Brightwater 2013 annual report

ANNUALREPORT

Brightwater specialises in providing residential, rehabilitation and community care for older people and people with disabilities, particularly those with high support requirements. We have been an active participant in WA since 1901. In total we operate 23 facilities throughout the metropolitan area.

CEO/Chair Report 2

Purpose, Philosophy, Values and Goal 4

Services for Older People 5

Services for Younger People 5

At Home Services 6

Seating, Equipment and Postural Care 7

Research 8

Commercial Services 10

• Brightwater Linen 10

• Brightwater Catering 11

• Kingsway Court 11

Quality 12

• Customer Feedback 12

• Emergency Response Project 12

Learning 13

• Responding to Gaps in Training and Development 14

• Culture, Communication and Relationships at Work 15

Our People 16

• Long Serving Employees 18

• Staff Satisfaction Survey 19

Volunteers 20

Strategic Direction 21

Partnerships and Philanthropy 22

Marketing 23

Governance 24

• Corporate Governance 24

• Healthcare Governance 25

Disability Access and Inclusion Advisory Group 26

Carers’ Recognition Advisory Group 26

Leadership Team 27

Board of Management 29

Financial Performance 33

WHAT’S INSIDEWelcome

1

HigHligHts of tHe year

Projects:Big projects have been on the go, from the near completion of Oats Street for the brain injury rehabilitation program, to establishing new office and staff meeting places for the expanding At Home Services staff. At Oats Street, valiant staff and the young participants have carried on all year, coping with trucks, bricks, sand, dust and noise. A new office complex at Currambine, for all our At Home services in Northern suburbs, is newly occupied and much appreciated.

Research and Teaching:The Brightwater Centre sponsors many staff to undertake research activities and conducts much of its own. From evaluations of innovative projects like the award winning Tibetan Singing Bowls Sound Therapy at The Cove, to organisation-wide surveys; from teaching people how to successfully submit papers to scientific conferences and then deliver their presentations well; from liaising with university academics to managing scholarships, the two Centre staff have had a very busy time. They have brought growing research confidence to the organisation.

Western Australia’s Chief Scientist, Professor Lyn Beazley, has provided both personal encouragement and an extraordinary funding initiative to enable us to establish a PhD scholarship at Oats Street. This will start in 2014, in partnership with the School of Psychology at the University of Western Australia. We are also working with the Curtin School of Occupational Therapy to offer a research opportunity to two Honours students. We aim to explore the relationship between brain plasticity and functional recovery during the brain injury rehabilitation.

Brightwater has welcomed undergraduate allied health students for several years, amongst more than 300 students from five WA universities and a number of TAFEs, spending time at many of our aged care facilities every year.

Collaboration with universities is also evidenced by the continued program of Interprofessional Education at our Madeley aged care facility, now in its fourth year.

tHanks and gratitude

We extend our heartfelt thanks to the many who have been extraordinarily generous to us and our people this last year. They have given their energy, their time and their friendship when we have sorely needed it, and equally when we haven’t asked. They have helped us raise the funds we needed to rebuild Oats Street and realise that dream, they have made it possible to start things now, that we thought would take years to begin.

Their encouragement has been simply wonderful.

Lotterywest has been a magnificent supporter of our efforts, and it is particularly special when we reflect that it is the tickets bought by thousands of people in the community that make it possible.

Our volunteers remain a kingpin of making residents’ lives that little bit more special than we can necessarily manage, and whose enjoyment and comfort is a very precious return on the investment of human kindness.

Perhaps that is a fitting note on which to end.

Brightwater exists for service to the community, adding value not only to each person we care about and work to assist, but also to the wellbeing of the whole community. We are only able to do that by the direct and indirect support of the whole community. It is a wonderful relationship, grounded in the goodwill of human beings helping one another.

CEO+CHAir REPORT

While this report is a reflection of the financial year past, it is written in spring, when the sun, warmth and birdsong herald the possibilities of a new year. There is a certain exuberance in the air and a feeling of expectation.

It is a good time to reflect on the past year’s seasons, to look ahead with expectation, even while knowing that sometimes good weather gives way to storms, or drought.

In our world of aged care and assisting people who live with disability, the weather can certainly change – there are elections, resources shrink, the rules change and politicians announce big reforms.

This is a report of Brightwater’s essential performance results of the past financial year. It also describes some of the external changes, the big reforms, which seek to shape service and care provision in the future.

While we constantly adjust to subtle everyday changes, we also pay attention to considering, anticipating and planning for the longer term. The next three decades will bring the biggest changes seen in human services, as the population ages, as world, national and state economies evolve, as technology commands an even greater role in the way the world works and as human beings play their own part – with their needs, their expectations, perceptions and, inevitably, their political power.

The report also highlights some of our achievements, bringing the sunshine of exuberance, when patience, hard work and the power of collaboration have combined for success.

CHanges in tHe Bigger PiCture

Two big reforms face us and both go to our core business, responding to the needs of older people and younger adults living with disability.

The first is the aged care reform, Living Longer Living Better. It is based on the concept called Consumer Directed Care and marks a complete re-orientation of the way we think, work and succeed. Every older person requiring care, will exercise choice, and will have the funding, to seek the solution that suits them best. This is indeed a laudable concept, but there is a considerable gap between the concept, with the expectations it raises for the consumer and the practical realities of responding, given the impact on management and business systems in every aged care organisation across Australia.

The second reform, the National Disability Insurance Scheme, is for people living with disability. This too is similar in its drive to change from the way services are available today, to those seeking assistance making their own choices and having the funding to pay for the service.

There are high expectations across Australia riding on this and again there is a gap between what is expected by so many in need of support and the realities of how this will unfold.

Both reforms require everyone to work together as they unfold - consumers, families, providers and government.

They will not be accomplished easily, nor obediently follow a prescribed path. They are too far reaching, too complex, too bound up in human emotion and behaviour, to be easily done.

Dr Penny Flett Chief Executive Officer

Steven Cole Chairman

Professor Lyn Beazley, WA Chief Scientist; Dr Penny Flett, CEO Brightwater Care Group; Michael, Oats Street client; Jennifer Lawrence, General Manager Services for Younger People, Brighwater; and Dr Hannah Seymour, Department of Health at the Brightwater Lyn Beazley Scholarship Launch.

2 Brightwater 2013 Annual Report 3

our PurPose

‘Enabling Wellbeing’It is about providing people with the means, knowledge, opportunity and strength to achieve their desired level of contentment.

our PHilosoPHy

Our philosophy of Personhood is based on the concept of Person Centred Care and underpins the way we expect our staff to relate to all our clients and to each other.

The Personhood principles are fundamental and form the link between our values and our purpose.

our Values

Care

learning

innoVation

PeoPle

We care about and for each other.

We continually respond to our own and other people’s changing needs.

We harness our creative energy and transform it into activities and outcomes that make a difference.

We recognise and respect each other and every person and value all the relationships which connect us.

Brightwater provides Residential Aged Care in 13 facilities located from Mandurah to Joondalup. We work to ensure our environments are welcoming and familiar and that skilled staff and specialised services are available so our residents feel comfortable and secure.

We pride ourselves in providing specialist services which include:

• Individualised care for older people with high and low care support needs

• Specialised care for people living with dementia

• Respite services for carers who need a break

• Transition Care until a client can find permanent care services or return home after a hospital visit.

All Brightwater residences are currently accredited with a full three year Commonwealth Accreditation in recognition of their very high standards.

At Brightwater we have 779 beds within Residential Aged Care of which nine are dedicated for Respite and 59 for Transition Care. This year Brightwater Residential Aged Care has supported 1,130 people across our Residential Aged Care facilities and assisted 492 people within our Transition Care service.

To find out more about our Services for Older People please read our Yearbook or visit our website www.brightwatergroup.com

PUrPOSE, PHiLOSOPHy, ValuES aND GOalS

our BrigHtwater goal

Brightwater will enable more people to enjoy life’s possibilities, by actively engaging with individuals and communities to deliver innovative, connected and responsive services.

Our focus will continue to be people who are ageing or who have a neurological disability.

We will continue to use our specialist capability to respond to unmet needs and service gaps.

We will design and deliver new services, incorporating research and new technology to better meet customer needs.

We will use our knowledge and depth of experience to develop innovative business models to benefit more people.

Brightwater offers a range of services across the metropolitan area to support younger people, under 65, living with a neurological disability or an acquired brain injury.

These services, provided across 10 Brightwater facilities and within a person’s own home, assist to maintain and enhance a person’s existing abilities, explore new opportunities and regain life skills.

Services available include:

• Transitional Care - Transitional accommodation in two locations, assisting people after a long hospital stay progress to permanent supported accommodation in the community or return to their own home.

• Rehabilitation Services - A statewide service; residential and community rehabilitation is provided for young people with acquired brain injury and issues of cognitive impairment at Brightwater Oats Street.

