2012 Annual Report

ANNUAL REPORT2012

To make a difference in the lives of people in our community

OUR VISION

Providing practical HomeLiving services that promote choice, lifestyle and independence

OUR PURPOSE

Adssi HomeLiving Australia 2012 ANNUAL REPORT 01

CONTENTS

12Our Team

Our Clients

06

CONTENTS

Chair and CEO Report

16Treasurer’s Report

17Directors’ Report

Our Governance System

08Our Community Support

09

Our Snapshot

02Our Year in Review

03

24 25Discussion and Analysis of the

Financial Statements

Financial Statements

14


OUR SNAPSHOT

AREA OF BUSINESS DESCRIPTION/NUMBERClients Over 3,700Hours of service delivery Over 200,000Employees 84Volunteers 23Business Partners 42

Areas of delivery Wyong and Gosford Local Government AreasServices: • Community Aged Care Packages• Domestic Assistance• Social Support• Respite Programs• Linen Service• Support for Clients Living with Dementia• ComPacks (Home from Hospital Care)• Garden and Lawn Maintenance• Home Modifications and Maintenance• Case Management• Occupational Therapy • Private (user pays) services

Total income for 2012 $8.74 millionNet assets $1.28 millionAccreditations Adssi HomeLiving Australia’s Home Modification

and Maintenance program was successfully audited against the scope of ISO9001:2008 Quality Management. The organisation continues to be compliant with government funding requirements and environmental standards. A robust transition program was completed to ensure our safety management system aligned with the national Work Health and Safety Act, which was implemented in January 2012.

Adssi HomeLiving Australia 2012 ANNUAL REPORT03

PROGRESS OF OUR STRATEGIC PLAN This year was the second year of our Strategic Plan which was developed in 2010. We continued to focus on six strategic goals:

1. Realise improved efficiencies through robust systems2. Build our capacity in leadership, business and staff management3. Foster and engage a productive workforce4. Increase and diversify revenue5. Effectively respond to the diversity of client needs6. Build our reputation and enhance the corporate business image

This year saw some major achievements!

WE BOUGHT THE BUILDING

We moved into our current premises at 3A Pioneer Avenue in the Tuggerah Business Park in 2008 and in 2011 made the decision to purchase the building from its current owners. The purchase settled in October 2012. This is a milestone event in Adssi HomeLiving Australia’s history and will provide us with a secure base from which to expand our services.

A NEW DIRECTION NEEDED A NEW BRAND

With a strong focus on raising our profile and reputation an enthusiastic staff project team, supported by a Board Taskforce, came together to refresh the brand. This in turn led to a review of the vision and purpose and culminated in a new name to take the organisation forward into the future.

Now known as Adssi HomeLiving Australia, the organisation will offer a mix of government funded and commercial services aimed at meeting the needs of people in the community who are looking for choice, lifestyle and independence. The name Adssi is well known in the community and it was important to take it into our future.

The new Adssi HomeLiving Australia brand is vibrant and contemporary.

‘HomeLiving’ is a word that represents what we do – which is provide services from the home which help people to live a better life, whatever that may look like for them.

OUR YEAR IN REVIEW


The logo has three leaves which represent life, growth and progress, and which mirror the three key themes of your home – your life – your way.

From a small community business with government funding for two projects in 1987, Adssi HomeLiving Australia is now a well known multi service provider of case management, occupational therapy, building services, carer support and in home assistance.

Adssi HomeLiving Australia provides services to over 3,700 clients each year. We will grow this number by addressing the unmet need in our community by providing a wide range of services tailored to individual circumstances.

Profit will be returned to the business in the form of improved services and to further assist clients who are frail aged or who have a disability.

WE CELEBRATED 25 YEARS

For 25 years Adssi has provided high quality home based services to people who are aged, living with a disability or who care for someone who is.

On Thursday 16 August 2012 over 130 people joined in the celebrations of Adssi’s 25th birthday at Mingara where the organisation also launched its new corporate identity. Key speaker, founding Chief Executive Officer Joan Andrews, reflected on Adssi’s beginnings, while current Chief Executive Officer Jenni Allan talked about the strategic direction and future of the newly named Adssi HomeLiving Australia.

WE REORGANISED HOW WE DO THINGS

We reorganised our structure to support our three key areas of service – HomeLiving Services, Building Services and Allied Health Services. Across this spectrum we now offer a mix of funded and commercial services that help people to stay living safely in their own homes for as long as they are able. We sum it up like this:

Your home – whatever you need doing around your home we can help.

Your life – it’s up to you how you live your life. We will support you in your choices where we can.

Your way – we respect that you want to do things your way. We work with you – we don’t take over.

To support our new structure we rolled out a new client management software system which centralised rostering and intake functions and will provide more time for case management and assessment. Additional software modules and online portals will provide further efficiencies and give options for both clients and staff in their daily interactions with us.

WE WELCOMED MORE WORKERS

The team at Adssi HomeLiving Australia is passionate about making a difference in people’s lives. In the past this has been solely through government subsidised services such as Home and Community Care (HACC), Community Aged Care Packages (CACP), National Respite for Carers Program (NRCP) and ComPacks (home from hospital care).

Now we are able to offer a broad range of services that promote choice, lifestyle and independence to anyone in the community.

