Annual Report 2015—2016 OUR PURPOSE Enabling people in regional Australia to live their best lives.

OUR VALUES Integrity Respect Cooperation Empowerment Excellence Table of Contents

04 34 60 Our Organisation Our Customers Our Systems 06 President and CEO’s Message 36 Customer Stories 62 Business Development 10 Our Strategic Focus 64 Care Governance 12 Treasurer’s Report 66 Research and Innovation 14 Our Profile 68 Information, Marketing 40 and Administration 16 Our Year in Review Our Communities 70 Finance 18 Our Sector 42 Our Community Philosophy 19 Our Accreditations 44 Our Reach and Working Hubs 46 Community Engagement 72 20 Financial Our People 48 Statements 22 Our Board Our Services 24 Our Managers 50 Aged Services 26 Our Staff 52 Disability Services 30 Organisation Chart 54 Child and Family Services 32 Human Resources 56 Home Modifications and Social Support 58 Community Transport

CAREWEST ANNUAL REPORT | 3 Our Organisation

4 | OUR ORGANISATION ABILITY LINKS NSW DRUM CIRCLE WORKSHOP President and CEO’s Message

We are pleased to provide this report on CareWest’s progress and activities in 2015/2016. During the past year we have worked on many fronts: expanding the scope and range of our existing programs, establishing new programs, and readying our business systems and staff for the NDIS. We have also maintained our focus on improving the quality of our existing services. CareWest’s dedicated staff and volunteers are to be congratulated for juggling all of these activities and doing each one well. That they have managed this at a time of significant sector reform and George considerable uncertainty is all Blackwell the more praiseworthy. President Tim We would also like to thank the 3000 plus individuals Curran and families across regional NSW who have chosen CEO CareWest as their service provider. Gone are the days when individuals in need of an aged care package or disability support program were referred to whichever organisation was in receipt of government funding and had a vacancy in their service. We genuinely value and appreciate those many individuals who choose to access services from CareWest now that they have increased ability to exercise choice and control over who they obtain services from. One subtle but important change within CareWest through the year was a shift in the terminology we use when referring to those who access our services. Previously we referred to individuals accessing our services as “clients”. We have now adopted the term “customer” which more appropriately reflects the increased power, control and levels of customer service rightly demanded by those accessing our services.

6 | OUR ORGANISATION We have devoted time and energy over the past year Future growth has been secured during the period to helping our customers and the wider community by virtue of four new amalgamations which were understand sector changes and what they might mean negotiated during 2015/16 but which have taken effect for them. As one of the largest community services after the 30th June. We are delighted to welcome the providers in regional NSW we see this as an important customers, staff and volunteers from Age Concern responsibility, and we plan to increase these community Albury and Wodonga Inc, Family Link Care and Support education and awareness initiatives over the coming year. Services Inc, Tullamore Preschool Inc, and Translinc (Lithgow, Oberon and Cowra Community Transport) Before moving on to summarise our key results and Inc to CareWest. We thank the board of directors of activities over the past year we would also like to each of these organisations for placing faith in CareWest acknowledge the important and often thankless role and entrusting us to protect and build upon the legacy played by the scores of public servants across a dozen of these successful and vibrant local community-based different federal and NSW Government departments organisations into the future. who work directly with CareWest in funding, guiding and regulating much of the work that we do. We have In a very pleasing development, CareWest has been found that these individuals have gone out of their way able to extend its telehealth capability to the provision to assist CareWest and our customers to successfully of after-hours GP services across western NSW in navigate the community sector reforms. partnership with Rural and Remote Medical Services (RaRMS). We are delighted to be working with RaRMS SERVICE DEVELOPMENT in the delivery of this innovative program. We look forward to building upon our strong relationship CareWest grew its service portfolio and geographic with RaRMS to deliver more programs in the future footprint during 2015/16. We extended our directed at addressing the very poor health outcomes community transport service into nine new locations experienced by far too many people living in regional, including, for the first time, the New England region. rural and remote Australia. We also expanded our ComPacks program across the Murrumbidgee having been appointed by Once again CareWest has been able to achieve that Murrumbidgee LHD as their sole ComPacks provider. difficult feat of delivering on the organisation’s growth objectives whilst maintaining and even improving We were also able to expand our residential Out of our existing services. Our strong quality systems and Home Care service which gives rise to mixed emotions. processes are evidenced by our success in obtaining On the one hand we lament the fact that growing certification under the new ISO 9001:2015 Quality numbers of children and young people are no longer Standard, our ongoing certification under ACIS 2013 able to live safely with their birth or foster families, (Attendant Care Standard), and our accreditation to but we are pleased to at least be able to provide high provide residential Out of Home Care services. Net quality, therapeutic support services to these children satisfaction ratings of 97% through our externally and young people in their own communities in western administered customer satisfaction survey reveal our NSW. This helps them to maintain contact with their customers are very satisfied with the services we are family, friends and school, and hopefully assists with a providing to them. speedier transition back home or to independent living. During the year we bedded down the amalgamations of FINANCIAL PERFORMANCE Yarrabin Outreach Inc and Wagga Wagga Community As a consequence of our strong growth, CareWest’s Resource Centre Inc In both cases we were able to revenue increased by approximately $7.3 million, or 24%, successfully integrate the transferring customers and during 2015/2016. CareWest reported an unusually high staff into CareWest, and also extend the range of surplus of $5,393,301. Over $2 million of this surplus services offered by CareWest to these existing and is attributable to various “one-off” items including new customers in the local communities. $1.4 million of capital grants for the construction of the CareWest Community Connection Centre (4C), and some $875,000 worth of vehicles and cash transferred from amalgamating entities.

CAREWEST ANNUAL REPORT | 7 President and CEO’s Message (continued...)

The approximate $3 million surplus arising from our usual PREPARING FOR THE FUTURE operating activities is a very pleasing result. Some of this surplus has been utilised to acquire new and improved In addition to growing our services and pursuing quality assets – primarily vehicles, fixtures and equipment for improvement initiatives, we again devoted time, energy 4C, and IT systems – and the balance has been retained and financial resources this year to streamlining our to build CareWest’s working capital reserves. business systems, refining service models, and training our staff and volunteers to ensure we are well-placed One of the most satisfying aspects of our financial to deliver the services customers want under the performance was the almost doubling of revenues from NDIS and in the new aged care system from 2017. Key our commercial or fee-for-service activities to $5.1 million. developments included implementing a new rostering These revenues make a considerable contribution to system, updating our HR information system, upgrading covering infrastructure costs and other indirect costs our aged and community care client management of running CareWest. CareWest is also able to utilise the system, and extending our learning and development surpluses generated from these activities for its various programs for staff and volunteers. community development activities which do not attract government-funding. We also made great progress through the year towards the completion of the development of our 4C complex The surplus, inclusive of the one-off capital grants and in Orange. As at the 30th June, approximately 70% asset transfers from amalgamating entities, led to an of the building was being utilised with the project on increase in our net assets of $5.4 million. track for completion in October. This rapid progress was

8 | OUR ORGANISATION only made possible by the very generous contributions It has been a year of significant growth and change from the Commonwealth Department of Infrastructure at CareWest, and the change has extended through and Regional Development, the NSW Department of to the board level with three of our directors retiring Education and Communities, the NSW department of during the year. We would like to thank Lyndal Mawbey, Justice, Liquor and Gaming through the Clubs Grant Sue-Anne Redmond and Natalie Walker for the very scheme, and the Newcastle Permanent Building Society significant contributions they made to CareWest. Our Foundation. retiring directors have been replaced by Natalie-Forsyth Stock, Peter Carter and Dr Peter Mangles who bring In May, the Board of CareWest approved a new considerable financial management, mental health management structure and commenced recruitment for services and clinical governance experience to CareWest. three new executive management positions. The creation of the new Chief Information Officer, General Manager We trust you find the Annual Report informative, and we Strategy and Development, and General Manager encourage you to contact our Community Link team or Community Services roles will ensure strong oversite and CEO if you would like further information about CareWest. leadership is provided to CareWest’s rapidly expanding We look forward to building upon the success achieved operations. The new management structure also in 2015/16 to assist more people in regional, rural and provides for regional service managers to be appointed in remote communities to live better. each of our regions – helping to ensure that decisions can be taken at the local level.

CAREWEST ANNUAL REPORT | 9 Our Strategic Focus

Our staff and volunteers are engaged Our business systems enable in our organisation’s mission high quality service delivery

}} Our workforce shape, size and capability }} Our quality management ensures superior meets current and future needs quality services exceeding customer }} Our staff and volunteers are highly engaged expectations }} Our organisation has a strong customer }} Our business management ensures fidelity, focus and is high performing excellence and sustainablity in practice }} Our infrastructure ensures efficient operations enabling effective service delivery

OUR PEOPLE OUR SYSTEMS

OUR OUR COMMUNITIES CUSTOMERS

Our community members are Our customers are understood, appreciated, empowered to live their best lives supported and empowered

}} Citizens in regional and rural communities }} Our customers are, and feel, understood have access to the services they require and appreciated }} Our communities are vibrant and }} Our customers are, and feel, supported socially inclusive and empowered }} Our regional and rural communities are }} Our customers receive, and enjoy, viable and resilient superior quality services

10 | OUR ORGANISATION OUR SERVICES

HOME AND COMMUNITY

CHILD AGED DISABILITY AND FAMILY

HOME COMMUNITY CARER MODIFICATIONS TRANSPORT

INFORMATION AND LINKING

CAREWEST ANNUAL REPORT | 11 Treasurer’s Report

Natalie Forsyth-Stock Treasurer OPERATIONS In summary the CareWest consolidated results were:

The consolidated 2015-16 }} Operating revenue increased 24% to $37.2 million, primarily as a result of increased fee for service surplus of $5.4 million income associated with new service locations for represents very strong Disability Accommodation, Active Participation and Respite, fee for service income from additional growth over the previous transport services and fee for service income and grants associated with the commencement of the year’s result of $2.0 million. Preschool Operation Support Program. }} Expenditure increased by 13% to $33.2 million – The surplus reflects a strong this included a growth in salary expense of 22% increasing direct investment in local communities result from both CareWest through employment opportunities. }} Net assets increased by 60% mainly due to the 4C Ltd ($3.9 million) and the major capital development in Orange. Foundation ($1.5 million). CAPITAL INVESTMENT The net surplus was impacted significantly by a number During the year, CareWest contributed $625,000 to of items that should be considered as non-operating or the CareWest Foundation and grants from Federal non-recurring such as funding received for the capital and State Government and Community Partners were development of the CareWest Community Connection received to progress the completion of the 4C project. Centre (4C) property in Orange, acceptance of vehicles We look forward to the completion of the 4C project and cash reserves associated with the award to and the benefit that it will bring in centralising our CareWest of Community Transport services and the service delivery. reversal of employee entitlements to bring CareWest’s polices in line with Australian Accounting Standards. Combined these transactions contributed $2.9 million to the overall result. $5.4M consolidated 2015–16 surplus $625,000 contributed to the CareWest Foundation

12 | OUR ORGANISATION THE YEAR AHEAD Over the coming year CareWest will continue to focus on ensuring that it is well positioned to harness the opportunities and meet the challenges arising from the dynamic and changing care sector. This includes ensuring that we have the right financial and management resources for the years ahead. We will continue to pursue opportunities to increase our fee for service income and actively pursue amalgamations and alliances with other regional service providers. FINANCE COMMITTEE The purpose of the committee is defined in its terms of reference and includes financial oversight of the organisation, internal and external audit management and oversight of external reporting. The committee has a strong working relationship with the senior management team which enables the committee to work closely with the organisation and monitor performance in line with its goals and objectives. During the 2015-16 period the committee continued to focus on increased transparency, governance and providing strategic direction in positioning the business in readiness for the introduction of the NDIS in 2017 and increased consumer directed care options (including fee for service) across all services.

John and Brodie enjoy a spot of fishing 60%

60%

50%

40% 24% 30% 13% 20%

10%

0% Revenue Expenditure Net Assets

CAREWEST ANNUAL REPORT | 13 Our Profile

KEY STATISTICS

$40M $35M That’s a 24% increase $30M through successful REVENUE $25M grant submissions from

$20M 2014/15 to 2015/16 2014/15 2015/16 95% 40 growth in commercial different communities income from $2.63M in reached 2014/15 to $5.11M in 2015/16 27 570 towns of operation with staff members (increase 28 offices, 24 supported from 474 in 2015/16) accommodation homes and respite cottages and six preschools

14 | OUR ORGANISATION SERVICES Community Transport }} Grew with expansion into new geography, with over Disability Services 100% of passengers rating the staff friendliness and Traditional areas of disability services all grew in helpfulness as good or very good. participant numbers: }} CareWest became one of the first Community Transport organisations to be accredited under the }} Active Participation Program (formerly Day Program) up from 57 to 80 customers; Roads and Maritime Services Bus Operator Accreditation Scheme. }} Transition to Work (Vocational Services) assisted 26 participants (up from six); three customers in Child and Family Services open employment; }} Preschools Cluster Management trial finished and is }} Two new respite facilities opened; flexible respite undergoing evaluation by the Department of Education; offered in seven locations. }} Construction on our sixth preschool, located at the 4C Aged Services Community Connection Centre, reached completion. }} Saw a period of consolidation and growth with provision of more ComPacks and more Home Care Packages across our geographic footprint.

Transition to Work participants in a theory workshop at 4C

CAREWEST ANNUAL REPORT | 15 Our Year in Review

Over the past year, The changing community services landscape saw government agencies who CareWest expand into new regions using strategic alliances and amalgamations, supporting ongoing fund and partner with regional services as a result. We successfully completed an amalgamation with Age Concern, significantly CareWest placed increased expanding our presence in Albury Wodonga, and are close to finalising negotiations with a number of other focus and expectation on community service organisations, which will further not-for-profit organisations increase our reach across NSW. With a strong reputation for reliable, innovative to reinvent, increase and responsive service delivery, we were invited by Transport NSW to take on the delivery of community productivity and respond transport services in Balranald, Dubbo, Glen Innes, Ivanhoe, Tenterfield and Wentworth, substantially more flexibly to the needs of widening the footprint for the Community Transport customers and communities. Business Unit. During the 2015/16 financial year, CareWest increased In light of this, each of the staff numbers by almost 100, from 474 to 570. This equates to a 20% rise and creates a sustainable areas that CareWest works in flexible workforce across our services and geographical footprint. At the same time, the business saw an has recently gone through increase in revenue by 24% to $37.2 million, indicating profound change. solid business growth, as well as an increase in positive reputation and culture for the organisation. Change requires innovative thinking and CareWest Our biannual Customer and Service Provider has done just that. We have taken a leading proactive Satisfaction Survey, which explores perceptions of approach, hosting workshops around keeping services, staff, connections and new opportunities, community services local in regional areas, and delivered exceptional results. 97% of 2015 Customer expanding our geographic footprint by actively pursuing Survey respondents said they would recommend amalgamations with like-minded organisations. CareWest to someone else. 97% of 2015 Customer Survey respondents said they would recommend CareWest to someone else

16 | OUR ORGANISATION Development of the flagship 4C Community Connections Centre in Orange continued, with finishing touches to be completed in the new financial year. This purpose-built, best-practice community Disability Services participants at 4C facility will ensure the area’s vulnerable and socially excluded people will have a safe place to enjoy. We expanded our clinical team, welcoming two senior Behaviour Specialists, a Registered Nurse, a Speech Pathologist and an Occupational Therapist to round out our allied health services. With CareWest increasingly regarded as a prime provider of complex care needs, we invested greatly in clinical specialisation, additional clinicians and staff training to ensure the skills and experience the team brings to CareWest greatly enhances our capacity to support our customers, and respond to their varied and changing individual care and support needs. On another positive note, we were successful in all quality accreditation processes undertaken during 2015/16. We achieved certifications in Quality Management (ISO 9001:2015), NSW Disability Services Standards, and Attendant Care, and accreditation to provide residential Out of Home Care services. We also demonstrated compliance with all requirements for our diverse customer services, and for our management and financial systems. All round, it was a very productive year for CareWest, leaving the organisation well placed to continue delivering quality services to many regional and remote communities, and to deliver on our purpose to enable the people in regional Australia to live their best lives.

