Annual Report 2018—2019

Contents

Overview of the year ........... ….1

Chair Report ....................... ….1

CEO report ......................... …..2

Quality & Safeguarding ....... .....2

Partnerships ........................ …..3

Operational Activities .......... …..3

Organisational Objectives ... …..3

Branding & Marketing…….…....4

Case co-ordination ..………..….4

Home & Community Support ....5

Individual Development …….….5

Human Resources & People

Development.………….….……..6

Finances………………….……...7

About us ………………………….8

Overview of the year

It gives us great pleasure to have this opportunity to present our annual report for 2018-19 and to be able to showcase just some the work and successes that have been achieved during the year.

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Chair Report Since the introduction of the NDIS, despite some road blocks, our organisation has grown from strength to strength. I believe our ongoing success can be attributed to our stable leadership and I thank those who have made significant sac-rifices to play a meaningful role in the governance and lead-ership of this organisation. We look forward to next year and continually moving forward. In the movie ‘Field of Dreams’, they say “build it and they will come”. Our accommodation services have proven to be the case, as has our community services. It has been a privilege to serve as a Board member and Chair during the past five years, and I will take pride in handing the leadership to another talented Board member during the coming year to continue the great work for this organisation. Julie Davenport—Chairperson.

Quality & Safe-

guarding

Commission

This year the new Quali-

ty and Safeguarding

Commission was estab-

lished for the disability

sector. It will have far

reaching implications on

organisational reporting,

standards, staff compli-

ance and recruitment

processes. We have

been working hard to

ensure we will be fit for

purpose when we have

to re register and comply

with external accredita-

tion. To help us achieve

that we have appointed

a new quality & compli-

ance officer, who has

begun to systematically

review our existing pro-

cesses and procedures

to ensure consistency.

CEO report - Peter Kay

Increased growth brings its own challenges of course. One of these is

making sure our systems, processes and policies are aligned to our

expansion. With the introduction of a new national compliance scheme,

the Quality & Safeguarding Commission we needed to be sure that

stayed ahead so made a key appointment during the year, that of Qual-

ity & Compliance Officer. We are already seeing the benefit of that

throughout the organisation as a process of continuous improvement

filters through to front line services.

One of our objectives is a desire to expand our freehold assets. We

have taken the first steps to achieving this by acquiring a development

site on South Terrace in Alice Springs. We anticipate this to be starting

point for more purpose built disability housing owned by casa.

There is much more to achieve in this area, as there is a genuine short-

age of this type of service provision in Alice Springs, and central Aus-

tralia, however recent changes in Specialist Disability Accommodation

rules indicate this to be a future growth area for us.

Finally without the support and dedication of our tremendous team of staff, Board and stakeholders, none of our achievements would have been possible so I would like to take this opportunity to thank everyone that has helped us throughout the year.

2

I am delighted to have this opportunity to summarise another year of tremendous pro-gress for Casa Services. After initial concerns about the introduction of NDIS and its potential impact on participants, we have begun to develop new skills, new stakeholder relationships and a greater technical expertise of working in this new system. For Casa the transition to NDIS has had a positive impact. The growth in turnover, prof-itability, participant numbers and staff employment opportunities has allowed us to deliv-er more services to people with a disability in central Australia and to be financially re-warded for doing so. For the organisation to remain sustainable in the long term it has meant maintaining a balance between taking a more commercial approach to the way we make some of our business decisions whilst not compromising on delivering the highest quality personal services to our participants. Being able to differentiate our services in a more competitive environment means we must be clear about our core competencies and the positive impact we can make on people’s quality of life. We hope that we have managed to maintain this throughout the year.

Continued—

Partnerships

We are fortunate to have

developed excellent

working relationship and

partnerships with many

stakeholders that share

our values.

This includes:

Department of Busi-ness;; Anglicare; MHA-CA; ARRCS; National Disability Services; NPY Women’s Council; Office Public Guardian; Cham-ber of Commerce NT; ANZ Bank; Red Centre Technology Partners; NDIA; Deloitte Alice Springs; and many other individuals and organi-sations too numerous to mention but essential to our continued success.

