the higher of an asset's fair value less costs of disposal and value-in-use. The value-in-use is the present value of the estimated future cash flows relating to the asset using a pre-tax discount rate specific to the asset or cash-generating unit to which the asset belongs. Assets that do not have independent cash flows are grouped together to form a cash-generating unit. Trade and other payables These amounts represent liabilities for goods and services provided to the company prior to the end of the financial year and which are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition. Borrowings Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method. Lease liabilities A lease liability is recognised at the commencement date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the company's incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties. The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred. Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down. Finance costs Finance costs attributable to qualifying assets are capitalised as part of the asset. All other finance costs are expensed in the period in which they are incurred. Employee benefits Short-term employee benefits Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leave expected to be settled wholly within 12 months of the reporting date are measured at the amounts expected to be paid when the liabilities are settled. Other long-term employee benefits The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. Fair value measurement When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 1. Significant accounting policies (continued) Fair value is measured using the assumptions that market participants would use when pricing the asset or liability, assuming they act in their economic best interests. For non-financial assets, the fair value measurement is based on its highest and best use. Valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, are used, maximising the use of relevant observable inputs and minimising the use of unobservable inputs. Goods and Services Tax ('GST') and other similar taxes Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority. Note 2. Critical accounting judgements, estimates and assumptions The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below. Key estimates ‑ impairment of property, plant and equipment The Company assesses impairment at the end of each reporting period by evaluating conditions specific to the Company that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value‑in‑use calculations which incorporate various key assumptions. Key estimates ‑ revenue recognition When determining the nature, timing and amount of revenue to be recognised, the following critical estimates and judgements were applied and are considered to be those that have the most significant effect on revenue recognition. Grant Funding The determination of whether grant funding contracts include sufficiently specific performance obligations is a significant judgement involving discussions with a number of parties at the Company, review of the proposal documents prepared during the grant application phase and consideration of the terms and conditions. Grants received by the Company have been accounted for under both AASB 15 and AASB 1058 depending on the terms and conditions and decisions made, however it was considered appropriate that grant revenue is accounted for under AASB 15. If this determination was changed then the revenue recognition pattern would be different from that recognised in these financial statements. Key estimates ‑ receivables The receivables at reporting date have been reviewed to determine whether there is any objective evidence that any of the receivables are impaired. An impairment provision is included for any receivable where the entire balance is not considered collectible. The impairment provision is based on the best information at the reporting date.

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 2. Critical accounting judgements, estimates and assumptions (continued) Key judgments ‑ committed funds The Company recognises accruals for committed future expenditure of funding amounts received in relation to programs/deliverables which have not yet commenced or are completed as at the date of the financial report. The Company exercises judgement with regard to the amount and timing of future expenditure based on the known status of each program/deliverable at the end of the reporting period. Key estimates - employee benefits provision As discussed in note 1, the liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account. Note 3. Revenue Revenue from contract with customers

Grant Revenue ‑ Primary Mental Health Care Fund ‑ Drug and Alcohol Treatment Services ‑ NIAS Fund ‑ Commonwealth Psychosocial Support ‑ Health Improvement System ‑ Aged Care Fund ‑ Integrated Team Care ‑ Flexible Fund ‑ After Hours Fund - Wellbeing SA MH Shared Care services ‑ Headspace Demand Mgmt & Enhancement - Adelaide Metropolitan GP Respriatory Clinics ‑ Corporate Governance ‑ COVID‑19 Primary Care Support ‑ COVID‑19 Vulnerable Population Vaccination ‑ Living with COVID - Wellbeing SA Way Back Support Services - Northern Adelaide Health & Wellbeing Partnership program - Clinical Referral Pathways ‑ Other Grants - Northern Adelaide Health Network Safe Haven Café MH services ‑ Digital Health PHN Support to Implement the Agency Workplan - Northern Adelaide Health Network Walk in After hours walk in clinic ‑ Greater Choice at Home Palliative Care ‑ Beyond Blue Way Back Support - Dementia Consumer Pathway Rescource - Medicare Urgent Care Clinic ‑ NPS Continuity of Support ‑ NPS Continuity of Support Additional Testing Fund ‑ Resources Development Pool ‑ SA Health Shared Care - Medicare Strengthening GP Grant ‑ COVID‑19 Respiratory Clinic and Workforce Infection Control ‑ Drug and Alcohol Treatment Services Core (Transition) Fund ‑ General Practice Support for Drug and Alcohol Treatment Services ‑ Operation Pool