Community Transport passenger Rita Vanderby CAREWEST ANNUAL REPORT | 17 Our Sector

Smaller organisations operating in rural and regional The operating environment NSW face a high risk of closure, unless swift strategic changes are made. Local communities would bear for community services is in the brunt of such closures, with serious social and a state of flux, with sweeping environmental consequences, particularly given the nation’s ageing population. The survival of local service changes in the sector raising providers is critical for regional economies, local jobs and the sustainability of essential services. Strategic the prospect of fresh alliances and amalgamations are one way of ensuring that smaller providers can continue to provide services competition and risks for locals have come to rely on. providers in the near future. Today’s digital age demands all organisations adapt, including community services. Investing in ICT and new technologies can improve the provision of services, Significant reforms mean government-funded social particularly to those in remote and regional areas, and organisations will soon be forced to compete with supercharge growth into the future. private players for dollars on the open market. With the Aged Care Reforms and National Disability While policy and funding changes will impact providers Insurance Scheme rolling out, empowering customers across the board, smaller organisations and those to take the lead in their own care, the challenge ahead working in regional, rural and remote communities is for front line staff to provide guidance, and ensure will be most affected. These organisations and their customers can exercise control. Education and support share of the market are being targeted by national and will be essential, not only for customers but also for international for-profit companies, which are rapidly staff, to ensure that reforms are well understood and expanding and looking to extend their reach by moving informed decisions can be made. in to rural and regional areas. Robust strategy, good governance and excellent customer service are key for community services, including CareWest, to succeed in the current evolving environment. All the implications of new government policies must be considered in order to overcome challenges and unlock opportunities.

Lucy and Norman celebrating NAIDOC Week

18 | OUR ORGANISATION Our Accreditations

In line with CareWest’s commitment to quality outcomes CareWest continued to for customers, the organisation successfully obtained Third Party Verification, which measures compliance invest considerable resources with Disability Services Standards and examines ways in its quality management in which service providers support service users to exercise their fundamental human rights. system in 2015/16, devoting CareWest is proudly accredited for the following standards: a management position }} ISO Quality Standard ISO 9001:2015 }} Attendant Care Industry Standard (ACIS) to quality assurance }} The Children’s Guardian for Out of Home Care and improvement and services }} Home Care Standards (Commonwealth implementing a clinical team accreditation for quality of Aged Care services) of behaviour support and }} NSW Transport Passenger Transport Act 1990 CareWest is compliant with all other legislation health professionals. standards and regulations governing the services we provide including: Out of School Hours Care, Respite services, Vacation Care, After School Care, Preschools and Home Modifications.

CAREWEST ANNUAL REPORT | 19 Our People

20 | OUR PEOPLE SOME OF OUR TEAM WITH THE NSW BUSINESS CHAMBER (CENTRAL WEST ORANA) BUSINESS AWARDS 2015 EXCELLENCE IN BUSINESS TROPHY Our Board

George Helen (Trudy) Blackwell Mallick President Vice President

George has been in regional general legal practice Helen initially joined the CareWest Board as a for more than 10 years, with an interest in elder member appointed Director and subsequently as law. Beforehand George worked for more than a Board appointed Director. She enjoys contributing 25 years in the public health system across rural her expertise to enable CareWest to achieve New South Wales managing public hospitals positive outcomes in the provision of services. and holding executive positions at Area Health Helen has worked as the Coordinator of the Service level. George holds a Bachelor of Business Forbes/Bland Home Modification and Maintenance (Public Administration), a Bachelor of Health Service for the past seven years after serving on Administration, a Master of Business Administration, its Board of Management for five years. She has a Bachelor of Laws, and a Graduate Diploma in Legal great satisfaction in knowing that CareWest has Practice. George is a committed and active member enabled people to remain in their own home for of the Orange community. as long as possible.

Natalie Dr Peter Forsyth-Stock Mangles Treasurer

Natalie Forsyth-Stock is a finance professional with Dr Mangles is an experienced Healthcare over 25 years’ experience in financial management, Executive and Board Member who has managed a investment banking, venture capital and private number of complex healthcare services in Australia equity investment. She is currently the Director and internationally. With 25 years’ experience in Investment – Australia and New Zealand, for UK management leading multinational organisations in the Trade & Investment and was previously the Chief Health and Hospital sectors, he has worked extensively Financial Officer and Finance Director for Clancy in the emergency and pre-hospital sectors. Dr Mangles Exploration Limited, an ASX listed exploration is an executive with experience in acquisitions business in Orange, NSW. Natalie has a Bachelor and mergers, and organisational development, as of Business (accounting), a Master of Business well as specialisation in leadership and corporate (Banking and Finance) and is a CPA and Graduate and clinical governance. He joins the board as of the Australian Institute of Company Directors. Chairman of the Clinical Governance Committee and a member of the Risk and Audit Committee.

22 | OUR PEOPLE Julie Bob Toma Davis

Julie is the General Manager - Marketing and Bob has over 30 years’ experience at Chief Executive Communications with the Independent Practitioner Officer/Executive Director level in Aboriginal health Network, a subsidiary of Sonic Healthcare. She has a in Government and non-Government organisations background in healthcare marketing and management in NSW and Cape York, Queensland. He is currently consulting with experience on global strategy, Asia Pacific the Chief Executive Officer of Maari Ma Health, an marketing strategy and new product development for Aboriginal community controlled health organisation leading corporations. Julie has a Bachelor of Applied with a special focus on Aboriginal health. A Dhungutti Science (Biomedical) from the University of Technology, man, Bob has been a director on many local, state, as well as a MBA from the Macquarie Graduate School national and international boards and is currently of Management. Julie has held roles with the Asthma Director of the Western PHN (Primary Health Foundation ACT Board, Australian Marketing Institute Network), the Far West Academy of Sports and a Lay NSW State Advisory Committee and the Cancer Australia Member of the Health Professional Councils Authority. Research Grant Advisory Committee.

Peter Tim Carter Curran CEO

Peter recently retired from his role as Director of Tim has been the Chief Executive Officer of Mental Health and Drug and Alcohol Services for CareWest for more than a decade, during which he New South Wales to pursue consulting opportunities led the organisation through a sustained period of and continue his studies. The role involved Peter in rapid growth, diversification and change. Prior to leading planning and funding these services for the joining CareWest he worked in various roles across state, and managing the State’s budget for these a number of sectors including in IT at BHP and in services of over A$1.8 billion. Peter had held senior management positions and consulting roles for small roles with the New Zealand Government planning not-for-profit organisations. Tim has a longstanding and funding Health and Disability services, and had interest in social and affordable housing and served previously managed these types of services in both on the Board of Compass Housing for seven years. hospital and community settings. Tim possesses a Bachelor of Computer Science, a Master of Business Administration, a Master of Social Change and Development, and he is a graduate of the Australian Institute of Company Directors.

CAREWEST ANNUAL REPORT | 23 Our Managers

Tony Pierce Nerissa Marat Ben Wyatt Chief Financial Officer General Manager, People and Culture General Manager, Disability Services

Colin Kjoller Scott Kable Patrick Wilsmore Senior Manager, Home Modifications Senior Manager, Aged and Regional Regional Manager, Disability and Maintenance Community Services Services

Liz Evans Dr Gregory Dresser Marc Bonney Business Development Manager Senior Manager, Research and Innovation Manager, Information and Marketing

24 | OUR PEOPLE Frances Shannon Jenny Nalder Quality Care Manager Senior Manager, Child and Family Services

Nigel Greer Kathy Dickson Operations Manager, Disability Senior Manager, Community Transport Services OFW

Tim Curran CEO

CAREWEST ANNUAL REPORT | 25 Our Staff

Kelsie Webb Speech Therapist, Orange

It may be early days for the CareWest Speech Pathology Program, but our new Speech Pathologist, Kelsie, has already seen great progress since the Program’s commencement in October 2015. The Speech Pathology Program improves communication skills, which are essential for children’s learning and literacy. Kelsie is a specialist in communication development and disorders. Her work involves designing therapeutic interventions, preventative strategies and learning opportunities for preschool age children. Kelsie builds children’s skills in articulation and expressive and receptive language, assisting their progress by setting goals along the way. Kelsie gives regular feedback to parents, encouraging participation in their child’s therapy, which is essential to ensuring the best results. In her short time with CareWest, Kelsie has provided speech pathology expertise across a range of our service areas including Disabilities, Child and Family, and Aged and Regional Care. She has seen our preschool students’ abilities progress in leaps and bounds, and looks forward to building their communication skills to ensure they transition smoothly to primary school.

Mel Dolan takes great pride in her role as CareWest Volunteer Centre Coordinator in Wagga Wagga. Her work is vital in creating cohesive and sustainable communities throughout regional Australia. A personable grandmother of three, Mel trains volunteers, assists not-for-profit organisations with volunteer procedures, and attends networking groups such as the Volunteer Network of NSW, to discuss key issues in the volunteer sector. Mel has organised many celebrations, including the Volunteer of the Year Awards, Volunteer Managers Day, and International Volunteer Day. Her talent was best seen at the National Volunteers Week celebration, where she organised drone footage of a huge human V formation! Mel previously worked in Social Support, and Home Modifications and Maintenance, and became part of the Regional Assessment Service in July 2015. Mel Dolan Volunteer Centre Coordinator, Wagga Wagga

26 | OUR PEOPLE People person Rosemary Bargwanna is one of CareWest’s longest serving employees and amongst our greatest champions. Rosemary is passionate about her work, making sure all CareWest customers receive up-to date information about our services. Along with her strong work ethic and dedicated service to CareWest, Rosemary is a devoted mother of two and a volunteer junior soccer coach. Joining CareWest in 2007, she has since seen the organisation’s substantial growth in services, geographic spread and employees. In October 2012, she took her knowledge of our customers’ needs to the Finance Department, where she raises invoices for services delivered across all Rosemary Bargwanna CareWest business units and locations. Finance Officer, Orange

A Disability Support Worker for five years, Michelle (Tania) Gillette is passionate about helping families and carers reach their potential. Renowned for her enthusiasm, Michelle goes above and beyond to include CareWest customers in the community. She organised several initiatives that were greatly enjoyed, including a walking program, gentle exercise, volunteering for Meals on Wheels and a Halloween disco for the Miner’s Ghost Festival. She is also a member of the local Community Services Forum and Health and Wellbeing Program. Michelle is a loving mother of three, a talented artist, and a member of the local fire brigade. Her creativity and resourcefulness in her approach to supporting children with disability is an asset to CareWest. Michelle (Tania) Gillette Disability Support Worker, Cobar

After 20 years driving with Wentworth Community Transport, Andrew still loves his job for simple but important reasons: the father of two likes his co-workers and enjoys looking after the aged. In fact, Andrew has become somewhat of an advocate for the aged, finding older people both interesting and knowledgeable. Andrew knows that one of the hardest things about ageing is loneliness, so he views his role in getting people out and about as vital to their health and wellbeing. Born in the Riverina, Andrew worked as an orderly in the Kimberley before joining Wentworth Community Transport. With a strong customer service ethic, he keeps his bus immaculate and enjoys building relationships with his passengers, which results in a steady supply of gifted cakes from the many people Andrew Lamb who appreciate his service. Driver, Wentworth Community Transport

CAREWEST ANNUAL REPORT | 27 Our Staff

William (Willie) Gilbert Case Manager, Condobolin

Rugby league-loving Condobolin local, Willie Gilbert, knows a thing or two about navigating Australia’s maze of disability services. Willie became a paraplegic in 1989, after being involved in a car accident. This meant Willie could no longer work as a labourer, leading him to retrain as a community services worker. Helping people with disabilities became his passion. CareWest was lucky enough to have Willie join four years ago as part of the Case Management team. He looks after the Lake Cargelligo, Murrinbridge, Forbes, Parkes and Condobolin districts, which gets him out and about on the road in his modified, hand-controlled car. Outside of work, Willie loves spending time with family, especially his children, granddaughter and three grandsons. His weekends are generally spent watching his son Joseph play football for the Condobolin Rams.

When the opportunity arose to take on the role of coordinator for Community Transport in 2015, Ross Mathieson saw it as a challenge he would love to sink his teeth into. Today, Ross is well aware of the daily challenges faced in transport, but says seeing customers happy with the service makes it all worthwhile. Since taking responsibility of Glen Innes Community Transport, Ross feels that CareWest has helped the service become respected and supported within the local community, developing a stronger identity. Ross has a diverse background, working in disability services, training and education, and living a colourful life away from work. He enjoys golf, flying, building and renovating. Having already renovated two houses, Ross now has his sights on constructing a deck with a wood-fired pizza oven. Ross Mathieson Community Transport Coordinator/ Service Officer Glen Innes

28 | OUR PEOPLE It came as no surprise when Maree Moss was awarded the CareWest Integrity Award at the end of 2015. Her compassionate, professional and enthusiastic manner is greatly appreciated by CareWest’s customers, and has helped build our reputation as a caring organisation. Maree joined CareWest as an information officer in January 2000, and moved to respite coordination in 2014. Working part-time, Maree spends her spare time running all over the countryside. She has run an incredible 36 half-marathons in 15 years; her co-workers like to tease her that so much running is unnecessary! Maree Moss Nicknamed the Energiser Bunny, Maree is a dedicated wife to her husband, mother to two daughters, and Commonwealth Carer Respite Centre Respite Coordinator, grandmother of one grandson. Orange

A recent graduate from Charles Sturt University with a Bachelor of Business (Human Resource Management/ Industrial Relations), Eleanor developed a passion for working with people in the business world while working full-time during her degree. At CareWest, Eleanor has had the opportunity to experience a broad range of HR activities and gain a greater understanding of the community services industry. In addition to this, Eleanor has been able to engage in Work, Health and Safety and Learning and Development tasks. She has significantly enhanced her knowledge, skills and abilities in a range of Human Resource functions and looks forward to ongoing career development with our growing organisation. Eleanor Yen Human Resources Graduate, Orange

Working for CareWest as an Ability Links NSW Linker, Natasha truly believes she has the best job in the world. It enables her to play an integral role in linking people to their community and she gets to meet some of the greatest personalities! Born and bred in Broken Hill, Natasha is proud of many achievements, but none more so than her work with the homeless. Natasha’s passion for working with those less fortunate shines through in the Humanity Hub she started, which enables people to donate items such as toiletries and food, which are then distributed to local charities. Natasha returned to Broken Hill in 2013 with her family and has fallen in love all over again with Broken Hill’s unique community and is totally immersed in its rejuvenation and growth. Natasha Bearman Ability Links NSW Linker, Broken Hill