• Social Support Program - This program assists a person living with an acquired brain injury learn skills that enable them to engage and become more actively involved in the social aspects of their community.

• Community Housing - Provides a variety of accommodation and support options across seven sites within the Perth metropolitan area for young adults living with an acquired disability and Huntington’s disease.

At Brightwater, during the 2012/2013 year we provided permanent support for 86 people within a Community House and individual setting as well as providing three dedicated respite places.

Our Transitional Care program supported 10 people from an acute hospital to transition to permanent accommodation and, in total, offered support to 31 individuals.

Within the Rehabilitation Service at Oats Street 50 people with an acquired brain injury have received services or support.

The Social Support Program has provided skill development to 27 people throughout the year with referrals received from Oats Street as well as HACC Regional Assessment Services across the whole Perth metropolitan area.

To find out more about our Services for Younger People please read our Yearbook or visit our website www.brightwatergroup.com

SErviCES fOr YOuNGER PEOPlE

SErviCES fOr OlDER PEOPlE

Brightwater resident.


Brightwater At Home provides support to people to enable them to continue to live in their own home for as long as possible. At Brightwater we work closely with clients and their families to develop individual care plans focused on supporting clients across all levels of care, starting with providing just a small amount of support once or twice a fortnight right through to multiple visits per day. Our aim is to provide the support an individual needs to maintain independence in the familiarity and comfort of their own environment.

Brightwater is proud to be able to provide these unique support arrangements through a number of different packages for all levels of government funded care and for those people who would like to privately fund their support.

regional assessMent serViCe

The Brightwater Regional Assessment Service conducts wellness assessments for people requiring help at home under the Western Australian Home and Community Care Program. The team is based at our Dianella Office.This year the Regional Assessment Service assessed 3,080 people living in the East Metropolitan region who required support to continue living at home.

Seatec provides a unique specialist service to all Brightwater residents and clients on a consultation basis. Brightwater is the only residential aged care organisation in Western Australia that has a seating and equipment clinic and this uniqueness was recently recognised when Seatec became a finalist at the Asia Pacific Eldercare Innovation Awards 2013.

Seatec is able to provide a range of therapy services to support a person’s health and wellbeing such as seating, mobility, 24 hour postural care, upper limb splinting and creative arts.

Clients and organisations external to Brightwater are also able to access Seatec’s seating, equipment and upholstery services. Services may also be provided to clients in their own home.

This financial year 205 people were referred to Seatec. The main referrals were for clients with very complex needs including:

• Acquired Brain Injury – 41 people• Stroke – 41 people• Dementia – 43 people• Huntington’s disease – 25 people

Kilometres travelled in 2012/2013

Community Support Workers 856,023

Enrolled Nurses 59,199

Registered Nurses 44,833

Other At Home Staff (includes Allied Health, Transitional Care and Skills Coaches)

79,028.40

Total kilometres in year 1,039,083.40

To read stories about how At Home Services is supporting people to remain living at home please read our Yearbook or visit our website www.brightwatergroup.com

Support was provided to 1,467 clients this financial year broken down as follows:

nuMBer of PaCkages

COMMUNITY AGED CARE PACKAGES (CACP) 280

POST HOSPITAL HOME CARE 98

EXTENDED AGED CARE AT HOME (EACH) 380

HOME AND COMMUNITY CARE (HACC) 609

TRANSITION CARE 100

AT HOmE SERVIcES

SEATiNg, EqUiPmENT aND POSTuRal caRE

At Home Service client with their Support Worker. Seatec Creative Art Group.


In last year’s annual report Brightwater introduced The Brightwater Centre; an area of the organisation dedicated to identifying, researching and piloting projects that will contribute directly to improving the lives of people who are receiving care and support.Over the past 12 months the number of research projects has grown and staff have been actively seeking out opportunities to present our newfound knowledge. Please see the Brightwater website to view a list of Projects, Presentations and Workshops given by The Brightwater Centre www.brightwatergroup.com

nHMrC PartnersHiP Centre dealing witH CognitiVe and related funCtional deCline in older PeoPle

In March 2013 The NHMRC (National Health and Medical Research Council) Partnership Centre was launched by the Minister for Mental Health and Ageing Mark Butler at Brightwater Madeley.

This is Australia’s first partnership of this kind and will address the complex problems faced by older people with cognitive decline, including dementia. It is estimated that 3.5 million Australians will need aged care services by 2050 and the majority of those accessing services will be living with cognitive decline.

The Partnership Centre is made up of the NHMRC, The Department of Health and Ageing and four partners from the NGO sector - Brightwater Care Group, HammondCare (NSW), Helping Hand Aged Care (SA) and Alzheimer’s Australia.

The Centre will undertake essential work to help plan for the future of people living with cognitive decline as they age.

The research will bring together consumers, researchers and aged care providers and will be trialled in real life scenarios to ensure that the results can truly impact the sector.

The results of the Partnership Centre research will help to inform the world’s best care and support for older people. It will also be significantly important as we strive to continually improve the quality of life for those in residential aged care facilities and those who choose to continue to live at home even if they are experiencing cognitive decline.

Interprofessional Education

One example of a program that is forming part of the research is Brightwater’s Interprofessional Education Program (IPE). This program, overseen by lead researcher Dr Caroline Bulsara, creates an opportunity for students of different disciplines to work together to achieve the best outcomes for a resident. The IPE program aims to build the capacity of future and current health professionals and Residential Aged Care staff to support people with cognitive decline. This financial year there were 68 IPE placements in the following disciplines:

falls CoMMunity of PraCtiCe ProjeCt

This year Brightwater was a partner in a successful Collaborative Research Network grant awarded to the University of Notre Dame (Fremantle) with a number of well-established research intensive universities across Australia. The research program will evaluate and provide input to Brightwater clinical staff as they commence the new Falls Prevention Community of Practice project.

The aim of the Brightwater Community of Practice is to promote sustainable best practice in the area of falls prevention across all Brightwater sites. It will include staff who will be “Falls Champions” at each site as well as representatives from the Brightwater Corporate Allied Health team, care workers, a clinical management representative and a family or resident representative. Falls experts will also be invited to provide input on various topics.

We anticipate there will be many benefits from this project – residents will benefit from receiving best practice care in relation to falls management and staff will benefit from increased support and access to best practice strategies in the area of falls prevention. Data and results from this project will be published on our website as they become available.

iPe PlaCeMent disCiPlines

NURSING 12

PHYSIOTHERAPY 20

OCCUPATIONAL THERAPY 10

PHARMACY 2

DIETETICS 4

MEDICINE 20

RESEaRcH

Minister for Mental Health and Ageing (former) Mark Butler at the NHMRC Partnership Launch.

Resident participating in one of the IPE programs.


Brightwater Care Group operates three commercial business units, Brightwater Linen, Brightwater Catering and Kingsway Court (Retirement Community). All the revenue generated by their business is returned to Brightwater Care Services to support better outcomes for residents and clients.

BrigHtwater linen

Brightwater Linen provides comprehensive laundry services to clients throughout Western Australia including hospitals, care facilities, hotels and apartments and mine sites.

Brightwater Linen has a total commitment to quality and has attained certification to AS/NZS ISO 9001:2008. In addition, Brightwater’s quality plan has been put in place to ensure all laundry services meet the relevant Australian Standards including AS 4146 of 2000 in Laundry Practice, AS 3789.1 in General Ward Linen and AS 3789.2 in Theatre Linen and Pre-packs.

Brightwater Linen also has in place a comprehensive Business Continuity Plan established to ensure that all service requirements can be met at all times.

The dedication to safety and quality is an essential part of our commitment to service delivery to our clients, and places Brightwater Linen as one of the most formally accredited laundry and linen providers in Western Australia.

Brightwater Linen Facts and Figures 2012/2013

Water (in litres) saved 7,209,032

Linen deliveries per week 350

Quantity of sheeting supplied 2,802,670

Quantity of towelling provided 2,683,174

Total items processed 14,631,408

BrigHtwater Catering

Brightwater Catering provides a food production service to Brightwater and other similar organisations as well as many commercial clients.

Brightwater Catering has a total commitment to food safety. As a result of this commitment Brightwater is dual certified to ISO 9001:2000 and HACCP (Hazard Analysis and Critical Control Point) status. This means that Brightwater Catering can provide solid assurances that the products provided are of the highest integrity and consistency.

In addition, stringent controls are adhered to from receipt of raw products, through to production and final delivery of the finished product. The process is thoroughly audited at every stage, to the point where information on the raw materials, the cooking method and storage temperatures and delivery can be provided for each individual meal. Brightwater Catering also has in place a comprehensive Business Continuity Plan established to ensure all service requirements can be met at all times.

Brightwater Catering Facts and Figures 2012/2013

Meals provided to Brightwater Residents per day 1,600

Fresh fruit and vegetables purchase per month 8,300 kg

Meals provided to all customers per day 2,600

kingsway Court

Located in the northern suburb of Madeley near Kingsway Shopping Centre, Kingsway Court is a dedicated over 55s precinct that has been designed to allow people to live their lives the way they choose.