2023 $

2022 $

29,320,383 6,497,008 5,699,187 5,386,448 3,736,559 2,010,889 1,843,396 1,803,766 1,648,146 1,388,349 1,382,715 1,350,824 1,126,533 930,235 863,964 443,829 377,631 369,804 297,000 292,001 289,583 250,937 233,003 100,000 55,939 25,755 5,330,594 (1,268,996)

27,260,927 2,156,644 3,090,315 4,484,486 15,375 1,972,349 1,848,518 2,223,599 799,164 1,331,520 248,198 367,529 155,922 391,835 173,595 129,167 255,000 50,000 2,200,749 179,851 666,719 1,568,169 348,912 2,949,109 54,959 (797,350)

71,785,482

54,125,261

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 4. Other revenue

- Interest received - Investment return - Reimbursements - Other income

2023 $

2022 $

1,041,198 49,498 10,526

126,855 43,283 831 6,047

1,101,222

177,016

2023 $

2022 $

133,520 573,969

149,439 570,144

707,489

719,583

2023 $

2022 $

801 33,619,780 24,701,224

1,047 9,297,832 19,334,584

58,321,805

28,633,463

2023 $

2022 $

1,745,293 -

419,615 54,179

1,745,293

473,794

2023 $

2022 $

994,860

929,858

Note 5. Depreciation and amortisation

Depreciation on property, plant & equipment Depreciation on leased assets

Note 6. Cash and cash equivalents

Current assets Cash on hand Cash at bank Short term deposits

Note 7. Trade and other receivables

Current assets Trade receivables Net GST receivable

Note 8. Financial assets at fair value through other comprehensive income

Current assets Listed shares

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 9. Right-of-use assets 2023 $

2022 $

6,114,891 (4,076,594) 2,038,297

6,114,891 (3,567,020) 2,547,871

Computer equipment - right-of-use Less: Accumulated depreciation

264,772 (178,186) 86,586

264,772 (125,232) 139,540

Office equipment - right-of-use Less: Accumulated depreciation

34,324 (19,058) 15,266

34,324 (7,617) 26,707

2,140,149

2,714,118

Non-current assets Land and buildings - right-of-use Less: Accumulated depreciation

The Company has leases over a range of assets including land and buildings, office and computer equipment. The Company has chosen not to apply AASB 16 to leases of intangible assets. Information relating to the leases in place and associated balances and transactions are provided below. Terms and conditions of leases Buildings The Company leases land and buildings for their corporate offices. The leases are generally between 5 - 10 years and include a renewal option to allow the Company to renew beyond the intial non-cancellable lease term. The corporate office lease contains an annual pricing mechanism based on CPI movements at each anniversary of the lease inception. Leases for office and computer equipment are generally considered to be low value assets, except for significant items such as photocopiers and specific hardware items. Reconciliations Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out below: Land and Buildings $

Office Equipment $

Total $

Balance at 1 July 2021 Additions Depreciation expense

3,057,445 (509,574)

192,494 (52,954)

34,323 (7,616)

3,249,939 34,323 (570,144)

Balance at 30 June 2022 Depreciation expense

2,547,871 (509,574)

139,540 (52,954)

26,707 (11,441)

2,714,118 (573,969)

Balance at 30 June 2023

2,038,297

86,586

15,266

2,140,149

Computer Equipment $

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 9. Right-of-use assets (continued) Extension Options The building leases contains extension options which allow the Company to extend the lease term beyond the original non‑cancellable period of the lease. The Company includes options in the leases to provide flexibility and certainty to the Company operations and reduce costs of moving premises and the extension options are at the Company's discretion. At commencement date and each subsequent reporting date, the Company assesses where it is reasonably certain that the extension options will be exercised. Statement of Profit or Loss and Other Comprehensive The amounts recognised in the statement of profit or loss and other comprehensive income relating to leases where the Company is a lessee are shown below: Interest expense on leased liabilites Depreciation on leased assets