To help deliver these services we welcomed 15 new Community Support Workers to our existing team in June. This team delivers most of our direct services to clients such as domestic assistance, meal preparation, transport to appointments and shopping, respite and personal care. This expansion will help us to further build on our strong client centred culture to deliver HomeLiving services that promote choice, lifestyle and independence.


WE BOUGHT A BUS!

In November we took delivery of a brand new Toyota Hiace Commuter bus to help clients with group transport and social outings. The bus was customised with a step and handrail system to provide safe access.

Our drivers each have a light rigid licence, a public passenger authority and first aid training.

WE INCREASED OUR SERVICES AND CUT COSTS

We were successful in a number of submissions for additional funding, including our Garden and Lawn Project, Community Social Support Project and Home Modifications Project. These projects represent some of our high demand areas. This means that we are now able to assist more clients. Through our cost reduction plan, we reduced a number of our expenses, including electricity and material costs.

WE LOOKED AT WHERE WE ARE GOING

In March 2012 the Board reviewed our Strategic Plan. They looked at the recommendations of a number of high level government reports, including the Productivity Commission Report. As a result, we have refocused our strategic direction for 2013 on one key strategic goal which will be achieved through a number of strategic objectives. We will:

• continue to provide relevant and high quality services in the most cost effective way• increase and diversify our income so that we can deliver more services to more clients.

This will ensure that we are well prepared for the major changes in our sector that will occur from 2014.

During early 2013, the Board will consult with stakeholders and develop our new Strategic Plan which will start mid 2013.

Adssi HomeLiving Australia’s Bus (L to R) Jenni Allan (CEO) and Joan Andrews (Founding CEO)


OUR CLIENTS

LESLIE’S STORY

Leslie had an above knee amputation and required urgent wheelchair accessibility to his home. He couldn’t access the home in his wheelchair because of the two steps at the front of the home. Our HMM Works Supervisor held an onsite visit with an Occupational Therapist and designed a ramp to suit the needs of Leslie. The ramp, landings and railings were finished on 22 October, much to the delight of Leslie and his wife.

We were extremely satisfied with the services and staff who provided them. Also a thank you to the admin staff who could not have been more polite and helpful. Would recommend your services to anyone in need of assistance

Before After


SIMON’S STORY

Simon* is 26 years old and has cerebral palsy. Simon needed assistance to access the shower as he had trouble getting over the hob; this assistance was usually provided by Simon’s mum.

In April 2012 Simon was referred to Adssi HomeLiving Australia’s Occupational Therapy team to see if we could find a way to improve Simon’s day to day personal care requirements.

The Occupational Therapist assessed Simon and the home environment and recommended a modification to the bathroom to include a hobless shower recess. This work was then referred to our Building Services Team who applied to the HMM State Council for additional funding to undertake the bathroom modification. Approval was given in August and by early November the work had been completed.

Simon is now able to shower independently whenever he wants and has privacy when doing so. He said, “I did not realise how much of a difference the modification would make to my life.”

*Name changed to protect privacy

Thank you so much for your help – I have been really sick to the point of almost dying and I am still very tired. But the help that Adssi HomeLiving Australia has given me with my lawns has made such a difference. I have been so totally overwhelmed that there was so much to do and feeling down because of my inability to cope. I now feel that I can cope... I am so thrilled and very grateful

We are very happy with Mike and his crew who do an excellent job mowing our lawn and are very nice people. We really appreciate the service from Adssi HomeLiving Australia and it helps us to remain independent and living in our own home where we want to be


The Board of Adssi HomeLiving Australia is committed to achieving the highest standards of corporate governance. The Board meets monthly to ensure that the organisation is effectively managed and that the company, its Directors, officers and employees operate in an appropriate corporate governance environment.

The Board is concerned with:• strategic planning • service quality• financial reporting • managing the performance of the Chief Executive Officer• risk management and compliance

The Board has four ongoing subcommittees and, during 2011-12, also established a special taskforce which worked with management on the Corporate Identity Project.

OUR GOVERNANCE SYSTEM

The Board uses The Australian Governance System™ (TAGS™) comprising principles and policies that are designed to promote responsible management and assist the Board to discharge its duties. The Board regularly reviews its policies and procedures to ensure that they remain consistent with the Board’s objectives, current laws and best practice.

BOARD SUBCOMMITTEES

The Finance Subcommittee, chaired by Treasurer Ralph Brown, meets monthly to consider the financial reports and any associated risk, internal controls and external audit functions. The Subcommittee reports to the Board and makes recommendations after consideration of information and reports.

The TAGS™ Taskforce chaired by the General Manager Operations Monique Webber, meets quarterly to review and update the organisation’s corporate governance framework which includes over arching principles, associated policies and procedures, and key performance indicators.

The Service Quality and Clinical Governance Committee, chaired by Director Pam Woolfe, also meets quarterly to review the quality of services provided by the organisation to clients and other key stakeholders. The committee considers the results of client and staff surveys, feedback reports and other information to ensure that continuous quality improvement measures are established and regularly reviewed.

The Remuneration Subcommittee, chaired by the Board Chair Stephen Cook, is responsible to monitor and advise the Board annually on the Chief Executive Officer’s performance, remuneration and employment conditions.