With research and careful planning Kingsway Court’s main focus is to provide plenty of space, privacy and freedom. Set in spacious surrounds, the free standing homes have been uniquely designed with 14 different floor plans. There is a wide range of services with luxurious community facilities. Central to Kingsway Court is the idea of complete and total independence with access to appropriate support services if needed.

Facts about Kingsway Court

• The village is built on 8 hectares of land

• There are 168 homes in Kingsway Court

• There are currently 250 residents living at Kingsway Court

• Each year 1,300 activities are organised by the Resident’s Committee for residents including 260 special events

COmmErCiAL SERVIcES

Linen employees Joan, Pat and Susan (left to right).


At the core of what Brightwater does is Quality. The Quality team at Brightwater is committed to working with all our staff across our many services to ensure that our facilities and the care our residents and clients receive is of the highest standard.Brightwater prides itself on its exemplary record of compliance with all Quality and Accreditation standards.

Our culture is one of continuous improvement and we strive to achieve high customer satisfaction and excellent outcomes from all services we provide.

CustoMer feedBaCk

We actively seek feedback from our clients on their experience of Brightwater. This assists us to determine areas in need of improvement and identifies the general feeling people have about their relationship with Brightwater. Overwhelmingly the feedback we have received in the past 12 months has been positive. Some comments received are below:

“Residents are not just numbers they are personally cared for with their own individual needs.”

“All the staff have been extremely welcoming to my Mum – she is treated with dignity, respect and a great sense of humour.”

“Any request is listened to and responded to.”

“The staff are very helpful and caring, very approachable and open to suggestions.”

“Having our mother stay at Brightwater is great. She appears more refreshed after respite, never complains and the staff and facilities are excellent.”

“Brightwater has been wonderful. I couldn’t be still living on my own if it wasn’t for their help.”

eMergenCy resPonse ProjeCt

Brightwater is committed to ensuring that all of our residents, clients and staff are as safe as possible while on our sites. This commitment involves continually reviewing the systems and processes we work through in the event of an emergency. This financial year the Quality team has undertaken an Emergency Response project to ensure our procedures are as effective as possible and that all staff are well trained in what to do in the case of an emergency. This review will continue into the new financial year and will consider the Brightwater emergency response systems and processes related to all care provision and corporate services.

The project will involve implementation of a whole of organisation approach to emergency response, incident control and business continuity. These procedures will be aligned to Best Practice and Australian Standards, and will incorporate a structured training and drills program and specific committee responsibilities to enable ongoing practise and ensure ongoing evaluation.

The overall aim of the project will be to deliver a system of emergency response management which will maximises the safety of Brightwater residents/clients/personnel and minimise risk to Brightwater.

At Brightwater we pride ourselves on providing and supporting ongoing learning opportunities for staff at all levels across the organisation. This begins from the first day a new staff member starts at a Brightwater facility or community service and continues throughout their employment. It includes providing professional development opportunities to develop new skills, developing already existing skills, developing skills to take on key portfolios and leadership roles, acquiring a number of qualifications and providing career development opportunities as staff progress in their employment.

Brightwater looks within to find future leaders and many opportunities exist if staff want to change roles in order to do something different or simply to further their chosen career.

Below are a few examples of the opportunities open to staff and our commitment to learning:

• Brightwater Graduate program: all newly graduated Enrolled Nurses, Registered Nurses, and Allied Health staff are eligible to participate in this program. In addition to the program, each person has a preceptor to support them to achieve their individual development goals and to develop confidence and competence in their role. This financial year 28 graduates completed the program including 12 Enrolled Nurses, seven Registered Nurses, three Speech Pathologists and three Occupational Therapists.

• Brightwater offers two scholarships annually, the Don Hutchison Scholarship and the Peter Lane Scholarship. Up to $5,000 is awarded to successful applicants to undertake further learning or to conduct a project that will “contribute to quality of life opportunities for those to whom Brightwater provides a service”. To read about the projects supported by these scholarships this financial year please visit our website.

• Brightwater is a Registered Training Organisation (RTO) and is scoped to deliver nationally recognised qualifications.

• Traineeships are also available for eligible staff in a range of qualifications. For more information about traineeships please visit our website.

• During the 2012/13 financial year over 2,074 staff attended training, totalling 21,405 hours of learning. In addition a number of staff completed a range of qualifications, including 97 staff who were on Traineeships, 15 Transition to RN school students enrolled with Brightwater RTO, and 96 staff from external organisations were enrolled with Brightwater RTO to complete Skill Sets funded through ACWVET funding.

To find out more about the training opportunities Brightwater provides to staff such as our Skills Coach program please visit our website.

• Brightwater is also committed to supporting the learning of students. This year there was a total of 384 student placements.

The following graph provides a snapshot of the total numbers of student, work experience and workplace learning placements from July 2012 to June 2013.

total student PlaCeMents 2012–2013 bY NUMbER Of STUDENTS

Definitions Students: Health Professional students, including, Registered Nurse, Enrolled Nurse, Medical, Allied Health and Marketing. Work Experience: Certificate III and Certificate IV placements. Workplace Learning: High School students.

300

250

200

150

100

50

0 Students Work Experience Workplace Learning

Placement Category

81

285

18

QualITY lEaRNING

Residents participating in one of the many groups at Brightwater Madeley.


resPonding to gaPs in training and deVeloPMent

One of Brightwater’s commitments to learning is to continue to develop innovative training programs for our staff.

Brightwater Seatec identified an opportunity to increase the knowledge amongst care staff on the importance of Postural Care for our residents. Within the organisation there are numerous residents and clients with complex clinical conditions who would benefit from enhanced 24 hour Postural Care. In 2010, we developed a 24 hour Postural Care program involving the use of specific techniques and equipment designed to protect the resident’s body shape from the development of physical distortions.

Culture, CoMMuniCation and relationsHiPs at work

In last year’s annual report we announced that Brightwater, in partnership with Juniper and Fortis Consulting, received funding from the WA Premier’s Social Innovation Grant program to develop the Culture Communication and Relationships at Work program.

The program aims were to build a culturally competent and engaged workforce that can better meet the challenges of Australia’s increasingly diverse population.

The purpose of this project was to develop a resource kit which:

• Reduced barriers to communication posed by language and cultural differences, improving relationship building skills

• Built a harmonious, culturally diverse workforce where cultural diversity is seen as a positive attribute and each person’s contribution is valued

• Enhanced supervisor skills to successfully lead and manage a culturally diverse workforce

• Provided best practice recommendations as a result of the research outcomes of the project

• Provided links to existing community resources

The project resources developed included two, 12 Module (18 hour) Training Programs: one targeted at the Supervisor/Manager level and the other targeted at the Care/Support Worker level. The program was highly interactive, and included an experiential and reflective learning approach.

Facilitator Guides, Participant Workbooks, supporting DVDs and all program materials were developed.

In addition a comprehensive Organisational Guidelines document was developed to assist organisations to implement the program.

The program was piloted at Onslow Gardens aged care site and Marangaroo disability site at Brightwater, and The Residency, Northam aged care site at Juniper.

Feedback received from the pilot has been extremely positive.

When asked about their confidence in dealing with issues arising from working with a culturally diverse team:

• 49% of employees indicated that they are now confident in dealing with these issues

• 39% indicated that they are able to deal with issues better than before the program

• Only 12% indicated that there was no change to their ability

Although the project was not aimed at improving resident/client care, feedback from staff indicated that there had been an improvement as a result of staff undertaking this program.

The resources developed have been made available to anyone in the community services sector. These are free if downloaded from www.fortisconsulting.com.au/ccrw, or ‘at cost’ if printed versions are ordered from WestOne.

Seatec, Strategic Learning and Growth and Cielle Consultancy worked together to have this course nationally accredited at Certificate IV level and added to Brightwater’s RTO scope.

Over the past three years, Postural Care has been the subject of award winning achievements, a national project, and several conference presentations. Brightwater is proud of the uniqueness of the course and evaluations from the participants reinforce the relevance and importance of this training by their positive feedback and the improved outcomes for clients.

To read more about this training program and to view further results please visit our website www.brightwatergroup.com

Brightwater resident.

Linen employees Susan, Joan and Pat (left to right).


Brightwater Care Group is a diverse and professional organisation employing staff in locations throughout the metropoiitan area.As an organisation we believe that our people are our greatest asset and we are passionate about supporting them and making Brightwater a workplace they enjoying coming to and where they can be proud of the work that they do each day.

