ACS ANNUAL REPORT 2014-2015 Website... · acs website statistics 1 july 2014-30 june 2015 education & training events about acs employee relations aged care reforms community care

ACSANNUAL REPORT 2014-2015

www.acs.asn.au

Respect - Integrity - Collaboration - Trust

CONTENTSPresident’s Report

Member Overview

Vision & Mission Statements

Organisational Chart

Website Statistics

ACS Board 2014-2015

CEO’s Report

Member Satisfaction Survey

Advisory Committee Reports

ACS Consultancy

HACC

Events & Business Development

ACS State Awards for Excellence

Regional Committee Reports

Operating Report

Auditor’s Independence Declaration

Statement of Financial Position

Statement of Profit & Loss

Statement of Changes in Equity

Statement of Cash Flows

Notes to the Financial Statements

Directors’ Declaration

Independent Auditor’s Report

5

6

7

8-9

10-11

12

13

14

15-29

30-31

32-33

34-39

40-41

42-52

53-59

60

61

62

63

64

65-76

77

78-79


“...WE REMAIN COMMITTED TO PROVIDING GREAT SERVICES TO THE VULNERABLE & MOST DISADVANTAGED IN OUR COMMUNITIES, NO MATTER WHO THEY ARE OR WHERE THEY ARE...”

4 Aged & Community Services NSW & ACT

VIV ALLANSON

t a recent presentation on Australia’s workforce, Malcom Turnbull said that “our aim should be to make

volatility our friend”. While he was speaking on the digital disruption of our workforce and businesses, he could have been describing the aged care sector.

The year has brought us so very many disruptive changes, with consumers and organisations struggling to understand and apply the shifts in government policy. We all support greater choice and control for the people we are serving, so we will push through the pain of implementation and remain hopeful that we are creating a brave new world.

It has been a volatile period for all of us. Many of us have had payments disrupted and uncertainty for staff about their ongoing jobs and roles. We have worked with families and clients in their distress, as we solve the issues around changing levels of service and increased co-payments. There have been difficult and complex conversations around budgets and costs, which has been a new area for most of us.

Despite this, we remain committed to providing great services to the vulnerable and most disadvantaged in our communities, no matter who they are or where they are. We should be proud of the fact we kept those services going despite the confusion and desperate juggling we were doing to manage the most significant reforms of a generation.

Around one third of the aged care services in Australia are delivered in NSW and the ACT, a reflection of where people in Australia choose to live, with around 7.4 million people living in NSW. Of these, around 64% live in the Greater Sydney Area, however, only 56% of those aged over 65 years reside in that area, indicating a preference of older people to retire to coastal and rural areas.

This means it is vitally important that we have strong aged care services in rural, remote and regional locations, despite frequent market failure. We should celebrate the great work done by the not for profit sector in ensuring people have the chance to stay engaged in their local community and live with their loved ones.

It is encouraging that the Government is now looking closer at the differences between rural and metropolitan aged care services.

I am proud to have served as President of ACS during these turbulent times, and hope I have represented your interests at an international, national and state level. While you have been concentrating on providing excellent services, we

have tried to represent you to the policy makers who are redesigning the very services you are delivering.

In the midst of that, ACSA has also been embracing change. Increasingly the challenges we face are national or international in nature, and we believe it is time for us to become a single united organisation. ACS NSW & ACT turns 50 this year, and I believe it has served us well. Now I look forward to a new and fresh ACSA to help us create opportunities out of the volatility and provide buffers when we need help. Thank you for the great services you are giving our older people and thank you for your support of ACS.

Viv Allanson ACS President

PRESIDENT’S REPORT

A

5

374

639

344467

MEMBERS’ SERVICESJUNE 2015

Home Care Package Services

Residential Care

Services

Retirement Villages

69%

39%

60%

MEMBERS’ SHARE OF PLACESJUNE 2015

Home Care Places

Residential High Care

Places

ResidentialLow Care

Places

Commonwealth Home Support

Program (CHSP)Services

Note: ACS reporting periods differ from that of the Department of Social Service which may distort market share percentages.

69%


VISION & MISSION STATEMENTS

VISIONSupporting the delivery of excellent services to older Australians, no matter who they are or where they are.

MISSIONTo be a strong advocate and support for church, charitable and not-for-profit members.

ACS VALUES RESPECTINTEGRITYCOLLABORATIONTRUST

7

ACS ORGANISATIONAL CHART


ACS ORGANISATIONAL CHART

9

ACS WEBSITESTATISTICS

1 JULY 2014-30 JUNE 2015

WEBSITE VIEWS BY AREA

WEBSITE VIEWS FROM WITHIN SYDNEY WEBSITE VIEWS FROM OTHER AREAS

170,609 INDIVIDUAL PAGE VIEWS

EDUCATION & TRAINING

EVENTS

ABOUT ACS

EMPLOYEE RELATIONS

AGED CARE REFORMS

COMMUNITY CARE

RESIDENTIAL CARE

CORPORATE ASSOCIATES

PUBLICATIONS & SUBMISSIONS

MEMBERS SECTION

SPRINKLERS

ENVIRONMENTAL SUSTAINABILITY

RETIREMENT LIVING

WORKING IN AGED CARE

MEDIA RELEASES


ACS WEBSITESTATISTICS

1 JULY 2014-30 JUNE 2015

EDUCATION & TRAINING

EVENTS

ABOUT ACS

EMPLOYEE RELATIONS

AGED CARE REFORMS

COMMUNITY CARE

RESIDENTIAL CARE

CORPORATE ASSOCIATES

PUBLICATIONS & SUBMISSIONS

MEMBERS SECTION

SPRINKLERS

ENVIRONMENTAL SUSTAINABILITY

RETIREMENT LIVING

WORKING IN AGED CARE

MEDIA RELEASES

WEBSITE VIEWS BY SECTION

TOP 5 WEBSITE PAGES

1. NSW TRAINING COURSES2. ACFI COURSES3. CONTACT US4. EDUCATION & TRAINING CALENDAR5. ACS STAFF

11

2014-2015 ACS BOARD

Viv AllansonPresidentYears in Industry: 24

Maroba

Chief Executive Officer

Attendance at Board Meetings: 6/8

Rob FreemanDirectorYears in Industry: 6

Anglican Retirement

Villages

Chief Executive


David GoodhewDirectorYears in Industry: 29

Anglicare

Western Region

Director


Ross LowDirectorYears in Industry: 15

BaptistCare



David MaherDirectorYears in Industry: 27

Catholic Healthcare Limited

Managing Director


Raad RichardsDirector Years in Industry: 40

Carrington

Chief Executive


Paul SadlerVice PresidentYears in Industry: 28

Presbyterian Aged Care

NSW & ACT



Mark SewellDirectorYears in Industry: 28

Warrigal



Stephen TeulanDirectorYears in Industry: 16

UnitingCare Ageing

NSW/ACT

Director


Steve WalkerdenDirectorYears in Industry: 32

United Protestant

Association of NSW

General Manager


Alex ShawDirectorYears in Industry: 34

Royal Freemasons’

Benevolent Institution



Ron ThompsonDirectorYears in Industry: 25

RSL LifeCare



Philip ArmstrongDirector Years in Industry: 20

Banksia Villages Ltd

(Resigned 30.9.14)



Louise WattersDirector (resigned Oct 2014)

Years in Industry: 13

Port Stephens Veterans &

Citizens Aged Care Ltd

Chief Executive (retired)


Helen WilsonDirectorYears in Industry: 9

Wesley Mission

General Manager Aged Care

Wesley Aged Care


Alexandra ZammitDirector Years in Industry: 9

Thomas Holt




ILLANA HALLIDAY

t has been a huge year for all our members, with every part of the sector undergoing some form of

transition. As always, the unfailing generosity of people working in the church, charitable and not-for-profit aged care sector has characterised the response to the reforms.

Despite a move to more contestability, we’ve held true to our values and worked in collaboration. Lessons and solutions have been shared, as we create a path through the intended and unintended consequences of the reforms.

Increasingly members are thinking about their organisations and operating in a business-like way, in order to create more value for their clients. The challenge of coping with inaccurate or significant underpayment by the Government helped focus us on our reports and cash management. Helping clients transition from ‘over-serviced home care packages’ has helped us focus on the services we are best placed to provide, and alternatives that the client might use for other services. We have spotted, and hopefully will avoid, the unintended consequence of being more efficient by ‘doing for’ the client, rather than the desired ‘enabling’ activities.

We survived the creation of accommodation prices, changes to contracts and loss of retentions. The client contributions to their accommodation and care in residential services remain incredibly confusing and complex. Gradually we are building up a body of knowledge around the problems and solutions, and we continue to lobby around some of the more bizarre changes, such as the resident’s contributions changing subject to conditions over which they have no control.

The pace of change seems to be accelerating rather than levelling out. The Minister’s announcements about the integration of the Community Home Support Program (CHSP) into the Home Care program has ambitious timeframes. Fortunately he listened to feedback around the CHSP fees schedule, and that part of the reform is on hold while we tackle the bigger questions around the integration. We look forward to working with the Department as it grapples with the vexed policy issues around handing clients the funding and control of their Home Care package funding in 2017.

In addition to these big national issues, we have tackled state and territory issues such as the sprinkler program; the requirement for a 24/7 Registered Nurse in all facilities; portable long service in the ACT; new enterprise agreement; changes to WorkCover; Payroll Tax; changes to rate exemptions; sale of Home Care NSW; review of Retirement Living regulations; and recommendations arising from the fire at Quakers Hill.

The team at ACS has worked tirelessly to get you the information you need to navigate all the changes. Our membership satisfaction survey showed that you appreciate and value the information and support. Your satisfaction ratings went up, as did the overall importance you gave to the services. We’ve modified the website, added in some new quick grabs of information, added in some new courses and run more half day seminars and events than before. Thank you for your feedback and participation, as none of these activities are successful unless they are something you value.

I’d also like to thank the Board, and Viv Allanson as President, for their wonderful leadership and support for the team and members. The Board has had several extra meetings and deliberations this year, as it guides the move towards a new national ACSA. It has been a difficult time to undertake such a transformation, as the wider sector is somewhat change fatigued with the reforms. However, for us to be able to best represent you, we need a stronger and united national voice. So it is time for us to reshape what we do and how we do it. The Board has provided that vision and energy, balancing the many current external policy issues with the work of creating a new organisation.

CEO’S REPORT

I

“...FOR US TO BE ABLE TO BEST REPRESENT YOU, WE NEED A STRONGER & UNITED NATIONAL VOICE...”

13

SATISFACTION VS. IMPORTANCE OF SERVICES2012

2014

78%

ACS MEMBER SATISFACTION SURVEY

n July 2014 Aged & Community Services NSW & ACT (ACS) conducted

its biennial survey of members to determine how well ACS services met member needs. It was the fourth in this series since 2008.

Thank you to the 106 people who responded out of the 283 member CEOs surveyed giving a response rate of 37%.

Members were asked to rate the level of satisfaction and importance they attributed to each of 43 services on a 1-5 scale. From these, performance ratings were determined by measuring the gap between importance and satisfaction ratings. Results for 2014 were compared to those of 2012.

In the midst of unprecedented changes through aged care reforms, our members reported higher levels of satisfaction for almost all ACS services. Importance levels marginally increased for just over half of the services.

of services received a “very important” and “extremely important” rating

I KEY FINDINGS

• Services which were most important – residential advice, information and advocacy. This is not surprising given aged care reforms. In 2012, employee relations ranked the highest. Both importance and satisfaction ratings significantly increased for Consultancy services over the period.

• Services with the highest satisfaction – the service which received the highest satisfaction rating reported by those who used it was “Assistance during difficulties eg sanctions”. Satisfaction for this service exceeded expectations (level of importance) turning around what was a poor result in 2012. ACS Brief Update continued to rank among the top 10 most important services.

• Reasons to belong – respondents identified information (32% of comments), advocacy (18%) and employee relations services (13%) as the 3 main reasons they belong to ACS.

• Areas for improvement - greater regional focus (16% of comments), more and better quality of service delivery (15%), better education content and delivery (14%) and administrative issues (11%) which was mostly to do with how we communicate information were the main 4 areas for improvement described. However, for the first time ‘Regional meetings’ was listed as one reason why members belong to ACS (7 comments).

• Services used the most - Employee Relations information and WHS information continued to rank 1st and 2nd services most used. 87% and 85% of respondents reported they used the services respectively.

• All organisation sizes - Policy and Employee Relations services were important to all organisation sizes with respondants ratings all these services above 4.00.

• Small organisations – the survey found that Policy services were most important to the small organisations and Events services least important.

• Medium sized organisations – gave the highest importance to all service areas compared to the other organisations sizes. Consultancy was particularly important to this group (4.84).

• Large organisations - Policy services were most important to large organisations and communications least important.


T he Committee met 3 times, and also provided an opportunity for a tour of University of Wollongong Research – Sustainable Buildings Research Centre (SBRC) building to see best practice in sustainable buildings.

There are 10 members of the Committee, including a representative from the Office of Environment & Heritage NSW. Sustainability will continue to grow in its importance to the sector, so the Committee actively seeks to lift its profile as an opportunity for best practice. In recognition of that, the AACQA is now offering a Better Practice award for sustainability and we are hoping this will promote good practice in the area. The Agency is also looking at joining the Sustainability Advantage program in order to help improve its own practices. Lisa Hoggard, General Manager, Education is now invited to attend all meetings of the Committee.

In the 2015 ACS Awards for Excellence, the award for the Gareth Williamson Sustainability Award, was won by Royal Freemasons Benevolent Institution. They have an excellent history of working on sustainability across many sites.

There were articles on sustainability in 30% of Brief Update published in the year. Predominantly these articles were on hints or access to tools.

The Committee continues to grapple with how to best extend the uptake of the Sustainability Advantage program as it has so many opportunities for organisations to improve their practices. Sadly only 6 members have active participation in the program at present. It has been hard to gain a focus on environmental sustainability during the confusing and complex rollout of the aged care reforms. Despite this, some activities have been popular. 155 facilities had Bin Trim audits done. Interestingly, metropolitan sites are not doing as well on recycling as rural facilities.

A popular ACS website is the aged care sustainability section. The area includes many free tools, posters, DVDs and information on how to get started on a sustainability program. The program is supported by the Office of Environment and Heritage and they have had the funding renewed for a further 3 years. More user pays will be needed, however some things are still free. The site has had 599 hits showing its value to members.

The Committee was privileged to have some excellent presentations during the year. We heard from Federico Tartarini and David Rogers (University of Wollongong Research – Sustainable Buildings Research Centre) on a project about enhancing quality and performance of aged care facilities, retrofitting for thermal comfort and dementia-friendly design. We also had a presentation by ACS President, Viv Allanson, on her attendance at the Prince of Wales Business and Sustainability Program, conducted by the University of Cambridge. It was good to hear that they are taking the broader picture of sustainability, with Viv providing a passionate call for the social sustainability aspects.

Ever in search of data, we approached David Sinclair from Stewart Brown to work with us to see how their benchmarking studies can support wider attention to sustainable practices. Data in their benchmarking work should be providing incentives to drive changes, eg huge increases in costs over 5 years demonstrate that escalating costs in the 4 utility items gas, electricity, water (rates), waste removal need to be managed. We look forward to more on this topic.

MARK SEWELL - CHAIRILLANA HALLIDAY - STAFF SUPPORT

“...OPPORTUNITIES FOR ORGANISATIONS TO IMPROVE THEIR PRACTICES...”

ENVIRONMENTAL SUSTAINABILITY ADVISORY COMMITTEE

15

he Aged Care Sector has had another year of significant changes and the Residential Advisory Committee has been engaged and responsive to the various consultations initiated by the Department of Social Services and other Government and non-Government agencies. Participation in Consultative Forums has greatly assisted with the development of ACS policy positions and providing advice on current practices.