SIL remains our core area of service provision with short term accommo-dation and outreach support services complementing it. This year has seen the successful opening of several new residential houses located in the local community, bringing the total number of SIL houses to 13. providing continuous care, safety and security for participants We have seen an increased number of participants from a mental health service provision perspective. Casa services has gained somewhat of a reputation in this respect with more referrals coming from forensic ser-vices (high support requirements, secure care/prison etc.). Our Home & Community Services division provides centre based sup-port from our new offices located next door (previously Headspace). In addition Casa has implemented a diverse community access pro-gramme.as well as a home support service The lack of alternative choices in this area locally demonstrates that these programmes have great potential for growth and for casa services to consolidate its market share. Casa continues to explore real estate opportunities and has already met with an architect firm to scope initial ideas for the development of our new site on South Terrace site for Specialist disability Accommodation and allied health services.

Organisational Objectives

Operational Activities

Following a mid term strategic review we revised our Organisational Objectives to the following: Objective 1. Build and expand our freehold assets Objective 2. Develop partnerships and build relationships that will add value for our participants Objective 3. Identify opportunities to expand our range of sus-tainable services to meet market demand Objective 4. Continually seek improvements and efficiencies within our business whilst maintaining quality

3

Case Co-ordination team plays a vital role in delivering a quality service to our participants. It acts as a vital link between the office and practical front line delivery of services. The purpose is a mixture of ensuring that partici-pant support is delivered consistently and effectively across the organisa-tion in an even manner. It also provides staff support and mentoring for individuals to ensure they deliver their best consistently. This year the case coordination team have been working extremely hard with our various stakeholders to increase participant numbers, particularly for SIL (Support Independent Living programme). As a result numbers have grown over the year by around eight new high needs SIL participants. They focus on the development of individual, person centre care plans and en-courage participants to support their own personal goals. This has included more personal independence and greater choice and control over their lives. This year they have supported trips and personal holidays away which included flying to different states or even countries. Our case coordination team link well with participants, guardians and network continually with other agencies, over-seeing the delivery of a wide range of internal and external support services that build people’s capacity and independ-ence. The focus this year has been to work with NDIS and new systems, agencies and organisations . This includes updating new data, and using a new incident reporting regime. It requires in-depth knowledge, experience, transparency and an understanding of individual needs so that people are able to maximise personal choice, and empowers them to take advantage of greater community engagement opportunities. The team love to get feedback and want to hear about ways they can improve.

Branding & Marketing

Case co-ordination

During the year we have consoli-

dated our branding and market-

ing material. We have used our

new corporate style in our exter-

nal promotional and internal mar-

keting material with many acco-

lades for new image.

We have attended numerous

external sector based events

during the year to promote the

organisation and raise aware-

ness of our services. Feedback

has been positive and has pro-

vided an opportunity for partici-

pants to engage with the wider

community.

Work has begun on developing a

new website and a more proac-

tive social media presence.

We have engaged the services

of a professional photographer to

help us build a high quality im-

age bank for future publicity pur-

poses.

4

Individual

Development

Personal skills

Manage behaviour

Develop confidence

Domestic skills

Social skills

Health and well being

Recognising healthy

foods and maintain a

balanced diet

Physical exercises -

Swimming, bowling,

tennis, gym

Intellectual psycho-

logical skills

Money management,

budgeting, banking

Interacting in the

community

Praising and showing

gratitude

Personal care & hy-

giene

Emotional self-

regulation coping

alone

Managing time

Managing personal

relationships

Functional skills

Ability to travel to and

from home, obtain

Transportation

Cultural connections

Able to pay for goods

and services

Home and Community Support

The introduction of NDIS has paved the way to provide more opportuni-

ties for people by improving their choice of supports outside supported

independent living. This service compliments our other services and is a

logical extension and development of our original successful Learning &

Lifeskills programme. The Home & Community Support programme has

been divided into three complementary, but distinct areas: Home Sup-

port; Centre Support and Community Support.

Home Support - This custom tailored programme supports individuals

to complete basic self-care and independence tasks, primarily in their

own home. Supports focus on domestic skills including personal care and

independence. Including meal preparation, Independent travel using

Public Transport, banking and Grocery shopping.

Centre Support — It has a strong focus on group activities such as

increasing Social inclusion . Providing an opportunity to express oneself

creating something new and helping them to build confidence without

restrictions and overcome life’s challenges.

Community Support—provides greater opportunities to explore the

local community and achieve an individuals’ personal goals. It recognises

differing interests and abilities of the people we support in a community

based setting. It aims to empower individuals to fully integrate into socie-

ty and participate as much as possible.