Below are the current staffing statistics for Brightwater Care Group:

Total Employees 2,156

Total Full Time Equivalent Employees 1,095

eMPloyee age Profile bY NUMbER Of EMPLOYEES

300

250

200

150

100

50

0 <20 20–24 25–29 30–34 35–39 40–44 45–49 50–54 55–59 60–64 >65

191 201 200189

245269 277 269

190

84

41

staff turnoVer – PerManent staff bY PERCENTAGE

2004/05 2005/06 2006/07 2007/08 2008/09 2010/11 2011/12 2012/132009/10

17.6%19.5%

25.6%

22.2%

16.1% 15.0%

18.8%17.7%15.6%

30%

25%

20%

15%

10%

5%

0

staff grouP Profile bY NUMbER Of EMPLOYEES

Care Worker Hotel Services Administration Allied Health Registered Nurse ManagementEnrolled Nurse

52

1200

1000

800

600

400

200

0

1056

333239

180 155 141 52

lengtH of serViCe bY NUMbER Of EMPLOYEES

800

700

600

500

400

300

200

100

0 < 3 months 3–12 months 1–3 years 3–5 years 5–10 years > 20 years10–20 years

134

333

701

309

390

209

80

The graph below illustrates our permanent staff turnover over the past nine years.

eMPloyMent status

fULL TIME 409

CASUAL 527

PART TIME 1225

gender

fEMALE 87%

MALE 13%

OUr PEOPlE

Age

Age

Year


staff satisfaCtion surVey

This financial year a staff survey was conducted at Brightwater to provide employees at all levels with the opportunity to give feedback on their level of satisfaction and perceptions of their experience working at Brightwater. The survey was conducted by The Brightwater Centre and overall 632 surveys were received. The results will be used to make Brightwater an even better place to work.

Key results of the survey were:

• A majority of employees were satisfied most of the time in their current job at Brightwater (86%).

• 85% said that they would recommend Brightwater as a place to work.

• Two thirds of the respondents (67%) felt valued in their role at Brightwater.

• 69% said that they would feel confident in raising any issues at work.

• The majority (80%) of staff felt that they are provided with the equipment/resources needed to perform their job effectively and safely.

• There was a large number of responses about what staff enjoy most about working at Brightwater. – Caring for residents/clients was

most often cited (64%). This was followed by staff benefits (58%), work colleagues (56%) and being close to home (55%).

– Respondents were least satisfied with salary (26%) and opportunity for promotion (12%).

• When asked if they had any plans to leave Brightwater two out of three have no plans to leave (64%), whilst one in three plan to leave within the next five years. The two main reasons cited for leaving were retirement (32%), followed by needing a career path change (30%).

For more detailed information on the results of the survey please visit our website.

Brightwater is proud of our staff retention levels and the number of long serving employees we have throughout the organisation. Please find below a list of long serving employees:

long serVing eMPloyees

First name Surname Years employed

Patricia LOBO 41Bridget LEWIS 41Jean WITON 39Lorraine WIJEYESINGHE 38Margaretta LEWIS 36Joan HENDERSON 36Rose D'ROZARIO 36Peter HOLDER 35Colleen PASTINA 35Clotilda COLKERS 35Min EMERY 34June LE CERF 34Audrey COLKERS 34Doris SAMUELS 33Bernadette RAYE 33Marlene GINGER 33Sylvia NATHAN 32Jacqueline GIBB 31June ARLAND 31Maria MOCZULSKA 31Margaret SOSIN 30Lyn TIPPETT 30Kerry PALMER 29Joan PRIOR 29Yvonne EELSING 29Roz SMITH 28Lesle-Ann HARPER 28Anne SANDON 28Patricia D'ROZARIO 28Barbara URBANEK 28Di OSWALD 28Lorraine JONES 27Penny FLETT 27Kevin MCCARTHY 27Marie JORGENSEN 27Susan SAMUELS 27Roberta HOTHAM 26Saras NAIR 26Lyn MAITLAND 26Helen SKROZA 26Jackie MILES 26Lesley FLYNN 26

First name Surname Years employed

Lynda MASSEY 25Flo HWANG 25Faye DUCAS 25Joan DOWNEY 25Kerry SPENCE 25Kevin DEVENEY 25Felicity FIELDHOUSE 25Selva RETNE 25Les NORTHCOTT 24Shirley CORRIGAN 24Mary MORRIS 24Cynthia BACALTOS 23Tina BARKER 23Janet WAGLAND 23Sabrina WELTI 23Ana SEVASTOS 23Rita TREASURE 23Judi NOACK 23Sara HOPKINS 23Norma ELKINGTON 23Jasvit KAUR 23Joy WILLIAMS 23Wayne KYAW 22Andrea BENNINGTON 22Kay KIELY 22Gary BREEZE 22Wendy FOOTE 22Claire QUARTERMAINE 22Estelita SAVIC 22Sally WALSH 21Phillis CAMERON 21Angela LOWE 20Maureen DIXON 20Shirley PENDERGRAST 20Julie TURNER 20Sandy BEARDWOOD 20Irene ARCHER 20Yasna JANSEN 20Isobel FRANCIS 20Nick SCHOBER 20Teresa CAIN 20Blanca ROSANO 20

Brightwater Linen employees.


At Brightwater we appreciate the support of a wonderful team of volunteers who selflessly give their time each week to help increase the wellbeing of our clients and residents.

Volunteer Hours Per week Per serViCe bY HOURS Of VOLUNTEER SERVICE

250

225

200

175

150

125

100

75

50

25

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ome

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ices

Bal

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Bel

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Ham

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Kin

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Man

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Mar

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low

Gar

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Gar

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23 20 20 21 1925 242620

28 28.5

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30 3525 25

13 11

45

7260

100

5 5 5 26

At the end of the 2012/2013 financial year we had 524 volunteers. This represents an increase of 7.4% this financial year. Currently volunteers provide Brightwater with over 900 hours of service each week across all of our sites. The below graph shows the spread and number of hours of service across Brightwater.

Generally our Residential Aged Care homes with the most volunteers are our larger sites catering to both low and high care residents, creating a wider range of opportunities for volunteers.

To read stories about the work volunteers are doing at Brightwater please read our Yearbook.

For more information on how to become a volunteer at Brightwater and our volunteer policies please visit our website www.brightwatergroup.com

Brightwater’s strategic focus has always been, and will continue to be, seeking to understand our value and potential and how we can use it to benefit more people in line with our purpose. This year Brightwater Care Group embarked on a new strategic planning journey in an effort to prepare our organisation for the coming changes in both aged care and the disability sector.Considerable thought and planning was applied to how we would approach the challenges and opportunities in a way that ensured Brightwater’s success and sustainability into the future. The result was a restructure and creation of strategic capability at the Leadership Team level to provide dedicated leadership, coordination and management and to resource our further strategic endeavours.

To date our thinking and strategy development has been focused on new ways to expand the effect of what we know beyond our current models of operation and the constricting nature of our funding. This has resulted in a redefined goal for the organisation.

Our redefined goal excites us as it provides a clear and compelling vision for Brightwater. It is aligned with our purpose and will guide us in our endeavours to increase the numbers of people we will assist to enjoy life’s possibilities.

Brightwater GoalBrightwater will enable more people to enjoy life’s possibilities, by actively engaging with individuals and communities to deliver innovative, connected and responsive services.

Our focus will continue to be people who are ageing or who have a neurological disability.

The strategic themes we have identified reflect what we intend to do to achieve our goal:

• We will continue to use our specialist capability to respond to unmet needs and service gaps.

• We will design and deliver new services, incorporating research and new technology to better meet customer needs.

• We will use our knowledge and depth of experience as leverage to develop innovative business models.

Moving forwardOur desire is to build a robust strategic management system that is integrated and aligned at each level of Brightwater, linking strategy and operations.

We want to achieve a shared strategic direction, with all Brightwater staff engaged, understanding the Brightwater strategy and having a clear line of sight as to how the work that they do is linked to the overall purpose and objectives of Brightwater.

VOluNTEERS STrATEgiC DIREcTION

Graeme and Jennie volunteering at Maddies.

Residents and staff at Brightwater Edgewater.


This year has seen a milestone reached in our fundraising with the redevelopment of Brightwater Oats Street.

The amazing generosity shown by the Western Australian community has been humbling for us, with major donations via Lotterywest, The McCusker Foundation, Jonesy’s Vision and the Leaping Lizard’s Committee, plus many individual contributions have assisted us to realise our dream. Brightwater Oats Street is now near completion with all eight houses due to be finished by the end of 2013. The contribution of each person over the past three years has made a significant difference to each of the clients currently participating in the program and to the many more who will now be able to receive support thanks to the expansion of our site.

In addition to the Oats Street redevelopment, grants have also been received to support smaller innovative projects being run throughout our service areas.

At a local level, our staff at Brightwater’s 23 residences raise much needed extra funds with fetes, sausage sizzles, themed events, raffles and other innovative ideas to encourage neighbours, families, staff and residents to be involved in enhancing our services.

Future fundraising efforts will focus on increasing the wellbeing of all Brightwater residents and clients, through additional assistance, equipment, activities and therapy programs, plus support for research initiatives through The Brightwater Centre.