2023 $

2022 $

65,085 573,969

76,377 570,144

639,054

646,521

2023 $

2022 $

Note 10. Other

Current assets Prepayments

2,000

142,500

Non-current assets Lease bond

55,757

57,757

198,257

Note 11. Property, plant and equipment 2023 $

2022 $

380,676 (183,150) 197,526

380,676 (157,772) 222,904

Motor vehicles - at cost Less: Accumulated depreciation

67,242 (46,644) 20,598

67,242 (41,149) 26,093

Computer equipment - at cost Less: Accumulated depreciation

1,277,999 (1,277,999) -

1,277,999 (1,185,045) 92,954

Office equipment - at cost Less: Accumulated depreciation

100,224 (75,993) 24,231

100,224 (66,300) 33,924

242,355

375,875

Non-current assets Leasehold improvements - at cost Less: Accumulated depreciation

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 11. Property, plant and equipment (continued) Reconciliations Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out below: Leasehold improvements $

Motor vehicles $

Computer equipment $

Office equipment $

Total $

Balance at 1 July 2021 Depreciation expense

248,282 (25,378)

33,420 (7,327)

190,373 (97,419)

53,239 (19,315)

525,314 (149,439)

Balance at 30 June 2022 Depreciation expense

222,904 (25,378)

26,093 (5,495)

92,954 (92,954)

33,924 (9,693)

375,875 (133,520)

Balance at 30 June 2023

197,526

20,598

24,231

242,355

Note 12. Trade and other payables

Current liabilities Trade payables Committed funds Net GST Payable Other payables

2023 $

2022 $

2,960,432 4,862,232 100,822 9,605

1,499,318 6,198,428 25,066

7,933,091

7,722,812

2023 $

2022 $

Note 13. Borrowings

Current liabilities Lease liability- Phone System

15,033

20,045

Non-current liabilities Lease liability- Phone System

15,033

35,078

Note 14. Lease liabilities

Current liabilities Lease liability Non-current liabilities Lease liability

2023 $

2022 $

102,361

168,683

2,544,498

3,085,568

2,646,859

3,254,251

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 15. Employee benefits

Current liabilities Annual leave Long service leave

Non-current liabilities Long service leave

2023 $

2022 $

535,262 371,330

386,859 240,157

906,592

627,016

325,633

407,526

1,232,225

1,034,542

2023 $

2022 $

46,103,845 15,000

15,814,307 -

46,118,845

15,814,307

Note 16. Other

Current liabilities Deferred revenue Other

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 16. Other (continued)

Current liabilities Deferred revenue After Hours Aged Care Allied Health AOD Core AOD DATSM AOD GP Support AOD NIAS Greater Choice - At Home Palliative Care Business Provision Fund Commonwealth Psychosocial Support Covid-19 Primary Care Support Covid-19 Vulnerable Population Vaccination Digital Health PHN Agency Workplan DoH Way Back Support Drug and Alcohol Treatment PHN Violence Measure Pilot Fund Flexible Fund Headspace Wait Time reduction in advance Headspace Wait Time reduction Health Pathway Clinical Referral Pathway Health System Improvement Living with COVID Living with Covid-19-Support National Medical stockpile Medicare Urgent Care Clinic NALHN Safe Haven Café Northern Adelaide Health & Wellbeing Partnership Northern Adelaide Health Ageing project Operational Fund Primary Mental Health Funding in advance Primary Mental Health SA Health Continuity of Care Protocols SA Health Way Back Support SA Safe Haven Cafe Strengthening Medicare GP Grant Core Funding - Flexible funding

2023 $

2022 $

1,020,715 2,490,651 1,076,996 521,118 227,414 111,997 3,064,103 378,244 281,519 1,020,985 1,528,000 148,553 325,361 158,365 248,045 289,899 253,161 3,896,969 235,272 359,305 1,897,959 17,865,865 4,871,086 3,431,726 400,535