SECTOR INFLUENCE & ADVOCACY

Committee member comments and suggestions have informed ACS responses to both national and state and territory issues including:

• NSW Health Emergency Management’s Evacuation Decision Making Guidelines

• NSW Health Review of the Public Health Act

• NSW Health, Agency for Clinical Innovation (ACI) consultation in relation to the resource ‘A clinician’s guide: Caring for people with gastrostomy tubes and devices’

• NSW Parliamentary Inquiry Into Registered Nurses in NSW Nursing Homes

• NSW Health Review of the Poisons and Therapeutic Goods Act

• Revised AMA position statements on restraint and palliation in residential aged care

• The Department of Social Services’ consultation on how aged care service providers would like to receive information about aged care from the Department

• The Department of Social Service’s KPMG consultation on current dementia services for both carers and providers and their staff.

• The Community Services & Health Industry Skills Council (CS&HISC) review of the Community Services and Health Training Packages

• Older People’s Mental Health Working Group feedback on their Specialist Mental Health Services for Older People.

• ACSA feedback to the Minister on his outline of future plans for residential aged care

RAAD RICHARDS - CHAIRCOLLEEN RIVERS - STAFF SUPPORT

“...PROVIDING ADVICE ON CURRENT PRACTICE & SHARING EXPERTISE...”

T

RESIDENTIALADVISORY COMMITTEE


• The National Aged Care Alliance (NACA) feedback on the pilot of Quality Indicators

• ACS submission on Younger People in Residential Care

• ACS Financial Issues Committee submission on financial reporting requirements

• The Aged Care Building Committee’s submission arguing against the inclusion of residential aged care in the Australian Standard on body protection

• ACS feedback on ACFA consultation on planning ratios.

BUILDING MEMBER CAPABILITY

The Committee also provided valuable feedback on the draft Notification Matrices that were developed as a resource for staff to assist them with the relevant phone numbers, and act as a reminder and prompt for who should be notified and in which circumstances and also on the revision of the ACS training module on the Role of the Registered Nurse.

The Committee also worked on the development of an ACSA Position Statement on What is Residential Aged Care and provided input to 2 other ACSA Position Statements; Cost of Specialised Dressings and Advanced Care Directives.

Most importantly, the Committee members have been a valuable resource to ACS, providing advice on current practice and generously sharing their expertise and resources to assist our members. ACS is extremely grateful to members of the Committee for their ongoing support.

2016 is shaping up to be yet another year of changes for Residential Care providers as the Gateway assessment processes and the new National Carer Gateway are bedded down, the Aged Care Commissioner assumes responsibility for handling aged care complaints, the voluntary Quality Indicators program is implemented nationally and the Australian Aged Care Quality Agency introduces a full cost recovery model for site visits and explores the possibilities of introducing the concept of contestability to accreditation processes. The Committee will continue to provide a supportive forum to ACS members as we, as an industry, progress the implementation of the reforms and continue to advocate for our members within the advocacy framework of ACS.

As we bring the year to a close, I would like to express my sincere thanks and gratitude to the members of the Committee for their ongoing support of the work of the Committee and attendance at meetings.

I also thank Colleen Rivers for the diligent support she has extended to me and the Committee members, and I look forward to another year of good contribution to the Sector.

17

A ged care has continued to undergo significant reform over the past 12 months and much of the work of the Committee has focused on the reforms and changes impacting the community sector. ACS has been building a close link between the work of the Community Advisory Committee and the work of the ACS HACC Transition Unit and its support of broader industry networks such as the Community Care Issues Forum. This approach has positioned ACS as the primary voice for community aged care across all aspects of a very diverse sector in NSW and the ACT.

Following a significant period of stability, the Committee farewelled a number of member representatives and welcomed new representatives from those organisations. The continued high attendance and replacement of representatives reflects the benefit organisations receive from Committee membership – and is greatly appreciated by the staff of ACS who rely on their support and advice.

During the year, the following presented at Community Advisory Committee meetings:

• Gill Jones, Manager, Quality Review and Leah Asensio A/Assessment Manager, Australian Aged Care Quality Agency to discuss arrangement since AACQA took over responsibility for Quality Reporting.

• Russell Westacott, CEO and Ray Horsburgh, Advocate/ Education Officer, TARS to discuss feedback from consumers in relation to the implementation of consumer directed care across all Home Care Packages.

As well as focusing on the aged care reforms, the Committee dealt with a number of operational issues and helped address many member enquiries including practices around first aid training for staff, costing and managing travel time in HCP, and managing and charging for on-call and after-hours services in HCP.

Information and data was provided by the Committee to support lobbying in relation to the ongoing issues of Medicare payment problems, income testing errors, vacancies for Level 1 and Level 2 Home Care packages and clients receiving services over the budget available within their home care package. The Committee passed a resolution highlighting issues with income testing for home care packages for the ACS NSW & ACT Board to assist in national lobbying on the issue. The Committee assisted in the development of an ‘initial notification’ matrix to support members to know who needs to be notified in the early stages when an incident occurs.

Following the Minister’s announcement of home care package funding moving to the consumer from February 2017 and the merge of HCP and CHSP by July 2018, the Committee commenced initial discussion canvassing what do we want the future of home care to look like?

The Committee planned a one day community forum – 2015: Reforms and more held in March 2015 with 238 delegates

PAUL SADLER - CHAIRLISA RALPHS - STAFF SUPPORT

“...COMMUNITY CARE GOES THROUGH THE MOST FUNDAMENTAL CHANGES...”

COMMUNITYADVISORY COMMITTEE


attending. It was a hugely successful day, with representatives from the Department of Social Services providing updates on My Aged Care/ Regional Assessment Services and Transition to the Commonwealth Home Support Program. The CEO of the Australian Aged Care Quality Agency launched the Agency’s QHome Education module. There was a focus on embedding wellness and enabling and consumer engagement. Providers shared learnings about how they implemented new systems and models of care to help manage the change.

The Committee members provided valuable contributions to the following consultations and forums:

• Analysis of Dementia Programmes and Services funded by the Department of Social Services – conversation starter – KPMG focus group

• Draft CHSP Programme Manual, Fees Policy and Good Practice Guide for Restorative Care Approaches• Proposed Changes to Financial Reporting for Providers of Residential Aged Care and Home Care• Embedding the key elements of CDC within the Aged Care Principles - User Rights Amendment (CDC) Exposure Draft• Home Care Today – CDC Capacity Building Project to assist with planning on what providers needed in the lead up to July

2015 transition and beyond• Input on minimum engagement periods for care staff, part time employees – additional hours/overtime, and reimbursement

for taking telephone calls at home, to assist the ACS Employee Relations team formulate a position for future Award and EBA negotiations.

STRATEGIC ALLIANCES

ACS has continued to work collaboratively with a range of stakeholder groups to enhance member capacity in the provision of community and in home services including:

• The Futures Alliance – to advocate for and facilitate cross sector recognition and support for people with disabilities as they age

• Case Management Outcomes Research Collaboration – in partnership with Macquarie University, University of Wollongong and a number of aged care providers, successful in obtaining ARC Research funding to pilot a measure of outcomes of case management in community care. - Ageing Well at Home: Measuring the Impact of Community Care for Older People

• Bilingual, Bicultural Workers Working Party - participation in the working group looking at development of resources to assist providers support their bilingual and bicultural workers

• Home Care Today: Project Consultation Group • Elder Abuse - Awareness and Communication Working Group• Community Ageing in Place: Advancing Better Living for Elders with Cognitive Impairment (CAPABLE-C) - Expert Reference

Group• Workforce Recruitment Project (Care Careers/projectABLE ) - Stakeholder Group• Australian Aged Care Quality Agency – Agency Liaison Group.

The Committee has appreciated the professional support from Lisa Ralphs, Michelle Newman and the whole ACS team during 2014-15. The workload has been significant as community care goes through the most fundamental changes in 35 years.

19

e all know that the number of older people is growing at unprecedented rates. With increasing choice delivered through the Living Longer Living Better aged care reforms and older people wanting to stay at home longer, appropriate affordable housing and retirement villages are taking on new roles in delivering housing and care to vulnerable older people. This year has been one of assisting our members to explore and adapt to the emerging challenges.

STRATEGIC ALLIANCES

• ACT 3 Peaks Meeting - Retirement Villages Residents Association (RVRA), Retirement Living Council (RLC) and ACS continued to hold meetings to identify issues and formulate solutions for residents and operators. Thank you to Deborah Booth from Calvary Retirement Community Canberra and Sally-Jane Abigail from St Andrew’s Village in Canberra for also representing ACS at these meetings.

• Retirement Villages Consultative Forum - ACS participates in industry meetings to review and propose better processes for the retirement villages section of the NSW Civil and Administrative Tribunal (NCAT).

• Forum of Non-Government Agencies (FONGA) – meeting bimonthly, this Forum which is comprised of state-wide community peaks, regional and state-wide organisations is convened by the Council of Social Service of NSW (NCOSS). It seeks to deliver the best results for communities across a range of issues including social housing. At an inaugural meeting in June 2015, ACS participated in a NCOSS run workshop developing independent and expert understanding of social policy issues relevant to social and affordable housing. This will feed into the principles guiding $1b dedicated funding the NSW Government has committed to new social and affordable housing stock in support of vulnerable households.

• NSW Ageing Alliance – established to promote the need, rights and interests of all people in NSW aged 50 years and over including housing, health and care services. It develops positions and advocates on issues and promotes policies for implementation by government and industry.

• Churches Housing - mission is to help churches provide affordable housing. ACS participated in a joint development and endorsement of A Response to the Social Housing in NSW Discussion Paper, February 2015.

• ACSA National Housing, Retirement and Independent Living Committee – ACS participates on this national network which produces position papers and submissions on housing. ACSA is represented on the National Aged Care Alliance (NACA) Affordable Housing Interest Group. NACA’s June 2015 Enhancing the quality of life of older people through better support and care included a section on “improving access to appropriate housing for older people”.

PHILIP ARMSTRONG - CHAIRELIZABETH TEECE - STAFF SUPPORT

“...EXPLORE & ADAPT TO THE EMERGING CHALLENGES.”

W

HOUSING & RETIREMENT LIVING ADVISORY COMMITTEE


PROJECTS

• Seniors Housing and Retirement Living Conference –in the midst of radical changes sweeping the aged care sector, many recognise that retirement living is the next wave of growth in the aged care sector. Seventy-three people attended this Conference which presented the Government’s position on the provision of affordable appropriate housing for seniors in NSW, research into dementia in retirement villages, the effect of the federal budget on retirement villages, future prospects for affordable housing for seniors in Australia, interface with housing, interface with aged care, health and wellbeing, the latest consumer research and an innovative model of design and service.

• Dementia in Retirement Villages - Alzheimer’s Australia NSW has conducted research into people with dementia in retirement villages which will be followed up with resources. ACS and the Committee have been involved in focus groups and advisory groups in steering the research. Rough estimates suggest that 3-5% of village residents are diagnosed with dementia.

• Social Housing in NSW: A discussion paper for input and comment - A Response to Social Housing in NSW – ACS gave a submission to this paper. Our response included recommendations which would directly or indirectly affect the supply and delivery of affordable housing for seniors as we believe that social housing is impacted by the issues of housing more broadly.

• Retirement Villages Management Courses - These courses continue to be in strong demand. It is designed for people new to a retirement village management role or as a refresher course. The course was run twice in the year with 29 people attending.

• Meeting the NSW Minister Victor Dominello - ACS met with the new Minister for Innovation and Better Regulation which includes Fair Trading. We discussed the role and key issues relating to retirement villages delivered by the not-for-profit sector in NSW. Both the Minister and ACS acknowledged the long standing partnership we have shared with NSW Fair Trading and expressed assurance of its continuance.

• NSW Retirement Villages Regulations review – the NSW Government has commenced the review of these Regulations and ACS is contributing as a key stakeholder.

COMMITTEE MEETING PRESENTATIONS

The Committee heard from several speakers on current issues during the year.

• Paul Sadler, CEO Presbyterian Aged Care, member of the Retirement Villages Advisory Council (RVAC) - RVAC was established under the Fair Trading Act to provide advice to the NSW Fair Trading Minister on retirement villages issues. Paul gave a report of the role and advice by RVAC in recent years.

• Fair Trading process review - Susan Stancombe, Managing Director, Stancombe Research + Planning surveyed Committee members as part of their review of stakeholders’ use of the NSW Fair Trading training programs and how services can be improved.

• Bruce Message, Premier Consulting – gave a presentation on retirement village models he visited in a recent U.S. study tour.

• Maja Frölich, Policy Officer, NSW Federation of Housing Associations - Maja gave a presentation on how community housing fits into the NSW affordable housing landscape. She outlined who the Federation is, what it does and potential benefits to us collaborating with them. The Federation is keen on developing innovative models for their members who provide community housing. Maja expressed interest in further collaborations with ACS including meetings or presentations at conferences.

My appreciation goes to the members of the Committee over the year for their wise counsel, dedication and support and we acknowledge the support of ACS staff and, in particular, Elizabeth Teece’s support of the Committee. ACS is grateful that the members continue to share resources and advice on current practice. We look forward to a year of exploring opportunities and resourcing our members in their provision of housing and retirement living services.

21

ACS TEMPLATE ENTERPRISE AGREEMENT IMPLEMENTATION 2014-2017

Following successful negotiations for a template Enterprise Agreement in 2014, ACS has to date registered 96 single Enterprise Agreements on behalf of members. An additional 6 members are currently being negotiated. To date, all

agreements have been approved without the requirement for the parties to attend the Fair Work Commission. The advice, recommendations, ideas and feedback provided by the WAC were instrumental in negotiating the template agreement. As a consequence, the template has met the Commission’s requirements, expediting the approval process for our members.

SOUTHERN CROSS CARE BROKEN HILL V

BROKEN HILL TOWN EMPLOYEES UNION

The Broken Hill Town Employees Union sought to challenge the Care Service Employee classification structure. In particular the focus was on the role and activities employees could perform at the CSE 2 level. If successful the decision would have had significant ramifications for all ACS members right back to the original Charitable Award where the CSE Structure was first introduced. The WAC was updated regularly about the matter and provided valuable input into an argument formulated by ACS for the member. ACS provided expert evidence during the course of the matter. As a result, the Fair Work Commission was not satisfied that the CSE’s in question were incorrectly classified. The input from the WAC was invaluable and has confirmed the validity of the CSE Classification structure and the role and the scope of the CSE 2.

QUAKERS HILL NURSING HOME FIRE

– CORONER’S FINDINGS & RECOMMENDATIONS

The Coroner’s enquiry identified some serious deficiencies in HR and WHS practices at Quakers Hill. With the assistance of the WAC, Employee Relations has participated in providing advice to members including information on Drug and Alcohol awareness and training and emergency procedures (via the WHS Sub-committee). The Coroner’s recommendations have promoted much discussion and the WAC members’ experience and recommendations will be used at the national level in developing strategy and procedure for the industry and in discussions with the unions moving forward.

4 YEAR MODERN AWARD REVIEW 2014

Following input from the WAC, ACS has made a submission in the Common Award Issues and specifically in relation to Stage 2 of the 4 yearly Modern Award Review in the Nurses Award and the Health Professional Modern Award Review.

DAVID GOODHEW - CHAIRGEOFF LIGGINS, KAREN ANSEN & ANNA-MARIA WADE - STAFF SUPPORT

“...THE INFORMATION & THE TOOLS TO DEAL WITH LEGISLATIVE CHANGES...”