The Chief Executive Officer, Jenni Allan, is responsible for the operations and administration of the organisation and also performs the role of Company Secretary.

OUR GOVERNANCE SYSTEM


Adssi HomeLiving Australia is involved in various community projects and initiatives which include:

BATEAU BAY MEN’S SHED

In 2009 the Bateau Bay Men’s Shed began welcoming mature aged men into a safe, enjoyable and productive environment to spend some of their leisure time in the company of like-minded men.

The Shed is open 3 days a week and has 70 registered members and many visitors.

With fully equipped wood and metal workshops, a well laid out recreational area and office, it is a great place for men to spend time. For some it is a chance for meaningful conversations with other men, for others the workshops are the attraction, and it can also be an opportunity to put something back into their community – and sometimes it is a chance for all three!

Community outreach has always been an important role in the Shed’s activities. This year’s activities have included:• pre-school excursions to repair toys• assisting local primary schools with making musical instruments. • working with residents of retirement villages on projects to make their living environments more comfortable• assisting tenants in the Tuggerah Lakes Community Centre

The Shed also sponsors an annual award for a worthy Technology student from Tuggerah Lakes Secondary College Tumbi Umbi Campus

Bateau Bay Men’s Shed is seen as a facilitator of primary health care and has developed links to two universities in supporting the training of health care workers. Visiting speakers are regularly invited to address the members on male health and every day living matters that affect mature aged citizens as well as male oriented general interest topics.

If you would like further information on Bateau Bay Men’s Shed please contact President John Sharples on 0423 147 326.

SAFE ACCESS AND ECO GARDEN PROJECT

The Safe Access and Eco Garden Project is an Adssi HomeLiving Australia initiative supported by Wyong Shire Council and is jointly funded by both organisations through the Community Matching Fund Program.

The Project is a pilot project focused in the Toukley area that allows for a team of volunteers, led by a qualified horticulturalist, to assess existing gardens, maintain safe access and reduce garden maintenance by appropriate (ecological) plant and groundcover selections.

OUR COMMUNITY

SUPPORT


The project aims to improve thirty gardens over a twelve month period in the 2012-13 financial year. Each makeover will have the goal of ensuring that entry and access to the property is safe for the client and visitors, and that the garden is low maintenance, allowing residents to live in their own homes longer. Equipment will be provided by Adssi HomeLiving Australia and plants will be provided by Council.

The project aims to:• increase safety and access for residents• make residents’ gardens lower maintenance and easier to manage• reduce isolation of residents, by active participation of community members in either volunteering or receiving service• engage local businesses with the community by provision or donation of services, and materials for the project

We believe that this community driven initiative with Wyong Council will provide the evidence to promote the project as a viable ongoing service – one that will improve local infrastructure by increasing active participation of community members and by building community relationships.

The project will also raise the local community’s awareness of the various assistance packages and support services that are available through Adssi HomeLiving Australia.

STEPPING ON PROGRAM

In late 2011 we identified a NSW Health funded falls prevention program called ‘Stepping On’. The Board approved our participation in December, and two staff members – Leanne Klein-Schiphorst (a Coordinator) and Natasha Broberg (an Occupational Therapist) were trained to deliver the program in March and were assisted by volunteer Lindsay Langley.

In July seven participants joined a seven week Stepping On pilot program, funded by Adssi HomeLiving Australia. The program was aimed at clients over the age of 65 who were able to walk independently or with a stick, lived in their own home, and who were fearful of falling.

From all accounts, the Stepping On program was a lot of fun and provided participants with a greater awareness of falls hazards and an understanding that falls are preventable. Clients enjoyed seven two hour sessions which included guest speakers and talks on moving safely in the community, safe footwear, vision and nutrition, medication management and exercises aimed at improving strength and balance.

One participant said “The two ladies who ran the course were very helpful, friendly and inspiring. I have told all my friends as this has helped to motivate and help me. I enjoyed the interaction very much with others and am keen to do it again.”

Another added, “This was an excellent program. I certainly will be recommending the course to my friends and relatives. It is a good education in exercise and (the course was) full of accurate detail for personal wellbeing.”

Comments from the speakers were also very positive. The Pharmacist commented that she enjoyed presenting without a PowerPoint presentation as the interaction was much greater.

The Physiotherapist commented that the course was a lot of fun and he would love to be involved in the next sessions. We are delighted to announce that we successfully gained funding from NSW Health to run a Stepping On program in March 2013.


The two ladies who ran the course were very helpful, friendly and inspiring. I have told all my friends as this has helped to motivate and help me. I enjoyed the interaction very much with others and am keen to do it again.


OUR TEAM

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1. Advisory Team 2. The Adssi HomeLiving Australia Team 3. HomeLiving Services Team4. Finance and Human Resources Team 5. Occupational Therapy Team 6. Building Services Team7. Direct Workers Team 8. Customer Service Team 9. Volunteer Team Staff celebrating ten years’ service - 10. Sue Blockley - Community Support Worker 11. Jo Parfoot - Case Manager

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CHAIR AND CEO REPORT

Looking back over the last 12 months, the greatest achievement for Adssi HomeLiving Australia, as always, is the privilege of being invited into the lives and homes of several thousand clients in our local community to support them to stay living at home. This is the very essence and soul of our company, our staff, our volunteers, and our Board – it is our reason for being here.