Events in 2012/2013This financial year Brightwater held two friend-raiser events which were designed to increase the organisation’s support networks.

Gecko Launch 23 August 2012This event was held at The Lobby in Perth in an effort to encourage the next generation of philanthropic givers (generation Y) to support worthy causes such as Brightwater Oats Street. The event was well attended and resulted in 46 young people pledging to support Brightwater Oats Street over four years.

Kidogo Art House EventOn Thursday, 14 March 2013 Brightwater Leaping Lizard supporters and friends old and new, braved thunder, lightning and torrential rain in support of the Oats Street Redevelopment campaign. The event was held alongside a unique collection of Western Australian created sculptures on display at the Kidogo Art House in Fremantle. This event aimed to increase the number of people pledging to support Brightwater Oats Street over four years and was successful in attracting 14 new people.

Lotterywest Grants received in 2012/2013

• Paro Seals: This grant allowed us to purchase Paro Seals for Brightwater sites. Paro Seals are advanced interactive robots which react to touch and to resident’s behaviour. A gentle touch will make it “purr” and move while harsh treatment will make it stop moving and become unresponsive. These seals provide a number of benefits to our residents such as fulfilling innate needs for nurturing which provide a sense of calm.

• Seatec Creative Art Program: A grant was received to purchase three sewing machines to be used in a creative arts program which is free for residents and clients to attend. To read more about this program please read the Creative Connections story in our Yearbook.

• Organic Garden Beds: This grant was received to purchase raised garden beds for two of our Services for Younger people sites. The grant allowed Brightwater to install garden beds at our Balcatta and Maylands sites for residents to grow a vegetable garden. Thanks to this grant we were also able to enter into an agreement with Your Patch Organics who now help us to maintain the garden beds and provide valuable information to residents on what they need to do to ensure their gardens flourish.

• Outdoor Furniture: Five of our residential aged care sites, Huntingdale, Redcliffe, The Oaks, South Lake and The Cove, benefited from a grant to purchase outdoor furniture for residents and families to use.

This financial year the marketing team at Brightwater has put considerable energy into our online presence. The first step was taken in September with an updated home page for our website which better reflected Brightwater as a whole. Energy then shifted to the rest of the website and upgrading it to AA rating for accessibility. The new site will also create greater opportunity for our communities to provide feedback and engage with activities of the organisation. The new website is due to launch in early October and will continue to be updated over time to reflect the changing needs of the organisation.

This year has also been one of preparing for the potential move into the social media environment. Brightwater recognises that it is important to have a social media presence to interact with our communities and keep up with our competitors and so the marketing team has been exploring how social media might fit into our current communication strategies.

In the 2012/2013 financial year a total of 70 articles featured in print media about Brightwater Care Group providing $1,126,863.04 of free media coverage for the organisation.

In addition to this media coverage Brightwater Care Group was also

approached by Advocare and Lotterywest to take part in filming being done by both organisations. Advocare attended Brightwater Edgewater to film footage for their new informational DVD which is made available to all residents and families on their website.

As a recipient of a large Lotterywest grant, Brightwater Oats Street, was selected to be part of the 2013/2014 Lotterywest TV commercials which communicates to the Western Australian community how monies are spent within the WA community. This was a great opportunity for Brightwater Oats Street to gain exposure on TV and also throughout print media.

PArTNErSHiPS AND PHIlaNTHROPY MaRKETING

Clients and staff at Brightwater Oats Street in front of one of the new buildings.


CorPorate goVernanCe

Brightwater Care Group was established as the Home of Peace for the Dying and Incurable in 1898, following the initiative and leadership of Lady Madeleine Onslow and Dr Athelstan Saw.

The original Committee of Management and General Committee included senior clergy of several denominations, as well as prominent politicians and citizens of the day. A grant of land in Subiaco from the Western Australian Government, together with funds raised to build the Home, achieved the first admission of a resident in 1903.

In 1997 The Homes of Peace (Inc.) changed its name to Brightwater Care Group (Inc). An Incorporated body under The Associations Incorporations Act 1987 and a non-profit organisation, Brightwater receives funding from, and is accountable to, three government entities:

• The Department of Health and Ageing

• The Department of Health, WA• The Western Australian Disability

Services Commission

Brightwater is also subject to a number of Commonwealth and State Acts and Regulations including, but not limited to:

Acts• Aged Care Act (1997)• Charitable Trust Act (1962)• Disability Services Act (1993)• Equal Opportunity Act (1984)• Freedom of Information Act (1992)• Hospitals and Health Services

Act (1927)• Mental Health Act (1981)• National Health Act (1953)• Occupational Health and Safety

Act (1984)• Workers’ Compensation and

Rehabilitation Act (1990)

Standards and Regulations• Australian Standards – AS/NZS ISO

9001:2000• Complaints Handling (AS 4269) • Foodsafe Guidelines – Australia

and NZ Food Authority• Guidelines for Medication

Management in Residential Aged Care Facilities - Australian Pharmaceuticals Advisory Council (3rd Edition) November 2002

• Patient Information Retention and Disposal Schedule – Version 2 (2000) Health Department of Western Australia

• Records Management (AS4390)• WA Health Department

(Food Hygiene Regulation) & Food Standards Australia New Zealand Code.

The above lists are not exhaustive. For a complete list of Acts and Regulations we are subject to please visit our website www.brightwatergroup.com

The strong commitment to community service, which motivated the organisation’s founders, continues to underpin all activities. While Brightwater is non-denominational, the organisation maintains a strong values-based culture and promotes partnership and teamwork as fundamental working models.

Board members are elected from subscribers, who are individual members of the association with constitutional objects, powers, rules and procedures.

The Board is responsible for governance and major directional policies and employs a Chief Executive Officer who is responsible for general management, risk management and the provision of financial administrative services.

The Board acts in a voluntary capacity. There are four Board committees in total including Governance and Performance, Care, Audit and Risk Management and Business.

An Annual Report is published in October each year, with narrative and the audited financial report for the preceding financial year. This is presented to subscribers, general members and guests at the Annual General Meeting.

HealtHCare goVernanCe

Brightwater is committed to ensuring that safe, high quality health care is provided to all residents and clients. We approach our responsibility of ensuring appropriate clinical governance with the same rigour we apply to our corporate governance responsibilities.

We have identified factors critical to the success of effective governance such as good leadership, a culture of continuous improvement, a systems approach and focus on problem solving, support and teaching for our clinicians.

We have worked hard to build a culture of openness and transparency, with staff willing to report issues, analyse and debate, act on information and make improvements – integral to this is support, follow through and feedback.

We have established a framework of accountability backed by accessible and integrated systems, policies and procedures. It embodies transparent responsibility and accountability for high standards of care, with timely reporting to the Brightwater Board Care Committee.

We have a defined management and clinical structure (with a dedicated Healthcare Governance Manager) that best meets the needs of the business with clear reporting lines to assist with decision making.

Brightwater’s Clinical Governance structures align with the Strategic Plan for Safety and Quality in Healthcare 2008 – 2013 and the WA Clinical Governance Framework.

For further information regarding clinical governance please visit our website www.brightwatergroup.com

GOVERNaNcE

At Home Services staff member providing support to a client.


Brightwater Care Group recognises that people with disabilities should have the same opportunities as others to join in all aspects of community life.Brightwater has created the Disability Access and Inclusion Advisory Group and is committed to ensuring that people with disabilities, their families and carers are:

• Able to fully access the range of services, facilities and information that it provides.

• Included in decision making related to their personal care and support.

• Included in the consultation process around continuous improvement of service provision.

• Supported to access and be included in the community at large.

Access for people with disabilities is considered when facilities are developed or modified.

Brightwater has created a Disability Access and Inclusion Plan that

complies with the Disability Discrimination Act (1992), the State Equal Opportunity Act (1984) and the Disability Access and Inclusion Plan requirements of the State Disability Services Act (1993), which guides planning for future years. Together with the Disability Access and Inclusion Advisory Group, Brightwater remains committed to staying informed and in touch with disability groups.

Chair: Debbie Nobre.

For further information please visit our website www.brightwatergroup.com

DiSAbiLiTy ACCESS AND iNCLUSiON aDVISORY GROuP

Brightwater Care Group recognises the importance of carers and their role in providing feedback and vital information to assist us to continue to provide outstanding care.

Brightwater has created the Carers’ Recognition Advisory Group to ensure that:

• All carers are treated with respect and dignity.

• The role of carers be recognised by including carers in the assessment, planning, delivery and review of services that impact on them and the role of carers.

• The views and needs of carers are taken into account along with the views, needs and best interests of people receiving care when decisions are made that impact on carers and the role of carers.

• Any concerns or complaints made by carers in relation to services that impact on them and the role of carers must be given due attention and consideration.

Brightwater has also created a Carers’ Recognition Plan that complies with the Carers’ Recognition Act 2004, which will guide planning for future years and ensure that Brightwater remains committed to staying informed and in touch with carers.