WORKFORCE ADVISORY COMMITTEE


COMMON AWARD ISSUES – ANNUAL LEAVE

The WAC supported ACS members to contribute to a national annual leave survey. The outcome was used to support the Employer Group’s case before the Fair Work Commission. Employers were successful in the inclusion of model clauses in Modern Awards relevant to the Aged Care Industry in the following areas:

1. Excessive annual leave

2. Cashing out of annual leave

3. Granting of annual leave in advance

4. EFT and paid annual leave in advance.

AWARD SPECIFIC APPLICATIONS

The award-specific applications are being dealt with in 4 groups of around 30 awards:

• Group 2 contains the Nurses Award 2010 and the Health Professionals and Support Services Award 2010 and is being dealt with currently – written submissions are due 15 July 2015. The WAC has been involved developing ideas for 2 clauses namely “Rosters” (allowing flexibility) and “On-call Allowance” (Remote Communication Clause). WAC members’ practices vary depending on the nature of their businesses i.e. hostel, nursing home, community and their processes will be defined. The WAC’s input regarding this this issue is critical.

• Group 4 contains the Aged Care Award 2010 and the Social, Community, Home Care and Disability Services Industry Award 2010 which is anticipated to commence in 2016.

BUILDING MEMBER CAPABILITY

The Work Health and Safety Sub-committee of the WAC has been meeting bi-monthly. The WAC has been instrumental in directing the benchmarking project being undertaken by the WHS Sub-committee. The sub-committee is undertaking a project where members will contribute data identifying key indicators as agreed by the WAC. This project is due to commence 1 July 2015. The WHS Sub-committee is committed to the provision of sound technical guidance and advice regarding all WHS issues to the WAC. The WHS Sub-committee is aiming to align their activities and WHS goals and those of the ACS membership with the National Safety Strategy 2012-2022, leading the way for the Aged and Community Care Sector.

The WAC contributes each year to the Frontline Conference which was held at the Novotel Brighton Beach on 18 September 2014. The programme included a mock trial for an alleged breach of safety that featured the WAC’s very own Paul Sadler. The session was received very well by participants and provided a good insight into cross-examination of an employer by a seasoned legal practitioner. Larry Forsyth from Australian Business Consulting and Services delivered a session on Emotional Intelligence; PerformHR discussed social media issues in the workplace and Rachel Sutton from Holman Webb Lawyers brought the participants up to date with a session on Bullying – Tips for Managers. This Conference was a great success and the WAC actively contributed to ideas for topics and speakers. Members were provided with the information and the tools to deal with legislative changes as well as practical advice on managing employees.

The WAC has also been assisting ACS with suggested topics and speakers for the 2015 Frontline Conference which is to be held in mid-November 2015.

The WAC also contributes ideas for inclusion in the monthly Industrial News Updates and WHS Updates for members in NSW and ACT as well as to the monthly Industrial News Update for members in Tasmania.

The Employee Relations team in conjunction with the WAC developed and delivered a course on ‘Workplace Investigations’. This has been run on several occasions during 2014/2015 with great success and the feedback from the participants has been very positive. The WAC has also been supportive of other Employee Relations training including performance Management and Understanding Your New Enterprise Agreement.

23

his is my first term as a Board Member and I was honoured to be invited to Chair the Learning & Development Advisory Committee. I would like to acknowledge the contribution of the Committee members and ACS Learning Centre staff who have worked diligently together to offer a variety of quality educational products for ACS members and the wider industry.

AUSTRALIAN SKILLS QUALITY AUTHORITY (ASQA)

The new ASQA Standards for Registered Training Organisations (RTOs) 2015 came into effect in April 2015. In December, an Internal Audit was conducted with Committee members and Learning Centre staff. Several changes and upgrades to the Learning Centre procedures and policies have been undertaken to comply with the standards.

VOCATIONAL AND EDUCATION TRAINING REFORM

Committee members have provided valuable feedback on the following discussion papers released for consultation by the Department of Education and Training:

• Industry Engagement in Training Package Development – Towards a Contestable Model Discussion Paper

• Review of Training Packages and Accredited Courses Discussion Paper.

ENROLLED NURSE PROFESSIONAL PRACTICE STANDARDS

Committee members contributed to the ACSA submission on the review of the EN Professional Practice Standards.

COMMUNITY SERVICES AND HEALTH INDUSTRY SKILL COUNCIL (CS&HISC)

Janet Glaser, Learning Centre Manager has continued to consult with the Industry Reference Groups on the review of the Enrolled Nurse and the Direct Care Worker qualifications. The new Certificate III in Individual Support and Certificate IV in Aged Care will be released later in 2015 following endorsement by the Department of Education and Training.

HELEN WILSON - CHAIRJANET GLASER- STAFF SUPPORT

“...OFFER A WIDE VARIETY OF INDUSTRY RELEVANT COURSES.”

T

LEARNING & DEVELOPMENTADVISORY COMMITTEE


AGED CARE WORKFORCE VOCATIONAL EDUCATION AND TRAINING (ACWVET)

The aim of this Australian Government initiative is to provide opportunities for aged care workers to undertake training and education to gain industry recognised qualifications. ACS received sufficient funding to offer the Certificate IV in Aged Care at Rhodes and Shoal Bay, Certificate IV in Frontline Management at Rhodes, and short accredited courses at Tamworth and Wagga Wagga.

The overall success rate was 81%. Congratulations to all students and thank you to trainers, Christine Newsome and Jacki Payer for their commitment and dedication in assisting our students achieved outstanding results.

MEMORANDA OF UNDERSTANDING

The Learning Centre has MoUs with several organisations which offer educational opportunities, discounted course fees and other value added benefits for ACS members. The following MoUs have been extended or commenced this year:

• Open Universities Australia

• Australian Aged Care Quality Agency

• Integrity First Aid

• Epilepsy Action Australia

EDUCATION CALENDAR

The Learning Centre along with a team of highly professional trainers and facilitators continue to offer a wide variety of industry relevant courses on the Education Calendar in Rhodes, rural and regional locations.

This year, over 15 new courses have been added to the Education Calendar. As part of the quality improvement processes, a member of the Committee has attended each of the new courses and provided feedback on industry suitability, presentation, content and assessments, where applicable. Courses relating to sector reforms, Consumer Directed Care, Residential Aged Care Fees and ACFI remained in high demand and the participation in online courses has steadily increased.

25

LEARNING CENTRE COURSES

Total number of courses delivered 138

Professional development courses in Rhodes 56

Nationally accredited courses in Rhodes 9

Professional development courses in regional areas 60

Nationally accredited courses in regional areas 6

Courses in ACT 3

Courses in Queensland 5

Courses in Tasmania 1

Courses in Victoria 1

Courses in Western Australia 1

Total students attending courses 2232

Total students attending online courses 272


T he Procurement Advisory Committee has continued to look at benchmarking larger tenders and identifying opportunities for strengthening the purchasing power of ACS members, both larger organisations and smaller regional and remote facilities and services.

There have been several strategies implemented to achieve the above with the on-going work and implementation of the ACS Procurement Portal achieving in excess of 5000 suppliers being uploaded and qualifying with on-line compliance. Whilst RFBI has embraced the technology and systems we believe several other members are close to finalising their commitment.

The interest in Corporate Associates presenting to the Procurement Advisory Committee continues to be strong and we received presentations from Church Resources and Hartmann. It is the strength of these relationships that continue to gain benefits for our members.

It is the objective of the Procurement Advisory Committee to continue looking at new and exciting initiatives that will benefit our members and focus on buying behaviours to identify how we can consolidate purchasing and gain economies of scale for all our members.

Finally the Procurement Advisory Committee would like to congratulate 3 of our Committee for their outstanding contribution:

• Mark Speechly, Wesley Mission, Certificate of Meritorious Service

• Steven Ellitt, Royal Freemasons’ Benevolent Institution, Certificate of Appreciation

• David Cole, Maroba, Certificate of Appreciation.

PHILIP ARMSTRONG - CHAIRMIRA SANDRE & LIBBY LIDDLE - STAFF SUPPORT

“...RELATIONSHIPS THAT CONTINUE TO GAIN BENEFITS FOR ALL OUR MEMBERS...”

PROCUREMENTADVISORY COMMITTEE

27

here are 30 members on the Committee, which met 4 times, and supported 2 one-day forums and several shorter seminars. Around 150 people attended the Sydney forum. Attendance is strong at the various sessions relating to finances, which is likely a reflection of how hard it has been to get timely and reliable information about the financial aspects of the aged care reforms.

The Committee spent the bulk of its time in exploring the aged care reforms and the financial implications of accommodation payments and co-payments in the community. This included consolidating the many issues around the failures in the DSS-DHS systems in issuing accurate letters and payments. These issues are doubling the workload for providers who need to meticulously examine every statement to see if they have been paid correctly.

The complexity of the new systems is extremely difficult to cope with, for families and for staff. Having payments and fees change overnight, for factors outside the control of the provider or resident, is very difficult to explain to the consumer. We appreciated the attendance at a meeting, and help in resolving issues, from Anna Schneider Rumble, A/g Director, Fees and Payments Section, Finance and Funding Branch, DSS. It is worth noting that Nigel Murray, Assistant Secretary, DSS also has been incredibly obliging in helping us access and disseminate information about the financial impacts of the reforms.

The Committee gave detailed comments to DSS around the proposed changes to financial reporting, and various members attended consultation sessions. Members were also active participants in the monthly reporting to ACFA on the financial impacts, and have contributed significantly to building the picture of the financial performance of the sector.

Other policy areas covered by the Committee, and used in submissions, included the NFP tax reforms and the application of the various local planning ratios and the 40% concessional ratio. The Committee also discussed the impacts of the workers compensation changes in 2014, and expected impacts in 2015. Return to work management is going to become even more significant. In order to provide opportunities to manage risk and improve procurement results the Committee had a presentation on the ACS Procurement portal.

This Committee is particularly active out of session and has been invaluable in providing advice and support to the sector. It is not uncommon for one of the Committee members to provide advice directly to a provider not on the Committee, in a genuine expression of our value of collaboration.

ACS staff offer a particular thanks to Peter MacKinnon who has provided training on the financial implications of the reforms, and has always provided comment on submissions and questions as they arose. This has helped us ask the right questions of DSS, even if we were not always able to get answers.

As per usual, Stewart Brown continues to be an invaluable partner in providing us with data and assistance in running informative sessions on emerging issues.

STEVE WALKERDEN - CHAIRILLANA HALLIDAY - STAFF SUPPORT

“...TIMELY & RELIABLE INFORMATION ABOUT THE FINANCIAL ASPECTS...”

T

FINANCIAL ISSUES ADVISORY COMMITTEE


his Committee is a joint one with LASA NSW-ACT. The bulk of members are building professionals who generously donate their time and expertise to the sector.

We could not have supported members appropriately without the invaluable assistance of this Committee.

The Committee met 5 times over the year, with the major item being the legislated requirement to retrofit fire sprinklers into all aged care facilities. A subcommittee specifically for sprinklers also met 4 times. By working closely with the staff at the Department of Planning & Environment, we achieved adjustments to the requirements around postponements and supported the smooth rollout of the program.

Sprinklers have a special section on the ACS website. This provides a one-stop shop for their fire sprinkler information, including a member only section where members are encouraged to share the contacts of people who have worked on their installations. The site has had 725 hits, showing its value to members. A handful of facilities in the 18 months cohort are struggling with the paperwork to finalise their installations. Overall, the program has been a success story. Over 600 facilities now have sprinklers installed, and we are on track with the expected number of completions. 49 facilities have requested a postponement which means that by March 2016 we are expecting around 94% of all facilities will have sprinklers installed and 100% by March 2017. There are 7 smaller stand alone facilities, all but one in rural locations, that are at risk of not completing the installations due to financial constraints. Intensive lobbying has been done, and will continue, on behalf of these facilities.

The Committee had a major win in its lobbying around the Commonwealth Certification Instrument last year, and there have been no detrimental impacts on its removal. This year saw the removal of the mandatory reporting of non-compliance with State Government legislation, such as fire safety orders. We will continue to push for the removal of duplication and reduction in red tape.

The other work of the Committee included its ongoing advocacy. This year that included the Seniors Living SEPP; Significant Refurbishments; asbestos management; body protection and a submission on the Building Professionals Act.

ILLANA HALLIDAY - CHAIRCHARLES WURF - CHAIR

“...PUSH FOR THE REMOVAL OF DUPLICATION & REDUCTION IN RED TAPE...”

T

AGED CARE BUILDING ADVISORY COMMITTEE

29

YOU CAN NEVER CROSS THE OCEAN UNTIL YOU HAVE THE COURAGE TO LOSE SIGHT OF THE SHORE. –CHRISTOPHER COLUMBUS

A year of aged care reforms and change, and for many, a year of uncertainty. ACS Consultancy has supported members through this time, reflecting on what has been and identifying required change to move ahead, often crossing oceans of unchartered waters. Support has included:

• Expanding our Consultancy team and broadening our scope to include Board Governance, Strategic Planning and Organisational Risk Management;

• Organisational restructure for good governance, organisational capacity and financial viability;

• Revised staffing models to enhance standards of care, service user experience and financial viability;

• Redefine quality management and learning and development programs;

• Strategies to improve compliance with the Retirement Villages Act;

• Operationalising Consumer Directed Care;

• Management mentoring.

Opportunity to rethink and redesign, the aged care reforms have provided an opportunity for many to rethink their care and support delivery models, focusing more on the experience of the service user. ACS Consultancy has worked with a number of members to redesign models of care giving consideration to:

• Organisational Culture;

• Workforce management;

• Person centred approach to care;

JULIE ANDERSON - CONSULTANCY COORDINATOR & CONSULTANT

IDENTIFYING, ANALYSING & IMPLEMENTING

ACS CONSULTANCY


18% of our services are from Rural NSW

6% of services are within ACT

9% of our consultancies support Aboriginal specific services

27% of our consultancies support culturally and linguistic diverse specific services

3% of services were delivered to independent living unit businesses.

• Systems and resources to support person centred approaches;

• A busy year with good outcomes, achieved through our regular services including:

• Increases in and optimising funding through implementation of ACFI systems and training;

• Compliance with Aged Care Accreditation Standards and Home Care Standards;

• Timely resolution of major complaints;

• Investigation and system improvements in response to critical incidents;

• Improved compliance with the Retirement Villages Act.

ACS Consultancy responds to the individual needs of our diverse member base.

We have met some amazing, dedicated and inspirational people. Thank you for engaging us to join with you on your journey. We look forward to another exciting year ahead.

31

his has been a significant year of change for the Home and Community Care (HACC) Transition Team, which was originally established to support HACC funded organisations to transition from State Government administration of the program to

Commonwealth Government administration in 2012. The Reforms for the HACC sector have continued well beyond the 2012 transition and the Transition Team has worked tirelessly to support ACS members and the broader HACC sector to engage in the aged and disability reforms and to plan for the future. The workload in 2014-15 has been significant, and the team has continued to work with the sector to prepare and position themselves for the most significant reforms in 30 years.

This year saw the completion of all of the HACC projects that the team has managed over the past few years with funding from NSW Department of Family and Community Services Ageing, Disability and Home Care (ADHC). This, together with major reforms to the HACC program through the new Commonwealth Home Support Programme (CHSP), brought uncertainty about the future of funding and the continuation of the HACC Transition Team beyond 2015.

ACS has continued to support the broader role of the Transition Team and to promote the positive outcomes from the various projects we have managed. Recently, we were successful in securing project funds from Department of Social Services (DSS) for a Capacity Building Project. This project will provide mentoring and coaching support for small services across community and residential aged care in rural NSW & ACT. In addition, DSS have extended the contracts for Sector Support projects under CHSP, and we are very pleased to continue to support the Aboriginal HACC Development Officer Projects (A HACC DO) for Eastern and Inner Sydney, Inner West and St George/Sutherland until 2017. A welcome new addition to the Transition Team this year was the HACC Development Officer Project (HACC DO) for Sutherland Shire; this project will also be funded for a further two years.