We would like to take this opportunity to thank everyone who has made the delivery of this service possible – from our funding bodies; local community businesses who provide services on our behalf; our advisors and suppliers; our Board, our staff and our volunteers.

On the Central Coast, we see a growing need for community care services each year. Our income grew steadily by 5.8% this year. This allowed us to address some of this increasing need for services.

There have been no changes in Board Directors over the last 12 months – with the same team of seven directors assuming governance responsibilities for the organisation for 2011-2012. It has been an exciting 12 months with many key strategic decisions being made. This has required additional meetings of the Board. Thank you to this dedicated team who so willingly gave up their time to support the organisation.

This year, we purchased a bus to provide additional outings for our clients, particularly those who receive packaged care. We formed a partnership with the University of Newcastle – Central Coast, to undertake a research project to help us to understand how our services impact on the daily lives of our clients. The information that is collected through this exciting initiative will allow us to better plan and deliver future services. We can ensure that we provide clients with the care that really does make a difference to their quality of life.

Operationally, we improved systems, particularly our information technology, increased our staff of direct workers and volunteers, and applied for several larger tenders, the outcomes of which are not fully known at this date.

At a strategic level, the Board held a retreat in March to review and refocus on our strategic objectives. All deliverables under Year 2 of our Strategic Plan 2010-2013 were successfully achieved.

There are many significant changes occurring within our sector now and in the period leading up to the renewal of funding contracts in 2014-2015. Key goals and objectives have been set for the next 12 months to firmly position the organisation for these changes.

The Board also undertook several professional development opportunities offered by the Institute of Company Directors, having received scholarships for a number of courses.


Adssi HomeLiving Australia pre-qualified as a disability panel member to provide supported accommodation. We also signed contracts to purchase the building in which Adssi HomeLiving Australia is currently located.

We took the opportunity to celebrate our 25th birthday. We have grown significantly over this period of a quarter of a century from a single service and a couple of hundred thousand dollars in income to a multi service operation with income of over $8.5 million. At this celebration, we also launched Adssi into the next 25 years as Adssi HomeLiving Australia with a broader focus on a range of practical HomeLiving services to be offered to the general community – services which promote choice, lifestyle and independence.

2012-2013 will offer its own unique challenges as these changes in the sector occur. Early 2013, we will be seeking input from stakeholders to help us develop our new strategic plan for 2013 onwards. We look forward to another exciting year!

The greatest achievement for Adssi HomeLiving Australia, as always, is the privilege of being invited into the lives and homes of several thousand clients in our local community to support them to stay living at home.

Jenni Allan - Chief Executive OfficerStephen Cooke - Director and Chair


TREASURER’S REPORT

TREASURER’S REPORT FOR YEAR ENDED 30 JUNE 2012

The year was a busy one for the finance staff with changes in personnel and additional reports being provided to the Finance Subcommittee. Our funded programs were reviewed in the context of the new funding arrangements to be commenced in 2015 and the transfer of funding for persons over 65 years to the Federal Government from 1 July 2012. Our risk management processes have been documented and reviewed during the year. It is acknowledged that the methods of fund allocation principles by both the State and Federal Governments are changing. Plans have been de-veloped in an effort to minimise the impact on the company and to place the company in a favourable position where additional programs can be provided to the Central Coast area and further afield.

The contract to purchase the building at Tuggerah Business Park was signed off in August 2012 reflecting the Board resolution in early 2012. The cost will be reflected in the company accounts next year. This is a significant milestone for the company and gives a more robust balance sheet with loan repayments being a little less than the lease costs.

The following graphs detail the increases in income and equity over the last five years, For the 2011-2012 financial year, our income increased by 5.8% through additional grant income in several projects.

I would like to thank Jenni Allan, CEO, Marian Cummings, Finance Manager, Monique Webber, General Manager Operations and Sarah Anthony in her role as Executive Assistant, for their conscientious reports to the Finance Subcommittee. My fellow Directors, Adele Johns and Susan Guest have again been very supportive of ensuring our finances are reported comprehensively and professionally. Ralph Brown - Treasurer

2008 2009 2010 2011 2012

$5,000,000

$10,000,000

$0

INCOME EQUITY

2008 2009 2010 2011 2012$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000


DIRECTORS’ REPORT

Your Directors present their report on the company for the financial year ended 30 June, 2012.

DIRECTORS

The names of the Directors in office at any time during, or since the end of the year are:

Stephen Cook Adele JohnsRalph Brown Mark BatemanPamela Woolfe Susan GuestClive Blunt

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

PRINCIPAL ACTIVITY The principal activity of the company during the financial year has been to coordinate and/or provide support services to frail aged people, people with disabilities and carers of those people on the Central Coast of NSW.

No significant change in the nature of these activities occurred during the year.

OPERATING RESULTS The profit of the company for the financial year amounted to $204,407 (2011: $152,989). The company is exempt from income tax.