Chair: Helen Christopher.

For further information please visit our website www.brightwatergroup.com

CArEr’S rECOgNiTiON aDVISORY GROuP

Laurie Burns BBus, MIR General Manager, People Services

Laurie Burns has more than 30 years experience in Employee Relations and Human Resource Management in Australia. He has worked for and consulted to, a number of organisations providing health, disability, community and aged care services, both in the government and private sectors. Following a career as an Industrial Officer and Industrial Advocate, Laurie has held Human Resource Management positions for the past 24 years. Laurie is the General Manager, People Services - this includes Human Resources and Employee Relations, Strategic Learning and Growth, Payroll and Recruitment.

Laurie is Deputy Chair of the Industrial Relations Policy Committee of the Chamber of Commerce and Industry and represents ACSWA on the National Workplace Relations Committee.

Ralph Gore B.Bus MBA General Manager, Corporate Services

Ralph has over 30 years experience in the finance and corporate sectors. During this time he has held a number of senior executive positions such as Head of Human Resources Development & Training, Regional Manager and Chief Operating Officer. Since joining Brightwater in 2008 Ralph has operated in the role of General Manager Corporate Services which oversees Brightwater’s Finance, Information Technology, Physical Resources, Health Records, Purchasing and Project Management functions. In his role Ralph is an ex officio member of the Audit and Risk and Business Committees.

Ralph is currently a Director of the Independent Living Centre of WA, a Director of the Innovative Chiropractic Learning Centre at Murdoch University and a Fellow of the Institute of Company Directors.

Dr Penny Flett MBBS, DGM, FRACMA, AFCHSE, FAIM

Chief Executive Officer

Penny joined Brightwater as the Director of Clinical Services in 1986, when the organisation was still known as The Homes of Peace and became CEO in 1996.

Penny has become a champion for people of all ages who need a high level of ongoing support and service. She has a particular interest in services for younger adults with acquired brain injury and neurological disorders.

Penny is convinced that achieving successful ageing in our society in the next few decades must begin now, with strong and innovative leadership.

LEADErSHiP TEaM


Jennifer Lawrence BAppSc, GAICD General Manager, Services for Younger People & Major Projects

Jennifer held a number of executive roles within the private pathology industry both locally and interstate before moving to Brightwater Care Group in 2003. Currently, Jennifer oversees the business operations of 10 facilities for people with disabilities, is sponsor of a $20m Oats Street facility rebuild project and has responsibility for occupational health and safety, worker’s compensation and insurance. Jennifer was responsible for establishing The Brightwater Centre which is Brightwater’s research arm.

Jennifer is a Member of the Australian Institute of Company Directors and of the Australian College of Health Services Management.

Tonia Zeeman BAppSc (Nsg)

General Manager, Services for Older People and Service Development (former)

Tonia Zeeman has held senior positions for over 25 years in the public, private and non-profit health sector. She has broad experience across aged care, community services, acute care and mental health sectors. Tonia’s role within Brightwater changed at commencement of the financial year with her moving into a newly created position as General Manager Strategy. She is responsible for providing dedicated leadership, coordination and management, and resourcing across the organisation to further Brightwater’s strategic endeavours.

Tonia is a Palladium Kaplan-Norton Balanced Scorecard Certified Graduate.

Tonia is a Director on the ACSWA Board and chairs the Residential Care Sub-Committee. She is a Member of Australian College of Health Services Management. She actively participates on numerous industry committee and forums.

Steven Cole LLB (Hons), FAICD Chairman

Steven Cole has 35 years of professional, corporate and business experience through senior legal consultancy, as well as a range of executive management and non-executive appointments.

His extensive boardroom and board sub-committee experience includes ASX listed, statutory, proprietary and not for profit organisations covering the industrial, financial, educational, professional services, health and resources sectors.

Steven’s continuing appointments include Deputy Chair of ASX listed Reed Resources, Chairman of the QE2 Medical Centre Trust, Chairman of two investment companies with around $20m under management and Chairman of Brightwater Care Group.

Steven was appointed to the Board of Brightwater in 2002.

Positions Held:• Chairman• Chair, Governance and

Performance Committee (Since 2008)

• Member, Audit and Risk Management Committee (Since 2008)

• Member, Business Committee (Since 2010)

Dr Ann Zubrick FACE, PhD, MA Psychology, MA Ageing and Pastoral

Studies, MSc, BSc, LACST, Life Member Speech

Pathology Australia, Life Member Therapy Focus

Deputy Chair

Professionally Dr Ann Zubrick has had a long engagement with both health and education.

Qualified in speech pathology and lifespan developmental psychology, she has established both educational and clinical services in Western Australia and several settings in Asia. She runs a consulting business which includes educational and other work in ageing. She is an Academic Associate and Professor in the Centre for Ageing and Pastoral Studies Canberra, which is part of Charles Sturt University.

Ann has served on several boards and committees—including the Western Australian Department of Housing and Works, Therapy Focus, the Centre of Excellence in Alzheimers Research and Care, a large Symphonic Choir (in which she also sings) and the Council of three independent schools. Currently she is also Deputy Chair of the Board of ASeTTS, Deputy Chair the Board of COTA (WA), and represents COTA (Australia) on the National Aged Care Alliance. Ann was appointed to the Board of Brightwater in October 2008.

Positions Held:• Deputy Chair• Chair, Care Committee

(Chair since 2011)• Chair, Business Committee

(Since 2010)• Member, Brightwater Centre

Steering Group (Since August 2011)

Martin Langridge BA (Hons), CA (Scot), FCA, AIMM

Honorary Treasurer

Martin commenced his career in Edinburgh and after qualifying with the Scottish Institute of Chartered Accountants he migrated to Australia to take up a position in Perth in 1986. In 1996 he joined Deloitte Touche Tohmatsu, was admitted as a partner in 1998 and is currently the partner in charge of the Forensic Practice in Perth. He has overall responsibility for all Deloitte Forensic services in WA including dispute consulting, investigations, technology, data analytics and risk.

Martin has a wide variety of experience providing accounting, taxation and management consulting services to the private and public sectors. He has been involved in the development of strategic and business plans and has a keen understanding of the corporate environment and the critical success factors for business.

Martin served as the Honorary Treasurer of Cystic Fibrosis WA from 2004 to 2009 and is involved in not for profit groups promoting economic self determination for indigenous people.

Martin was appointed to the Board of Brightwater in October 2010.

Positions Held:• Honorary Treasurer• Chair, Audit and Risk Management

Committee (Chair since 2012)• Member, Business Committee

(Since 2010)

bOArD Of MaNaGEMENT


Robert de la Motte BCom, FCA, FAICD

Board Member

Robert de la Motte is a Chartered Accountant with over 35 years of corporate experience. He commenced his career with a major international accounting firm, spending 15 years working across four continents, including six years as a Partner.

In Perth Robert spent six years with Challenge Bank (now part of Westpac) where, as Head of Treasury, he was responsible for overall bank funding and all aspects of balance sheet risk management. He moved into investment banking and equity capital markets with Hartleys Limited in 1996 as Director of Investment Banking assisting clients with ASX listings, capital raisings, mergers, acquisitions, divestments, succession strategies and private equity transactions.

In 2002 Robert joined Patersons Securities Limited as Director of Corporate Finance and retired at the end of 2009.

Robert was appointed to the Board of Brightwater in 2010.

Positions Held:• Board Member• Member, Governance and

Performance Committee (Since 2011)

• Member, Business Committee (Since 2011)

Narelle Finch Board Member

Narelle Finch is a passionate marketer and strategist with 20 years of experience in all aspects of commercial operations including revenue generation, product development, strategic planning and brand management.

Narelle is a Board member of VenuesWest and the WA Cricket Association and a Committee Member of Lord’s Taverners WA. Narelle has a Bachelor of Business Degree in Marketing and Business Communications.

Narelle was appointed to the Board of Brightwater in 2008.

Positions Held:

• Board Member• Member, Care Committee

(Since 2009)• Member, Audit & Risk

Management Committee (Since 2009)

Prudence Ford BSc (Hons), Dip Ed

Board Member

Prudence has had some 30 years of policy, program delivery and management experience in the public sector. She has worked for both the Australian and Western Australian governments in the health, community service and corporate management areas. Since leaving the public sector in 2006, Prudence has worked as a consultant for the community based, not for profit sector and for governments.

Prudence has been a member of the National Health and Medical Council, the QE2 Medical Centre Trust, the Western Australian State Tenders Committee and the Human Research Ethics Committee for Edith Cowan University. Currently she is a member of the Health Consumers Council of WA, the Medical Board of Australia (MBA) and the Western Australian Board of the MBA.