200,000 2,389,626 15,000 74,641 45,000 2,800,000 423,515 845,552 957,471 170,833 309,425 1,544,977 537,283 355,000 562,459 928,818 304,436 797,350 1,191,040 845,970 125,000 104,547 286,364 -

46,103,843

15,814,307

Note 17. Financial Risk Management The Company is exposed to a variety of financial risks through its use of financial instruments. The Company‘s overall risk management plan seeks to minimise potential adverse effects due to the unpredictability of financial markets. The most significant financial risks to which the Company is exposed to are described below: Specific risks · Liquidity risk

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 17. Financial Risk Management (continued) 2023 $

2022 $

58,321,805 1,745,293

28,633,463 473,794

994,860

929,858

61,061,958

30,037,115

2023

2022

Financial Liabilities Financial liabilities measured at amortised cost Trade and other payables Borrowings Lease liabilities

7,933,091 15,033 2,661,893

7,722,812 35,078 3,254,251

Total financial liabilities

10,610,017

11,012,141

Financial Assets Held at amortised cost Cash and cash equivalents Trade and other receivables Fair value through other comprehensive income Investment in share portfolio Total financial assets

Liquidity Risk Liquidity risk arises from the Company’s management of working capital and the finance charges and principal repayments on its debt instruments. It is the risk that the Company will encounter difficulty in meeting its financial obligations as they fall due. The Company’s policy is to ensure that it will always have sufficient cash to allow it to meet its liabilities as and when they fall due. The Company maintains cash and marketable securities to meet its liquidity requirements for up to 30‑day periods. Funding for long‑term liquidity needs is additionally secured by an adequate amount of committed credit facilities and the ability to sell long‑term financial assets. The Company manages its liquidity needs by carefully monitoring scheduled debt servicing payments for long‑term financial liabilities as well as cash‑outflows due in day‑to‑day business. Liquidity needs are monitored in various time bands, on a day‑to‑day and week‑to‑week basis, as well a rolling 30‑day projection. Long‑term liquidity needs for a 180‑day and a 360‑day period are identified monthly. At the reporting date, these reports indicate that the Company expected to have sufficient liquid resources to meet its obligations under all reasonably expected circumstances and will not need to draw down any of the financing facilities. Financial guarantee liabilities are treated as payable on demand since Adelaide Primary Health Network Ltd has no control over the timing of any potential settlement of the liabilities. The timing of cash flows presented in the table to settle financial liabilities reflects the earliest contractual settlement dates and does not reflect management's expectations that banking facilities will be rolled forward. The amounts disclosed in the table are the undiscounted contracted cash flows and therefore the balances in the table may not equal the balances in the statement of financial position due to the effect of discounting. Note 18. Fair Value Measurement The Company measures the following assets and liabilities at fair value on a recurring basis: Financial assets · Listed Shares

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 18. Fair Value Measurement (continued) Fair value hierarchy AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a level in the fair value hierarchy as follows: Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date. Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly. Level 3: Unobservable inputs for the asset or liability. The table below shows the assigned level for each asset and liability held at fair value by the company: Level 1 $ 30 June 2023 Recurring fair value measurements Financial assets Listed shares 30 June 2022 Recurring fair value measurements Financial assets Listed shares

Level 2 $

Level 3 $

Total

note 8

994,860

note 8

929,858

Transfers between levels of the hierarchy There were no transfers between levels of the fair value hierarchy. Highest and best use The current use of each asset measured at fair value is considered to be its highest and best use. Note 19. Auditor's Remuneration 2023 $ Remuneration of the auditor

2022 $

23,120

22,275

Note 20. Contingencies In the opinion of the Directors, the Company did not have any contingencies at 30 June 2023 (30 June 2022: NIL). Note 21. Key management personnel disclosures Compensation The aggregate compensation made to directors and other members of key management personnel of the company is set out below:

Aggregate compensation

2023 $

2022 $

1,712,047

1,348,319

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Notes tofinancial the financial statements Notes to the statements 30 June 2023