REVIEW OF OPERATIONS

Adssi HomeLiving Australia provided services through seventeen programs to approximately three thousand seven hundred clients. It received funding for expansion of a number of these programs during the year. In line with its strategic objectives of growth and diversity of revenue sources, a comprehensive review and restatement of vision, purpose and corporate image were undertaken, resulting in a new Adssi HomeLiving Australia identity and branding. A comprehensive off-the-shelf client management system was installed across all programs. Contracts were signed to purchase the building where Adssi HomeLiving Australia is currently located. Adssi HomeLiving Australia’s community support workforce was expanded this year.


SHORT AND LONG TERM OBJECTIVES Adssi HomeLiving Australia’s objectives in the Strategic Plan 2010 - 2013 are: • To realise improved efficiencies through robust systems• To build Adssi HomeLiving Australia’s capacity in leadership, business and staff management• To foster and engage a productive workforce• To increase and diversify revenue• To effectively respond to the diversity of client need Deliverables under Year 2 of the Plan were achieved. These included installation of the client management system; realisation of savings under the cost reduction plan; formation of partnerships; development of alternative models of service delivery; increase in clients’ knowledge of sustainability initiatives; review and development of corporate identity, and alignment of processes and policies with Work Health Safety legislation. In March the Board reviewed Adssi HomeLiving Australia’s strategic objectives for Year 3 of the Strategic Plan to align with the National Health Reform initiatives. Adssi HomeLiving Australia will focus on strengthening its competitive position in response to planned changes in the sector.

STRATEGY FOR ACHIEVING OBJECTIVES

Year 3 of the Strategic Plan will focus on increasing Government funding and the geographical areas of service delivery to allow Adssi HomeLiving Australia to provide services to more clients; strengthening the balance sheet through the purchase of the building; reducing the cost of service delivery; diversifying income, and communication and marketing of Adssi HomeLiving Australia’s new corporate identity and increased range of services to clients.

KEY PERFORMANCE INDICATORS

Key Performance Indicators for Strategic Projects under Year 3 of the Plan include specific qualitative and quantitative data and reports. This information is presented to Adssi HomeLiving Australia’s Board on a quarterly basis. Operational key performance indicators include service outputs under funding agreements that are reported to the relevant departments as required, generally on a quarterly basis, and bi-annual and annual financial acquittals and reports.

SIGNIFICANT CHANGES DURING THE YEAR Following the implementation of the new client management system, a comprehensive review of the organisational structure was undertaken. This resulted in changes to the management line; the creation of new team leader positions within the HomeLiving Service Team, and a new Customer Service Team responsible for intake and rostering. The electronic payroll system created opportunities to redesign the Human Resource department.

Other significant changes this year were the restructuring of the Finance department and outsourcing of some accounting activities; the establishment of a partnership with the University of Newcastle to undertake an Aged Care Research Project, and the purchase of a 12-seater bus to provide additional opportunities for client outings.

AFTER BALANCE DATE EVENTS

To facilitate the purchase of 3A Pioneer Avenue Tuggerah, a loan facility agreement was signed in July 2012. A fixed interest rate for a percentage of the loan was locked in early September. In August we were successful in obtaining a position on the NSW Ministry of Health Compacks Panel. On 1 July 2012, HACC funding for clients over 65 was transferred to the Federal Government. As a result, funding is split between State and Federal Governments, with the majority of funding being paid by the Department of Health and Ageing.


No matters or circumstances have arisen since the end of the financial year which significantly affected or may 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 DEVELOPMENT

Expansion of the client management system in 2012-2013 will see a focus on the use of mobile technology to increase efficiency and reduce costs. Faster internet capabilities and an upgrade of telephone systems will support this initiative. Further expansion of our community support workforce may occur in 2012-2013. A fresh strategic plan will be developed by the Board in consultation with staff and other key stakeholders in early 2013. This will prepare the organisation for major sector reforms which will commence in 2014.

ENVIRONMENTAL ISSUES

Work Health and Safety Management SystemAdssi HomeLiving Australia completed a robust transition program this year to ensure its Safety Management System aligned with the National Work Health and Safety Act, implemented in January 2012. QualityAdssi HomeLiving Australia’s Home Modification and Maintenance program was successfully audited against the scope of ISO9001:2008 Quality Management. Environmental Management System Accreditation Adssi HomeLiving Australia complies with Government funding requirements and continues to improve environmental systems that are accredited under NSW Environmental Management System Guidelines.

INDEMNIFYING OFFICER OR AUDITOR

During the year, the company affected a directors’ and officers’ liability policy. The insurance policy provides cover for the directors named in this report, the company secretary, officers and former directors and officers of the company.

This policy prohibits the disclosure of the nature of the indemnification and the insurance cover, and the amount of the premium.

No indemnities have been given or insurance premiums paid, during or since the end of the financial year, for any person who is or has been an officer or auditor of the company.

REMUNERATION AND BENEFITS

No Director has received or become entitled to receive, during or since the financial year, a benefit because of a contract made by the Company or a related Body Corporate or a related Body Corporate of the Director, a firm of which the Director is a member or an entity in which the Director has a substantial interest.