CAREWEST ANNUAL REPORT | 29 Organisation Chart

ADMINISTRATION, ICT AND MARKETING

BUSINESS DEVELOPMENT

COMMUNITY ENGAGEMENT

FINANCE

BOARD HUMAN RESOURCES

QUALITY AND CLINICAL SERVICES

CEO EXECUTIVE RESEARCH AND INNOVATION

AGED SERVICES

CHILD AND FAMILY SERVICES

COMMUNITY TRANSPORT SERVICES

DISABILITY SERVICES

HOME MODIFICATIONS AND MAINTENANCE

30 | OUR ORGANISATION HOLLY CARTER AND HOLLY BULLEN CAREWEST ANNUAL REPORT | 31 Human Resources

Nerissa Marat General Manager, People and Culture Recruitment has once again been at the forefront of the HR team activities this year. Employee numbers have increased from 474 to 570, including the addition This has been another exciting year for the HR Team of employees who have joined CareWest as a result during which we expanded to support the growing of amalgamation activity as well as the growth and business and continued to improve and embed expansion of CareWest services. systems and practices to ensure that CareWest has the workforce capability to meet our current and future EMPLOYEE ENGAGEMENT SURVEY service delivery needs. Our employees are vital to our ability to deliver the RECRUITMENT highest quality services. This year, CareWest undertook an Engagement Survey to measure the extent to which CareWest provides employment opportunities our employees feel passionate about their jobs and their throughout regional and remote NSW. We are level of commitment to the organisation. Our results committed to supporting our employees with flexible ranked CareWest in the top quartile, demonstrating that work practices that encourage work-life balance, our employees are positive advocates for working at professional development and general well-being. CareWest and that our leaders are highly engaged. Our results position the organisation well for future change. CareWest and its employees are committed to driving exceptional customer outcomes. Employees enjoy their work and report the right balance between work and personal commitments. The survey also revealed 78% some areas that require improvement, and these areas of CareWest employees are will form the foundation of some of our key employee in part-time or casual roles initiatives over the next year. Overall, the result was fantastic and a true reflection of the outstanding employees we have working with us. of CareWest employees 49% are casual of CareWest permanent and temporary employees are in 29% part-time roles 22% of CareWest employees are permanent or temporary full time

Nonviolent Crisis Intervention Training run as part of the CareWest induction program

32 | OUR PEOPLE One of the most significant developments during the year was the introduction of our five-day induction program for all new staff. Before their first shift, all new employees are given the opportunity to undertake an induction program that comprises corporate policies, an overview of various quality standards and mandatory units of competency including Code of Conduct, Bullying and Harassment and WHS. The program also involves specialist training in medication management and nonviolent crisis intervention. This approach is proving very successful, with many employees reporting the program’s benefits. We currently average one induction session each month. Staff Induction with HR Business Partner Tegan Baker The HR Team has grown the internal capabilities of our staff this year via a number of learning and development STRATEGIC WORKFORCE initiatives. We provided an opportunity for 10 DEVELOPMENT PLAN employees to complete their Diploma of Leadership and Management as part of our leadership development This year we began a Strategic Workforce Development program. Employees have also completed competency Plan, which will guide the organisation so that it can units as part of our mandatory internal training which make informed decisions to develop our workforce included Code of Conduct, Bullying and Harassment, and ensure the achievement of CareWest’s strategic Workplace Expectations, Manual Handling and First objectives. The plan will ensure that the shape, size Aid. During the year we also developed and facilitated and capability of the workforce meets our current and courses for our employees including Supervisor’s future needs, as well as identify the key development Discussion, Social Styles and Communication, Handling needs and strategic focus areas to ensure we have the Complaints, Certificate III in Disability Services and right people, with the right skills, in the right locations Certificate III in Individual Support. to deliver on our strategic plan. The plan is still in the drafting phase and will be finalised next year. The CareWest Employee Assistance Program continues to be used by staff across the state in both face-to-face STAFF DEVELOPMENT AND SUPPORT sessions and via telephone for employees in remote areas. A new Annual Performance Appraisal system was CAREWEST WORK HEALTH AND SAFETY introduced this year, which provides a mechanism for aligning the individual contributions of our employees This year we have continued to focus on our safety systems with CareWest’s strategy. This approach enables and improve the organisation’s safety culture. A significant individual performance to be measured not only on what amount of work has been undertaken in competency an employee does in their role but how they go about training for staff to ensure they are appropriately prepared doing it. It also allows individuals to align their efforts to to respond in an emergency situation. the Business Unit plans and organisational goals. A 12-month calendar of safety compliance measures has been completed, and further work will continue in the next year to educate all team members on their specific areas of responsibility.

CAREWEST ANNUAL REPORT | 33 Our Customers

34 | OUR CUSTOMERS ANNE PETERS AT MAPLE COTTAGE Customer Stories

The dream to make Gilgandra Library inclusive was born when Early Linker Meredith Shannon met the local Librarian to discuss improving access. With the Linker’s guidance and Librarian’s enthusiasm, many improvements were introduced, including books, information and posters about inclusion and disabilities, and special equipment, such as sensory mats and fidget toys. Meredith then joined a storytime session for children, where she read the book ‘Abilities’, used the new resources, and spoke with parents. Afterwards, the Librarian’s assistant shared a touching story. Her daughter had just been diagnosed with sensory processing disorder when the new books on disabilities arrived. Grateful that she could learn about her daughter’s needs, she sent Meredith a beautiful email thanking her for offering valuable advice and helping make the library more inclusive. Early Links

Gosling Creek Water Confidence

CareWest was given a fantastic opportunity to partner Swimming remains one of the most sought after with Gosling Creek Aged Care facility to build a therapy programs within the Active Participation Program. farm – a first for the local community. Participants With our support staff showing that swimming can be gained valuable building skills helping to make a chook fun and safe, we see participants conquer their fear to pen, seats, garden beds and a shed from recycled become confident and able to swim in deep pools. This wood. They especially enjoyed sanding and painting. photo shows support worker Amy Badier with Daniel Now construction is complete and activities at the and George, who grow more confident in the water each farm are beginning. Many of our customers go there for week. Both now love swimming, and it’s thanks to our Animal Therapy, where they interact with a miniature support workers who encourage them to do the best horse, goats, chickens, ducks, alpacas and a therapy they can. dog, Bowie. There will also be programs in gardening, cooking, and animal care. Congratulations to all who assisted construction, including staff who volunteered on weekends. A special thank you also goes to Gosling Creek Aged Care facility for offering us this amazing opportunity.

36 | OUR CUSTOMERS Jessica Kirkwood from Bourke

Jessica was homeless and at risk of falling through the services gap when she came to CareWest in Bourke. With our support, she obtained a rental home and secured disability support from Centrelink. Regular support and one-on-one sessions with staff helped Jessica gain independence and learn valuable life skills, including how to budget. Eventually she wanted to become more independent and found a job at a local laundry. She continues to access CareWest services, making a special effort to attend weekly cooking classes, which have sparked her passion for cooking.

How can you be the primary carer for an ageing parent when you need to travel for work? This was David Tien’s challenge. As a Senior Lecturer in Computing Mathematics at Charles Sturt University, David had to frequently travel between campuses in Bathurst, Wagga Wagga, Orange, Albury and Sydney. He knew he needed help to care for his 89-year-old mother, Jin, but didn’t know where to turn. A local hospital then put David in touch with CareWest. The Bathurst resident found he could access respite through a local Commonwealth Carer Respite Centre, which is managed by CareWest, along with Domestic Assistance and Personal Care. David Tien accesses Now when David travels, he knows his mum is in good CareWest aged services for his mother hands. He feels grateful that CareWest has not only allowed him to continue working, but also improved his mother’s quality of life. With our support, he now has time to pursue his interests, including learning Russian. “The social value of services like CareWest and the Commonwealth Carer Respite Centre is significant,” said David. “It has not only helped me to continue contributing to the economy, but also the University and my students, as I have not had to disrupt classes by taking carer’s leave.” Aged Services

CAREWEST ANNUAL REPORT | 37 Customer Stories

Home Modification Customers

Love stories often unfold at home. This was how it happened for Collette and Kelvin Howarth, who have lived in their home in Orange for most of their 60 years of marriage. Having created fond memories there while raising five children, they never want to leave. When Collette’s health deteriorated, Kelvin took on the job as his 80-year-old wife’s primary carer. But steep stairs made it virtually impossible for her to leave the house. Eventually, the Howarths reached out to CareWest’s Home Modifications and Maintenance service, which installed a ramp. As a fiercely independent couple, Kelvin said asking for help was difficult but he’s thankful they did. “The ramp means everything to us - it means we can stay in our own home and retain our independence,” he said. For Collette, the ramp provides more than just access to the outside world. It brings her closer to her beloved husband. “Life has changed for Collette,” said Kelvin. Now she loves nothing more than going for drives with Kelvin, or simply sitting outside and watching him garden.

Before Neville Toomey discovered CareWest’s Aboriginal Community Transport service, he relied on taxis to get around. This was a challenge in West Dubbo, where the respected 70-year-old Aboriginal Elder lives. Mr Neville Now a regular Aboriginal Community Transport Toomey passenger, Neville has seen the positive change the service has made for local communities. By providing access to essential services and activities, it allows people to remain independent and stay connected to their community. For Neville, the genuine care he feels from Aboriginal Community Transport makes all the difference. “The drivers wait with you and always come with a warm smile,” Neville said. “It has changed my life… I enjoy the conversations I have and I am never rushed Aboriginal Community to finish my jobs. I love the service and I just want to Transport say a big thank you to CareWest!”

38 | OUR CUSTOMERS Ability Links

Stewart Lawson-Whitney’s journey with Ability Links began when a Linker visited him in Wattle Grove Rehabilitation Centre in Orange to discuss his goals after rehab. After Stewart left the centre, he told his Linker that he had enrolled in an online course. He was concerned about the costs, so the Linker helped him obtain Vet Fee Help and purchase a laptop. But when the course began, he found it too challenging, and withdrew. The Linker then encouraged Stewart to explore options and arranged TAFE counselling. Afterwards, he decided to Telehealth enrol in a TAFE course to build his literacy, numeracy and computer skills, and progress to a higher certificate. After When Robert joined a pilot of the remote health Stewart started TAFE, his Linker noticed his confidence monitoring service last year, he struggled with anxiety. grew and he no longer needed so much support. Like many chronic illness sufferers, he was overwhelmed Now Stewart is an advocate for Ability Links. He even by the challenge of managing his condition, which spoke at Wattle Grove in the hope that he could inspire required numerous hospital trips. residents by sharing his success. A much more positive During the three-month pilot, Robert had access to person today, Stewart is looking forward his future with nurses from the comfort of his own home, and could newfound hope. rest assured knowing his vital signs were being monitored remotely via electronic devices. At the end of the trial, he reported a significant reduction in hospital admissions and improvements in key health indicators, including his blood pressure and heart rate. Robert’s positive experience was reflected in the pilot results. The 25 customers who participated include those receiving aged or in-home care and people with disabilities. Generally, all found Telehealth easy to use, even participants with little prior technology experience. Most felt it improved the quality of their daily life. They reported increased socialisation, health literacy and confidence in managing health conditions, and reduced anxiety and depression. The health data shared with GPs also helped in Firefighting the management of some customers’ conditions. Having seen substantial improvements to his own health CareWest Active Participation Program participants were and independence, Robert summed up Telehealth well, invited to spend a lovely morning with firefighters from calling it “a pillar of his health”. the Gosling Creek and North West Brigade Rural Fire Service. Our participants and staff had the opportunity to ride in a fire truck, dress up in firefighter uniforms, learn what firefighters do on the job, and how to use their equipment. At the end of the day, everyone enjoyed a cool down under the fire hoses and a delicious sausage sizzle. Participants and staff are grateful to the Rural Fire Service for giving us this exciting experience.

CAREWEST ANNUAL REPORT | 39 Our Communities

40 | OUR COMMUNITIES

Our Community Philosophy

CareWest has a deep connection to regional Australia. We are passionately committed to engaging, supporting and empowering local communities to thrive into the future.

Malarky Loose Parts Play at Orange’s Catherine McAuley Catholic Primary school thanks to Ability Links NSW, a NSW State Government initiative delivered in the Central West and Orana Far West by CareWest.

42 | OUR COMMUNITIES We know that what makes a community work is Walking hand in hand with local communities is the community itself and that the viability of rural essential to ensuring regional sustainability. Having and remote Australia lies in keeping services local. worked in regional NSW for more than 30 years, Facilitating local community connections helps families CareWest has an obligation to support the communities and organisations build and strengthen relationships, we are connected with – it’s at the heart of the way we address isolation and exclusion, and support people operate. Our goal to empower these local communities who need a helping hand. CareWest aims to support can be achieved by providing funding, supporting local and empower people and organisations by building providers, and investing in local jobs and local people. on existing local strengths to ensure all Australians Regional and remote communities are fundamental to feel included and valued. This gives everyone the Australia’s national identity, and we are committed to opportunity to fully participate in society and live ensuring they retain their unique local identities and thrive. their best possible lives.