Note 22. Related party transactions Key management personnel Disclosures relating to key management personnel are set out in note 21. Transactions with related parties Transactions entered into during the year with related parties, their firms and associated entities are within normal terms. Customer relationships on terms and conditions no more favourable to those available to their members and customers including payment of usual membership subscriptions and receipt of normal benefits of membership. Receivable from and payable to related parties There were no trade receivables from or trade payables to related parties at the current and previous reporting date. Loans to/from related parties There were no loans to or from related parties at the current and previous reporting date. Note 23. Economic dependency Adelaide Primary Health Network Ltd is dependent on the Department of Health for the majority of its revenue used to operate the business. At the date of this report the directors have no reason to believe the Department of Health will not continue to support Adelaide Primary Health Network Ltd. Note 24. Events after the reporting period No matter or circumstance has arisen since 30 June 2023 that has significantly affected, or may significantly affect the company's operations, the results of those operations, or the company's state of affairs in future financial years. Note 25. Statutory information The registered office and principal place of business of the company is: Adelaide Primary Health Network Ltd Level 1, 22 Henley Beach Road Mile End 5031

Annual Report 2022 - 2023

Financial Statements

Adelaide Primary Health Network Limited Directors' declaration Directors' declaration 30 June 2023

In the directors' opinion: ●

the attached financial statements and notes comply with the Corporations Act 2001, the Australian Accounting Standards - Simplified Disclosures, the Australian Charities and Not-for-profits Commission Act 2012 and South Australian legislation the Collections for Charitable Purposes Act 1939 and associated regulations, the Corporations Regulations 2001 and other mandatory professional reporting requirements;

●

the attached financial statements and notes give a true and fair view of the company's financial position as at 30 June 2023 and of its performance for the financial year ended on that date; and

●

there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of directors made pursuant to section 295(5)(a) of the Corporations Act 2001. On behalf of the directors

___________________________ Mr. Tom Symonds Director

___________________________ Mr. Enrico Albertini Director

25 September 2023

Annual Report 2022 - 2023

Financial Statements

Independent Auditor's Report to the members of the Adelaide Primary Health Network Limited P KF A de l a ide ABN 17 661 180 227 Level 9 81 Flinders Street Adelaide SA 5000 GPO Box 1373 Adelaide SA 5001

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE ADELAIDE PRIMARY HEALTH NETWORK LIMITED

+61 8 8373 5588 enquiries@pkfsa.com.au pkf.com.au

Opinion We have audited the financial report, being a general purpose financial report, of the Adelaide Primary Health Network Ltd. (‘the Entity’), which comprises the statement of financial position as at 30 June 2023, the statement of profit or loss and other comprehensive income, statement in changes in equity and statement of cash flows for the year then ended, a summary of significant accounting policies, other explanatory notes and the officers’ declaration. In our opinion, the accompanying financial report of the Adelaide Primary Health Network Ltd. is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012, including: (a) giving a true and fair view of the Entity’s financial position as at 30 June 2023 and of its financial performance and cash flows for the year ended; and (b) complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the Australian Charities and Not-for-profits Commission Regulation 2013. Basis for Opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the Entity in accordance with the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act) and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Emphasis of Matter - Basis of Accounting We draw attention to Note 2 to the financial report, which describes the basis of accounting. The financial report has been prepared for the purpose of fulfilling the Entity’s financial reporting responsibilities under the ACNC Act. As a result, the financial report may not be suitable for another purpose. Our opinion is not modified in respect of this matter. Responsibility of the Responsible Entities for the Financial Report The board members are responsible for the preparation of the financial report that gives a true and fair view and have determined that the basis of preparation described in Note 2 to the financial report is appropriate to meet the requirements of the ACNC Act and the needs of the members. The Entity’s responsibility also includes such internal control as the board determines is necessary to enable the preparation of a financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error. In preparing the financial report, the board members are responsible for assessing the Entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the responsible entities either intend to liquidate the Entity or to cease operations, or have no realistic alternative but to do so.