QUALIFICATIONS Formal: 1. Certificate IV - Management and Team Leadership 2. OH&S for Supervisors and Line Managers 3. Grievance Handling - Anti Discrimination Board NSW 4. Certificate IV - Corporate Governance Industry: SPECIAL RESPONSIBILITIES

Meetings Board SpecialService Quality and Clinical Governance

Sub CommitteeTAGs Taskforce

Finance Sub Committee

Attendance 9 3 3 3 1

Possible 11 5 3 3 1

INFORMATION ON DIRECTORS

Board Chair / Service Quality and Clinical Governance Sub Committee / TAGS Taskforce / Remuneration Committee / Corporate Identity Taskforce

STEPHEN COOK

QUALIFICATIONS Formal: 1. Bachelor of Health Administration BHA (NSW) 2. Accounting Cert FCPA 3. Associate Fellow Australasian College of Health Service Management (AFACHSM) 4. Fellow, Australian Society of Certified Practising Accountants Industry: 1. Health and Aged Services 2. Public Practice, corporate and management accounting, company secretarial practice SPECIAL RESPONSIBILITIES Treasurer / Chair of Finance Subcommittee

RALPH BROWN





Possible 11 5 0 0 14


PAMELA WOOLFEQUALIFICATIONS Formal: 1. Bachelor of Nursing 2. Registered General Nursing Certificate 3. Midwifery Certificate 4. Master of Nursing Research Industry: 1. Director of Community Nursing (Retired) SPECIAL RESPONSIBILITIES





Possible 11 5 3 3 1

CLIVE BLUNT





Possible 11 5 0 0 0

QUALIFICATIONS Formal: 1. Master Business Administration (Monash 1992) 2. Certified MBTI Practitioner 3. Certified Six Sigma Practitioner 4. Certified Environmental and Sustainability Practitioner Industry: 1. Australian Sales Institute - Senior Associate 2. Australian Institute of Credit Management - Affiliate 3. Australian Prudential Authority Member 4. Australian Institute of Management - Member SPECIAL RESPONSIBILITIES

INFORMATION ON DIRECTORS (CONT)

Chair of Service Quality and Clinical Governance Sub Committee / TAGS Taskforce

Vice Chair (28/02/2012 - Current) / Corporate Identity Taskforce / Remuneration Committee


ADELE JOHNS





Possible 11 5 0 0 14

QUALIFICATIONS Formal: 1. Bachelor of Commerce 2. Assessment Workplace Training Cert IV 3. Cert IV Management and Team Leadership 4. Fellow School for Social Entrepreneurs 5. Alumni Social Leadership Australia Industry: 1. (Associate) Certified Practising Accountant 2. 1986 - 2011 Executive and Committee Member of several Community Service NFP OrganisationsSPECIAL RESPONSIBILITIES Vice Chair (16/11/2010 - 28/02/2012) / Finance Subcommittee

MARK BATEMAN





Possible 11 5 0 0 0

QUALIFICATIONS Formal: 1. Registered Nurse 2. Intensive Therapy / Care Certificate 3. Cert IV Frontline Management 4. Real Estate Institute of NSW Certificate of Registration 5. OH&S Consultation

Industry: Previous - CEO/DON roles in Private Hospitals, Business Development Manager Current - Residential Aged Care ManagerSPECIAL RESPONSIBILITIES N/A


RELATED PARTY TRANSACTIONS

These transactions occurred in the usual course of business at the usual community rate.

a) During the year, subcontractors who were related to Adssi HomeLiving Australia staff, provided services to Adssi HomeLiving Australia under a brokerage agreement at commercial rates as arm’s length transactions in accordance with Adssi HomeLiving Australia policies and procedures.

b) During the year, services were provided to clients of Adssi HomeLiving Australia who are relatives of staff members in accordance with Adssi HomeLiving Australia policies and procedures.

MEMBER’S LIABILITY

In the event of the winding up of the company, each member is liable to contribute $2 to the outstanding liabilities of the company. The members’ liability in the event of the company being wound up is $18, as there are 9 members.

NON- AUDIT SERVICES

The amount paid to the auditor for non-audit services provided during the financial year by the auditor are:

Name of Firm Amount Nature of Service Bishop Collins $27,440 Management Accounting (Other Services) The Directors are satisfied that the provision of non-audit services during the financial year:

- is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001; and- did not compromise the auditor independence requirements of the Act, because of the nature of the activity and the amount involved.

SUSAN GUEST





Possible 11 5 0 0 2

QUALIFICATIONS Formal: 1. Accounting Certificate Industry: 1. Internal Audit - Non profit sector 2. Australian Institute of Company Directors (MAICD) 3. Institute of Internal Auditors (MIIA) 4. FINSIA (Financial Services Institute of Australasia) SPECIAL RESPONSIBILITIES Remuneration Committee


FINANCIAL STATEMENTS

DISCUSSION AND ANALYSIS OF THE

Information on ADSSI Limited trading as Adssi HomeLiving Australia

FINANCIAL REPORT

This financial report is an extract from the General Purpose Financial Statements for the year ended 30 June 2012. The financial statements and disclosures in the financial report have been derived from the audited 2012 financial report of ADSSI Limited. The financial report is unaudited and a copy of the full General Purpose Financial Statements and Auditor’s Report will be made available to any member, upon request.

The discussion and analysis are provided to assist members in understanding the financial report. The discussion and analysis are based on ADSSI Limited’s General Purpose Financial Statements and the information contained in the financial report has been derived from the full 2012 financial report of ADSSI Limited.