CAREWEST ANNUAL REPORT | 43 Broken Hill

Ivanhoe

Our Reach Wentworth and Working Hubs Balranald Phone: 1300 CAREWEST (1300 227 393)

Our offices

Orange Child & Family Albury Cobar 88 Dalton Street, 432 Townsend Street, 65 Monaghan Street, Head Office Orange NSW 2800 Albury NSW 2640 Cobar NSW 2835 Level 1, 235 Lords Place, (02) 6836 1283 Orange NSW 2800 Marang Gunya Balranald Community 1300 CAREWEST 8 Oxley Place, Transport Condobolin (1300 227 393) Orange NSW 2800 10 Market Street, 34 William Street, (02) 6391 2400 (02) 6360 3844 Balranald NSW 2715 Condobolin NSW 2877 Aged Services CareWest Community Bathurst Coonabarabran Level 1, 235 Lords Place, Connection Centre Shop 8, 82-86 Shop 7, Strand Arcade, Orange NSW 2800 Cnr Anson & Prince Street, George Street, 86-90 John Street, Orange NSW 2800 Bathurst NSW 2795 Coonabarabran NSW 2357 Transport & Home Mods 142 March Street, Bourke Cowra Orange NSW 2800 20 Richard Street, Shop 6, 119 Kendal Street, (02) 6362 6554 Bourke NSW 2840 Cowra NSW 2794 (02) 6870 1864 Disability Services Dubbo Cnr Anson & Prince Street, Broken Hill Suite 2, First Floor, Orange NSW 2800 180 Argent Street, 31-37 Macquarie Street, Broken Hill NSW 2880 Dubbo NSW 2830

44 | OUR COMMUNITIES Tenterfield Lightning Ridge

Bourke Glen Innes

Nyngan Coonabarabran

Cobar Warren Dubbo

Mudgee Ivanhoe Condobolin Orange Parkes

Bathurst Sydney Griffith

Cowra

Wagga Wagga

Albury Albury Preschools

Glen Innes Community Mudgee Tenterfield Community Bowen Public School Transport 42 Market Street, Transport Park Street, 303B Grey Street, Mudgee NSW 2850 134 Manners Street, Orange NSW 2800 Glen Innes NSW 2370 (02) 6372 6797 Tenterfield NSW 2372 CareWest Preschool Griffith Nyngan Wagga Wagga Dalton Street, 3/20 Banna Avenue, 81 Pangee Street, 1 Fitzmaurice Street, Orange NSW 2800 Griffith NSW 2680 Nyngan NSW 2825 Wagga Wagga NSW 2650 Glenroi Public School (02) 6832 2890 (02) 6925 8147 Ivanhoe Community Maxwell Avenue, Transport Nyngan — Warren Orange NSW 2800 5 Colombus Street, Yarrabin Outreach 93 Dubbo Street, Manildra Preschool Ivanhoe NSW 2878 70 Bogan Street, Warren NSW 2824 Cudal Street, Nyngan NSW 2825 Lightning Ridge Wentworth Community Manildra NSW 2865 (02) 6832 2266 58 Morilla Street, Transport Middleton Public School Lightning Ridge NSW 2834 Parkes 24 Hospital Road, Medlyn Street, (02) 6829 1331 3/195-199 Clarinda Street, Wentworth NSW 2648 Parkes NSW 2870 Parkes NSW 2870

(02) 6862 2033 Mullion Creek Public School

Long Point Road, Mullion Creek NSW 2800

CAREWEST ANNUAL REPORT | 45 Community Engagement

Alicia Price Community Engagement Coordinator

CAREWEST COMMUNITY CONNECTION CENTRE The CareWest Community Connection Centre (4C) brought new life to the former Orange Base Hospital in 2015. Our Disability Service participants and staff said an emotional goodbye to Astill House, the service’s CareWest Community Connection Centre home for 11 years. Management and staff successfully transitioned customers to the 2,500m2 facility, formerly known as Apex House, marking the start of the next MARANG GUNYA – THE GOOD HOUSE chapter at our community connection centre. The The installation of a state-of-the-art playground transition was an enormous task, warranting well- and kitchen at our popular community hub, Marang deserved congratulations for all involved. Gunya, has significantly increased the capacity of our Apex House was originally a rehabilitation centre built community programs and our stakeholder relations. In by community fundraising, and is now home to our 2015/16, 952 participants attended Marang Gunya for Active Participation, Transition to Work and Riverside programs or one-off visits. Of the 952 participants, 78% programs. The building includes sensory and quiet were indigenous, with 84% having experienced some rooms, a mini cinema and a large accessible kitchen form of social exclusion. that allows our customers to exercise independent With the assistance of our community partnerships, living skills and attend living skills classes. we have been able to offer much-needed programs in 2015/16 also saw the construction of our brand new line with community interests, targeting issues such CareWest Preschool located within the 4C precinct as access to mainstream services, social exclusion and reach completion. The preschool was established using transport. funding from the NSW State Government. It targets low A number of innovative programs were introduced income families to ensure all children have access to the at Marang Gunya, including a supported playgroup, best possible preparation for mainstream schooling. Mum’s and Bub’s music groups, an Adult Numeracy The Minister for Early Childhood Education, Minister for and Literacy Program and a Friday Night Youth Group. Aboriginal Affairs, and Assistant Minister for Education, Events such as a community Christmas party, Santa the Hon. Leslie Williams MP, and then State Member photos, NAIDOC Week celebrations and school holiday for Orange, Andrew Gee, visited the preschool. Both activities were also introduced. None of this would acknowledged the important role of social inclusion to be have been possible without the support of our ensure all children have access to vital education. The community partners. school was officially opened in August 2016. 1 to 6 volunteer to staff ratio for 2015/16

Marang Gunya playground 46 | OUR COMMUNITIES connectivity and physical activity, all of which are important for social inclusion and wellbeing. This process also allowed us to build strong community partnerships, including one with the Royal Flying Doctor Service. With their support, we are now a step closer to breaking down the social isolation that affects so many people in the area. A huge thank you goes to our Aboriginal Community Transport team, who are doing amazing community engagement work within these remote Aboriginal communities!

Community Transport staff Sharlene Wright and Lisa McEwen

Christmas 2015 VOLUNTEERISM In 2015/16, we maintained our significant achievement COMMUNITY PARTNERSHIPS from last year, with a volunteer to staff ratio of 1 to 6 across our geographical footprint. Most growth 2015/16 saw an increase in community partnerships, in volunteerism was experienced in our Community with support from small community groups and large Transport services. We are in awe of the passion our organisations. We were overwhelmed by the level of volunteers exude while carrying out their duties for support received, without which these projects and CareWest. They represent the CareWest brand with programs would not have been possible. The generosity great pride, and as an organisation, we feel honoured that and dedication of our supporters towards our overall they choose to volunteer their precious time to enable us vision has been heartening. We are grateful to be a part to give back to the community - their dedication is greatly of a community that just keeps giving. appreciated and deserving of thanks! Our Aboriginal Community Transport team conducted a considerable amount of community engagement and needs analysis across 13 local government areas in Orana Far West, allowing us to target the most disadvantaged transport areas. Transport is vital to these communities, giving people access to essential services, food and healthcare. It also promotes equity,

CAREWEST ANNUAL REPORT | 47 Our Services

48 | OUR SERVICES RUSSELL CULVERSON UPDATES HIS COMPUTER SKILLS Aged and Regional Community Services

Scott Kable Senior Manager, Aged and Regional Community Services ARCS forums held during the year brought staff together in fellowship and learning. These valuable gatherings continue to be appreciated by staff, who 2015/16 saw considerable gains in Aged and Regional drive the content with their feedback. Care for CareWest, following on from the strong growth last financial year. ARCS also worked in partnership with Age Concern in Albury to facilitate the amalgamation of the two organisations. Community consultations and CareWest is now the sole discussions with the Board and staff will result in a preferred provider for the smooth transition with minimal, if any, disruption to customer services. I would like to thank all CareWest ComPacks program across the programs and staff who supported this process. In 2015/16, we also welcomed the recruitment of Western and Murrumbidgee a Project Officer for ARCS. The Project Officer will Local Health Districts. We have facilitate 12 community education and support forums in 2016/17, as well as participation in events supporting also continued brokering Seniors Week, Dementia Week and Carers Week. Home Care Packages for the COMMONWEALTH RESPITE AND CARELINK CENTRE Western Local Health District. In 2015/16, the Commonwealth Carer Respite Centre operated nine Consumer Directed Respite Care The Commonwealth Home Support Program (formerly (CDRC) packages, which were again funded by the HACC) saw increasing recruitment of Home Care Workers Commonwealth Department of Health and Ageing. across Central West, Orana Far West and Riverina Murray, and rolled out services to Albury and Leeton. The MyAgedCare website was embedded in everyday practice. This proved challenging, and led to a drop off Case Management Services also expanded their in referrals to some services. All documentation, Carer ComPacks program. An additional five Case Managers Handbooks and promotional material were revised to were recruited in the Murrumbidgee Region, and links reflect these changes. were strengthened with the Western Local Health District. CRCC continued to fund high needs vacation care with I would like to thank the ARCS team for their dedication Interchange Bathurst and CareWest Disability Services, and compassion in dealing with our frail and vulnerable as well as life skills programs with the Cowra Special customers in a most respectful way, and their Needs Centre. commitment to achieving the best outcomes possible. The CRCC organised a Kookaburra Camp at the Collaroy Centre for 38 young people experiencing mental health issues and their carers. The camp provided an opportunity for the young people to meet teenagers in similar circumstances, share their issues with camp 73,837 leaders and participate in fun physical activities. Congratulations to the entire team led by Wendy Coles, customer service hours who delivered consistently high standards of advice, 2015/16 advocacy and care to our customers during a very challenging period.

50 | OUR SERVICES COMMUNITY CARE The Community Care team saw the direct impact of changes to how we do business in the sector, with implementation of the new Consumer Directed Model this financial year. CareWest is now delivering 83 Home Care Packages in the Central West and Riverina Murray regions in a Consumer Directed Model, which provides increased Noel and CareWest’s Christine enjoy a group social outing choice and control to customers. In 2015/16, Community Care also implemented our Commonwealth Home Support Program across the CASE MANAGEMENT SERVICES regions, meeting all targets in Central West and Orana Case Management Services saw considerable Far West. expansion of services this financial year demonstrating Community Care continued to expand the acceptance CareWest’s strong position in the marketplace. of brokerage services from agencies including the We are now delivering around 2,500 ComPacks Department of Veterans Affairs, the Western NSW programs annually across the Western and Local Health District, the Commonwealth Carer Respite Murrumbidgee regions. We have experienced growth Centre, Fee for Service care, and Case Management in services to people with individualised funding, Services. This has been enhanced by the significant demonstrating our strong position in the marketplace. recruitment of Home Care Workers across the regions. Our Community Options, Flexible Leisure Respite and Dementia Respite services were also expanded into the Older Parent Carer programs also continued to provide Grenfell region, with services offered twice a week. support for people with complex disabilities and social challenges, those who are frail and aged, and their carers. Our person-centred approach works to build on an individual’s strengths and increase their capacity to make positive changes and choices to improve their independence and well-being. 1,125 Aged and Regional Community Services customers

YEAR ON YEAR 2014/15 2015/16 COMPARISON

Carer Activities 18714 19467 A CCRC Grief, Loss, Depression and Nutrition Information session Home Care Packages 70 83

CAREWEST ANNUAL REPORT | 51 Disability Services

Benjamin Wyatt General Manager, Disability Services Our Accommodation Service also made strong gains, cementing its reputation as a highly regarded The past year has been a time of tremendous progress out-of-home care residential service operating across for Disability Services at CareWest, seeing an increase the Western NSW and Murrumbidgee districts. in revenue from $11 million at 1 July, 2015, to over $20 The Active Participation Program saw a significant million as of 1 July, 2016. The opening of new offices and increase in customers throughout the year. Our service centres in Orange, Bathurst, Warren and Wagga exceptional service quality, individually tailored, Wagga has enabled us to grow our customer base and person-centred program design, and first class assets provide quality disability support to more people across drove demand and delivered outcomes that improved rural, regional and remote communities. Underpinning quality of life and participation in the community for our extraordinary performance has been our dedicated all we have been fortunate enough to work with. team of staff, now numbering over 200 people, who provide invaluable services across the CareWest Vocational Services also saw strong growth, tripling in footprint on a daily basis. size in the last year. Many participants have achieved their goals of obtaining open employment. This not 2015/16 saw the opening only enables ongoing engagement and participation in our local communities, but also delivers real economic of 4C, our state-of-the-art benefit for individuals, and society as a whole. The opening of our two centre-based respite facilities, centre, facilitating the the only such services operated by a non-government delivery of superior quality organisation in Western NSW, affords improved access for our customers, while also supporting the invaluable services across the Active work of our local carers. Strong demand and increased brokerage funding have enabled these two new centres Participation Program, to operate on a 24/7 basis, with no direct government funding. This is a true credit to the Respite team with Respite and Vocational positive outcomes already evident in the enjoyment Services to the community of so many participants. Heading into the new year, our Out Of Home Care of Orange and its surrounds. service has gone from strength to strength. Starting with one young customer 12 months ago, we now support over 10 people across Wagga Wagga, Orange and Dubbo, encouraging them to achieve all they can despite the many challenges they have faced. Our management, staff and clinical teams are to be congratulated for the very difficult and emotional work they do to enable life changing outcomes for the amazing young people we are privileged to support. This year, we welcomed many new people into our CareWest homes as part of our Accommodation service. Our ability to work with so many amazing individuals, supporting them to achieve their goals and aspirations and live their best lives, is truly an honour. Again, the strong demand and ability to support so The official opening of the CareWest Respite Centres at 4C many current and new residents is a tribute to our staff, who constantly strive to improve the lives of all those we support.

52 | OUR SERVICES Stevie and Brittany at the Bathurst Show Active Participation Program hits the great outdoors

Strong growth has enabled the opening of new offices in Wagga Wagga, Warren and Bathurst, with extensive 80 new services across communities in the Orana Far West, Central West and Murrumbidgee. These provide Active Participation Program further choice and control around services for our participants (up from 57) customers in rural and remote communities, while also preparing for the transition to the National Disability Insurance Scheme (NDIS). Our preparation for the NDIS ran in parallel with the amazing efforts displayed across the breadth of our 26 direct service delivery. Beginning with staff education, customers in volunteer we are now focusing our attention on preparing our work or undertaking customers, their families and carers for the transition work experience and to an individual and flexible approach to service three customers in open access, with true choice and control. Our focus on employment communication, coupled with development of corporate processes and systems, will position us as a leader in the community services sector, with capacity to meet future growth in demand for services and customer expectations. 13 16 CareWest’s continued expansion has ensured many customers customers communities are able to access quality support that in Lightning in Bourke/ provides significant social, community and economic Ridge Brewarrina benefits to all residents. I am sure the foundations we have laid, centred on the individuals, families and carers we work with, will guarantee continued success throughout 2016/17 for all those we support and enable $21.4M them to live their best lives well into the future. in funding (up from $11,229,000 last year) $6.1M 232 Out of Home Care funding Disability Services staff (up from $800k at 1 July 2015) members in 2015/16

CAREWEST ANNUAL REPORT | 53 Child and Family Services

Jenny Nalder Senior Manager, Child and Family Services All other preschools saw an increase in enrolment occupancy, thanks to staff promoting the importance of Early Childhood Education within our communities. 2015/16 was a productive CareWest Preschools continued working with the National Quality Framework (NQF) child care and early year for Child and Family learning service regulator. Quality Improvement Plans were devised for preschools at Bowen, Glenroi, Parkes Services which connects, Middleton, Manildra and Mullion Creek. Bowen, Glenroi supports, enriches and and Parkes Middleton will be assessed and rated in 2017. educates communities through our programs.

ABILITY LINKS Ability Links supported 715 individual participants and 32,766 community connections, encouraging inclusion for people with disabilities in the Orana Far West and Central West regions. We created and supported activities celebrating ability, started conversations about inclusion, and offered information on the NDIS, which will be implemented Ally Robb and her parents enjoying the new Liberty Swing in July 2017. at O’Reilly Park in Nyngan thanks to a contribution by Ability Links NSW Early Links in Central West, Orana Far West and Murrumbidgee worked with families on diagnosis and therapy strategies for their children, so they can get CONNECTION FOR FAMILIES the best start in life. Linkers also progressed in their (CONDOBOLIN) training. They are now ‘Relaxed Kids’ educators, who The Connection for Families project funded a series of can introduce relaxation techniques and mindfulness workshops for parents, teachers and health workers. to children, their families and carers. Trainer Sue Larkey facilitated an autism workshop to PRESCHOOLS support children in the Condobolin area. Debbie Hopper In 2015/16, CareWest preschools celebrated an hosted workshops in Condobolin and Lake Cargelligo to increase in enrolments and the opening of our new help children with sensory processing disorders. Speech preschool at the 4C complex on Dalton Street in June pathologist Karen Trengrove ran ‘learn2communicate’ 2016. The building’s transformation from a hospital workshops in Condobolin and Lake Cargelligo. The rehabilitation unit to a warm and friendly educational project officer worked with the local council to build a facility was celebrated at an official opening ceremony sensory playground and disabled toilet at a skate park on August 15th, led by Leslie Williams, Minister for Early and start an active kids program. Childhood Education, Minister for Aboriginal Affairs, We also launched “My Time Group”, a support group and Assistant Minister for Education. The preschool for parents of children with disabilities through a will offer 20 positions for three to six-year-olds. collaboration of services.