The following provides some highlights for the year and insight into the broader work of the Team:

NSW COMMUNITY CARE ISSUES FORUM (CCIF) ACS has strong working relationships with sector development workers and other peak bodies which were further strengthened this year when the Transition Team hosted and provided secretariat support for the CCIF. The CCIF met 6 times this year and has worked with ACS to advocate on behalf of the NSW service sector in the aged and disability reforms and the transition of services to the CHSP & the National Disability Insurance Scheme (NDIS). CCIF prepared a number of position papers and submissions over the last twelve months including one on the recent Review of the National Disability Advocacy Framework. Representatives also met with state government regarding process and cultural integrity for the transfer of the Home Care Service of NSW and specifically Aboriginal Home Care from ADHC to the non-government sector.

ELDERS OLYMPICSOne of the highlights for the A HACC DOs this year was hosting the inaugural Eora/Dharawal Elders’ Olympics at Marrickville PCYC during Seniors Week. A HACC DOs worked with elders, community members, FACs (ADHC), Medicare Locals, NSW Sport & Recreation and local councils to ensure that it was a successful event. Providing a wonderful example of healthy and active ageing, the event attracted sixty participants from South East and Inner Sydney areas. All participants were aged 50 years and over and seven participants were aged over 70.

MICHELLE NEWMAN - HACC TRANSITION MANAGER

“...IMPROVING THE CAPACITY OF THE HACC SECTOR TO ENGAGE IN REFORMS...”

HACCTRANSITION PROJECTS

T


Many competitors reported an increase in their health since they began training for the Elders Olympics and 80% said they will continue to exercise and prepare for the event in 2016.

CAPACITY BUILDING PROJECTThe ACS Capacity Building project is funded under the DSS Aged Care Service Improvement and Healthy Ageing Grants (ACSIHAG) program. This exciting new project will build on the strengths of small aged care organisations in regional and rural areas and improve their capacity in areas such as governance, planning, operational management, workforce development, consumer focused outcomes within a wellness and reablement service delivery model, and identifying opportunities for targeted networking and partnerships.

The project will be delivered through a mentoring and coaching approach that will build the capacity of management and staff working in small organisations. Preliminary work on the project started this year with set up and promotional activities, and twenty five organisations across NSW and the ACT have already expressed interest in participating.

RELATED AGED CARE REFORM WORKThe Transition Team has also been actively engaged in a range of aged care related activities including: representing ACSA and ACS on several national working groups; consultation with members and the broader sector; preparing submissions at a State and National level; participating in the Senate inquiry into the adequacy of residential aged care for younger people with disabilities; organising and speaking at community care forums across the State; working with DSS and LASA to deliver regional information and training sessions; and engaging with providers on a one to one basis.

The Transition Team has formed wonderful partnerships, both internally and externally, to effectively support the sector. In particular, I would like to acknowledge the work of the ACS Community Policy Advisor, Lisa Ralphs, the Chair of the Community Advisory Committee (CAC), Paul Sadler and all members of the CAC who provide valuable feedback and support to help strengthen the future for the community sector.

33

DIAMOND SPONSOR:FIRST STATE SUPER

PLATINUM SPONSOR:NONE

GOLD SPONSOR:PAYNTER DIXON

SILVER SPONSORS:• CHURCH

RESOURCES

• HARTMANN

• HOLMAN WEBB

BRONZE SPONSORS:• AGED CARE

FINANCIAL ADVISERS

• GOW-GATES INSURANCE

BROKERS

• HESTA

• PERFORM HR

• W&L AGED CARE SERVICES

BLUE SPONSORSTEWARTBROWN

EVENTS & BUSINESS DEVELOPMENT

ACS CORPORATE ASSOCIATES

ACS NSW & ACT Corporate Associates total 85 - that is 14 National Partners and 71 State Corporate Associates.

It was encouraging to see 3 new ACS Silver Sponsors, Church Resources, Hartmann and Holman Webb and 2 new Bronze Sponsors, Aged Care Financial Advisers and W & L Aged Care Services committed to supporting ACS.

Many of the other Corporate Associates are also active in participating in conferences, sponsoring events and advertising.

The support and participation of these organisations with ACS enhances the services we can offer members whilst also providing valuable sector feedback into the development of their products and services. ACS continues to build on these relationships to strengthen the image and profile of the aged sector.

To ensure these valuable relationships with ACS Corporate Associates, we encourage members to make use of the Corporate Associates section of the ACS website when sourcing new products and services (please note ACS does not endorse any particular supplier). Here you will find a categorised listing including company contact details and a link to the company’s website.

ACS continues to offer Corporate Sponsorship packages for those Corporate Associates who wish to gain a high level of exposure through ACS.

The Diamond, Platinum, Gold, Silver, Bronze and Blue packages allow Corporate Associates to package their sponsoring, exhibiting and advertising together. The 2014/15 Diamond, Platinum, Gold, Silver, Bronze and Blue Sponsors are listed to the right.

ACS also acknowledges the support of the National Partners and State Corporate Associates for 2014/15.


SEMINARS 2014-2015 ATTENDEES

16 July 2014 - Special needs groups - Understanding the Needs of Care Leavers and how we can best support them in Aged Care 13

27 August 2014 - Special needs groups - Working with People who are Homeless or at risk of Homelessness in Aged Care Services 31

3 November 2014 – Understanding Residential Aged Care Fees & Charges from 1 July 2014 35

12 November 2014 – Investment Strategies for Aged Care Facilities – making sure you get what you deserve regardless of size 9

12 December 2014 – User Charging & Admission Requirements Workshop and Interpreting the Medicare Statement Workshop 78

11 February 2015 – Visitors vs Staff – their rights and your responsibilities 41

18 February 2015 - Conflict Resolution – Mediation! What is it? 12

12 March 2015 – Special Needs Group - Working with People who are LGBTI identi-fied in Aged Care Services 11

19 March 2015 - Unexpected and/or Suspicious Death - Hypothetical Panel Session 31

25 March 2015 - Learnings from the Quaker’s Hill Coronial Inquest 28

31 March 2015 - User Charging & Admission Requirements Workshop and Interpret-ing the Medicare Statement Workshop 60

14 April 2015 - User Charging & Admission Requirements Workshop and Interpreting the Medicare Statement Workshop 48

29 April 2015 – Can you afford the resident? 20

25 May 2015 - Aged Care Financial Reporting 46

2 June 2015 - Work for the Dole is mandatory as of 1 July – help someone to help themselves 13

35

EVENTS 2014-2015

2014 ACS ACT Conference – 6/ 7 August 2014 96

Frontline2014 – Helping You Do It Better – 18 September 2014 85

Seniors Housing & Retirement Living Forum – 22 October 2014 90

2014 ACS Northern Region Conference – 19 November 2014 77

ACS Legal & Insurance Forum – 26 February 2015 59

AAG & ACS Regional Forum – 5 & 6 March 2015 116

2015 Community Forum – 24 March 2015 238

Technology & IT Conference – 23 April 2015 100

2015 ACS State Conference – 6 & 7 May 2015 286

2015 ACS State Awards for Excellence – 16 June 2015 125

2015 ACS Finance Forum – 17 June 2015 161

TOTAL SEMINAR & EVENT PARTICIPANTS 2014-2015 1909


ACS STATE CORPORATE ASSOCIATES

4Community

Aaclaim Quality Sales & Miranda Plastics

Aged Care Financial Services Australia (new – as of July 2012)

Agewell Physiotherapy

AIM Software Pty Ltd

Alchemy Technology

APP Corporation

Assetlink Services Pty Ltd

Atkinson Vinden Pty Ltd

Babyboomers (new February 2015)

Best Priced Pharmacy Group (new March 2015)

Blackett Maguire & Goldsmith

Bunnings Group Ltd

Bunzl

Calder Flower Architects Pty Ltd

Catering Industries Pty Ltd

Church Resources

Coleman Greig Lawyers (new November 2014)

Creek Solutions

Denman Constructions Pty Ltd

DPS Publishing Pty Ltd

Fileforce

First State Super

Gadens Lawyers

Guardian Health Support Services (new June 2015)

Gow-Gates Australia

Green sea Shell Consulting

Griffin Legal (new October 2014)

Grindley Construction

InterMEDIATE Dispute Management (new November 2014)

Hartmann Pty Ltd

Health Metrics

HealthStrong Pty Ltd

HESTA

Holman Webb

Human Care Australia

James Underwood & Associates Pty Ltd

Leaders in Leading (Previously Dot Yam & Associates)

Lee Care Solutions

Lorraine Poulos & Associates

Maxxia

Mirus Australia

Moray & Agnew Lawyers

Morgan Stanley Wealth Management (new October 2014)

Moving on Audits

Nationwide Health & Aged Care Services

Nextt Health Pty Ltd

NRMA

37

ACS STATE CORPORATE ASSOCIATES

PASCOP (Pastoral & Spiritual Care of Older Australians)

Paynter Dixon

performHR

Perich Constructions

PJ Maynard Consulting

Premier Consulting Australia Ltd

QPS Benchmarking

Relivit Pty Ltd

RSM Bird Cameron

SGS Economics and Planning

Safety & Mobility (new February 2015)

Simavita (new October 2014)

Slater Byrne Recoveries

Software North

StewartBrown

Supercare Property Services

Superior Fire Solutions Pty Ltd

Sureway Employment & Training

Total Mobility Solutions

Unique Care

Voice Project

Webstercare

WhiteCollarBlue


ACS CORPORATE SUPPORTERSAS AT JUNE 2015

2010 2011 2012 2013

90 84 8696

ACSA NATIONAL PARTNERS

Aged Care Channel

ANZ Bank

Bentleys

Brandpartners

HESTA

Interface

Provider Assist

Russell Kennedy

SCA Hygiene/TENA

The Ideal Consultancy

Thomson Adsett

Villages.com

W&L Aged Care Services

Zurich Financial Services

2014

90

2015

85

39

STATE AWARDS FOR EXCELLENCE

he 2015 ACS State Awards for Excellence Presentation dinner was held on 16 June at Doltone House.

The winners were:

HUMAN RESOURCE MANAGEMENT AWARD, SPONSORED BY VOICE PROJECT

VOLUNTEER AWARD, SPONSORED BY HOLMAN WEBB

Feros Care Jan Wright, Catholic HealthCare

TRAINEE AWARD, SPONSORED BY STEWARTBROWN

ABORIGINAL & TORRES STRAIT ISLANDER CULTURAL COMPETENCIES

Vanessa Warren, Cowra Retirement Village Anglicare Sydney

GARETH WILLIAMSON SUSTAINABILITY AWARD EMPLOYEE AWARD, SPONSORED BY HESTA

Royal Freemasons’ Benevolent Institution Carmel Weston, NovaCare Community Services Ltd

ORGANISATION AWARD, SPONSORED BY SUPERCARE PROPERTY SERVICES

McLean Care

T

ORGANISATION WINNERMCLEAN CARE


STATE AWARDS FOR EXCELLENCE

HUMAN RESOURCE MANAGEMENT WINNERFEROS CARE

TRAINEE WINNERVANESSA WARRENCOWRA RETIREMENT VILLAGE

GARETH WILLIAMSON SUSTAINABILITY WINNERROYAL FREEMASONS’ BENEVOLENT INSTITUTION

VOLUNTEER WINNERJAN WRIGHT, CATHOLIC HEALTHCARE

EMPLOYEE WINNERCARMEL WESTONNOVACARE COMMUNITY SERVICES LTD.

ABORIGINAL & TORRES STRAIT ISLANDER CULTURAL COMPETENCIES WINNERANGLICARE SYDNEY

41

T he Sydney West Metropolitan Network continues to be an active group.

Peter Mackie stood down as Chair as from the meeting in October 2014 after many years of chairing the meeting. A great effort appreciated by all. The fact that this group is the last remaining metropolitan group still meeting regularly is a testament to the contribution Peter has made over the years.

With the change in chairs it was an appropriate time to review the existing list of managers to whom invitations are sent each month. This resulted in some new faces at the meetings. An effort has been made to invite speakers on topical issues in order to make the attendance at meetings worthwhile to members who have constant demands on their time.

Over the last 12 months we met 6 times. Meetings are usually held on the second Thursday of every second month. We have close to 30 members who attend from time to time, representing almost 25 different organisations. Average attendance during the last year was 8, with a maximum attendance of 10.

Guests speakers at our meetings this year have been:

• Steve Ellitt from RFBI and John Byron from DecisionMAX Software who provided a comprehensive overview and demonstration of the ACS Procurement Portal.

• Janet Glaser provided an update on the educational opportunities from ACS. • Igor Statkevitch and his team provided an overview of the services offered by Blisscare.• Illana Halliday provided an overview of the proposed new ACSA organisation.• Frouke de Reuver, Sonja Duncan and Eleanor Raftery from the Sustainability Advantage program, Office of Environment &

Heritage NSW, provided an overview of how to implement a sustainability program in an organisation.• Nancy Gayed from Gilchrist’s Pharmacy provided an overview of the new National Medication Chart.• Anna-Maria Wade – ACS Employee Relations Advisor provided an update on IR matters and advice on HR matters.• Heath Downie and Elaine Alford from Provider Assist presented on how the company can assist organisations maximise

the claiming of ACFI subsidies.• Suzana Strbac from Gow-Gates presented on changes to the Workers Compensation legislation.

A part of each meeting was put aside to discuss issues that are important to us in the operation of aged care services. We find it beneficial to be able to share our experiences and in so doing we provide support to one another. Major issues discussed throughout the year included:

• Having an RN on duty 24 hours in all facilities.• Sprinklers in residential aged care facilities.• Enterprise Agreements.• Pastoral Care Network.• The proposed new ACSA.

Our thanks go to each of the following organisations for hosting our meetings throughout the year: Bankstown City Aged Care, St Hedwig Village, Our Lady of Consolation, St Dominic’s Hostel, Cardinal Stepinac Village.

CHAIRS: GERRY RENOUF (CURRENT) & PETER MACKIE (TO OCTOBER 2014)

“...SPEAKERS ON TOPICAL ISSUES...”

SYDNEY WEST METROPOLITAN NETWORK


O ne of the more significant changes throughout the year has been our education throughout the region. 3 of our facilities with above average training facilities have been providing courses in conjunction with ACS on an ongoing needs basis. As a region we need to do more concerning education particularly in regard to cancelled sessions but this is certainly a responsibility at the regional level.

Our benchmarking continues to be an assistance to facilities regarding maximising their position within the market place. With facilities working together they certainly share in their understanding of the industry which has been particularly worthwhile during this year of reform.

As we are all aware the reforms have now been in place for over 12 months and although there have been many challenges thrown our way it is encouraging to see how we as a region and an industry have dealt with them. Going forward I would say the majority are in a better position but occupancy will always be an issue to keep a close eye on.

This year has seen an influx of new politicians to the Central Coast who required time to settle in. They always try and support our needs. We hope our region will have some stability over the coming years so that partnerships can be created but sadly our region has been lacking in this regard.

Medicare Local like elsewhere has been going through a state of flux. Restructuring has occurred and our Aged Care Taskforce has been retained under the new structure. Our Regional Committee is represented on this taskforce for which all of our facilities have benefited in the past with mobile x-rays and an after-hours general practitioners service.

Our thanks must go to the management and staff of ACS. Regularly our facilities ask for assistance and the support is greatly appreciated. Having the ACS staff members attend our meetings has also created worthwhile discussion on many industry topics.