STATEMENT OF COMPREHENSIVE INCOME

The net surplus from ordinary activities was $204,407. This compares to a surplus of $152,989 from the previous year.A number of non funded activities conducted during the year by the company have contributed to this result.

Revenue increased by $481,042 (5.83%) to $8,735,349 compared to $8,254,307 in 2011. Adssi received increased recurrent grant income which provided additional client services. Additional non recurrent income of $293,923 was also received to support additional activities.

Adssi received a Community Matching Program Grant of $44,176 from Wyong Shire Council to conduct the Safe Access and Eco Garden Project.

Despite lower interest rates in the market, interest received on term deposits reduced by only $6,192 to $125,371 ($131,563 in 2011) due to sound investment policy.

STATEMENT OF FINANCIAL POSITION

The Statement of Financial Position shows the company in a strong financial position as at 30 June 2012 with excess assets of $1,276,890, compared to $1,072,483 in 2011. This year saw a solid increase in property, plant and equipment while current liabilities reduced by $386,586 (22.99%). The current ratio increased to 1.46 compared to 1.40 last year.

STATEMENT OF CASH FLOWS

There was a net decrease in cash held this year due to increased activity in both operating and investing activities. In particular, Adssi used cash reserves to pay a deposit on the purchase of the building; to update its server capability, and to purchase an off the shelf client management software system. This resulted in a cash outflow of $386,030 in investing activities and $139,708 in operating activities.


Revenue 2 8,699,164 8,231,510

Other income 2 36,185 22,797

8,735,349 8,254,307

Audit, Legal and Professional Services (97,594) (97,313)

Advertising expenses (14,215) (27,030)

Bad and doubtful debt expenses (22,261) (20,950)

Client Expenses (2,903,498) (2,817,462)

Computer Expenses (71,464) (84,138)

Depreciation and amortisation expenses (141,905) (154,104)

Employee benefits expenses (3,571,085) (3,235,149)

Motor Vehicle Expenses (149,576) (114,755)

Non recurrent expenses (122,348) (116,283)

Occupancy Expenses (265,159) (262,028)

Subcontract Labour (727,188) (722,163)

Insurances (149,002) (142,831)

Other expenses (295,647) (307,112)

Profit before income tax 204,407 152,989

Income tax expense - -

Profit for the year 204,407 152,989

Other comprehensive income after tax - -

Total comprehensive income for the year 204,407 152,989

Total comprehensive income attributable to members of the entity

204,407

152,989

Note 2012 ($) 2011 ($)

STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2012

FINANCIAL STATEMENTS


ASSETS

OTHER INCOME

Cash and cash equivalents 40,206 565,944

Trade and other receivables 282,318 259,316

Financial assets 1,548,671 1,514,995

Other current assets 23,612 9,758

TOTAL CURRENT ASSETS 1,894,807 2,350,013

NON-CURRENT ASSETS

Property, plant and equipment 708,266 564,367

Intangible assets 102,732 -

TOTAL NON-CURRENT ASSETS 810,998 564,367

TOTAL ASSETS 2,705,805 2,914,380

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 1,177,610 1,581,524

Provisions 117,424 100,096

TOTAL CURRENT LIABILITIES 1,295,034 1,681,620

NON-CURRENT LIABILITIES

Provisions 133,881 160,277

TOTAL NON-CURRENT LIABILITIES 133,881 160,277

TOTAL LIABILITIES 1,428,915 1,841,897

NET ASSETS 1,276,890 1,072,483

EQUITY

Retained earnings 1,276,890 1,072,483

TOTAL EQUITY 1,276,890 1,072,483

2012 ($) 2011 ($)

STATEMENT OF FINANCIAL POSITIONFOR THE YEAR ENDED 30 JUNE 2012


STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2012

Balance at 1 July 2010 919,494 919,494

Profit attributable to members 152,989 152,989

Balance at 30 June 2011 1,072,483 1,072,483

Profit attributable to members 204,407 204,407

Balance at 30 June 2012 1,276,890 1,276,890

Retained earnings ($) Total ($)

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from customers 1,745,020 1,735,261

Payments to suppliers and employees (8,638,180) (8,978,500)

Interest received 125,371 165,498

Receipts from government grants 6,628,080 7,292,223

Net cash provided by (used in) operating activities (139,708) 214,483

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from sale of property, plant and equipment 152,550 153,699

Proceeds from sale of investments - 112,310

Payments for property, plant and equipment (397,904) (212,830)

Payments for investments (33,676) -

Payments for intangibles (107,000) -

Net cash provided by (used in) investing activities (386,030) 53,179

Net increase (decrease) in cash held (525,738) 267,662

Cash at beginning of financial year 565,944 298,282

Cash at end of financial year 40,206 565,944

2012 ($) 2011 ($)

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2012


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2012

1. BASIS OF PREPARATION OF THE FINANCIAL REPORT

The financial report in an extract of the full financial report the year ended 30 June 2012 and is unaudited.

The financial statements, specific disclosures and other information included in the financial report are derived from, and are consistent with, the full financial report of ADSSI Limited. The financial report cannot be expected to provide as detailed an understanding of the financial performance, financial position and financing and investing activities of ADSSI Limited as the full financial report. A copy of the full financial report and auditor’s report will be sent to any member, free of charge and upon request.