5

Technology

Casa has continued to

invest significantly in IT

hardware and software

throughout the year.

We believe that this in-

vestment in technology

brings rewards by improv-

ing the organisation’s effi-

ciency and effectiveness.

Due to lack of progress

and configuration difficul-

ties we took the step of

changing our Customer

Management Software

during the year to a new

programme—Webcare

This simpler and more

user friendly system is

nearing completion and

will be ready to roll out

throughout our service

soon.

Human Resources & People Development

This past year has seen substantial

growth within the organisation and

workforce. In order to manage these

changes, and ensure we are able to

continue to deliver best quality ser-

vices to our participants, our long

term vision is to create a work envi-

ronment where employees can thrive

and are able to deliver sustainable

organisational performance. Specifi-

cally, we have identified 3 strategic

HR priorities:

- To apply its human capital exper-

tise more assertively to support or-

ganisational growth, service delivery

and success

- To strengthen the role as a control

function to manage human capital

risks

- To build the capabilities of manag-

ers and staff

We will do this by identifying issues

and executing corrective measures,

focusing on effectiveness, innova-

tion, recruitment, retention and en-

richment to ensure exceptional quali-

ty of services.

In moving forward, the HR depart-

ment will use its resources and staff

to become more active, consultative

and strategic; results orientated;

transparent and clear; while ensuring

we continue to put casa’s values at

the centre of everything we do.

6

Growth: July 2018 – July 201 Administration (Office Staff) Direct Service Delivery – PPT Direct Service Delivery – Casual Direct Service Delivery FTE

Cultural Diversity of our workforce—2019

Aboriginal & TSI Cultural & Linguistically Diverse Other

The financial statements for the financial year ended 30 June 2019 was audited by Deloitte, Alice Springs.

Total income for the year increased by 50%, a sum equivalent of $3,071,281. This can be attributed to an increase in income from NDIS.

Total expenditure for the year increased by 34%, a sum equivalent of $1,568,325. This includes the depre-ciation on $65,563, a non-cash item taken into account for accounting and auditing purposes and increase in wages resulting from increase in award wages and more staff due to increased business.

Change in equity from $1,678,975 in 2018 to the current value of $3,516,528.00 at 30 of June 2019.

Significant increases can be noted in client support consumables, computer expenses, rent, repairs & maintenance and wages.

The impact of this increase was cushioned by decreases in various expenditure accounts such as Insur-ance, contract work, Telephone expenses, travel and safety & security.

Current assets are represented by Cash at bank of $2,883,574 and Receivables of $497,835.

A increase in Fixed assets of $312,837 was the result of land purchase.

Total current liabilities for the year of $678,943 is represented by creditors, accruals and provisions.

The total equity of Casa Cen-tral Austral-ia Incorpo-rated as at 30 of June 2019 is the sum of $3,516,528 This amount is represented by:

Total As-sets of $4,195,452less Total Liabilities of $678,924.

The surplus for the year is: $1,837,553 (2018: $472,586),

Financial summary

Finances

Income 2017/18

Our Board

We must thank the following Board

members who have given their

time and expertise throughout the

year.

Chair & Public Officer—Julie Dav-

enport

Vice Chair & Board Member—

Emma Williams

Treasurer—Board Member—

Ronak Purohit

Board member - Lucian Russ

Board member—Tim Loth

Board member— Cheryl Benson

Board member— Meghan Greaney

The Trading name of

casa, Central Australia

Incorporated

6/5 Hartley St

Alice Springs

NT 0870

P.O. Box 9190

Alice Springs

NT 0871

P: 08 8953 4311

E: casa@casa.net.au

Casa is currently accredited to provide the following NDIS ser-vices:

Accommodation & tenancy

Personal Activities—High

Development of Life Skills

Daily Tasks/ Shared Living

Specialist Disability Accom-modation

Support Co-ordination—Specialist

Participation in the Commu-nity

Assist Lifestage Transition

Assist Personal Activities

Plan Management

Group Centre Activities

Assistance with Transport & Travel arrangements

Established in 1976, to provide participant driven support to individuals within a person centred, and ethical frame-work .

Organisational values

We promote achievement

We are respectful

We are collaborative

We promote effective com-

munication

We are flexible

We support growth and

development

We are inclusive

We are open and transpar-

ent