Annual Report 2022 - 2023

Financial Statements

PKF Adelaide P KF A de l a ide PKF Adelaide Independent Auditor's Report to the members of the ABN 17 661 180 227 INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE Adelaide Primary Network Limited ADELAIDE PRIMARY Health HEALTH NETWORK LIMITED(CONT.) Level 9 81 Flinders Street

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE Adelaide SA 5000 ADELAIDE PRIMARY HEALTH NETWORK LIMITED(CONT.) Auditor’s Responsibilities for the Audit of the Financial Report GPO is Box 1373 Our objectives are to obtain reasonable assurance about whether the financial report as a whole free from material Adelaide SA 5001 misstatement, whether due tofor fraud error,ofand issue an auditor’s Reasonable assurance Auditor’s Responsibilities theor Audit thetoFinancial Report report that includes our opinion. is a high level of assurance, but is not aassurance guarantee about that an audit conducted in accordance with theis Australian Auditing Our objectives are to obtain reasonable whether the financial report as a whole free from material INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE +61Reasonable 8 8373 Standards will whether always detect a material misstatement when it exists. Misstatements can arise from fraud or5588 error and are misstatement, due to fraud or error, and to issue an auditor’s report that includes our opinion. assurance ADELAIDE PRIMARY HEALTH NETWORK LIMITED considered material if, individually aggregate, couldconducted reasonably expectedwith to influence the economic enquiries@pkfsa.com.au is a high level of assurance, but is or notinathe guarantee that they an audit in be accordance the Australian Auditing decisions users taken on the basis of the financial report. pkf.com.au Standardsofwill always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions on the basis of the financialAuditing report. Standards, we exercise professional judgement and maintain As part ofofanusers audittaken in accordance with Australian Opinion professional scepticism throughout the audit. We also: We have audited the financial report, being a general purpose financial report, of the Adelaide Primary Health Network Ltd. As part of an audit in accordance with Australian Auditing Standards, we exercise professional judgement and maintain (‘the •Entity’), which comprises therisks statement of financial position of asthe at 30 June 2023, the statement anddesign other Identify and assess the material misstatement financial report, whether dueoftoprofit fraudororloss error, professional scepticism throughout theofaudit. We also: comprehensive income, statement in changes in equity andrisks, statement of cash flows for the that yearisthen ended, a summary of and perform audit procedures responsive to those and obtain audit evidence sufficient and appropriate toaccounting provide basis for our opinion. The risk of not material misstatement fromor fraud is design higher significant policies, other explanatory notes anddetecting the officers’ declaration. • Identify anda assess the risks of material misstatement of theafinancial report, whetherresulting due to fraud error, than for one resulting from error, as fraud may involve collusion, forgery, omissions, misrepresentations, and perform audit procedures responsive to those risks, and obtain audit intentional evidence that is sufficient and appropriate or the override of internal control. to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud higher In our opinion, the accompanying financial report of the Adelaide Primary Health Network Ltd. is in accordance withisDivision • Obtain understanding of internal control to the audit in order to design audit procedures that are for an oneCharities resultingand fromNot-for-profits error, as fraud may relevant involveAct collusion, forgery, intentional omissions, misrepresentations, 60 of the than Australian Commission 2012, including: appropriate in the circumstances, or the override of internal control. but not for the purpose of expressing an opinion on the effectiveness of the registered entity’s internal control. •(a) Obtain of the internal control relevant to the in order design procedures that and are of its audit financial performance giving aan trueunderstanding and fair view of Entity’s financial position as ataudit 30 June 2023toand • Evaluate theinappropriateness of accounting policies used and the reasonableness of accounting estimates and appropriate theyear circumstances, cash flows for the ended; and but not for the purpose of expressing an opinion on the effectiveness of the related disclosures made by the Entity. registered entity’s internal control. (b) complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the •• Conclude on the appropriateness of the Entity’s use of the and going basis of accounting and,estimates based on and the Evaluate the appropriateness of accounting policies used theconcern reasonableness of accounting Australian Charities and Not-for-profits Commission Regulation 2013. audit obtained, whether a material uncertainty exists related to events or conditions that may cast relatedevidence disclosures made by the Entity. significant doubt the Entity’s ability toEntity’s continue asofa the going concern. If we conclude that a material uncertainty • Conclude on the on appropriateness of the use going concern basis of accounting and, based on the Basis forexists, Opinion we are required to draw attention in our uncertainty