The financial report of ADSSI Limited complies with all Australian equivalents to International Financial Reporting Standards (AIFRS) in their entirety. The presentation Currency used in this summary report in Australian dollars. The Financial Report was authorised for issue by the Board of Directors.

ECONOMIC DEPENDENCE

ADSSI Limited is dependent upon the Family and Community Services - Ageing, Disability and Home Care and Department of Health & Ageing for the majority of its revenue used to operate. At the date of this report the Board of Directors has no reason to believe these Departments will not continue to support ADSSI Limited.

The financial statements were authorised for issue on 18th Day of September 2012 by Directors of the Company.

DIRECTORS DECLARATION

The Directors of the Company declare that the financial report of ADSSI Limited, as set out on pages 25 to 29, is an extract from the full financial report for the year ended 30 June 2012 and has been derived from and is consistent with the full financial report of ADSSI Limited.

This declaration is made in accordance with a resolution of the Board of Directors.

Stephen Cook - DirectorRalph Brown- Director

Dated this 18th day of September 2012.


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2012

2. REVENUE AND OTHER INCOME

REVENUE

Revenue from Government Grants and Clients

Government Grants 6,791,012 6,321,418

Fees and Client Contributions 1,684,572 1,718,381

8,475,584 8,039,799

Other revenue:

Interest received 125,371 131,563

Other revenue 98,209 60,148

223,580 191,711

Total Revenue 8,699,164 8,231,510

OTHER INCOME

Profit on Sale of Fixed Assets 36,185 22,797

Total other income 36,185 22,797

Total revenue and other income 8,735,349 8,254,307

INTEREST REVENUE FROM

Interest Received - financial institutions 125,371 131,563

OTHER REVENUE FROM

Sundry Income 85,336 50,940

Rebates 972 7,529

Workers Compensation Recovery 11,901 1,679

Total other revenue 98,209 60,148

2012 ($) 2011 ($)

EVENTS AFTER THE REPORTING PERIOD

To facilitate the purchase of 3A Pioneer Avenue Tuggerah, a loan facility agreement was signed in July 2012. In August 2012, an invitation to join the NSW Health Compacks Panel was received.

On 1 July 2012, HACC funding for clients over 65 was transferred to the Federal Government.


MINUTES OF ANNUAL GENERAL MEETING22 November 2011 at Mingara Recreation Club, Tumbi Umbi at 3.30pm

Present Stephen Cook (Chairperson), Ralph Brown (Director), Mark Bateman (Director), Clive Blunt (Director), Susan Guest (Director), Jenni Allan (Company Secretary/CEO), David McClelland (Bishop Collins)

Staff, Volunteers, Service Providers, Professional Consultants and Clients were in attendance. See attendance list.

Meeting Open Stephen Cook chaired the meeting and officially declared the Annual General Meeting open at 3.37pm

Apologies Robbie Small, Pam Woolfe, Adele Johns

Welcome Chair Stephen Cook welcomed everyone to the 2011 Annual General Meeting and thanked Auditor David McClelland for his attendance.

Minutes of 2010 Annual General Meeting

Motion: The minutes of the 2010 Annual General Meeting held on 16 November 2010 be adopted as a true and correct record. Carried.

Item Annual Report 2011

1. Treasurer’s Report - Ralph Brown

1.Treasurer Ralph Brown provided a summary of the financial statements for the 2010-2011 financial year. He thanked the Board Directors and Chairperson for their leadership and the senior management team for their support and the information supplied.

Motion:The Annual Financial Statements and Directors Report for the period ending 30 June 2011 be adopted as a true and correct record. Carried.

2. Chairperson’s Report - Stephen Cook

1. Chairperson Stephen Cook thanked the Board Directors, Management and staff at ADSSI for a successful year.

3. Adoption of the Auditor’s report

1. Auditor David McClelland advised there had been no issues arising in the audit and congratulated the CEO and Finance Department.

2. Cash flow statement indicated an excellent year for an organisation of this size. The organisation had grown dramatically over the last year with approximately 80% of additional revenue put back into client services.

3. The unqualified audit report provided a detailed overview of financial position. Motion: The Auditors Report be adopted as a true and accurate record. Carried.

4. Appointment of the Auditor

1. Motion: Bishop Collins Chartered Accountants is appointed as the Company Auditors for the ensuing year 2012. Carried.

Item Appointment of Board of Directors

5. Board Director Positions

1. Motion: That Board Director positions to be appointed at the Board meeting to be conducted at the conclusion of the Annual General Meeting. Carried.

Item New Business

6. 1. Nil

Meeting Closed: 3.54pm

To make a difference in the lives of people in our community

OUR VISION

Providing practical HomeLiving services that promote choice, lifestyle and independence

OUR PURPOSE

2012 Annual ReportAdssi HomeLiving Australia

P 1300 578 478 F 02 4353 3804A 3A Pioneer Avenue, Tuggerah Business Park, Tuggerah NSW 2259

E [email protected] W www.adssihomeliving.com.au

ABN 22 119 632 825

2012 Annual Report

Documents

Transcript of 2012 Annual Report