54 | OUR SERVICES Four year old Katie with CareWest Preschool Educator Theresa Fieldus.

Drumming for fun CARING FOR YOUR BURAAY (DUBBO) Caring For Your Buraay distributed baby bags full of vital information to young Aboriginal mothers. CLUSTER MANAGEMENT TRIAL The Aboriginal Maternal Infant Health Service and Ten preschools signed up to receive personalised Australian Nursing Family Partnership Program are support as part of the cluster management trial, which now providing these to ensure no mother misses out. concluded on June 30 and is being evaluated by the The Children’s Services Expo was well attended, Department of Education. It included: with over 250 professionals receiving information on }} Regulation compliance and quality assurance CareWest services. Events also were held on fetal alcohol syndrome disorder, after which 30,000 coasters }} Risk management, legal processes and liabilities were delivered to pubs and clubs to raise awareness }} Management and employment of staff about the disorder. }} Training and professional development for the In Apollo Estate, a sewing group that teaches life skills preschool director, management committee and staff to mothers welcomed a Community Health Speech }} Business planning Therapist and drug and alcohol support worker. }} Managing the preschool funding model funds Domestic violence books were distributed to local organisations, and an Aboriginal and Torres Strait OPERATIONAL SUPPORT PROGRAM (OSP) Islander Children’s Day event was held to encourage families to use West School Community Centre services. The OSP focused on service sustainability. Project officers collaborated with preschool directors and COWRA AND YOUNG FAMILY management committees to implement business plans CONNECTIONS (CYFC) and build financial capacity, therefore increasing the target cohort for optimal funding. The Cowra and Young Family Connections program continued supporting families with children under 12 years. Community Playgroups gave parents free morning tea and access to educational resources for children under the age of five. Peer support groups, home visits and 715 parenting courses were also organised, including Triple P, Parents as Teachers, and Drum Beat. Early Links customers retained across the Riverina Murray, Our Community Fun Day in Cowra was well attended, Central West and Orana Far with over 300 people learning about our programs while West regions of NSW enjoying activities. Events were also arranged for NAIDOC Week, Child Protection Week and the Cowra Show. We organised school holiday activities in Young, including Drumming for Fun and Chill Kids. 32,766 Playgroups continued running in the Cowra and Young Region, along with Triple P parenting courses at Young Ability Links Community Hub service and Erambie Outreach Centre. connections

CAREWEST ANNUAL REPORT | 55 Home Modifications and Social Support

Colin Kjoller Senior Manager, Home Modifications and Maintenance Two of the major challenges for service providers were Social Support Manager, Wagga Wagga the introduction of the Commonwealth Home Support Program (CHSP) and the My Aged Care centralised assessment system. While the My Aged Care system Home Modifications and certainly has merits, like all new systems there have been teething problems. Accepting the need for change Maintenance continued to and reform, Home Modifications and Maintenance worked constructively with government and other provide essential services to providers to ensure the system works for our customers. a broad range of customers The introduction of the CHSP also changed how CareWest provides continuity in funding work for older across Western and Southern people across the Central West and Orana Far West. After a consultation meeting in February, we were able Inland New South Wales in to develop robust policy and procedures that saw a slight 2015/16. While provision of increase in the amount of funds allocated to the area. Ongoing maintenance works in Wagga Wagga and these services is centred in Orana Far West (Mudgee and Wellington) continued to provide much-needed services to improve customer’s the Orange and Wagga homes and help ensure they remain living there. More than 800 maintenance jobs were provided to over 385 Wagga areas, funding for customers, ranging from mowing lawns and cleaning work covers over 60% of gutters to changing light bulbs, all of which help keep our customers safe and secure. inland NSW.

SERVICE ACHIEVED Wagga Home Modifications $96,847 Wagga Home Maintenance 1434 hours Wagga Social Support 5226 hours Wagga Aged Transport 2342 trips Orange Home Modification $211,600

A CareWest Home Modification and Maintenance ramp

56 | OUR SERVICES Social Support in Wagga Wagga had a most successful Looking ahead, we will continue to provide valuable year. A key achievement was the introduction of a services to help our customers remain in their own weekly social outing for younger people with mental homes. We must also prepare for the introduction of illness. This continuing initiative proved highly the National Disability Insurance Scheme (NDIS), and successful, providing an avenue for customers to access demonstrate that we are a proven and trusted service the community, build their own social networks, and provider. When external providers are looking to enter develop social skills. Social Support also provided the the arena with little or no experience, we must show first overnight trip for customers, which was such a that we bring to the table many years of experience in success that it was difficult to convince them they had providing quality services to the elderly, frail and those to go home at the end! with disabilities. Aged transport in Wagga Wagga also continued to provide a much-appreciated service, enabling Social Support participants to access taxi vouchers when transport services shut down out of business hours and on weekends.

Home Modification and Maintenance’s Kel Gallard in the workshop

CAREWEST ANNUAL REPORT | 57 Community Transport

Kathy Dickson Senior Manager, Community Transport

Throughout the year, Community Transport continued to grow and provide what is, for many members of the community, the only transport option available. Transport is widely understood to be the most essential service for people to maintain their independence and remain living in their own home. By ensuring they remain independent as long as possible, Community Transport also helps people to maintain their general health, stay connected to the local community, and provide for their families. Among those assisted by CareWest’s specialised service are younger people with disabilities, the elderly and frail, and those unable to access conventional public transport. We cover a diverse range of communities and large geographical distances. A total of 49,653 individual trips and journeys were provided during the 2015/16 year. This year, CareWest Community Transport became responsible for Balranald, Wentworth, Ivanhoe, Glenn Innes and Tenterfield — taking our total number of locations to seven,

including Orange and Dubbo. CareWest volunteer Sue Healey, driver Peter Single, and Community Transport customer Rita Vanderby

49,653 individual trips or journeys were provided by CareWest Community Transport during the 2015/16 financial year

58 | OUR SERVICES This is set to increase to 10, with the upcoming addition of Lithgow, Oberon and Cowra. I have been appointed to support these locations into the future. While differences make our communities unique, we are bonded by a common aim to provide transport and enable independence for as long as possible. Looking ahead, we plan to expand social outings, shopping trips and provision of crucial transport for medical appointments. The achievements of Community Transport would not be possible without our wonderful team of staff and volunteers. Each of our locations has a dedicated coordinator, who works with the local community and fellow service providers to the meet ever increasing transport requirements in rural and regional communities. We continue to be funded by both State and Federal governments through Transport NSW. This partnership provides knowledge and support, and ensures CareWest is well positioned to progress into the future. We are in a period of transition with the NDIS, with a number of locations already under the new scheme. We will continue to provide the best possible transport solution for our customers in these areas, and offer support in the change to consumer based funding. This change provides the opportunity of choice for our customers, and ensures services match their needs. There are exciting times are ahead, with the promise of both challenges and fresh success. We need to be flexible, open minded and ready to embrace change with a positive, innovative mindset that will see us prosper and grow. As the Senior Manager for Community Transport, CareWest volunteer Sue Healey, driver Peter Single, and Community Transport customer Rita Vanderby I look forward to the future, and continuing to provide essential services to the many communities we serve. 21 special needs students daily school runs in Orange, Cowra, Bathurst, Dubbo, Wollongong, Griffith and Wagga Wagga

CAREWEST ANNUAL REPORT | 59 Our Systems

60 | OUR SYSTEMS HORSE PLAY AT CAREWEST PRESCHOOL Business Development

Liz Evans Business Development Manager }} A new partnership with Far West HACC Services Inc in Broken Hill resulted in the award of funding to implement a Liveable Communities project aimed at 2015/16 saw major Commonwealth and State supporting older people to reconnect or establish government reform agendas gather pace, impacting connections with their community, using an Assets the business environment for all organisations in Based Community Development approach. With the health and social services sectors. We witnessed: potential to demonstrate new and innovative ways to reduce social isolation and support the continued }} the commencement of the national roll out of the independence and well-being of older people in National Disability Insurance Scheme regional communities, the project has sparked a high }} finalisation of the timetable and process for level of interest at State level. Both organisations will establishing a national priority system for the continue to work together as the project is allocation of Aged Care places implemented and evaluated. }} implementation of the State Government process for the transfer of specialist disability services to the private sector. WESTERN COLLABORATIVE CARE The Commonwealth and State Governments’ move from the provision of services to the commissioning of services We leveraged the considerable experience also caused major changes to the funding, delivery, and capabilities of our partners - Regional and regulation and management of service delivery of other Rural Medical Services, the Outback Division of sectors including social housing, mental health services, General Practice, Western NSW Local Health and primary health services. Progress towards similar District - and, our investment partner, the changes in transport services also took place this year. National Australia Bank, to design a model of truly innovative, collaborative health and social OUR RESULTS care. The model reflects the newly proposed Health Care Home approach to best practice in In 2015/16, CareWest participated in a number of large the health and social care sectors, aiming to build tender processes with existing and new partners and the capacity of people with chronic illness to self- consortia, further developing our existing relationships manage their health and reduce the incidence of and cultivating new, enduring connections with avoidable hospital admissions in Western NSW. agencies engaged in a wide range of service sectors. It offers services that engage with consumers While not all results are yet clear, we have been as partners, responds to the needs of rural and advised that we were not successful in one of the remote communities; and builds shared care most complex and challenging proposals we submitted teams across the health, allied health and social for the second round of the NSW Government’s Social care sectors. Impact Investment projects. While this first step into the Social Impact This year’s successful partnerships include: Investment paradigm did not succeed, the experience strengthened the relationships with }} Consortia lead by Aftercare were awarded contracts our partners, who remain committed to working to deliver the new LikeMind pilot projects in Orange together and with the Government to tackle the and Wagga Wagga, providing CareWest with the opportunity to establish and develop our capacity epidemic of chronic illness in Western NSW. and capability in the delivery of mental health services within a shared care paradigm. The further development of shared care approaches is central to the mental health reform agendas of both the Commonwealth and State Governments.

62 | OUR SYSTEMS In addition:

}} CareWest was appointed to the Department Public transport infrastructure of Veteran’s Affairs Community Nursing panel, enabling an expansion of our community nursing is not merely about assisting and allied health team. people to get from one place }} We were awarded two of just three community transport contracts offered in Regional NSW, to another. As an essential enabling us to expand our services into the New England area and establish new offices at Tenterfield element of access to health and Glen Innes. services, education, cultural OTHER DEVELOPMENTS This year, CareWest became one of the first connections, and employment, Community Transport organisations to be accredited under the Roads and Maritime Services Bus Operator public transport needs to be Accreditation Scheme. This is a key step in qualifying re-framed as an enabler of CareWest to operate and expand services in new areas as Transport for NSW progresses its reform agenda, human rights. offering more efficient and flexible transport options and tailoring our services to better respond to the needs of regional and rural communities. As we know from our experience working in Western communities, and as we found in this year’s study of the transport needs of Aboriginal communities in Western NSW:

CareWest Community Transport

CAREWEST ANNUAL REPORT | 63 Care Governance

Frances Shannon Quality Care Manager The Speech Pathologist also creates mealtime plans for older customers of the Disability Services who have swallowing difficulties, and works with adults CareWest employs a growing clinical team that works with disabilities in our new 4C Community Centre across customer services, supporting the staff and to improve their language and living skills. customers of our Disability Services and Out of Home Care Services. Our behaviour specialists teach staff positive ways of working with children, young people and adults, who may express themselves in challenging ways. They help us In 2015/16, we were pleased understand triggers that can negatively impact people, to welcome an experienced which is especially valuable when caring for children and young people that may have experienced trauma. Occupational Therapist and Our nurses play a large part in coordinating healthcare planning and health interventions for customers of the Speech Pathologist to the Supported Accommodation Services, and in training team, as well as a Senior staff in clinical competencies needed to deliver care. It is part of our vision to have clinical teams in Behaviour Support more remote locations, working with other health professionals to improve the quality of healthcare Practitioner. By working in those communities in the future. closely together and with TELEHEALTH SERVICES other clinicians and agencies, CareWest is proud to provide telehealth services to a variety of customers in their homes, particularly our team is able to deliver those who are ageing and/or have a disability. These customers are able to manage devices to monitor vital holistic care to customers signs related to their health issues. Our Registered and support staff to provide Nurse monitors these signs from a central office, communicating with customers face-to-face via the highest quality care. telelink, and with their GP. Our customers have gained confidence in this process, finding it has reduced the Our new Occupational Therapist improved outcomes need to travel for medical care, this is particularly for customers and staff alike. She implemented many valuable for customers living in remote locations. improvements to manual handling processes, which CareWest is now partnering with the Rural and Remote safeguard staff and customers in a variety of situations, Medical Service to offer telehealth monitoring to such as during transfer from a wheelchair. She also assisted customers in residential aged care services in Central customers with heightened sensory needs to ensure their West and Far Western NSW. needs are recognised when we work with them. We expect telehealth to provide great opportunities for The Speech Pathologist is working with children in improving the healthcare of people in rural and remote two of our preschools. These children are now able to locations in the future, and we are pleased to be a part access to early intervention, which prevents language of this new initiative. problems developing.

64 | OUR SYSTEMS SERVICE QUALITY CareWest seeks to continually improve the quality of its services, and relies on a number of tools and processes to achieve this. One of the most important ways of discovering new ideas for service improvement is to listen to our customers. We encourage customers to give us feedback. In 2015/16, CareWest updated its complaints procedure, making it more accessible to customers. We also trained our staff in how to best manage complaints, and regularly measured customer satisfaction. As we move towards the NDIS rollout and customer-directed care, we are creating opportunities for customers to come together to help both themselves and CareWest better understand and support their needs. Preschoolers Dontae and Jharal CareWest undergoes regular compliance reviews, assuring customers that it meets accreditation standards. In 2015/16, CareWest successfully CareWest has a regular schedule of self-assessment, maintained its quality accreditation (ISO 9001) and was reviews and internal auditing of its services and certified under the new Attendant Care Standard (ACIS corporate support systems; in 2015/16 these included 2013). It holds a current certificate of verification of audits of its WHS system, and a review of adherence compliance with the NSW Disability Service Standards to the National Quality Framework for preschools. and the NSW Transport Standards. CareWest is mindful of customers’ vulnerabilities, and has implemented a safeguarding framework to protect their human rights, particularly those who reside in our Group Homes and access residential Out of Home Care Services. Checks and screening processes ensure we employ staff that share our values and work to uphold the safety of our customers. This is supported by extended induction training for frontline workers. We also introduced self-advocacy training for customers, and will continue focusing on such training in 2016/17, centering on customer rights and how we can ensure them into the future. CareWest works closely with the NSW Ombudsman, Official Community Visitors and the Office of the Children’s Guardian to improve service quality for customers. We welcome their reviews, advocacy for our customers, and all recommendations on how we can improve our service quality.