auditor’s report to the related disclosures in the financial reportcast or, audit evidence obtained, whether a material exists related to events or conditions that may if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are significant doubt on the Entity’s ability to continue as a going concern. If we conclude that a material uncertainty up to the of our auditor’s report. However, events conditions may causesection the Entity cease toreport continue further described inare the Auditor’s Responsibilities the Audit of or the Report our report. We are exists, wedate required to draw attention in for ourfuture auditor’s report toFinancial the related disclosures inof theto financial or, as aofgoing concern. if such disclosures inadequate, modify our opinion. Ourand conclusions are based on the audit obtained independent the Entity in are accordance withtothe Australian Charities Not-for-profits Commission Actevidence 2012 (ACNC Act) • Evaluate the of overall presentation, and content of financial report, the cease disclosures, and up to the date our auditor’s report. structure However, future events or the conditions may causeincluding the Entity continue APES 110toCode oftoEthics for and the ethical requirements of the Accounting Professional and Ethical Standards Board’s whether the financial report represents the underlying transactions and events in a manner that achieves fair as a going concern. Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled presentation. • Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and our other ethical responsibilities in accordance with the Code. whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the We that the audit have obtained is sufficient and appropriate provide a basis for ourduring opinion. auditbelieve and significant auditevidence findings, we including any significant deficiencies in internalto control that we identify our audit. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the We also the audit boardfindings, members with a statement that we have complied withcontrol relevant ethical requirements regarding audit andprovide significant including any significant deficiencies in internal that we identify during our audit. Emphasis of Matter Basis of Accounting independence, and to-communicate with them all relationships and other matters that may reasonably be thought to bear on our and where safeguards. We draw attention to Note 2members toapplicable, the financial report, which basis of accounting. The financial report regarding has been We independence, also provide the board with related a statement thatdescribes we have the complied with relevant ethical requirements prepared for the purpose of fulfillingwith the them Entity’s financial reporting responsibilities the ACNC be Act. As a result, independence, and to communicate all relationships and other matters thatunder may reasonably thought to bearthe on our applicable, related safeguards. financial report mayand not where be suitable for another purpose. Our opinion is not modified in respect of this matter. PKFindependence, Adelaide PKF Adelaide of the Responsible Entities for the Financial Report Responsibility The board members are responsible for the preparation of the financial report that gives a true and fair view and have determined that the basis of preparation described in Note 2 to the financial report is appropriate to meet the requirements of the ACNC Act and the needs of the members. The Entity’s responsibility also includes such internal control as the board determines is necessary to enable the preparation of a financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error. Steven A Russo CA, RCAreport, the board members are responsible for assessing the Entity’s ability to continue as a going In preparing the financial concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless Partner the responsible either intend to liquidate the Entity or to cease operations, or have no realistic alternative but to do Steven A Russoentities CA, RCA Lvl so. 9, 81 Flinders Street, Adelaide SA Partner Dated this 25th day of September 2023 Lvl 9, 81 Flinders Street, Adelaide SA Dated this 25th day of September 2023 PKF Adelaide is a member firm of the PKF Global, the network of member firms of PKF International Limited, each of which is a separately owned legal entity and does not accept any responsibility or liability for the actions or inactions of any individual member or correspondent firm(s). Liability limited by a scheme approved under Professional Standards Legislation. Neither the other member firms nor the correspondent firms of the network nor PKF Global is responsible or accepts liability for the work or advice which any 37 individual member or correspondent firm or firms provides to its clients and in signing and returning to us the enclosed copy of this Engagement Letter you acknowledge and accept that such other member and correspondent firms and PKF Global do not owe you 37 any duty in relation to the work or advice which we will from time to time provide to you or are required to provide to you.

Level 1, 22 Henley Beach Road Mile End SA 5031 PO Box 313, Torrensville Plaza SA 5031 08 8219 5900 enquiry@adelaidephn.com.au adelaidephn.com.au While the Australian Government helped fund this document, it has not reviewed the content and is not responsible for any injury, loss or damage however arising from the use of or reliance on the information provided herein.