Prudence joined the Brightwater Board in October 2010

Positions held:• Board Member• Member, Care Committee

(since 2011)

Bill Louden Board Member

Bill was Senior Deputy Vice-Chancellor at The University of Western Australia from 2009 - 2013. Previously, he has held positions as Pro Vice Chancellor (Research) and Executive Dean at Edith Cowan University and Dean of Education at The University of Western Australia.

In 2010 he was appointed by the Australian Government as foundation Deputy Chair of the Board of the Australian Institute for Teaching and School Leadership. Bill chaired the Western Australian Government’s Literacy and Numeracy Review Taskforce (2006) and was a member of the National Inquiry into the Teaching of Literacy (2005). He was Chair of Curriculum Council of Western Australian from 2006 to 2011, leading substantial review and reform. He is a Fellow of the Australian College of Educators and in 2010 he received the Australian Council of Deans of Education Outstanding Service to Education Award. He was a member of the Board of the Australian Curriculum Assessment and Reporting Authority from its inception (2008) until May 2012.

Bill was appointed to the Board of Brightwater in December 2012.

Positions Held:

• Board Member

Paul Sadleir BE, MBA, APPI, FAICD, FRICS

Board Member

As Managing Director of Cedar Woods, Paul’s responsibilities cover strategic planning, human resources, portfolio management, equity and finance raising and investor relations.

Prior to joining Cedar Woods, Paul was manager of the Bunnings Warehouse Property Trust and previously he held roles with Wesfarmers, Western Power and Barrack Mines.

Paul has a Master of Business Administration Degree and Bachelor of Engineering Degree, both from the University of Western Australia, is a fellow of the Australian Institute of Company Directors and an associate of the Australian Property Institute.

Paul has served on various industry bodies, including as a Councillor for the Urban Development Institute of Australia and the Property Education Foundation and is currently a Senate Member of Murdoch University and a member of the Housing Industry Association’s Planning and Environment Committee.

Paul was appointed to the Board of Brightwater in November 2010.

Positions held: • Board Member• Member, Care Committee

(Since 2011)• Member, Audit and Risk

Management Committee (Since 2012)


finanCial results at a glanCe

Brightwater recorded a Net Surplus for the 2012-13 year of $14.6 million against a budgeted surplus of $2.4 million.

While this appears to be an outstanding result it does include several one off items that will not be repeated in subsequent years. Of particular note is the budget variance of $8.6 million in Other Income which largely reflects the adoption of a more appropriate methodology for valuing the Deferred Management Fees associated with the Kingsway Court investment property.

This adjustment resulted in a $6.9 million increase in Other Income. Due to the tireless efforts of the staff that make up our Commercial operations they were also able to exceed their revenue budget by $1.4 million.

Expenses continue to be closely monitored and managed across Brightwater with Operational expenses being $3.6 million under budget. There were many factors contributing to this result which also includes expenses relating to several larger projects that were either not progressed or were unable to be completed in the planned time.

Savings in personnel costs of $2 million, as compared to budget, in large, relate to the delays in getting the Oats Street rehabilitation programme fully operational due to the financial collapse of the original building company.

Notwithstanding these one off events Brightwater continued to perform strongly in its underlying business with the operational results reflecting the hard work, commitment and dedication of our many staff.

Brightwater Care Group Actual Budget Variance to Budget

$m $m $m %

State Government subsidies 34.3 33.3 1.0 3%

Commonwealth Subsidies & Supplements 58.9 59.2 -0.3 -1%

Resident fees 18.2 17.4 0.8 5%

Donations and legacies 0.9 1.4 -0.5 -35%

Commercial revenue 15.5 14.1 1.4 10%

Other Income 11.6 3.0 8.6 289%

Grants 4.1 9.0 -4.9 -55%

Total Revenue 143.5 137.4 6.1 4%

Operational expenses 27.5 31.1 -3.6 -12%

Personnel expenses 94.3 96.4 -2.1 -2%

Depreciation & Amortisation 6.8 7.4 -0.6 -9%

Financial expenses 0.3 0.1 0.2 263%

Total Expenses 128.9 135.0 -6.1 -4%

Net Surplus/(Deficit) 14.6 2.4 12.2 500%

Govt Funding as a % of Total Revenue 65% 67%

Labour Cost as a % of Total Revenue 66% 70%

Commercial Revenue as a % Total Revenue 11% 10%

fiNANCiAL PERfORMaNcE 2012–13

Brightwater Madeley residents enjoying a gardening program.32 Brightwater 2013 Annual Report 33

state and CoMMonwealtH goVernMent funding alloCation

Services for Older People (Residential Aged Care) was the largest recipient of government funding receiving $58.4 million during the year. Our At Home Services continues to expand, with revenue growing by 13%, in line with the desire of many Australians to remain in their own home as long as possible, which is also supported by government policy.

While the Services for Younger People team work across many different areas the expected completion of the Oats Street rehabilitation facility redevelopment in December 2013 will almost double the capacity of this facility and provide the opportunity to significantly increase revenue streams through this programme.

2009-10 ($m)

2010-11 ($m)

2011-12 ($m)

2012-13 ($m)

Services For Younger People $16.5 $15.5 $18.4 $20.4

Services For Older People $46.8 $53.0 $56.6 $58.4

At Home Services $6.2 $8.6 $12.8 $14.4

$m

$70

$60

$50

$40

$30

$20

$10

$0 2009–10 2010–11 2011–12 2012–13

SERVICES fOR YOUNGER PEOPLE

SERVICES fOR OLDER PEOPLE

AT HOME SERVICES

otHer inCoMe

2009/10 2010/11 2012/132011/12

$m

50

40

30

20

10

0

40%

35%

30%

25%

20%

15%

10%

OTHER INCOME

% Of TOTAL INCOME

Year Other Income $m % of total Income

2009/10 30.8 31%

2010/11 28.8 27%

2011/12 42.1 32%

2012/13 50.3 35%

Brightwater is committed to building a more diversified income portfolio to ensure its long term viability. Other income represents revenue received from sources other than Government and continues to display a positive trend.

PerforManCe against Budget

Budget $m Actual $m

State & Commonwealth Funding 92.5 93.2

Other Income 44.9 50.3

Total Revenue 137.4 143.5

ActualBudget

State and C’Wealth funding$93.2m

Other income$50.3m

State and C’Wealth funding$92.5m

Other income$44.9m

Funding through the State and Commonwealth Government continue to be the primary source of income with the $93.2 million received representing 65% of the Total Revenue.


exPenses

Operational Expenses: cover the support costs to the services of the Brightwater community; for example, linen, catering, staff training. Including administrative and other costs required to efficiently run the organisation; for example, finance; information technology, human resources, audit and legal fees, and insurance premiums.

Personnel Expenses: direct and indirect care personnel servicing the Brightwater community. Personnel expenses is the organisation’s largest and most valuable resource.

Depreciation & Amortisation Expenses: covering Brightwater’s extensive capital assets.

Financial Expenses: loss on sale of assets, bank charges, bond interest and loss on sale of assets.

Expenditure 2013 $m

2012 $m

2011 $m

2010 $m

Operational Expenses 27,451 25,415 22,467 20,261

Personnel Expenses 94,319 87,792 74,915 67,420

Depreciation & Amortisation 6,796 5,883 5,357 5,089

Financial Expenses 309 250 109 272

Impairment Loss (Bed Licences) - 3,626

Expenditure 128,875 119,340 102,848 96,668

OPERATIONAL EXPENSES

PERSONNEL EXPENSES

DEPRECIATION & AMORTISATION

fINANCIAL EXPENSES

inCoMe Vs exPenditure

2011–11 2011–12 2012–13

$m

$160

$140

$120

$100

$80

$60

$40

$20

$0

EXPENDITURE

REVENUE

Brightwater continues to recognise a gradual increase of a net positive result to secure the achievements of the organisational goals. This year we continued our commitment to developing organisational systems to allow the achievement of higher levels of operational efficiency and transparency.

inCoMe

Subsidies and Supplements Income – State and Commonwealth: received from the Australian Government Aged Care funding programs, Disability Services Commission, Health Department of Western Australia.

Donations and Legacies Income: donations, fundraising, legacies and bequests received from the Australian public and corporations.

Commercial Income: Brightwater’s Retirement Village, Linen and Catering operation.

Other Income: Investment income, Kingsway Court (KWC) management and termination fees and KWC investment property Deferred Management Fee revaluation.

Grants Income: Lotterywest grants, Health Department of Western Australia (non-recurrent), Lyn Beazley scholarship grant.