CHAIR: PHILLIP WALSH

SECRETARY: SARAH-JOE WILLIAMS

“...EDUCATION THROUGHOUT THE REGION...”

CENTRAL COASTREGIONAL COMMITTEE

43

“...HELPFUL IN RELATION TO PROVIDING INPUT...”

HUNTER REGIONAL COMMITTEE

T he Hunter Regional Committee has been very active in the last 12 months. We have been fortunate to have members on most of the ACS Advisory Committees and this has been very helpful in relation to providing input into these committees from our members in the Hunter as well as receiving reports from the committees.

The Committee meets regularly and is a good source of information and networking for members in the region. We began a process in late 2014 of inviting guest speakers to our meetings and to date we have had Assyat David, Director, Aged Care Steps talking about the professional development certification process offered by the CPA for financial advisors with clients considering entering aged care, and Bernie Garrett from Foundation Leadership who presented an interesting decision model from a sales perspective.

We have also been very happy to welcome from ACS, CEO Illana Halliday, Janet Glaser, Learning Centre Manager and more recently Karen Ansen, Employee Relations Advisor.

As in previous years most of our discussions have centred on the Living Longer Living Better reforms and it was encouraging to see a strong commitment by all members to information sharing as organisations work their way through these reforms.

We would like to thank the various staff from ACS for making the long trek to the Hunter to attend our meetings, and also those members who travel many kilometres to attend these meetings and share their experiences.

CHAIR: KAREN BEST

SECRETARY: DAVID KNIGHT


“EDUCATION HAS BEEN THE MAIN FOCAL AREA FOR MEMBERS...”

MID NORTH COAST REGIONAL COMMITTEE

T he last 12 months have been a challenging time for all in the industry. Providers have had to adapt to the Living Longer Living Better reforms and this has brought its own challenges. The introduction of RADs and DAPs and the phasing out of Bond Retentions have had significant effects on our industry.

Home Care and Community Care providers have had even more change thrust upon them. The introduction of Consumer Directed Care, the change from a Quality Reporting system to Quality Accreditation, the introduction of My Aged Care website and the change to the referral and service delivery to Community Care providers has also challenged providers of these services. The next 12 months will see further changes and challenges to our industry. Providers are experiencing a reduction in occupancy rates where they did not have them in the past. Rural, remote and regional providers have similar issues but also have different challenges to those of our metropolitan colleagues.

In our region, our members have continued to meet on a regular basis to share experiences and to network with each other. As Chair, I would like to see more members attend our meetings but it is a fact of life that we are extremely busy and find it difficult to find the time to attend meetings. Education has been the main focal area for members this year. Again it gets down to cost and having the time to spare staff to travel and attend education/development courses outside of our region. Members have looked at conducting sessions in-house and inviting other members to participate and share the cost. This has proven to be of benefit and it looks as though this concept will continue. Access to ACS eLearning packages is also something that members are exploring.

CHAIR: DENNIS MARKS

45

T he meetings for the Far North Coast have seen an increase in numbers attending with 17 being the best attendance and 7 our lowest. This is certainly an improvement and an encouraging sign from the 3 to 5 who used to attend. The increase has come about I believe mainly from the attendance of ACS representatives such as the CEO Illana Halliday, Geoff Liggins, Employee Relations etc. These folks are able to bring current information to providers on issues that are occurring now. Many things are changing with little notice in the industry and thrust upon providers, so I believe having these senior representatives attend helps to keep people up to date in the aged care industry.

ACARIt does not come as any surprise these days when you submit an application for Home Care Packages (HCPs) as a stand alone provider you yet again miss out. There are many stand alone providers in the same shoes. It does not matter whether you get consultants who have been successful the year before with well known providers or not, the result is still the same. This coming year I believe is the last ACAR and it would be nice if the Government had a level playing field for once; then I believe everyone would have a chance and not just the chosen few.

It is obvious that the Government has an agenda of just giving it to the few so they don’t have to deal with too many providers and every now and then letting a new one in so it does not seem too biased. Those providers on the North Coast who do not have HCPs hope that legislation changes so any approved provider of Community Care services will be able to have a person with a HCP come to them in the future. Having the people choose and not the Government will be a fairer system.

RADS AND DAPSSince the introduction of the RACs, DACs, RADs and DAPs I would have to say that organisations are seeing an increase in money coming into the facilities. This has been a positive for the facilities but can be distressing for clients who have never heard of the Living Longer Living Better Reforms and want to know how it came into being. There is not much you can say but contact your local member.

24/7 REGISTERED NURSESThe Living Longer Living Better Reforms has done away with low care but has created what could be an issue for many small stand alone providers who used to be known as low care. It will be interesting to see if NSW legislation around Nursing Homes is changed, so that these facilities do not shoulder the extra cost of hard to get RNs in the future to cover every shift 7 days a week. We all wait to see the outcome of this - jury still out.

CHAIR: PIP CARTER

“...THE FAR NORTH COAST IS LUCKY TO BE A GROWTH AREA...”

FAR NORTH COAST REGIONAL COMMITTEE


CONCLUSION

The Far North Coast is lucky to be a growth area and occupancies in residential facilities seem high. Community care continues to grow and the concept of the CDC’s is a good idea for the community as long as all providers are given a chance to provide the care. Independent living units continue to be well sought after in this area.

On behalf of the Far North Coast Regional Committee, I wish to thank Illana and her staff for the support they give to this region, which is appreciated by all. We all hope that when ACS comes under the banner of ACSA that we will still gain the same access to all staff including the CEO to gain information and services when required.

47

W ithout a doubt, the past 12 months have presented many challenges, some of which we have mastered, some we haven’t yet and other challenges are now looming. The New England Regional Committee continues to be a very active and vocal group about the good, the bad and dare I say it…the ugly - Income testing and Medicare Payments.

Through sharing information and experiences we have been able to contribute to some positive outcomes but above all this has made for a solid platform of support to and from each other throughout our region.

We have dusted off our ‘resilience capes’ ready for the challenges of Consumer Directed Care, CHSP transition, My Aged Care, and Regional Assessment phase of the reforms and the New England is already talking about the challenges that these are bringing to our operations and to our communities. We also have our eyes on the mystical month of February 2017.

There have been many educational opportunities provided by ACS but unfortunately it is becoming increasingly difficult for ACS to run these sessions in our region. Many were cancelled due to lack of numbers. There is no one single causal agent but a myriad of issues such as travel distances; capacity for managers to be away from facilities; organisational circumstances; larger organisations offering similar courses to their staff and affordability, to name but a few, have contributed.

Having said that, the courses that did proceed were very beneficial to attendees. Thanks to ACS for their tenacity in making these courses happen.

In November 2014, the Northern Region hosted the Northern Region Conference in Tamworth which was an undisputed success. The conference was well attended and the program contained some great takeaways.

Illana Halliday (ACS CEO) attended our February 2015 meeting to update the region on the National ACSA Model and Illana also presented on ‘Top 10 Strategic Picks’.

In conjunction with the June 2015 meeting Anna-Maria Wade (ACS Employee Relations Advisor) conducted a full-day workshop on Performance Management and Conducting Workplace investigations. Interestingly, 95% of attendees were from standalone organisations. Vikki Karatovic, Gow-Gates, attended our meeting the next day presenting on Directors and Officers/Management Liability Insurance and Notification.

Thanks to Autumn Lodge, Uralla Shire Council and Gunnedah Aged Care Services for generously hosting our meetings.

Whatever the future becomes, the New England region will try its very hardest to influence the shape of that future to ensure the people in our communities and in our organisations receive the best possible outcomes. That’s our commitment to each other and to the communities we serve.

CHAIR: SUE THOMSON

“...INFLUENCE THE SHAPE OF THE FUTURE... ”

NEW ENGLAND REGIONAL COMMITTEE


I t is that time of year when we again sit back and reflect on what we, as an industry, have achieved.

Despite the considerable distances that some of our members have to travel to attend meetings, our region continues to have a reasonably good turn up, with our meeting locations being shared around. The strong supportive network among our members continues, and with a mix of large to small sites we get a good perspective on how other facilities handle or solve problems similar to our own.

The amount of information we have to absorb, almost on a daily basis continues to grow, and I feel that in the main we have done well, but it is often a struggle for smaller facilities that have limited administrative resources. What we achieve is in no small way thanks to the information rolled out by ACS. It is essential that the same support is there in the new national body.

There continues to be a great deal of confusion around the RAD/DAP legislation. I think as an industry we have adapted to the changes reasonably well, but there continues to be questions. Explaining it all to the prospective residents and their families is a challenge at times.

It seems that every time a major change is made to legislation regarding our industry the Government seems to underestimate how these changes affect the providers, and also seem to underestimate the ability of the department to have all the necessary framework in place to take effect from day one.

Delays, backlogs and technical issues seem to be the norm, but we are still expected to continue to provide relevant information and our usual good service to the public. Even now there are issues with the new My Aged Care implementation.

Despite all this we are resilient and we will get through it with each other’s help.

This will probably be my last report as I intend to retire by 30 June 2016.

CHAIR: TONY BARLOW DEPUTY CHAIR: CATH BUSH

“...WE ARE RESILIENT & WE WILL GET THROUGH IT WITH EACH OTHER’S HELP...”

ORANA & FAR WEST REGIONAL COMMITTEE

49

Whilst the Central West Regional Committee has not met as often as we would have liked, our time spent together has been both enjoyable and worthwhile.

Just over 12 months ago the Committee made the decision that due to the distance many of our members were required to travel, it was agreed Central West meetings would alternate between Bathurst and Orange.

Our meetings have provided an opportunity to share ideas and information which has proven to be extremely helpful given the raft of legislative changes aged care providers are currently working through. Some of the issues discussed over the past 12 months have included:

• The impact on aged care providers if Registered Nurses are required 24/7, both from a financial and human resource management perspective.

• The My Aged Care Website• The impact of the Daily Accommodation Payments and

Refundable Accommodation Deposits• Installation of overhead sprinkler systems • Implementing Consumer Directed Care• Modern Awards• Enterprise Agreement• Accreditation

What has become evident is that Central West Regional Committee members remain focused on providing the highest quality care and accommodation for residents/service users whilst tackling the many challenges head on.

A sincere thank you to our chair Ray Harris who always has the ability to inject some humour into our meetings, and to Sue Martin, Masonic Village, who has provided a welcoming meeting room for our meetings.

CHAIR: RAY HARRISSECRETARY: SUE PEARCE

“...ENJOYABLE & WORTHWHILE...”

CENTRAL WESTREGIONAL COMMITTEE

A survey was conducted with the regional members early in 2015 to gauge interest in attendance at the quarterly meeting schedule, which was in place. Attendance had become sporadic, with gradually decreasing numbers. Taking into account that the year has been an extremely busy and challenging one for all in aged care, and that the regional members recorded a preference for reducing the number of meetings to 2 per year, but increasing the length of the meeting, a full day, with guest speaker was put forward as an alternative to the current schedule.

This has been implemented and the first of 2 meetings was held in Albury in April with good attendance. Janet Glaser and Illana Halliday attended and provided excellent input covering the many changes which have occurred and are occurring over 2014-15, and their impact on the industry.

Regular contact by email continues to occur around the region and with ACS conducting a number of training and education sessions in Wagga Wagga and Albury, and Lutheran Aged Care also hosting Certificate IV in Frontline Management in Albury, and a number of networking opportunities exist.

CHAIR: WENDY ROCKS

RIVERINA REGIONAL COMMITTEE

“...NETWORKING OPPORTUNITIES...”


T he Far South Coast Regional Committee met 3 times.

In July 2014, we welcomed RSL LifeCare representatives as new members when that organisation took over the 3 Anglicare sites in our region. Our guest was Janet Glaser, Learning Centre Manager who encouraged members to participate in the many learning opportunities offered by ACS.

In October 2014, I attended the AGM in Sydney and, with other regional chairs, participated in the planning meeting.

At our March 2015 meeting, we were very pleased to welcome CEO Illana Halliday. We also had a presentation on workforce planning in the aged care industry.

In March 2015 we were fortunate to have the AAG & ACS 2 day Regional Conference at Batemans Bay. It was an excellent conference with interesting presentations and a very good trade exhibition as well as an enjoyable conference dinner. Many of our members took advantage of the opportunity to learn and network in our local area.

A major focus of the Regional Committee during the year was education. In December 2014, we hosted a 3 day Accreditation Course at Pambula. It was well attended, and participants found it very helpful in meeting accreditation standards during the recent accreditation site audits. In June 2015, members attended courses at Pambula on Workplace Investigation and the Enterprise Agreement. A number of other courses were planned to be presented locally, but were cancelled due to insufficient numbers.

Again, Far South Coast members have appreciated the sage advice provided by the ACS Industrial Relations team during the year.

I would like to thank the CEO and all at ACS for their help and support during the year, and especially for the teleconferences with the chairs from all regions which has enabled us to share information and ideas.

“...MEMBERS HAVE APPRECIATED THE SAGE ADVICE PROVIDED...”

FAR SOUTH COAST REGIONAL COMMITTEE

CHAIR: HELEN ELLWOODSECRETARY: RHONDA INNES

51

“...GREAT SUPPORT...”

ACT & Southern Tablelands Regional Committee has met bi-monthly throughout the year with the main topic being the current aged care reforms.

Primary discussions this year have been around the introduction of the Gateway, ongoing Medicare payment issues, My Aged Care websites and CDC.

Whilst we have continued to promote ACS we generally have non ACS members attending. Attendance is between 10-15 each meeting and regular attendees include representatives from ACAT, ACT Health, Aged Care Policy unit, ACT Nurse Practitioner and Medicare Local as well as local RAC Managers and Home Services Managers.

The meetings are a great support network and source of information sharing among the close knit Canberra aged care community.

CHAIR: KAYLENE MARTENS

ACT & SOUTHERN TABLELANDSREGIONAL COMMITTEE

T here were 2 regional meetings held this financial year, one in November 2014 and one in April 2015.

Melanie Law, CHSISC, came to the November meeting and spoke about Implementing Organisational Change, using a Stages of Change Model which was adapted to work with employees who are needing to change.

The model enabled managers to incorporate change within their teams especially regarding the implementation of CDC and the language around individualised funding.

Workforce planning and recruitment processes were the main topics at the April meeting and the group received valuable information about recruitment processes made easier: increasing your pool of applicants; how to filter applicants for best fit; target employment advertisements; what recruitment works best for different cohorts and innovative ways to find the best people for the job.

The Aged Care Illawarra Workforce Action Group (ACIWAG) was very active this year and was instrumental in bringing aged care providers together to provide training services, recruiters and regional planners to work on implementing things that enable Illawarra aged care providers best practice.

There were 2 Career Expos which brought all aged care providers together in the region to promote the benefits of working in aged care. This was targeted at the 2 age groups, young school leavers to mature people looking at career path change.

CHAIR: MARK SEWELL

ILLAWARRAREGIONAL COMMITTEE

“...REGULAR COMMUNICATION...”