CareWest’s Telehealth monitoring service will help people actively manage their own health and well-being

CAREWEST ANNUAL REPORT | 65 Research and Innovation

Dr Gregory Dresser Senior Manager, Research and Innovation Dr Eevon Chia Research Manager, Research and Innovation 2015/16 was a year of learning and service expansion for the Research and Innovation Unit.

SOCIAL AND COMMUNITY LINKS Ability Links NSW Team Leader Kim Gray with Dr Eevon Chia at the Australian National Field Days Our flagship project in 2015/16 was the Social and Community Links research study. With ‘Linkers’ operating in Orange and Griffith, the project enlisted A YEAR OF NEW LEARNING more than 140 participants to examine how community service organisations can address the social isolation In partnership with Charles Sturt University’s Health experienced by many older people. Service Research Area, CareWest undertook a study into the efficacy of our new Telehealth Service. Linkers observed that participants require tailored Participants acknowledged the integral benefits strategies to address social isolation, and that provided by a CareWest nurse clinician, who helped person-to-person contact is effective in promoting participants develop their health literacy. The study social participation. The extent of person-to-person highlighted the benefits of improved self-management, contact necessary varies, with some relationships and how future participants might be introduced to requiring more time than others to build trust between the technology. Participants reported few problems Linkers and participants. and said the Telehealth monitoring interface was One Linker in Orange observed that enlisting an older straightforward and easy to follow. volunteer to host technology sessions enabled both Among many positive outcomes for participants, peer-to-peer teaching, and a social platform for the those who previously struggled to self-manage health volunteer and participants. conditions were assisted to improve their ability Aside from physical, physiological and cognitive to manage medications and activity. This affected benefits, group exercise also provides valuable their mood and socialisation, with those participants social contact for older participants. previously disinterested in using technology coming to see the benefits it could provide in their daily lives. The research study will continue until June 2017, with Several were so enamoured that they volunteered as a final report due to the Australian Government’s advocates to present their stories to others that are Department of Social Services in August 2017. still resisting the new equipment.

2015/16 also saw commencement of a major study into preschool transition, investigating the benefits of preschool education (four to five-year-olds) for children’s learning, socio-emotional well-being, motivation, and readiness for formal schooling. The study will engage with educators over the course of the preschool year, to provide insight into the educational practices that support children.

66 | OUR SYSTEMS PARTNER SUPPORT RESEARCH SCHOLARSHIP During the year, the Research and Innovation team As researchers, we’re very excited about the developed and delivered a series of governance establishment of a CareWest Research Scholarship. training workshops for the Management Committees Valued at $5,000 per annum, the scholarship is open of preschools across Western NSW. These workshops to human and community service research students focused on the legal duties and roles of the Management who have either enrolled, or intend to enroll, in a research Committee, managing financial problems and program at Charles Sturt University. By supporting insolvency, the Constitution, and meeting procedures. outstanding applicants, the scholarship program aims The workshops were well received, with feedback to improve the health and well-being of Australians suggesting many participants have already been able to and their communities. This is a unique initiative for a use their new knowledge to great effect. regionally based organisation, and one that links research outcomes directly to community needs. EDUCATION AND TRAINING We developed and trialled a Statement of Attainment in SECTOR SUPPORT Self-Advocacy for people with an intellectual disability. Together with our staff in Aged and Regional Community Services, we participated in a National Self-advocacy is the ability to voice one’s own needs Aged Care Quality Indicator Program for home care and desires to achieve an outcome, which is conducive services. Data collected to assess consumer experience to a happy and fulfilled life. It is founded on the social and quality of life was submitted to the KPMG Quality model of disability care which suggests that those with Indicator Team, who were engaged by the Department disability should experience a life of inclusion, equal of Health. Feedback from KPMG indicates CareWest to those without disability. Self-advocacy can increase customers rated consumer experience and quality of life the lifespan of an individual and lead to overall higher than the national average. increased well-being. Our accredited course is the first of its kind in Australia, and we hope to roll it out to a wider audience in years ahead.

Research shows group exercise provides valuable social contact for older Australians

CAREWEST ANNUAL REPORT | 67 Information, Marketing and Administration

Marc Bonney Manager, Information and Marketing Substantial effort across public relations and other promotional platforms has yielded healthy coverage of the company and of individual services. A strategy of MARKETING relationship building with media outlets has established CareWest as a thought leader, often being the first port of CareWest was the recipient of the 2016 Orange call by media for comment on community sector issues. Chamber of Commerce Banjo Business Award for Excellence in Presentation and Marketing and the Mass and social media coverage across our Award for Excellence in Community Services. We went geographic footprint included: on to win the NSW Business Chamber Central West Orana Business Awards Excellence in Business and are now a finalist in the NSW State Business Awards.

The Biannual Customer Satisfaction Survey had an 186 excellent response rate of 29%. The top result was for free editorials run

“Staff friendliness and helpfulness” with 95% positive in local newspapers response rate (‘Good’ or ‘Very Good’) up from 94%

in 2011 and 2013.

The other top results with 92% positive ratings were:

}} Respect for your rights (opinions, culture, safety, privacy, property, freedom from abuse and discrimination) 170

}} Staff skills and professionalism free interviews or mentions }} Help to give you the ability to manage independently on local radio }} Your plan covers your personal needs and wants For the third survey in a row, 97% of respondents said they would recommend CareWest to someone else.

The Service Provider Satisfaction Survey also yielded 152 strong results with top positive responses: Freedom paid press advertisements from abuse and discrimination (97%); Services meet customer needs and wants (94%); Respect for customers’ culture (94%); Scheduling meets customer needs (93%), and; Overall quality of interactions (92%). }} Regular features on Prime7 and WIN TV news }} Sponsorship of Orange City Life television guide A refresh of graphical designs was undertaken to }} Increase Facebook likes from 500 to more than update the 2011 graphics. The new visual styling 1200 (@carewestaustralia) with organic and was released with the 2014/15 Annual Report, the targeted boosted posts reaching more than 45,000 CareWest Prospectus and new look Fact Sheets. people’s newsfeeds The styling was also applied in the redesigned }} Twitter account established (@CareWestAus) website which was completely rebuilt. Events continue to play an important part in the promotional mix for CareWest, with plans for event activities increasing even more in the future. Two Ministerial events were held. Respite facilities Anson Cottage and Dalton Respite Centre were opened by the Hon. John Ajaka MLC, NSW Minister for Disability Services. The Hon. Leslie Williams, Minister for Early Childhood visited the 4C CareWest Preschool during construction. 68 | OUR SYSTEMS CareWest CEO Tim Curran being interviewed by local media at the Respite Centre openings

CareWest conducted a Regional NFP workshop on With the increased demand for ICT support from all the Future of Our Sector attended by 75 regional NFP staff, the Service Level Agreement with our Managed managers. Other event promotion and management Service Provider Diamond ICT, was changed from a included CareWest All Staff Forums, CareWest AGM, device support to a user support basis ensuring all staff, Australian National Field Days, Wagga Wagga National including those without a computer, are still supported. Volunteer Event, Senior’s Week Golf Days and Expo, Other ICT projects include working with other inaugural HIPPY Graduation, Community Transport departments on expanding Telehealth services, a for FoodCare Orange, as well as countless information review of available Customer Management Systems days and sessions promoting our individual services. and implementation of a new anti-virus, anti-malware, INFORMATION AND security platform to combat the growing number and COMMUNICATION TECHNOLOGY types of online attacks and threats. CareWest looks forward to the appointment of a CareWest Information and Communication Technology dedicated Chief Information Officer so due attention may (ICT) expanded use of Microsoft Office 365 beyond the be given to this critical function. Many strategic directions pilot group. All employees have now been set up with are dependent upon our capacity to connect and operate an Office 365 account allowing online access from any effectively and efficiently across a broad geography. device. This is part of a transition from storing data on an ‘on-premises’ server to cloud storage. All computers ADMINISTRATION have been upgraded to Office 2016 and staff are operating on a common platform for first time ever. A new CareWest Incident Management System (CIMS) was designed and built in NetSuite (our Financial Office 365 provides a single point of entry for all management system). The new CIMS has automated Microsoft products (Outlook Calendar, Emails, People escalations and instant notifications to management and Tasks; Word; Excel; PowerPoint; OneNote, and of high-level incidents. The system is designed for Yammer) as well as to all personal files on OneDrive for easy maintenance with new teams and changed Business. When SharePoint Online is implemented (a management reporting lines readily updated. Incidents current Administration project) all team docs will also are logged by staff via a web form. This new system be available through this single portal. Other links (such replaced a SharePoint based system. as to NetSuite financial management system or The Care Manager) will also be placed on this single portal. A major project to overhaul the document management Training materials are under development presently. system was commenced. This project includes reviewing approval processes and workflows, improved With the opening of the CareWest Community document meta-data and improved security. Connection Centre (4C), new radios (for wirelessly transmitting data and voice) were installed linking it The document management overhaul is being run with Lords Place Head Office. Old radio links to Maple parallel to, and in conjunction with, a project to design Cottage, March St and Astill House (until vacated) were and implement SharePoint Online, part of the Microsoft redirected via 4C. Inside 4C a wireless set up allows Office 365 suite. The new instance of SharePoint is phones to be moved depending on needs without being being designed based on consultation around service restricted to spots where there is a phone jack in the wall. and corporate team needs. External development agency SharePoint Gurus have been commissioned to A major project was commenced to completely redevelop build the new intranet with delivery late 2016. the security and permissions structure of the CareWest network through a redesign and rebuild of the Active Directory. This major piece of work will yield significant efficiencies in system operation and will require changes to employee activation and change processes.

CAREWEST ANNUAL REPORT | 69 Finance Report 2015/16

Tony Pierce Chief Financial Officer FINANCIAL GROWTH CareWest continued to expand service delivery in FINANCIAL POSITION regional, rural and remote Australia in 2015/16. In building on the 44.6% increase in operating revenue in The 2015/16 financial year result of a $5.4 million 2014/15 a further 24% increase in revenue occurred surplus is an important result for the present and future in 2015/16. Importantly the 2015/16 revenue growth customers of CareWest. With continuing wise financial was offset with a 15% increase in total operating costs stewardship, CareWest looks forward to serving demonstrating sustainable financial control. regional, rural and remote Australia from a sustainable financial foundation, especially in this time of significant 2015/16 compared to 2014/15 aged, disability and community service reforms. This strong financial result represents a $2.6 million surplus from operating activities, $1.4 million from 30% 24% 23.9% capital grant funding for the new 4C precinct, 25% $0.9 million from motor vehicle assets now under CareWest’s control to undertake more community 20% transport services for Transport for NSW, and $0.55 6.3% million from alignment with Australian Accounting 10% Standards. 5%

It is important to note the 95% growth in Fee for 0% Service revenues in the 2015/16 financial year, with an increase from $2.63 million in 2014/15 to $5.11 Total Total Other Operational Employment Operational million. This highlights the changing financial landscape Revenue Expenses Revenue of our sector, which CareWest continues to lead and refine business processes to embrace. The increase in accounts receivable from $0.6 million in 2015 to DIVERSITY $1.3 million in 2015/16 reflects the initial impacts of 2% Community Engagement this change. The provision for doubtful debts at $3K 3% Corporate exemplifies CareWest’s cash collection practices, 1% Research and Evaluation with the 2015/16 increment being attributed 4% Home Modifications to outstanding invoices less than 90 days on government agencies. 9% Transport 40% Disability Services 15% Child and Family Services

26% Aged and Regional Community Services

70 | OUR SYSTEMS PERSONNEL 2015/16 CONTINUOUS During the 2015/16 financial year, CareWest IMPROVEMENT APPROACH successfully trialled the role of Asset and Facility The CareWest finance team actively monitored the Officer. As our property and vehicle asset base following key indicators on a monthly basis to enable expanded, it became increasingly evident that dedicated a clear understanding and internal accountability of resources were required to oversee assets owned by the finance process: CareWest. This serves to ensure their optimised use }} Receivables greater than 60 days and maintenance, therefore safeguarding financial viability into the future. }} Payables processed and paid on time }} Cashflow forecast accuracy STRATEGIC PLAN 2015/2020 }} Month end reporting timeliness Significant government reforms rolling out in all areas }} Proactive financial control of all CareWest programs of service delivery from 2015 to 2020 will change how }} Routine asset inspection CareWest receives revenue. To date, 50% of CareWest’s revenue is received quarterly in advance. This will transition to payment in arrears, as the NDIS and other reforms in our sector are implemented. Throughout this transition, CareWest will continue to deliver excellent services from a sustainable financial position. The focus on cash management will be central to 148 CareWest’s financial sustainability, and will be founded Vehicles in the CareWest on financial process discipline, system development and fleet enabling service a continuous improvement approach. delivery in regional NSW $30.8M 1,333 2015/16 wages and Suppliers paid a total of operating expenses $11.2 million by CareWest paid in regional NSW Ltd in regional NSW

CAREWEST ANNUAL REPORT | 71 Financial Statements

A SUCCESSFUL NIGHT FOR CAREWEST AT THE 2015 BANJO BUSINESS AWARDS

72 | FINANCIAL STATEMENTS

CAREWEST LTD ABN 13 160 259 512

Financial Report For the Year Ended 30 June 2016

CONTENTS

Directors' Report...... 741 Auditor's Independence Declaration...... 807 Independent Audit Report...... 818 Directors' Declaration...... 83 10 Statement of Surplus or Deficit and Other Comprehensive Income...... 84 11 Statement of Financial Position...... 85 12 Statement of Changes in Funds...... 86 13 Statement of Cash Flows...... 87 14 Notes to the Financial Statements...... 8815

CAREWEST ANNUAL REPORT | 73

CareWest Ltd

ABN 13 160 259 512

Directors' Report 30 June 2016

The directors present their report, together with the financial statements of the Group, being the Company and its controlled entities, for the financial year ended 30 June 2016.

1. General information

Information on directors

The names of each person who has been a director during the year and to the date of this report are:

George Blackwell Qualifications Bachelor Business Bachelor Health Administration Master of Business Administration Bachelor Law Graduate Diploma Legal Practice

Period as Director 7 Years Special responsibilities President

Helen (Trudy) Mallick Qualifications Computer Accounting Certificate OHS Consultation Cert IV Community Services

Period as Director 4 Years Special responsibilities Vice President

Natalie Forsyth-Stock Qualifications Bachelor of Business – Accounting Master of Business – Banking and Finance Graduate Diploma in Applied Finance CPA Graduate of Institute of Company Directors

Period as Director 6 Months - Appointed 22 January 2016 Special responsibilities Treasurer

Robert Davis Qualifications Bachelor of Arts Graduate Diploma Epidemiology Period as Director 1 Year Special responsibilities Director

1 74 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Directors' Report 30 June 2016

1. General information continued

Information on directors continued

Peter Carter Qualifications Master of Management – Health Services Management Master Business Administration Bachelor Social Science Period as Director 6 Months - Appointed 22 January 2016 Special responsibilities Director

Dr Peter Mangles Qualifications PHD Business Administration Master of Nursing- Health Management Graduate Certificate – Trauma Nursing Bachelor of Health Science Bachelor of Education Diploma – Company Director

Period as Director 6 Months - Appointed 22 January 2016 Special responsibilities Director

Julie Toma Qualifications Master Business Administration Bachelor Applied Science Graduate Australian Institute of Company Directors

Period as Director 2 Years Special responsibilities Director

Lyndal Mawbey Qualifications Bachelor Financial Administration Graduate Australian Institute of Company Directors CPA Justice of the peace Period as Director 4 Years - Resigned November 2015 Special responsibilities Treasurer

Natalie Walker Qualifications Cert IV Training and assessment Statement of Attainment - Identify and Respond to Children at Risk Advanced Diploma Community Sector Management Period as Director 2 Years - Resigned November 2015 Special responsibilities Director

2 CAREWEST ANNUAL REPORT | 75 CareWest Ltd

ABN 13 160 259 512

Directors' Report 30 June 2016

1. General information continued

Information on directors continued

Sue-Anne Redmond Qualifications Bachelor of Health Science Graduate Diploma Nursing Graduate Australian Institute of Company Directors Period as Director 2 Years - Resigned October 2015 Special responsibilities Director

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

Principal activities

The principal activities of the Group during the financial year was providing information, advocacy, education and practical assistance to individuals and families in regional NSW. The wide range of services were primarily focused on supporting people with a disability, frail aged people, people with mental illness and carers to maintain their independence and participate in the social and economic life of their community. CareWest also provides preschool and other services to children and families in regional NSW.