STATE GOVERNMENT SUbSIDIES

COMM GOVT SUbSIDIES & SUPPLEMENTS

RESIDENT fEES

DONATIONS AND LEGACIES

COMMERCIAL REVENUE

OTHER INCOME

GRANTS

2012-13 Income By Source 2013 $m

2012 $m

2011 $m

2010 $m

State Government Subsidies 34,297 31,871 27,070 25,292

Comm Gov Subsidies & Supplements 58,864 55,910 49,986 44,307

Resident Fees 18,222 16,753 15,619 14,568

Donations and Legacies 935 2,808 440 497

Commercial Revenue 15,517 14,503 8,500 12,244

Other Income 11,645 3,920 528 199

Grants 4,059 4,096 3,662 3,287

Revenue 143,539 129,861 105,805 100,394


2013 ($) 2012 restated ($) 2011 restated ($)

Assets

Current Assets

Cash and cash equivalents 12,253,126 14,206,089 13,636,205

Short term deposits 22,007,610 19,163,526 20,050,764

Trade and other receivables 3,811,490 3,601,237 4,274,542

Prepayments 1,490,052 995,663 980,767

Other assets 103,285 416,266 133,502

Inventories 104,917 152,282 127,629

Fees Receivable 160,266 495,225 425,008

Total current assets 39,930,746 39,030,288 39,628,417

Non-Current Assets

Fees Receivable 5,195,206 5,169,350 4,735,305

Investments 513,621 801,121 210,312

Investment property 85,808,688 78,895,000 77,960,000

Intangible assets 1,395,572 1,245,839 930,540

Property, plant and equipment 103,267,853 100,077,443 91,265,505

Total non-current assets 196,180,940 186,188,753 175,101,662

Total assets 236,111,686 225,219,041 214,730,079

Liabilities

Current Liabilities

Trade and other payables 4,440,116 6,875,348 6,233,834

Deferred income 1,225,150 2,136,970 4,239,305

Other financial liabilities 100,495,067 102,738,928 104,669,963

Loans and borrowings 2,977,287 3,281,287 3,585,287

Employee benefits 12,223,369 10,616,947 8,042,736

Total current liabilities 121,360,989 125,649,480 126,771,125

Non-Current Liabilities

Employee benefits 3,413,000 3,107,669 2,080,649

Provisions 599,019 490,346 406,956

Total non-current liabilities 4,012,019 3,598,015 2,487,605

Total liabilities 125,373,008 129,247,495 129,258,730

Net Assets 110,738,678 95,971,546 85,471,349

Equity

Accumulated surplus 110,652,055 95,987,424 85,464,889

Reserves 86,623 (15,878) 6,460

Total equity 110,738,678 95,971,546 85,471,349

Balance Sheet - Statement of financial position as at 30 June 2013

finanCial results 2012–2013

The Statements of profit or loss and other comprehensive income, changes in equity and financial position are all extracted from Brightwater Care Group Audited Financial Statements for the year ended 30 June 2013.

2013 ($) 2012 ($)

Revenue 130,314,235 123,684,949

Other income 11,272,334 3,920,288

Administration expenses (128,566,068) (119,089,756)

Results from operating activities 13,020,501 8,515,481

Financial income 1,952,718 2,257,263

Financial expense (308,588) (250,209)

Net financing income 1,644,130 2,007,054

Surplus for the period 14,664,631 10,522,535

Other comprehensive income

Items that may be reclassified subsequently to profit or loss :

Net change in available-for-sale financial assets 102,501 (22,338)

Other comprehensive income for the period 102,501 (22,338)

Total comprehensive income for period 14,767,132 10,500,197

Statement of profit or loss and other comprehensive income for the year ended 30 June 2013

Statement of changes in equity for the year ended 30 June 2013

Accumulated Surplus ($) Fair Value Reserve ($) Total ($)

Balance at 1 July 2011 85,464,889 6,460 85,471,349

Total comprehensive income for the period

Surplus for the period 10,522,535 - 10,522,535


Net change in fair value of available-for-sale investments (22,338) (22,338)

Total other comprehensive income - (22,338) (22,338)

Total comprehensive income for the period 10,522,535 (22,338) 10,500,197

Balance at 30 June 2012 95,987,424 (15,878) 95,971,546

Balance at 1 July 2012 95,987,424 (15,878) 95,971,546

Total comprehensive income for the period

Surplus for the period 14,664,631 14,664,631


Net change in fair value of available-for-sale investments 102,501 102,501

Total other comprehensive income - 102,501 102,501

Total comprehensive income for the period 14,664,631 102,501 14,767,132

Balance at 30 June 2013 110,652,055 86,623 110,738,678


• BIRRALEE

• EDGEWATER

• HUNTINGDALE

• JOONDALUP

• KINGSLEY

• MADELEY / KINGSWAY COURT

• ONSLOW GARDENS

• OXFORD GARDENS

• REDCLIFFE

• SOUTH LAKE

THE COVE (OFF MAP)

>

• THE OAKS

• BALCATTA

• BENTLEY

• CANNINGTON

• ELLISON HOUSE

• KAILIS HOUSE

• MANNING • OATS STREET

• MARANGAROO

• MAYLANDS

• WARNBRO

• BRIGHTWATER LINEN & CATERING MALAGA

• SERVICES FOR OLDER PEOPLE

• SERVICES FOR YOUNGER PEOPLE

• AT HOME SERVICES

• COMMERCIAL SERVICES

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BRIGHTWATER HOUSE

• THE VILLAGE

• AT HOME SERVICES SOUTH

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• AT HOME SERVICES NORTH

serViCes for older PeoPle

Birralee 155 Odin Road, Innaloo, 6018 Phone: 08 9445 6600

Edgewater 19 Pioneer, Drive, Edgewater, 6027 Phone: 08 9306 5300

Huntingdale 31 Mildenhall Street, Huntingdale, 6110 Phone: 08 9490 0200

Joondalup 6 Jolstra Crescent, Joondalup, 6027 Phone: 08 9404 9300

Kingsley 41 Renegade Way, Kingsley, 6026 Phone: 08 9309 0300

Madeley 95 Imperial Circuit, Madeley, 6065 Phone: 08 9303 0300

Onslow Gardens 39 Hamersley Road, Subiaco, 6008 Phone: 08 9489 8600

Oxford Gardens 30 Regents Park Road, Joondalup, 6027 Phone: 08 9300 2701

Redcliffe 23 Johnson Road, Redcliffe, 6104 Phone: 08 9479 2300

South Lake 62 Bloodwood Circle, South Lake, 6164 Phone: 08 9417 6200

The Cove 35 Hudson Drive, Dudley Park, 6210 Phone: 08 9581 0100

The Oaks 2-10 Oakwood Crescent, Waikiki, 6169 Phone: 08 9593 9200

The Village 150 Dundas Road, Inglewood, 6052 Phone: 08 9370 0900

serViCes for younger PeoPle

Balcatta 8-10 Milton Ave, Balcatta, 6021 Phone: 08 9344 8433

Bentley 44 Bedford Street, Bentley, 6102 Phone: 08 9258 5844

Cannington 66 Hamilton Street, Cannington, 6107 Phone: 08 9458 9782

Ellison House 240 Orrong Road, Carlisle, 6101 Phone: 08 9361 7474

Kailis House 11 Stanley Street, Belmont, 6104 Phone: 08 9277 6120

Manning 15 Cornish Street, Manning, 6152 Phone: 08 9313 2864

Marangaroo 38 Brookland Crescent, Marangaroo, 6064 Phone: 08 9247 9102

Maylands 5 Caledonian Avenue, Maylands, 6051 Phone: 08 9272 6427

Oats Street 170 Swansea Street East, East Vic Park, 6101 Phone: 08 9362 9200

Warnbro 2 Minilya Loop, Warnbro, 6169 Phone: 08 9593 0211

at HoMe serViCes

At Home Services North Level 1, 74 Delamere Ave, Currambine, 6028 Phone: 08 9400 8700

At Home Services South Rockingham Shopping Centre 1, Council Ave, Rockingham, 6168 Phone: 08 9553 1200

CoMMerCial serViCes

Brightwater Catering 9 Meka Street, Malaga, 6090 Phone: 9248 0300

Brightwater Linen 107 Beringarra Drive, Malaga, 6090 Phone: 08 9209 6800

Kingsway Court 6 Countess Link, Madeley, 6065 Phone: 08 9302 3655

BrigHtwater House

355 Scarborough Beach Road, Osborne Park, 6017 Phone: 08 9202 2800

www.brightwatergroup.com

OUr lOcaTIONS

40 Brightwater 2013 Annual Report40 Brightwater 2013 Annual Report

BrigHtwater Care grouP (inC)

PO Box 792 Osborne Park WA 6916

telephone (08) 9202 2800 facsimile (08) 9202 2801 email [email protected]

www.brightwatergroup.com

Brightwater Care Group (Inc) is a registered charity and all donations are tax deductible.

Published by: Brightwater Care Group (Inc).ABN: 23 445 460 050Design: RarePhotographers: Frances Andrijich, Tobey Black, Samuel Goh and Ross WallaceFor a copy of the Annual Report 2012–13 download fromwww.brightwatergroup.com or contact Brightwater Care Groupon 08 9202 2800 or email [email protected] Cover: Sam resides at Brightwater Kailis House and took part in the holiday program this year.

Brightwater 2013 annual report

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