DIRECTORS’ OPERATING REPORT

As at 30 June 2015 Aged & Community Services NSW & ACT is incorporated as a company limited by guarantee and not having a share capital under the provisions of the Australian Charities and Not-for-profits Commission Act 2012. The Directors present the financial report of Aged & Community Services NSW & ACT for the year ended 30 June 2015 and report as follows:

NAMES OF DIRECTORS The names and positions of the Directors who held office during the year were: DIRECTOR’S NAME

Ms Vivienne Allanson

Year appointed:

Qualifications and experience:

Mr Paul Sadler

Year appointed:


Mr Philip Armstrong

Year appointed:


QUALIFICATIONS, EXPERIENCE & OTHER INFORMATION

President

2013

RGN, Mid, Ren, Dip Nurs Admin, MHSM, AIM Assoc Fellow, Graduate AICD. Joined the aged care workforce in 1991 as DDON and has moved through DON and Executive DON Roles to her current position of CEO since 2000 at Maroba. Vice President of the ACSA Board. Vivienne has strong links with Hunter businesses and has enjoyed a second term on the Hunter Business Chamber Board. In 2013 she accepted the role of Director on the International Association of Homes and Services for the Aged (IAHSA) Board, and will participate in the upcoming Amsterdam EAHSA conference. Vivienne also is the aged care representative on the BcN External Advisory Group for the University of Newcastle and recently been invited to represent ACSA members on the Expert Advisory Group for the Spirituality in Aged Care National Guidelines project. Vivienne joined the Board in 2007.

Vice President

2013

Master of Social Work degree with the University Medal on the topic of abuse of older people, and a BA (Hons) majoring in Government and Public Administration. Chief Executive Officer of Presbyterian Aged Care NSW & ACT. Presbyterian Aged Care serves over 1,700 older people through residential aged care, community care and retirement housing across metropolitan and regional areas of NSW and ACT. Paul previously was CEO of Aged & Community Services Association of NSW & ACT. He has also held various positions on ageing and disability issues in the NSW Government. Paul joined the Board in 2008.

Director

2013

Member Australian Institute of Company Directors (MAICD); Fellow Institute Public Accountants (FIPA) - 20 years. Philip has not-for-profit Board experience with Campbell Page including current Chair of the Board for their UK based Company and 20 years Executive Management in Aged Care with Banksia Villages, 10 years Board experience with ACS NSW & ACT. Philip joined the Board in 2005 and is a member of the Board Audit and Risk Committee.

ILLAWARRAREGIONAL COMMITTEE

DIRECTORS’ OPERATING REPORTAS AT 30 JUNE 2015

53


DIRECTOR’S NAME

Mr Rob Freeman

Year appointed


Mr David Goodhew

Year appointed:


Mr Ross Low

Year appointed:


Mr David Maher

Year appointed:



Director

2013

BA (Hons) CA. Chief Executive since 2009 of Anglican Retirement Villages (ARV), one of Australia’s largest aged care providers, employing 2,300 staff and providing services to 5,500 residents and community clients. Also served on the Board of ARV from 2003 to 2007. Rob has previous experience in accounting and manufacturing. Rob was a partner at Deloitte for 10 years and held senior financial roles at CSR Limited and Email Limited before joining OneSteel Limited, an Australian steel company as Executive General Manager. Prior to joining ARV he was the Managing Director of Capral Limited, Australia’s largest aluminium extrusions manufacturer and distribution business. Director of ACS since December 2010 and is committed to an independent voice for the not for profit Charitable and Community Aged Care sector.

Director

2013

Qualifications in Nursing, Aged Care and Health Administration. David has 29 years in Aged and Community Care service management, including 16 years as a CEO. Experience across a number of church based organisations including UnitingCare Ageing, St Vincent De Paul Society Aged and Disability Services, Anglican Care (Newcastle) and Anglicare (Sydney). Currently Director - Western Region, at Anglicare Diocese of Sydney. David joined the Board in 2012.

Director

2013

B. Commerce (UNSW) - major in Accounting; Grad.Dip. Finance (UTS); CPA; ACIS. Experience includes 24 years with Unilever Plc in various roles, including time in roles in the UK and NZ, to CEO level, 11 years with Schering-Plough Australia as Finance Director and 11 years with BaptistCare NSW & ACT, including the last 5 years as CEO. Ross joined the Board in 2013.

Director

2013

BCom; MBA (With Merit). 25 years’ experience in finance and management in the health sector, including Public & Private Hospitals both in Australia and overseas, and Aged Care. Current: Managing Director at Catholic Healthcare Limited. David joined the Board in 2011.





DIRECTOR’S NAME

Mr Raad Richards

Year appointed:


Mr Mark Warwick Sewell

Year appointed:


Mr Alexander Shaw

Year appointed:


Mr Stephen Teulan

Year appointed:



Director

2013

BBus, Industrial Relations and Human Resources (Graduate Diploma) and Master of Health Planning (MHP). Currently the Chief Executive of Carrington Centennial Care Ltd. Has extensive involvement at a board level in various organisations, including non-government organisations, financial institutions and community service sector, including Life Membership of the Australasian College of Health Service Management and Chair of the Advisory Committee, Health Management and Science, University of Western Sydney. Raad joined the Board in 2008 and is a member of the Board Audit and Risk Committee.

Director

2013

Bachelor Social Sciences (CSU), Graduate Certificate Management (UNSW), MBA (UNE).Experience: Senior manager NSW public service, CEO regional NFP organisation, Volunteer Director & Chair of several community owned charities. Mark joined the Board in 2009 and was re-elected in 2013.

Director

2013

25 years in Financial Markets. Joined the Board of the Royal Freemasons’ Benevolent Institution in 1981 and resigned in 1994 to become CEO, currently still CEO with RFBI after 20 years. Alexander joined the Board in 2013.

Director

2013

Qualifications are B. Commerce and Chartered Accountant and in the Aged Care sector for 15 years. Appointed in September 2011 as Director UnitingCare Ageing NSW.ACT, one of Australia's largest aged care providers. He was previously the National Director Aged Care & Retirement Services for Little Company of Mary Health Care, and prior to that held senior management roles at Catholic Health Care, Mercy Family Centre and the Mater Hospital North Sydney. Those roles followed 7 years as a health consulting partner at Deloitte. Stephen joined the Board in 2012.

55



DIRECTOR’S NAME

Mr Ron Thompson

Year appointed:


Mr Stephen Walkerden

Year appointed:


Ms Louise Watters

Year appointed:

Date resigned:



Director

2014

Masters in Business Administration and is a qualified Aged Care Assessor. Chief Executive Officer of RSL LifeCare, a leader in senior living, providing residential care. Has over 25 years’ general management experience in Health and Aged Care. In prior roles has worked in a top 50 ASX listed company and been Chief Executive of a 400 bed tertiary hospital.

Director

2013

Accounting Certificate, Masters in Management (Community) UTS, Graduate Certificate in Health and Ageing (Macq), Graduate of Australian Institute of Company Directors. Professional Memberships: Australian Institute of Company Directors, Australian Association of Gerontology, Governance Institute of Australia. General Manager UPA 1995 – present. Finance & Services Manager Leichhardt Uniting Church Aged Care 1988-1995. Management & Chief Accountant Wesley Mission 1983-1988. Member of ACS Financial Issues Advisory Committee and CEO Remuneration & Performance Committee. Stephen joined the Board in 2002 and is a member of the Board Audit and Risk Committee.

Director

2013

October 2014

Registered nurse with a degree in health management. Has held executive positions across the acute health sector and aged care sector since 1996, including managing 2 large Sydney hospitals. Currently CEO of Port Stephens Veterans & Citizens Aged Care, a stand-alone community based provider and has held this position for 6 years. Has been a member of the ACS Residential Advisory Committee for 10 years and has assisted the Committee in developing key policies such as safe medication administration by certificate 3 and 4 staff; secondly participation with the NSW Nursing and Midwifery Registration Board in role delineation of all levels of staff working in the acute and community sector ensuring that aged care had a voice. Louise joined the Board in 2013.




DIRECTOR’S NAME

Ms Helen Wilson

Year appointed:


Ms Alexandra Zammit

Year appointed:



Director

2014

BSpThy (Hons), MBA. Helen is responsible for Aged Care which incorporates the services of Residential Aged Care, Independent Living Units and Home and Carer Support Services. She has more than twenty years’ experience in health, aged care and community services at a senior executive level including management positions in government and private organisations. This has provided Helen with excellent grounding in leadership, governance and team work. Her skill base includes strategic planning, people management, resources, quality and marketing, organisational change, financial accountability and policy. She has also worked to support disadvantaged and disaffected members of the community through serving on a number of boards with the Uniting Church. Helen commenced work at Wesley Mission in January 2014.

Director

2013

Tertiary qualifications, namely a Bachelor of Nursing and post graduate qualifications in Science Medicine specialising in pain management, a Diploma of Management and is a graduate and member of the Australian Institute of Company Directors. Current role is the CEO of Thomas Holt and has worked in the aged care industry for the past 8 years. Previously, worked in the public health system for 25 years holding senior management roles which included a broad range of positions in the areas of clinical care, teaching, research and corporate services. Previous roles include Director of Care – Thomas Holt, Acting Director of Demand Management – Liverpool Hospital, Deputy Director of Corporate Services – Liverpool Hospital and Executive Assistant to the General Manager – Liverpool Hospital. Director on the Board of the Australian Kookaburra Kids Foundation. Alexandra joined the Board in 2013.

The Directors were in office for the whole of the financial year unless otherwise stated.

PRINCIPAL ACTIVITIES ACS is a registered industrial organisation of employers who are aged and community care providers in the non-profit, charitable sector. As a representative organisation ACS represents members’ views politically at a Commonwealth and State level, either directly in its own right or indirectly via Aged and Community Services Australia (ACSA).

There has been no significant change in the nature of the company’s principal activities from the previous year.

OPERATING RESULT The operating result of the company for the financial year was an operating surplus of $17,091 (2014: $203,375).

SIGNIFICANT CHANGES IN STATE OF AFFAIRS There were no significant changes in the state of affairs of the company during the financial year.

57



OBJECTIVES OF THE COMPANY The objectives of the company are detailed in the annual report provided to all members of the company prior to the Annual General Meeting.

The short and long term objectives are:- 1. to encourage and support Members in their provision of appropriate standards of services for people who are

aged, have a disability, or those who are marginalised or disadvantaged;2. to promote the provision of quality residential and community care services and housing services in Australia;3. to promote the work of, encourage co-operation between and to provide a focus for the exchange of information

and ideas to assist Members in fulfilling their roles;4. to facilitate effective representation for and on behalf of Members before all tiers of government and the

community;5. to influence and develop the long term strategic direction, policies and programs for the care and well-being of

older persons in Australia, especially those suffering from increasing frailty, disability or disadvantage, and toadvocate on behalf of Members in connection with this;

6. to promote the important role that church, charitable and not for profit agencies bring to the community,particularly their dominant role in providing services to special needs groups and in research to identify servicesfor older Australians;

7. to provide, encourage and support the development of educational programs aimed at improving standards ofcare for older persons in Australia; and

8. to support and represent Members in connection with any industrial relations issues, including but not limited toawards, agreements and matters before tribunals or commissions, and including to act as an employerorganisation in regard to matters of a general industrial, employee and/or award nature for which purposes theCompany will, among other things:

i. take such steps as are necessary to enable it to represent Members before the Fair Work Commissionand any relevant Federal or State tribunal or registry;

ii. provide an industrial service to Members including the provision of awards and industrial information,and whenever appropriate in the circumstances, representation in establishment and/or industry-based disputes;

iii. arrange training programmes and packages aimed at enhancing the performance standards ofmanagement and staff.

To achieve these objectives the following strategies have been adopted:- 1. Influence through relevant and effective advocacy;2. Analyse, interpret and disseminate changing policy agendas and community expectations;3. Build member capacity;4. Retain and expand the membership base;5. Ensure ACS is a sustainable organisation; and6. Support a national voice for church, charitable and not-for-profit care providers in Australia.

MEETINGS OF DIRECTORS The number of meetings each Director was eligible to attend and actually attended during the financial year is summarised as follows:

Name Eligible Attended Name Eligible Attended Ms Vivienne Allanson 8 6 Mr Mark Sewell 8 6 Mr Paul Sadler 8 7 Mr Alexander Shaw 8 6 Mr Philip Armstrong 8 4 Mr Steve Teulan 8 7 Mr Rob Freeman 8 4 Mr Ron Thompson 8 7 Mr David Goodhew 8 5 Mr Stephen Walkerden 8 6 Mr Ross Low 8 7 Ms Alexandra Zammit 8 6 Mr David Maher 8 7 *Ms Louise Watters 3 2 Mr Raad Richards 8 6 **Ms Helen Wilson 5 4

* resigned ** appointed 58 Aged & Community Services NSW & ACT



OTHER INFORMATION In compliance with S254(2) of the Fair Work (Registered Organisations) Act 2009 and Regulation 159 of the Fair Work (Registered Organisations) Regulations 2009, the Directors provide the following additional information:

1. The company at the end of the financial year had 289 members.

2. The company had 33 employees at the end of the financial year.

3. The Superannuation affairs of the company are conducted by independent fund managers on behalf of theemployees. No Director, officer or member of the company has any involvement with the company’sSuperannuation. Employees choose their own superannuation fund.

4. Members have the right to resign from the company at any time by furnishing written notice. This right means thecompany’s rules meet the requirements of S174 of the Fair Work (Registered Organisations) Act 2009.

LIMITATION OF MEMBERS’ LIABILITY The company is incorporated under the Corporations Act 2001 as a company limited by guarantee. If the company is wound up, its constitution states that each member is required to contribute a maximum of $100 each towards meeting any outstanding obligations of the company. At 30 June 2015 the number of members was 289 and their collective liability was $28,900.

INDEPENDENCE DECLARATION The auditor’s independence declaration as required under subdivision 60-C section 60-40 of the Australian Charities and Not-for-profits Commission Act 2012 for the year ended 30 June 2015 has been received and can be found on the following page, which forms part of the Directors’ report.

This report is made in accordance with a resolution of the Board made on 24 August 2015 and is signed for and on behalf of the Board by:

Vivienne Allanson Stephen Walkerden President Director

59

AUDITOR’S INDEPENDENCE DECLARATIONAS AT 30 JUNE 2015

AGED & COMMUNITY SERVICES NSW & ACT ABN 13 737 853 254

FINANCIAL REPORT - 30 JUNE 2015

AUDITOR’S INDEPENDENCE DECLARATION UNDER S 60.40 OF THE AUSTRALIAN CHARITIES AND NOT-FOR-PROFITS COMMISSION ACT 2012

TO THE DIRECTORS OF AGED & COMMUNITY SERVICES NSW & ACT

I declare that, to the best of my knowledge and belief, during the year ended 30 June 2015 there has been:

(a) no contraventions of the auditor independence requirements as set out in the AustralianCharities and Not-for profits Commission Act 2012 in relation to the audit; and

(b) no contraventions of any applicable code of professional conduct in relation to the audit.

StewartBrown Chartered Accountants

R.M. BarnesPartner

25 August 2015

AGED & COMMUNITY SERVICES NSW & ACT ABN 13 737 853 254


AUDITOR’S INDEPENDENCE DECLARATION UNDER S 60.40 OF THE AUSTRALIAN CHARITIES AND NOT-FOR-PROFITS COMMISSION ACT 2012

TO THE DIRECTORS OF AGED & COMMUNITY SERVICES NSW & ACT

I declare that, to the best of my knowledge and belief, during the year ended 30 June 2015 there has been:

(a) no contraventions of the auditor independence requirements as set out in the AustralianCharities and Not-for profits Commission Act 2012 in relation to the audit; and

(b) no contraventions of any applicable code of professional conduct in relation to the audit.