The majority of CareWest's program activities were funded by different NSW and Commonwealth Government departments.

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

Short term objectives

The primary objectives of CareWest Limited as defined in the organisation's constitution are as follows:

• Enhance and maintain the independence and choice of people living in communities across regional areas experiencing barriers to community participation being the elderly, people with disability, children and families, carers and other disadvantaged groups though the provision of a wide range of in-home and community based support services;

• Provide services and programs in these local communities which address and relieve poverty, sickness, distress, misfortune, destitution or helplessness;

• Conduct research and assessment of needs and liaise with all levels of government relating to community development and welfare of residents in these local communities;

• Foster and support organisations and groups in the local communities by providing the expertise, resources and training to achieve the objects set out in this clause;

• Maximise the effectiveness of government funded financial support for community based organisations in these local communities, advancing the objects set out in this clause;

3 76 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Directors' Report 30 June 2016

1. General information continued

Short term objectives continued

• Co-operate, liaise with and assist in the development and management of services available in these local communities; and

• Encourage community participation in the planning, development and management of services available in these local communities.

CareWest's Strategic Plan and Operations Plan contain more specific long and short term objectives which have been informed by the objectives laid out in the constitution. These objectives include:

Quality: Continuously improve service quality for client

Growth: Expand the range and geographical coverage of CareWest's services

Sustainability: Improve the organisation's resilience and long term viability

Engagement: Increased contribution from all staff, volunteers and members of the wider community towards the achievement of our mission

Strategy for achieving the objectives

CareWest adopted the following strategies in pursuit of these objectives:

• Developed new service models to support client directed care and self-managed packages of care.

• Continued to expand the role and influence of our Care Governance Team across the organisation. Key initiatives included the extension of our competency based training program and quality reporting processes.

• Expanded our internal audit program to encompass governance, management and corporate support functions.

• Made further investments in our ICT infrastructure including the development of an integrated financial and client management system. We also continued work on 4C - the CareWest Community Connections Centre.

• Entered a strategic alliance (the North West Alliance) with four other regionally-based not-for-profit organisations.

4 CAREWEST ANNUAL REPORT | 77 CareWest Ltd

ABN 13 160 259 512

Directors' Report 30 June 2016

1. General information continued

Performance measures

The Board monitors CareWest's performance against strategic and operational objectives on a quarterly basis. Key measures include:

• Results of internal and external audits and accreditation schemes

• Results of client satisfaction surveys

• Performance against funding agreement service output targets

• Client against funding agreement service output targets

• Number against funding agreement service output targets

• Financial performance

Members guarantee

CareWest Ltd is a company limited by guarantee. In the event of, and for the purpose of winding up of the company, the amount capable of being called up from each members and any person or association who ceased to be a member in the year prior to the winding up, is limited to $10, subject to the provisions of the company's constitution.

At 30 June 2016 the collective liability of members was $ 100 (2015: $ 80).

Meetings of directors

During the financial year, 16 meetings of directors (including committees of directors) were held. Attendances by each director during the year were as follows:

Directors' Meetings Number eligible to attend Number attended George Blackwell 16 15 Helen (Trudy) Mallick 12 11 Natalie Forsyth-Stock 5 5 Robert Davis 5 4 Peter Carter 3 3 Dr Peter Mangles 3 3 Julie Toma 10 9 Lyndal Mawbey 5 5 Natalie Walker 6 5 Sue-Anne Redmond 4 3

5 78 | FINANCIAL STATEMENTS CAREWEST ANNUAL REPORT | 79 CareWest Ltd

ABN 13 160 259 512

Auditors Independence Declaration

I declare that, to the best of my knowledge and belief, during the year ended 30 June 2016, there have been:

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

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

Cutcher & Neale Assurance Pty Ltd (an authorised audit company)

M.J. O'Connor CA Director

08 September 2016

NEWCASTLE

7 80 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Independent Audit Report to the members of CareWest Ltd

Report on the Financial Report

We have audited the accompanying financial report of CareWest Ltd, which comprises the statement of financial position as at 30 June 2016, the statement of surplus or deficit and other comprehensive income, statement of changes in funds and statement of cash flows for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, and the directors' declaration of the Company and the consolidated entity comprising the Company and the entities it controlled at the year's end or from time to time during the financial year.

Directors' Responsibility for the Financial Report

The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards - Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Act 2012 and for such internal control as the directors determine is necessary to enable the preparation of the financial report that gives a true and fair view and 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. Those standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance about 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 judgement, 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 of the financial report that gives a true and fair view 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.

Independence

In conducting our audit, we have complied with the independence requirements of the Australian Charities and Not-for-profits Commission Act 2012. We confirm that the independence declaration required by the Australian Charities and Not-for-profits Commission Act 2012, which has been given to the directors of CareWest Ltd, would be in the same terms if given to the directors as at the time of this auditor’s report.

8 CAREWEST ANNUAL REPORT | 81 CareWest Ltd

ABN 13 160 259 512

Independent Audit Report to the members of CareWest Ltd

Opinion

In our opinion the financial report of CareWest Ltd is in accordance with the Australian Charities and Not-for- profits Commission Act 2012, including:

(a) giving a true and fair view of the Company’s and the consolidated entity’s financial positions as at 30 June 2016 and of their performance for the year ended on that date; and

(b) complying with Australian Accounting Standards - Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Regulation 2013.

Cutcher & Neale Assurance Pty Ltd (an authorised audit company)

M.J. O'Connor CA Director

NEWCASTLE

10 October 2016

9 82 | FINANCIAL STATEMENTS CAREWEST ANNUAL REPORT | 83 CareWest Ltd

ABN 13 160 259 512

Statement of Surplus or Deficit and Other Comprehensive Income For the Year Ended 30 June 2016

2016 2015 Note $ $ Operating Revenue 4 35,508,665 29,064,108 Capital Grants - Building Construction 4(a) 1,415,750 591,250 Donations Received - Transport Vehicles and Cash Reserves 4(b) 939,736 523,688 Other income 4 739,639 343,517 Employee benefits expense (22,019,318) (18,032,750) Administration and other expenses (4,464,334) (3,435,578) Brokerage expenses (2,880,798) (3,304,155) Occupancy expenses (2,191,168) (2,435,377) Direct client expenses (662,363) (505,382) Depreciation and amortisation expense (887,947) (710,566) Finance costs (104,561) (96,936) Surplus before income tax 5,393,301 2,001,819 Income tax expense 2(b) - - Surplus after income tax 5,393,301 2,001,819 Other comprehensive income - - Total comprehensive income for the year 5,393,301 2,001,819

The accompanying notes form part of these financial statements. 11 84 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Statement of Financial Position As At 30 June 2016

2016 2015 Note $ $ ASSETS CURRENT ASSETS Cash and cash equivalents 5 9,767,676 10,324,811 Trade and other receivables 6 1,874,129 1,174,801 Other assets 7 344,995 153,825 TOTAL CURRENT ASSETS 11,986,800 11,653,437 NON-CURRENT ASSETS Property, plant and equipment 8 9,872,463 6,512,648 Intangible assets 9 - 26,119 TOTAL NON-CURRENT ASSETS 9,872,463 6,538,767 TOTAL ASSETS 21,859,263 18,192,204 LIABILITIES CURRENT LIABILITIES Trade and other payables 10 2,139,751 1,899,497 Employee benefits 1,219,330 1,222,992 Unexpended government grants 1,375,127 3,314,161 TOTAL CURRENT LIABILITIES 4,734,208 6,436,650 NON-CURRENT LIABILITIES Borrowings 11 2,400,000 2,100,000 Employee benefits 282,171 605,973 TOTAL NON-CURRENT LIABILITIES 2,682,171 2,705,973 TOTAL LIABILITIES 7,416,379 9,142,623 NET ASSETS 14,442,884 9,049,581

FUNDS Reserves 933,456 1,017,909 Accumulated surplus 13,509,428 8,031,672 TOTAL FUNDS 14,442,884 9,049,581

The accompanying notes form part of these financial statements. 12 CAREWEST ANNUAL REPORT | 85 13 - - CareWest Ltd $ $

Total Total ABN 13 160 259 512 9,049,581 5,393,303 7,047,763 2,001,818 9,049,581 14,442,884 - - - Statement of Cash Flows For the Year Ended 30 June 2016 161,347 $ $ Reserve Reserve WWCRC WWCRC 2016 2015

Amalgamation Amalgamation Note $ $ - - - CASH FLOWS FROM OPERATING ACTIVITIES: Receipts from government grants and service users 35,600,484 29,905,601 $ $ 187,489 Payments to suppliers and employees (32,657,451) (28,612,421) Yarrabin Yarrabin Reserve Reserve Interest received 367,053 423,408 Amalgamation Amalgamation Net cash provided by/(used in) operating activities -- - - 187,489 161,347 ------3,310,086 1,716,588 statements. 24,750 24,750 24,750 24,750

$ $ CASH FLOWS FROM INVESTING ACTIVITIES:

Reserve Reserve Proceeds from sale of plant and equipment

Property Property 146,521 105,941

Maintenance Maintenance Purchase of property, plant and equipment (4,313,742) (1,645,133)

- - Net cash used by investing activities (4,167,221) (1,539,192) (28,635) 128,478 431,392 559,870 157,113 128,478 $ $ CASH FLOWS FROM FINANCING ACTIVITIES: Asset Asset

Reserve Reserve Proceeds from borrowings 300,000 95,772 Replacement Replacement Payment of interest - (79,048) - - - - Net cash used by financing activities 300,000 16,724 864,681 864,681 864,681 $ $ (864,681) Net increase/(decrease) in cash and cash

Reserve Reserve equivalents held (557,135) 194,120

Surplus Funds Surplus Funds Surplus Cash and cash equivalents at beginning of year 10,324,811 10,130,691 Cash and cash equivalents at end of financial year 5 9,767,676 10,324,811 The accompanying notes form part of these financial 84,453 28,635 $ $ 8,031,672 5,393,303 6,001,219 2,001,818 8,031,672 13,509,428 Surplus Surplus Accumulated Accumulated 30 June 2016 30 June 2016 30 June 2015

2016 Opening balance 2015 1 July Surplus / (deficit) for the year Net transfer to / (from) reserves Balance at 2015 2014 1 July Surplus / (deficit) for the year Net transfer to / (from) reserves Balance at CareWest Ltd 512 259 160 13 ABN Statement of Changes in Funds For the Year Ended

The accompanying notes form part of these financial statements. 14 86 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Statement of Cash Flows For the Year Ended 30 June 2016

2016 2015 Note $ $ CASH FLOWS FROM OPERATING ACTIVITIES: Receipts from government grants and service users 35,600,484 29,905,601 Payments to suppliers and employees (32,657,451) (28,612,421) Interest received 367,053 423,408 Net cash provided by/(used in) operating activities 3,310,086 1,716,588

CASH FLOWS FROM INVESTING ACTIVITIES: Proceeds from sale of plant and equipment 146,521 105,941 Purchase of property, plant and equipment (4,313,742) (1,645,133) Net cash used by investing activities (4,167,221) (1,539,192)

CASH FLOWS FROM FINANCING ACTIVITIES: Proceeds from borrowings 300,000 95,772 Payment of interest - (79,048) Net cash used by financing activities 300,000 16,724

Net increase/(decrease) in cash and cash equivalents held (557,135) 194,120 Cash and cash equivalents at beginning of year 10,324,811 10,130,691 Cash and cash equivalents at end of financial year 5 9,767,676 10,324,811

The accompanying notes form part of these financial statements. 14 CAREWEST ANNUAL REPORT | 87 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

The financial report covers CareWest Ltd and its controlled entities ('the Group'). CareWest Ltd is a not-for- profit Company limited by guarantee, incorporated and domiciled in Australia.

Each of the entities within the Group prepare their financial statements based on the currency of the primary economic environment in which the entity operates (functional currency). The consolidated financial statements are presented in Australian dollars which is the parent entity’s functional and presentation currency.

The financial report was authorised for issue by the Directors on 16 September 2016.

Comparatives are consistent with prior years, unless otherwise stated.

1 Basis of Preparation

The financial statements are general purpose financial statements that have been prepared in accordance with the Australian Accounting Standards - Reduced Disclosure Requirements, Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting Standards Board and the Australian Charities and Not-for-profits Commission Act 2012.

The financial statements 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.

Significant accounting policies adopted in the preparation of these financial statements are presented below and are consistent with prior reporting periods unless otherwise stated.

2 Summary of Significant Accounting Policies

(a) Basis for consolidation

The consolidated financial statements include the financial position and performance of controlled entities from the date on which control is obtained until the date that control is lost.

Intragroup assets, liabilities, equity, income, expenses and cashflows relating to transactions between entities in the consolidated entity have been eliminated in full for the purpose of these financial statements.

Appropriate adjustments have been made to a controlled entity’s financial position, performance and cash flows where the accounting policies used by that entity were different from those adopted by the consolidated entity. All controlled entities have a June financial year end.

A list of controlled entities is contained in Note 15 to the financial statements.

Subsidiaries

Subsidiaries are all entities over which the parent has control. Control is established when the parent is exposed to, or has rights to variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the relevant activities of the entity.

15 88 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(b) Income Tax

No provision for income tax has been raised as the registered entity is exempt from income tax under Div 50 of the Income Tax Assessment Act 1997.

(c) Revenue and other income

Revenue is recognised when the amount of the revenue can be measured reliably, it is probable that economic benefits associated with the transaction will flow to the Group and specific criteria relating to the type of revenue as noted below, has been satisfied.

Revenue is measured at the fair value of the consideration received or receivable.

All revenue is stated net of the amount of goods and services tax (GST).

Grant revenue

Grant revenue is recognised in the statement of surplus or deficit and other comprehensive income when the entity obtains control of the grant, it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably.

When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the grant is recognised as income on receipt.

CareWest Ltd receives non-reciprocal contributions of assets from the government and other parties for zero or a nominal value. These assets are recognised at fair value on the date of acquisition in the statement of financial position, with a corresponding amount of income recognised in the statement of surplus or deficit and other comprehensive income.

Donations

Donations and bequests are recognised as revenue when received.

Interest revenue

Interest is recognised using the effective interest method.