StewartBrown Chartered Accountants

R.M. BarnesPartner

25 August 2015


STATEMENT OF FINANCIAL POSITIONAS AT 30 JUNE 2015


The accompanying notes form part of these financial statements

2015 2014Note $ $

ASSETSCurrent assets

Cash and cash equivalents 6 4,082,914 4,475,676 Trade and other receivables 7 1,421,359 934,175

Total current assets 5,504,273 5,409,851

Non-current assetsProperty, plant and equipment 8 224,013 285,911

Total non-current assets 224,013 285,911

TOTAL ASSETS 5,728,286 5,695,762

LIABILITIESCurrent liabilities

Trade and other payables 9 2,384,591 2,348,442 Provisions 10 122,665 154,002

Total current liabilities 2,507,256 2,502,444

Non-current liabilitiesProvisions 10 39,355 28,734

Total non-current liabilities 39,355 28,734

TOTAL LIABILITIES 2,546,611 2,531,178

NET ASSETS 3,181,675 3,164,584

EQUITYAccumulated funds 3,181,675 3,164,584

TOTAL EQUITY 3,181,675 3,164,584



2015 2014Note $ $






TOTAL ASSETS 5,728,286 5,695,762







NET ASSETS 3,181,675 3,164,584


TOTAL EQUITY 3,181,675 3,164,584

61

STATEMENT OF PROFIT OR LOSSAND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015

STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015


2015 2014Note $ $

Revenue 4 4,843,386 5,176,920 Other income 4 13,742 -

4,857,128 5,176,920 Expenses

Staff costs (2,092,061) (1,966,958) Administration expenses (705,316) (647,286) Consultancy (33,255) (27,594) Depreciation and amortisation 5 (115,903) (120,372) Events (395,230) (397,117) Learning Centre expenses (211,282) (320,145) Office accommodation (273,380) (286,657) Project expenses (710,595) (869,465) Subscriptions (303,015) (337,951)

(4,840,037) (4,973,545)

Surplus before income tax 17,091 203,375

Income tax expense -

Surplus for the year 17,091 203,375

Other comprehensive income for the year - -

Total comprehensive income for the year 17,091 203,375



2015 2014Note $ $






TOTAL ASSETS 5,728,286 5,695,762







NET ASSETS 3,181,675 3,164,584


TOTAL EQUITY 3,181,675 3,164,584


STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2015

STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2015


Accumulated Funds Total

$ $

Balance at 1 July 2013 2,961,209 2,961,209

Comprehensive incomeSurplus for the year 203,375 203,375 Other comprehensive income - - Total comprehensive income for the year 203,375 203,375

Balance at 30 June 2014 3,164,584 3,164,584

Balance at 1 July 2014 3,164,584 3,164,584

Comprehensive incomeSurplus for the year 17,091 17,091 Other comprehensive income - - Total comprehensive income for the year 17,091 17,091

Balance at 30 June 2015 3,181,675 3,181,675



2015 2014Note $ $






TOTAL ASSETS 5,728,286 5,695,762







NET ASSETS 3,181,675 3,164,584


TOTAL EQUITY 3,181,675 3,164,584

63

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2015

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2015


2015 2014Note $ $

Cash flows from operating activitiesReceipts from customers and government 4,689,336 5,638,244 Payments to suppliers and employees (5,165,133) (5,110,668) Interest received 123,298 140,846

Net cash flows from operating activities 12 (352,499) 668,422

Cash flows from investing activitiesProceeds from sale of property, plant and equipment 25,050 - Purchase of property, plant and equipment (65,313) (79,749)

Net cash flows from investing activities (40,263) (79,749)

Net increase (decrease) in cash and cash equivalents (392,762) 588,673

Cash and cash equivalents at the beginning of the financial year 4,475,676 3,887,003

Cash and cash equivalents at the end of the financial year 6 4,082,914 4,475,676



2015 2014Note $ $






TOTAL ASSETS 5,728,286 5,695,762







NET ASSETS 3,181,675 3,164,584


TOTAL EQUITY 3,181,675 3,164,584


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2015

Note 1 - Reporting entity

The financial report is for the Aged & Community Services NSW & ACT as an individual entity and domiciled in Australia. The company is incorporated as a company limited by guarantee and not having share capital under the provisions of the Australian Charities and Not-for-profits Commission Act 2012.

The financial statements were approved by the Board of Directors on 25 August 2015.

Note 2 - Basis of preparation

Statement of compliance These financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards and Interpretations of the Australian Accounting Standards Board, the requirements of the Australian Charities and Not-for-profits Commission Regulation 2013 and Fair Work (Registered Organisations) Act 2009. In accordance with the reporting requirements of the Fair Work (Registered Organisations) Act 2009, the company is deemed to be a Tier 1 entity applying full IFRS recognition, measurement and disclosure.

The company is a not-for-profit entity for financial reporting purposes under Australian Accounting Standards. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise.

Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions.

Basis of measurement The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities.

Comparatives Where required by Accounting Standards comparative figures have been adjusted to conform to changes in presentation for the current financial year. Where the company has retrospectively applied an accounting policy, made a retrospective restatement or reclassified items in its financial statements, an additional statement of financial position as at the beginning of the earliest comparative period will be disclosed.

Critical accounting estimates and judgements The company evaluates estimates and judgments incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the company.

Key estimates Impairment The company assesses impairment at the end of each reporting period by evaluation of conditions and events specific to the Company that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions.

Estimation of useful lives of assets The estimation of the useful lives of assets has been based on historical experience as well as manufacturers' warranties (for plant and equipment) and turnover policies (for motor vehicles). In addition, the condition of the assets is assessed at least once per year and considered against the remaining useful life. Adjustments to useful lives are made when considered necessary.

65



Note 2 - Basis of preparation (continued)

New and revised standards that are effective for these financial statements A number of new and revised standards are effective for annual periods beginning on or after 1 January 2015. Information on these new standards is presented below.

AASB 10 Consolidated Financial Statements AASB 10 supersedes the consolidation requirements in AASB 127 Consolidated and Separate Financial Statements (AASB 127) and AASB Interpretation 112 Consolidation - Special Purpose Entities. AASB 10 revises the definition of control and provides extensive new guidance on its application. These new requirements have the potential to affect which of the company’s investees are considered to be subsidiaries and therefore to change the scope of consolidation. The requirements on consolidation procedures, accounting for changes in non-controlling interests and accounting for loss of control of a subsidiary are unchanged. AASB 10 is applicable to not-for-profit entities for annual reporting periods beginning on or after 1 January 2014.

To assist not-for-profit entities applying the AASB 10, the AASB issued AASB 2013-8 Amendments to Australian Accounting Standards - Australian Implementation Guidance for Not-for-Profit Entities – Control and Structured Entities on 31 October 2013. AASB 2013-8 added an appendix to AASB 10 to explain and illustrate how the principles in AASB 10 apply from the perspective of not-for-profit entities in the private and public sectors, particularly to address circumstances where a for-profit perspective does not readily translate to a not-for-profit perspective. Similarly, it added an appendix to AASB 12 Disclosure of Interests in Other Entities, in relation to structured entities.

Management has reviewed its control assessments in accordance with AASB 10 and has concluded that there is no effect on the classification (as subsidiaries or otherwise) of any of the company’s investees held during the period or comparative periods covered by these financial statements.

AASB 11 Joint Arrangements AASB 11 supersedes AASB 131 Interests in Joint Ventures (AAS 131) and AASB Interpretation 113 Jointly Controlled Entities - Non-Monetary-Contributions by Venturers. AASB 11 revises the categories of joint arrangement, and the criteria for classification into the categories, with the objective of more closely aligning the accounting with the investor’s rights and obligations relating to the arrangement. In addition, AASB 131’s option of using proportionate consolidation for arrangements classified as jointly controlled entities under that Standard has been eliminated. AASB 11 now requires the use of the equity method for arrangements classified as joint ventures (as for investments in associates). AASB 11 became applicable to not-for-profit entities for annual reporting periods beginning on or after 1 January 2014. The adoption of AASB 11 has not had any impact on the company as it is not a party to any joint arrangements.

AASB 12 Disclosure of Interests in Other Entities AASB 12 integrates and makes consistent the disclosure requirements for various types of investments, including unconsolidated structured entities. It combines the existing disclosures in AASB 127, AASB 128 and AASB 131, and introduces a range of new disclosure requirements. For the year ended 30 June 2015. AASB 12 became applicable to not-for-profit entities for annual reporting periods beginning on or after 1 January 2014. The adoption of AASB 12 has not had any significant impact on the company.

AASB 2012-3 Amendments to Australian Accounting Standards - Offsetting Financial Assets and Financial Liabilities AASB 2012-3 adds application guidance to AASB 132 to address inconsistencies identified in applying some of the offsetting criteria of AASB 132, including clarifying the meaning of “currently has a legally enforceable right of set-off” and that some gross settlement systems may be considered equivalent to net settlement. AASB 2012-3 is applicable to annual reporting periods beginning on or after 1 January 2014. The adoption of these amendments has not had a material impact on the company as the amendments merely clarify the existing requirements in AASB 132.




Note 3 - Significant accounting policies

The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Income Tax The company is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers or payments to suppliers.

Revenue recognition Revenue is measured at the fair value of the consideration received or receivable. Amounts disclosed as revenue are net of returns, trade allowances and duties and taxes including goods and services tax (GST). Revenue is recognised for the major business activities as follows:

Member’s subscriptions The subscription fee paid by members of the company entitles member organisations to receive services at prices lower than those charged to non-members and access to a variety of free services and publications. Income from membership fees is recognised on a basis that reflects the timing, nature and value of the benefits provided.

Grants (including government grants) and donations Income arising from the contribution of an asset (including cash) is recognised when the following conditions have been satisfied:

(a) the company obtains control of the contribution or the right to receive the contribution;(b) it is probable that the economic benefits comprising the contribution will flow to the company; and(c) the amount of the contribution can be measured reliably at the fair value of the consideration received.

Sale of goods and services Revenue from the sale of goods is recognised upon the delivery of goods to customers. Revenue from the rendering of a service is recognised upon the delivery of the service to the customer.

Interest Revenue from interest is recognised on an accruals basis.

Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of twelve months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value and bank overdrafts.

67



Note 3 - Significant accounting policies (continued)

Trade receivables For all sources of recurrent income, trade receivables are recognised initially at fair value and subsequently measured at amortised cost, less a provision for impairment. Collectability of trade receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off. A provision for impairment is established when there is objective evidence that the company will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. The amount of the provision is recognised in the statement of profit or loss and other comprehensive income.

Property, plant and equipment Recognition and measurement Each class of property, plant and equipment is carried at cost less, where applicable, any accumulated depreciation and impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment. Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the statement of profit or loss and other comprehensive income.

Subsequent costs Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the company and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the statement of comprehensive income during the financial period in which they are incurred.

Depreciation The depreciable amount of all property, plant and equipment and capitalised lease assets is depreciated on a straight line basis over the asset’s useful life to the company commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

The depreciation effective life used for each class of depreciable assets is:

Motor vehicles 5 years Leasehold improvements 5 years Office equipment, furniture and fittings 5 years Computer equipment 3 years

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

Impairment of assets At each reporting date, the company reviews the carrying costs of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the assets fair value less the costs to sell the value-in-use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the income statement. Where it is not possible to estimate the recoverable amount of the individual asset, the Company estimates the recoverable amount of the cash-generating unit to which the asset belongs.

Impairment losses are reversed when there is an indication that the impairment loss may no longer exist and there has been a change in the estimate used to determine the recoverable amount.





Financial instruments The company’s financial instruments consist only of deposits with banks, accounts receivable and accounts payable.

Initial recognition and measurement Financial assets and financial liabilities are recognised when the company becomes a party to the contractual provisions to the instrument. For financial assets this is equivalent to the date that the company commits itself to either purchase or sell the asset.

Financial instruments are initially measured at fair value plus transactions costs except where the instrument is classified “at fair value through profit or loss” in which case transaction costs are expensed to profit or loss immediately.

Classification and subsequent measurement Financial instruments are subsequently measured at either fair value, amortised cost using the effective interest rate method or cost. Fair value represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable, willing parties. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.

Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative amortisation of the difference between that initial amount and the maturity amount calculated using the effective interest method.

The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying value with a consequential recognition of an income or expense in profit or loss.

Loans and receivables Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an active market. They arise when the company provides money, goods or services directly to a debtor with no intention of selling the receivable. They are included in receivables in current assets in the statement of financial position, except for those with maturities greater than 12 months after the end of the reporting period which are classified as non-current assets.

Financial liabilities Non-derivative financial liabilities (excluding financial guarantees) are subsequently measured at amortised cost.

Impairment At the end of each reporting period, the company assesses whether there is objective evidence that a financial asset has been impaired. A financial asset or a group of financial assets will be deemed to be impaired if, and only if, there is objective evidence of impairment as a result of the occurrence of one or more events (a “loss event”), which has an impact on the estimated future cash flows of the financial asset(s).

In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument is considered a loss event. Impairment losses are recognised in profit or loss immediately. Also, any cumulative decline in fair value previously recognised in other comprehensive income is reclassified into profit or loss at this point.

69




Financial instruments (continued)

In the case of financial assets carried at amortised cost, loss events may include: indications that the debtors, or a group of debtors, are experiencing significant financial difficulty, default or delinquency in interest or principal payments; indications that they will enter into bankruptcy or other financial reorganisation; and changes in arrears or economic conditions that correlate with defaults.

For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having undertaken all possible measures of recovery, if the management establishes that the carrying amount cannot be recovered by any means, at that point the written-off amounts are charged to the allowance account or the carrying amount of impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance accounts.

When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the company recognises the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

Derecognition Financial assets are derecognised where the contractual rights to receipt of cash flows expire or the asset is transferred to another party whereby the company no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financial liabilities are derecognised where the related obligations are either discharged, cancelled or expire. The difference between the carrying value of the financial liability extinguished or transferred to another party and the fair value of consideration paid, including the transfer of non-cash assets or liabilities assumed, is recognised in profit or loss.

Trade and other payables Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the company during the reporting period, which remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability. The carrying amount of trade and other payables is deemed to reflect fair value.

Income received in advance Income, other than government contract income, that is received before the service to which the payment relates has been provided is recorded as a liability until such time as the service has been provided, at which time it is recognised in the statement of profit or loss and other comprehensive income.

Unexpended grants The company receives grant monies to fund projects either for contracted periods of time or for specific projects irrespective of the period of time required to complete these projects. It is the policy of the company to treat grant monies as revenue in advance in the statement of financial position where the entity is contractually obliged to provide the services in a subsequent financial period to when the grant is received or in the case of specific project grants where the project has not been completed.

Employee benefits Provision is made for the company’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid when the liability is settled. Employee benefits payable later than one year have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may not satisfy vesting requirements. Those cash outflows are discounted using market yields on national government bonds with terms to maturity that match the expected timing of cash flows.





Provisions Provisions are recognised when the company has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.

Fair value of assets and liabilities The company measures some of its assets and liabilities at fair value on either a recurring or non-recurring basis, depending on the requirements of the applicable Accounting Standard. Fair value is the price the company would receive to sell an asset or would have to pay to transfer a liability in an orderly (ie unforced) transaction between independent, knowledgeable and willing market participants at the measurement date.

As fair value is a market-based measure, the closest equivalent observable market pricing information is used to determine fair value. Adjustments to market values may be made having regard to the characteristics of the specific asset or liability. The fair values of assets and liabilities that are not traded in an active market are determined using one or more valuation techniques. These valuation techniques maximise, to the extent possible, the use of observable market data.

To the extent possible, market information is extracted from either the principal market for the asset or liability (ie the market with the greatest volume and level of activity for the asset or liability) or, in the absence of such a market, the most advantageous market available to the entity at the end of the reporting period (ie the market that maximises the receipts from the sale of the asset or minimises the payments made to transfer the liability, after taking into account transaction costs and transport costs).

For non-financial assets, the fair value measurement also takes into account a market participant’s ability to use the asset in its highest and best use or to sell it to another market participant that would use the asset in its highest and best use.

The fair value of liabilities and the entity’s own equity instruments (excluding those related to share-based payment arrangements) may be valued, where there is no observable market price in relation to the transfer of such financial instruments, by reference to observable market information where such instruments are held as assets. Where this information is not available, other valuation techniques are adopted and, where significant, are detailed in the respective note to the financial statements.