Client Contributions

Fees charged for care or services provided to clients are recognised when the service is provided.

Other income

Other income is recognised on an accruals basis when the Group is entitled to it.

16 CAREWEST ANNUAL REPORT | 89 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(d) Goods and services tax (GST)

Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of GST.

The net amount of GST recoverable from, or payable to, the ATO is included as part of receivables or payables in the statement of financial position.

Cash flows in the statement of cash flows are included on a gross basis and the GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the taxation authority are classified as operating cash flows.

(e) Property, plant and equipment

Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation and impairment.

Items of property, plant and equipment acquired for nil or nominal consideration have been recorded at the acquisition date fair value.

Where the cost model is used, the asset is carried at its cost less any accumulated depreciation and any impairment losses. Costs include purchase price, other directly attributable costs and the initial estimate of the costs of dismantling and restoring the asset, where applicable.

Assets purchased with a value less than $5,000 are expensed in the period acquired.

Land and buildings

Land and buildings are measured using the cost model.

Freehold land and buildings that have been contributed at no cost or for nominal cost are valued and recognised at the fair value of the asset at the date it is acquired.

Plant and equipment

Plant and equipment are measured using the cost model.

Plant and equipment that have been contributed at no cost or for nominal cost are valued and recognised at the fair value of the asset at the date it is acquired.

Depreciation

Property, plant and equipment, excluding freehold land, is depreciated on a straight-line basis over the assets useful life to the Group, commencing when the asset is ready for use.

17 90 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(e) Property, plant and equipment continued

Depreciation continued

Leased assets and leasehold improvements are amortised over the shorter of either the unexpired period of the lease or their estimated useful life.

The depreciation rates used for each class of depreciable asset are shown below: Rental Properties Fixtures and Fittings 8 years Motor Vehicles 5 years Office Furniture 8 years Computer Equipment 3-4 years Commercial Property 40 years Residential Property nil

At the end of each annual reporting period, the depreciation method, useful life and residual value of each asset is reviewed. Any revisions are accounted for prospectively as a change in estimate.

(f) Financial instruments

Financial instruments are recognised initially using trade date accounting, i.e. on the date that the Group becomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs.

Impairment of financial assets

At the end of the reporting period the Group assesses whether there is any objective evidence that a financial asset or group of financial assets is impaired.

Financial assets at amortised cost

If there is objective evidence that an impairment loss on financial assets carried at amortised cost has been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of the estimated future cash flows discounted at the financial assets original effective interest rate.

Impairment on loans and receivables is reduced through the use of an allowance accounts, all other impairment losses on financial assets at amortised cost are taken directly to the asset.

Subsequent recoveries of amounts previously written off are credited against other expenses in profit or loss.

18 CAREWEST ANNUAL REPORT | 91 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(f) Financial instruments continued

Available-for-sale financial assets

A significant or prolonged decline in value of an available-for-sale asset below its cost is objective evidence of impairment, in this case, the cumulative loss that has been recognised in other comprehensive income is reclassified from equity to profit or loss as a reclassification adjustment. Any subsequent increase in the value of the asset is taken directly to other comprehensive income.

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 principally through the provision of goods and services to customers but also incorporate other types of contractual monetary assets.

After initial recognition these are measured at amortised cost using the effective interest method, less provision for impairment. Any change in their value is recognised in profit or loss.

The Group’s trade and most other receivables fall into this category of financial instruments.

Discounting is omitted where the effect of discounting is considered immaterial.

Significant receivables are considered for impairment on an individual asset basis when they are past due at the reporting date or when objective evidence is received that a specific counterparty will default.

The amount of the impairment is the difference between the net carrying amount and the present value of the future expected cash flows associated with the impaired receivable.

In some circumstances, the Group renegotiates repayment terms with customers which may lead to changes in the timing of the payments, the Group does not necessarily consider the balance to be impaired, however assessment is made on a case-by-case basis.

Financial liabilities

Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities depending on the purpose for which the liability was acquired. Although the Group uses derivative financial instruments in economic hedges of currency and interest rate risk, it does not hedge account for these transactions.

The Group‘s financial liabilities include borrowings, trade and other payables (including finance lease liabilities), which are measured at amortised cost using the effective interest rate method.

19 92 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(g) Intangible Assets

Brand

Brand is recognised at cost of acquisition. Brand has a finite life and is carried at cost less any accumulated amortisation and any impairment losses. Brand is amortised over their useful life ranging from 4 to 5 years.

Amortisation

Amortisation is recognised in profit or loss on a straight-line basis over the estimated useful lives of intangible assets, other than goodwill, from the date that they are available for use.

Amortisation methods, useful lives and residual values are reviewed at each reporting date and adjusted if appropriate.

(h) Cash and cash equivalents

Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which are readily convertible to known amounts of cash and which are subject to an insignificant risk of change in value.

(i) Employee benefits

Provision is made for the Group'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 wholly settled within one year have been measured at the amounts expected to be paid when the liability is settled.

Employee benefits expected to be settled more than one year after the end of the reporting period 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 satisfy vesting requirements. Cashflows are discounted using market yields on high quality corporate bond rates incorporating bonds rated AAA or AA by credit agencies, with terms to maturity that match the expected timing of cashflows. Changes in the measurement of the liability are recognised in profit or loss.

Employee benefits are presented as current liabilities in the statement of financial position if the Group does not have an unconditional right to defer settlement of the liability for at least 12 months after the reporting date regardless of the classification of the liability for measurement purposes under AASB 119.

(j) Provisions

Provisions are recognised when the Group 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.

20 CAREWEST ANNUAL REPORT | 93 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

2 Summary of Significant Accounting Policies continued

(k) New Accounting Standards and Interpretations

The AASB has issued new and amended Accounting Standards and Interpretations that have mandatory application dates for future reporting periods. The Group has decided not to early adopt these Standards. The following table summarises those future requirements, and their impact on the Group where the standard is relevant:

Effective date Standard Name for entity Requirements Impact AASB 15 Revenue from 1 January Australian Accounting Standards Revenue recognition Contracts with Customers 2018

3 Critical Accounting Estimates and Judgements

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events; management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below.

Estimation of useful lives of assets

The company determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non- strategic assets that have been abandoned or sold will be written off or written down.

Employee benefits provision

As discussed in note 1, the liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account.

21 94 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

4 Revenue and Other Income

Revenue from continuing operations 2016 2015 $ $ Operating Revenue - Government grants 28,647,387 25,021,925 - Brokerage received 152,145 64,270 - Client contributions 1,601,713 1,352,562 - Fee for service 5,107,420 2,625,351 35,508,665 29,064,108 Other revenue - Interest received 367,053 423,408 - Net Gain/(Loss) on sale of assets 52,604 (167,481) - Other income 319,982 87,590 739,639 343,517

(a) Capital Grants - Building Construction

CareWest has received grant contributions from Federal and State Government and Community Partners. The funds have been received in instalments and are recognised as revenue consistent with the progress of the building works.

(b) Donations Received - Transport Vehicles and Cash Reserves

2016

Carewest has assumed Community Transport service contracts in the current year which extend the range and coverage of services to regional NSW. The NSW Transport contracts transferred ownership of community transport vehicles with an assumed market value of $562k together with cash reserves to fund future vehicle maintenance and replacement of $311k.

2015

In the prior year, Carewest assumed the net assets of two community service providers in accordance with a Deed of Transfer with Yarrabin Outreach Incorporated which contributed $187,489 and Wagga Wagga Community Resource Centre which contributed $329,036.

5 Cash and Cash Equivalents Cash on hand 5,000 4,780 Cash at bank 1,812,676 1,190,031 Short-term deposits 7,950,000 9,130,000 9,767,676 10,324,811

22 CAREWEST ANNUAL REPORT | 95 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

6 Trade and Other Receivables 2016 2015 $ $ CURRENT Trade receivables 1,283,653 551,566 Provision for impairment (3,324) (20,919) 1,280,329 530,647 Other receivables 593,800 644,154 Total current trade and other receivables 1,874,129 1,174,801

The carrying value of trade receivables is considered a reasonable approximation of fair value due to the short-term nature of the balances.

The maximum exposure to credit risk at the reporting date is the fair value of each class of receivable in the financial statements.

7 Other Assets CURRENT Prepayments 285,014 107,958 Other current assets 59,981 45,867 344,995 153,825

8 Property, plant and equipment LAND AND BUILDINGS Freehold land At cost 3,551,333 3,661,333 Total land 3,551,333 3,661,333 Buildings At cost 1,967,933 495,829 Accumulated depreciation (25,934) (3,208) Total Buildings 1,941,999 492,621 Capital Works in Progress At cost 1,710,260 594,850 Total land and buildings 7,203,592 4,748,804

23 96 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

8 Property, plant and equipment continued PLANT AND EQUIPMENT 2016 2015 $ $ Plant and equipment At cost 707,385 597,188 Accumulated depreciation (580,595) (507,950) Total plant and equipment 126,790 89,238 Motor vehicles At cost 4,530,381 3,213,440 Accumulated depreciation (2,081,943) (1,699,398) Total motor vehicles 2,448,438 1,514,042 Office equipment At cost 34,438 34,438 Accumulated depreciation (18,830) (15,212) Total office equipment 15,608 19,226 Improvements At cost 548,231 548,231 Accumulated depreciation (470,196) (406,893) Total improvements 78,035 141,338 Total plant and equipment 2,668,871 1,763,844 Total property, plant and equipment 9,872,463 6,512,648

24 CAREWEST ANNUAL REPORT | 97 98 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

8 Property, plant and equipment continued

(a) Movements in Carrying Amounts

Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year: Capital Works in Land & Plant & Rental Motor Office Progress Buildings Equipment Property Vehicles Equipment Total Consolidated $ $ $ $ $ $ $ Year ended 30 June 2016 Balance at the beginning of year 594,850 4,153,954 89,237 141,337 1,514,042 19,226 6,512,646 Additions 2,483,244 - 110,197 - 1,720,301 - 4,313,742 Disposals (5,731) - - - (88,209) - (93,940) Transfers (1,362,103) 1,362,103 - - - - - Depreciation - (22,726) (72,646) (63,202) (697,696) (3,617) (859,887) Balance at the end of the year 1,710,260 5,493,331 126,788 78,135 2,448,438 15,609 9,872,561

25 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

9 Intangible Assets 2016 2015 $ $ Brand names Cost 135,224 135,224 Accumulated amortisation and impairment (135,224) (109,105) Total Intangibles - 26,119

10 Trade and other payables CURRENT Trade payables 979,253 762,611 GST payable (54,375) (242,308) Accrued employment costs 891,320 1,259,102 Accrued oncosts 323,551 120,093 2,139,749 1,899,498

11 Borrowings

NON-CURRENT Secured liabilities: Market Rate Facility 100,000 - Business Loan 2,300,000 2,100,000

2,400,000 2,100,000

12 Reserves

(a) Asset replacement reserve

The vehicle replacement reserve recognises amounts for replacing, repairing and maintaining vehicles used for delivery of community transport services in accordance with Transport for NSW Community Transport Funding contract obligations.

(b) Amalgamation equity reserves

Amalgamation equity reserves represent the net asset position of entities that have amalgamated services with Carewest.

26 CAREWEST ANNUAL REPORT | 99 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

13 Capital and Leasing Commitments

(a) Operating Leases 2016 $ Minimum lease payments under non- cancellable operating leases: - not later than one year 693,536 - between one year and five years 650,287 1,343,823

The leases relate to non-cancellable operating leases over rental properties.

(b) Capital Commitments 2016 2015 $ $ Contracted commitments for: Building Construction Contracts 361,057 231,388

14 Key Management Personnel Disclosures

Key management personnel remuneration included within employee expenses for the year is shown below:

The total remuneration paid to key management personnel of the Company and the Group is $1,379,815 (2015: $ 1,277,514).

15 Related Parties

(a) Interest in subsidiaries

The Company holds 100% ownership of ordinary shares of CareWest Foundation Limited. CareWest Limited is required to make all the financial and operating policy decisions of CareWest Foundation Limited and to ensure that hose policies are consistent with the policies of the Group and therefore has control.

(b) Transactions with related parties

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated.

27 100 | FINANCIAL STATEMENTS CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

16 Events after the end of the Reporting Period

Amalgamation with other service providers

On 1 July 2016, CareWest Limited accepted the business and net assets of Age Concern Albury Wodonga, a provider of community based care services and operations to aged and disabled clients in the southern region of NSW and northern Victoria. The amalgamation was formalised in accordance with a Deed of Transfer which was agreed by both organisations in May 2016. The financial impact of the amalgamation will be reported in the 2017 financial report with an estimated increase in net assets of approximately $2.5M which is represented mainly by a commercial property that was acquired by the CareWest Foundation Limited in accordance with the Deed of Transfer. Age Concern generated revenue of approximately $1.3M and employed approximately 6 staff and 70 volunteers in the year ended 30 June 2016.

CareWest Limited has agreed to accept the business and net assets of Family Link Care and Support Service Inc, a provider of respite and community based care services to aged and disabled clients and their carers in Wagga Wagga and the Riverina region of NSW. The amalgamation was formalised in accordance with a Deed of Transfer which was agreed by both organisations in May 2016. The amalgamation expected to be finalised by 31 December 2016. The financial impact of the amalgamation will be reported in the 2017 financial report with an estimated increase in net assets of approximately $100k which is represented mainly by cash and employee entitlements. Family Link Care and Support Service Inc generated revenue of approximately $3M for the year ended 30 June 2016.

Subsequent to balance date, the company has entered into other Memorandums of Understanding and Transfer Deeds which will result in further business and service acquisitions. At the date of this report the terms are considered non-binding and commercially sensitive and will only have a positive effect on the net asset position of the Company. These arrangements are not considered material to report in detail at this time.

Except for the above, no other matters or circumstances have arisen since the end of the financial year which significantly affected or could significantly affect the operations of the Group, the results of those operations or the state of affairs of the Group in future financial years.

28 CAREWEST ANNUAL REPORT | 101 CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements For the Year Ended 30 June 2016

17 Parent entity

The following information has been extracted from the books and records of the parent, CareWest Ltd and has been prepared in accordance with Accounting Standards.

The financial information for the parent entity, CareWest Ltd has been prepared on the same basis as the consolidated financial statements except as disclosed below. 2016 2015 $ $ Statement of Financial Position Assets Current assets 12,358,310 11,303,758 Non-current assets 3,403,397 2,522,476 Total Assets 15,761,707 13,826,234

Liabilities Current liabilities 4,714,538 6,336,222 Non-current liabilities 282,171 605,973 Total Liabilities 4,996,709 6,942,195 Equity Retained earnings 9,831,543 5,866,131 Total Equity 9,831,543 5,866,131 Statement of Surplus or Deficit and Other Comprehensive Income Total profit or loss for the year 3,880,959 833,430 Total comprehensive income 3,880,959 833,430

29 102 | FINANCIAL STATEMENTS COVER PHOTOS

1 Elvis and Anthony Wan-Lum at the 2015 Parkes Elvis Festival 2 Rural landscape near Bathurst NSW 3 CareWest preschoolers Jayde O’Reilly and Marcus Kennewell 4 Kelvin Howarth with Home Modifications and Maintenance’s Phil Evans

CAREWEST ANNUAL REPORT | 103