71



2015 2014$ $

Note 4 - Revenue

RevenueMembers subscriptions 2,021,997 2,016,453 Courses income 531,345 804,746 Events income 806,184 732,309 Projects income 844,831 1,033,726 Consultancy income 429,408 385,763 Industrial services income 60,214 19,709 Other operating revenue 22,793 40,052

4,716,772 5,032,758

Other revenueInterest income 126,614 144,162

126,614 144,162

Total revenue 4,843,386 5,176,920

Other incomeNet gain on the disposal of property, plant and equipment 13,742 -

Total other income 13,742 -

Total revenue and other income 4,857,128 5,176,920

Note 5 - Expenses

Depreciation and amortisationLeasehold improvements 10,515 10,516 Plant and equipment 65,332 68,720 Motor vehicles 40,056 41,136

Total depreciation and amortisation 115,903 120,372

Rental expenses relating to operating leases 216,667 220,045

Note 6 - Cash and cash equivalents

Cash at bank and on hand 1,154,837 1,114,308 Short term bank deposits 2,928,077 3,361,368

Total cash and cash equivalents 4,082,914 4,475,676

Certain balances within cash and cash equivalents are subject to interest rate risk as theyearn interest income at variable rates of interest. The company's exposure to interest raterisk on financial assets and liabilities is disclosed in note 16.




2015 2014$ $

Note 7 - Trade and other receivables

CurrentTrade receivables 1,038,967 797,058 Provision for impairment (3,000) (3,000)

1,035,967 794,058 Other receivables 191,512 64,649 Prepayments 193,880 75,468

Total current trade and other receivables 1,421,359 934,175

Provision for impairmentBalance at the beginning of the financial year 3,000 3,000 Increase (decrease) in provision - - Balance at the end of the financial year 3,000 3,000

(a) Trade receivables and impairment

(b) Credit riskThe company's exposure to credit risk is disclosed in note 16.

Note 8 - Property, plant and equipment

Leasehold Improvements

Furniture and Equipment Motor Vehicles Total

$ $ $ $At 30 June 2014Cost 120,036 452,201 245,714 817,951 Accumulated depreciation (94,176) (336,114) (101,750) (532,040)

Net carrying amount 25,860 116,087 143,964 285,911

Movements in carrying amountsNet carrying amount at 1 July 2014 25,860 116,087 143,964 285,911 Additions - 44,393 20,920 65,313 Disposals - - (11,308) (11,308) Depreciation charge for the year (10,515) (65,332) (40,056) (115,903) Net carrying amount at 30 June 2015 15,345 95,148 113,520 224,013

At 30 June 2015Cost 120,036 466,914 198,322 785,272 Accumulated depreciation (104,691) (371,766) (84,802) (561,259)

Net carrying amount 15,345 95,148 113,520 224,013

Current trade receivables are generally 30 day terms. These receivables are assessed forrecoverability and a provision for impairment is recognised when there is objectiveevidence that an individual trade receivable is impaired.

73



2015 2014$ $

Note 9 - Trade and other payables

CurrentTrade payables 87,538 82,943 Subscriptions received in advance 1,673,666 1,483,985 Project funding received in advance 150,186 253,890 Seminars income received in advance 62,585 144,359 Liabilities to employees 226,179 198,504 Other payables 184,437 184,761

Total current trade and other payables 2,384,591 2,348,442

Liquidity risk

Note 10 - Provisions

CurrentEmployee entitlements - long service leave 122,665 154,002

Total current provisions 122,665 154,002

Non-currentEmployee entitlements - long service leave 39,355 28,734

Total non-current provisions 39,355 28,734

Note 11 - Key management personnel

Short term employee benefits 454,719 458,633 Post-employment benefits 41,270 39,013 Other long-term benefits 6,968 -

502,957 497,646

Note 12 - Cash flow information

(a) Reconciliation of net profit after tax to net cash flows from operations

Surplus after income tax 17,091 203,375

Adjustments for:Depreciation and amortisation 115,903 120,372 Net loss (gain) on disposal of property, plant and equipment (13,742) -

Changes in assets and liabilities(Increase) decrease in trade and other receivables (368,772) (368,896) (Increase) decrease in prepayments (118,412) (6,748) (Decrease) increase in trade and other payables 4,271 32,320 (Decrease) increase in income in advance 4,203 650,991 (Decrease increase in employee liabilities 27,675 28,594 (Decrease) increase in provisions (20,716) 8,414

Net cash from operating activities (352,499) 668,422

The company's exposure to liquidity risk related to trade and other payables is disclosed innote 16.

The aggregate amount of compensation was paid to key personnel in respect to thefollowing categories of remuneration:




2015 2014$ $

Note - 13 Commitments

Operating lease commitments

Within one year 287,063 277,063 Later than one year but not later than five years 165,623 452,688

452,686 729,751

Note 14 - Events occurring after balance date

2015 2014$ $

Cash and cash equivalents (refer note 6) 4,082,064 4,474,826 Trade and other receivables (refer note 7) 1,421,359 934,175

5,503,423 5,409,001

There were no significant events occurring after balance date.

Note 15 - Related party transactions

Directors' remunerationIn accordance with the company's Constitution, the Directors hold that position in an honorary capacity and thus receive no remuneration or retirement or superannuation benefits for their services.

Professional services received by Directors and associatesCertain Directors are employed by or associated with entities who are members of the company. These membership services are provided to those entities on an arms length basis and upon normal commercial terms.

Note 16 - Financial instruments

GeneralNote 3 discusses the types of risks associated with the company's financial instruments as well as the policies adopted by the company to manage and monitor those risks and some other qualitative information. The quantitative information presented below complements those earlier disclosures and should be read in conjunction with them.

Credit riskExposure to credit riskThe carrying amount of the company's financial assets represents the maximum credit exposure. The company's maximum exposure to credit risk at the reporting date was:-

Commitments for minimum lease payments in relation to non-cancellable operating leasesare payable as follows:

(i) The property lease was renewed effective from November 2013 and is a non-cancellable lease expiring in November2016, with rent payable monthly in advance. An option exists to renew the lease at the end of the term for an additionalterms of three years. The lease allows for subletting.

(ii) Various non-cancellable equipment rental agreements with remaining terms of approximately one to three years fromyear-end, with rent payable either monthly or quarterly in advance or arrears in equal instalments over the term of theagreements. At the end of the rental term an option exists to either return the goods or renew the agreements.

75



2015 2014$ $

Note 16 - Financial instruments (continued)

Liquidity risk

Trade and other payables 271,975 267,704

Interest rate risk

Cash and cash equivalents 4,082,064 4,474,826

Fair valuesFair values compared to carrying amounts

Assets carried at amortised costCash and cash equivalents 4,082,914 4,475,676 Trade and other receivables 1,421,359 934,175

5,504,273 5,409,851

Liabilities carried at amortised costTrade and other payables 2,384,591 2,348,442

Fair value hierarchyAll financial instruments are carried at amortised cost.

Note 17 - Section 272 Fair Work (Registered Organisations) Act 2009

Information to be provided to members or the General Manager of Fair Work Australia:

(iii) The company must comply with an application made under subsection (1).

(i) A member of the company, or the General Manager of Fair Work Australia, may apply to the company for specifiedprescribed information in relation to the company to be made available to the person making the application.

(ii) The application must be in writing and must specify the period within which, and the manner in which, the information isto be made available. The period must not be less than 14 days after the application is given to the company.

The following are the contractual maturities of financial liabilities, including estimatedinterest payments. The contractual amounts are expected future payments which havenot been discounted.

All trade and other payables are expected to be paid within 0 - 3 months and according tothe trading terms. No amounts are past due or impaired.

At the reporting date the interest rate profile of the company's interest bearing financialinstruments was:-

A change of 1% in interest rates at the reporting date would have increased (decreased)equity and profit or loss by $40,821 (2014: $44,748). This analysis assumes that all othervariables remain constant.

The fair values of financial assets and liabilities, together with their carrying amountsshown in the statement of financial position, are as follows:

As at 30 June 2015 the fair value has been assessed to be the same amount as the carryingvalue. This analysis was the same as at the 2014 balance date. The basis for determiningfair value is disclosed in note 3.

In accordance with the requirements of the Fair Work (Registered Organisations) Act 2009 , the attention of members isdrawn to the provisions of subsections (1) to (3) of section 272, which reads as follows:


DIRECTORS’ DECLARATIONFOR THE YEAR ENDED 30 JUNE 2015


DIRECTORS’ DECLARATION

On 25 August 2015 the Board of Directors of Aged & Community Services NSW & ACT passed the following resolution in relation to the general purpose financial report (GPFR) of the reporting unit for the financial year ended 30 June 2015.

The Board declares in relation to the GPFR that in its opinion:

(a) the financial statements and notes comply with the Australian Accounting Standards;(b) the financial statements and notes comply with the reporting guidelines of the General Manager of Fair

Work Australia;(c) the financial statement and notes give a true and fair view of the financial performance, financial position

and cash flows of the company for the financial year to which they relate;(d) there are reasonable grounds to believe that the company will be able to pay its debts as and when they

become due and payable;(e) during the financial year to which the GPFR relates and since the end of that year:

(i) meetings of the Directors were held in accordance with the rules of the organisation; and(ii) the financial affairs of the company have been managed in accordance with the rules of the

organisation; and(iii) the financial records of the company have been kept and maintained in accordance with the

Australian Charities and Not-for-profits Commission Regulation 2013 and Fair Work (RegisteredOrganisations) Act 2009; and

(iv) there is only one reporting unit and there are no branches; and(v) no information or request has been made by a member of the company or General Manager duly

under Section 272 of the Fair Work (Registered Organisations) Act 2009; and(vi) no orders for inspection of financial records have been made by the Fair Work Commission under

section 273 of the Fair Work (Registered Organisations) Act 2009.(f) there has been no recovery of wages activity.

Signed on behalf of the Board in accordance with a resolution of Directors:

Vivienne Allanson Stephen Walkerden President Director

25 August 2015

77

INDEPENDENT AUDITOR’S REPORTFOR THE YEAR ENDED 30 JUNE 2015

26 AGED & COMMUNITY SERVICES NSW & ACT

ABN 13 737 853 254 FINANCIAL REPORT - 30 JUNE 2015

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF

AGED & COMMUNITY SERVICES NSW & ACT Report on the Financial Report We have audited the accompanying financial report of the Aged & Community Services NSW & ACT which comprises the statement of financial performance as at 30 June 2015 and the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year ended on that date, a summary of significant accounting policies and other explanatory notes and the Directors Declaration. Directors’ Responsibility for the Financial Report The Directors of the company are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and Interpretations and the Australian Charities and Not-for-profits Commission Act 2012 and Fair Work (Registered Organisations) Act 2009 and for such internal control as the Directors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Company’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Directors, as well as evaluating the overall presentation of the financial report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Independence In conducting our audit, we have complied with the independence requirements of the Australian Charities and Not-for-profits Commission Act 2012 Auditor’s Opinion In our opinion the financial report of the Aged & Community Services NSW & ACT is in accordance with the Australian Charities and Not-for-profits Commission Act 2012 including:

(i) giving a true and fair view of the company’s financial position as at 30 June 2015 and of its performance for the year ended on that date; and

(ii) complying with Australian Accounting Standards and Interpretations and the Australian Charities and Not-for-profits Commission Regulation 2013


INDEPENDENT AUDITOR’S REPORTFOR THE YEAR ENDED 30 JUNE 2015


ABN 13 737 853 254


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF AGED & COMMUNITY SERVICES NSW & ACT

Report on Other Legal and Regulatory Requirements In addition, our audit report has also been prepared for the members of the company in accordance with section 257(5) and section 255 of the Fair Work (Registered Organisations) Act 2009. Accordingly we have performed additional work beyond that which is performed in our capacity as auditors pursuant to the Australian Charities and Not-for-profits Commission Act 2012. These additional procedures included obtaining an understanding of the internal control structure and associated record keeping and other requirements pursuant to the Fair Work (Registered Organisations) Act 2009. The performance of our statutory audit included a review of internal controls for the purpose of determining the appropriate audit procedures to enable an opinion to be expressed on the financial report. This review is not a comprehensive review of all those systems or of the system taken as a whole and is not designed to uncover all weaknesses in those systems. The audit opinion expressed in this report pursuant to the Fair Work (Registered Organisations) Act 2009 has been formed on the above basis. Auditor’s Opinion Pursuant to the requirements of section 257(5) and section 255 of the Fair Work (Registered Organisations) Act 2009 we report that, in our opinion:

a) the financial report is presented fairly in accordance with Australian Accounting Standards (including Australian Accounting Interpretations); and

b) the company maintained satisfactory accounting records in relation to the year ended 30 June 2015 including records of the sources and nature of income (including income from members) and records of the nature & purposes of the expenditure of the company; and

c) we were provided with all the information and explanations as requested from the officers or employees of the company.

Auditor’s Declaration Pursuant to the requirements of section 255 of the Fair Work (Registered Organisations) Act 2009, I declare that:

a) I am an approved auditor; and b) I am a member of The Institute of Chartered Accountants in Australia; and c) management’s use of the going concern basis of accounting in the preparation of the company’s financial statements is

appropriate. StewartBrown Chartered Accountants R.M. Barnes Partner Registered Company Auditor 25 August 2015


ABN 13 737 853 254


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF AGED & COMMUNITY SERVICES NSW & ACT

Report on Other Legal and Regulatory Requirements In addition, our audit report has also been prepared for the members of the company in accordance with section 257(5) and section 255 of the Fair Work (Registered Organisations) Act 2009. Accordingly we have performed additional work beyond that which is performed in our capacity as auditors pursuant to the Australian Charities and Not-for-profits Commission Act 2012. These additional procedures included obtaining an understanding of the internal control structure and associated record keeping and other requirements pursuant to the Fair Work (Registered Organisations) Act 2009. The performance of our statutory audit included a review of internal controls for the purpose of determining the appropriate audit procedures to enable an opinion to be expressed on the financial report. This review is not a comprehensive review of all those systems or of the system taken as a whole and is not designed to uncover all weaknesses in those systems. The audit opinion expressed in this report pursuant to the Fair Work (Registered Organisations) Act 2009 has been formed on the above basis. Auditor’s Opinion Pursuant to the requirements of section 257(5) and section 255 of the Fair Work (Registered Organisations) Act 2009 we report that, in our opinion:

a) the financial report is presented fairly in accordance with Australian Accounting Standards (including Australian Accounting Interpretations); and

b) the company maintained satisfactory accounting records in relation to the year ended 30 June 2015 including records of the sources and nature of income (including income from members) and records of the nature & purposes of the expenditure of the company; and

c) we were provided with all the information and explanations as requested from the officers or employees of the company.

Auditor’s Declaration Pursuant to the requirements of section 255 of the Fair Work (Registered Organisations) Act 2009, I declare that:

a) I am an approved auditor; and b) I am a member of The Institute of Chartered Accountants in Australia; and c) management’s use of the going concern basis of accounting in the preparation of the company’s financial statements is

appropriate. StewartBrown Chartered Accountants R.M. Barnes Partner Registered Company Auditor 25 August 2015

79

STAY IN TOUCHP.O. Box 3124Level 3, 9 Blaxland RdRhodes, NSW 2138

Ph. 1 800 424 770 Ph: 02 8754 0400Fax. 02 9743 4557

email: [email protected]


www.acs.asn.au

Documents

ACS ANNUAL REPORT 2014-2015 Website... · acs website statistics 1 july 2014-30 june 2015 education & training events about acs employee relations aged care reforms community care