Annual Report 2017-18

ACHIEVING GOALS ANNUAL REPORT 2017-18

THE NORTHCOTT INNOVATION ANNUAL REPORT 20018-2019 IS AN EXCERPT FROM NORTHCOTT'S 2018-2019 ANNUAL REPORT SUPPORTING CHILDREN CONTENTS AND ADULTS WITH ABOUT NORTHCOTT 5 DISABILITY TO REALISE CHAIRMAN’S REPORT 6 THEIR POTENTIAL AND CEO’S REPORT 7 ACHIEVE THEIR GOALS OUR CUSTOMERS 8 OUR SERVICES 10 OUR NAME –– COORDINATION OF SUPPORTS 12 Northcott is named in honour of the first –– EARLY CHILDHOOD EARLY INTERVENTION 16 Australian-born Governor of NSW, Lieutenant- General, Sir John Northcott KCMG, KCVO, CB, –– EVERYDAY LIFE SKILLS 20 CtStJ, who was Northcott’s Patron from 1946–57. –– HOUSING AND SUPPORTED INDEPENDENT LIVING 26 OUR PURPOSE –– SEXUALITY AND RELATIONSHIP EDUCATION 30 Build an inclusive society where people can live –– SHORT BREAKS AND OUTINGS 34 the life they choose. –– THERAPY 40 OUR VISION –– VOCATIONAL SKILLS 46 Grow our services because customers choose us ENABLING AN EFFECTIVE ORGANISATION 50 as their provider of choice. –– OUR BOARD 52 OUR VALUES –– OUR LEADERSHIP TEAM 54 We strive to foster a workplace where staff are: –– OUR TEAM 56 • Friendly and Considerate –– VOLUNTEERS AND STUDENTS 62 • Committed and Enthusiastic –– WORK HEALTH AND SAFETY 64 • Innovative and Responsive –– ORGANISATIONAL STRUCTURE 65 • Ethical and Courageous –– QUALITY AND PRACTICE 66 • Professional and Competent –– GOVERNANCE 68 –– FUNDRAISING 70 NORTHCOTT INNOVATION 78 SPINECARE FOUNDATION 82 FINANCIAL SUMMARY 84 INVESTMENT SUMMARY 87 ACKNOWLEDGEMENTS 88 CORPORATE AND STRATEGIC PARTNERS 89 Traditional Owners We acknowledge the Traditional Owners and custodians MEMBERS 90 of the land where we work and pay our respects to their Elders, past, present and future.

Together we acknowledge the contributions of Aboriginal Australians and non-Aboriginal Australians with disability to this country, and reaffirm Northcott’s purpose of building an inclusive society where people can live the life they choose.

Annual Report (Part 1) and Financial Report (Part 2) Together these documents report on Northcott’s activities and achievements in relation to our services, support and financial performance during 2017–18. They are written for Northcott’s stakeholders, which include existing and potential customers and their families and carers, staff, donors, volunteers, community partners, other service providers and businesses, and government agencies. The Financial Report 2017–18 containing the full financial statements is available at www.northcott.com.au.

4 ABOUT NORTHCOTT

Who is Northcott? What is our promise Northcott is a not-for-profit disability to each customer? service provider that works with We will work creatively and customers to realise their potential. relentlessly with each customer As one of Australia’s largest to unlock, discover and unleash not-for-profit disability service their potential, supporting and organisations, we provide services empowering them to be the best from metropolitan and regional they can be now and in the future. locations throughout NSW and the ACT. Our work is backed by almost Our customers are not numbers, 90 years of experience and expertise they are unique individuals. We OUR PATRON in the disability service industry. will personalise our services to each customer’s current and Our Patron His Excellency A registered NDIS provider, we future needs and goals, every General The Honourable employ more than 2,000 staff and single one, to ensure their David Hurley AC DSC (Ret’d), provide empowering, personalised development and growth. Governor of New South services to over 13,500 people with Wales, is passionate about disability and their families and As advocates for our customers’ supporting people with carers each year. inclusion, we will empower them disability to achieve their with confidence, choice and goals and lead fulfilling opportunity so they can live their lives as valued and active What do we do? life, as they choose, in their own way. members of the community. Northcott provides personalised and dynamic support, delivered by a committed team who will optimise and maximise support and services for every customer.

OUR HISTORY Our experience and expertise gives Northcott began almost 90 confidence to our customers that years ago, in 1929, as the NSW they are in trustworthy hands. Society of Crippled Children. Our commitment to innovation Founded by the Rotary Club and pushing boundaries allows of Sydney, the Society’s initial us to tackle challenges creating work was driven by the polio barriers for our customers epidemic and the growing to reach their potential. number of children affected Northcott’s diverse range of service by illnesses such as polio offerings and strong community and tuberculosis. At that partnerships give customers easy time, Northcott provided access to the supports they need services to children who had or want through a single gateway been isolated or excluded from our many locations. from the community due to illness or disability.

5 ORGANISATIONAL STRUCTURE

NORTHCOTT MEMBERS

SPINECARE FOUNDATION

NORTHCOTT NORTHCOTT BOARD INNOVATION COMMITTEES

CHIEF EXECUTIVE OFFICER

DEPUTY CEO

GENERAL GENERAL MANAGER, MANAGER, MANAGER - MANAGER, EARLY NORTHCOTT QUALITY AND PEOPLE & CHILDHOOD SUPPORTED SAFE- CULTURE INTERVENTION LIVING GUARDING

GENERAL STATE CHIEF MANAGER, HEAD OF CHIEF OPERATIONS FINANCIAL CUSTOMER THERAPY INFORMATION MANAGER OFFICER EXPERIENCE OFFICER

65 GOVERNANCE Role of the Board Board composition Risk management and Northcott is governed by a Board of Most Directors have had a long- ethical standards Directors appointed by our Members standing relationship with Northcott Directors have a duty to act honestly (see page 90). The role of the Board before becoming a Director. All at all times, with reasonable skill, in is outlined in the Constitution of Directors, with the exception good faith and in the best interests The Northcott Society (trading as of the Managing Director, are of Northcott. This means taking Northcott). The Board has ultimate independent Directors, and are proper action where necessary, responsibility for our direction and free from any interest and any declaring any conflicts of interest, performance; approval of the annual business or other relationship and avoiding mismanagement budget and financial plan; financial that could, or could reasonably be or inaction. Directors must also performance including monitoring/ perceived to materially interfere adopt and follow sound business approval of the financial reports and with the Director’s ability to act in policies and practices. The liaison with auditors; assessment the best interests of Northcott. Board’s performance is reviewed of the performance of the CEO; regularly against policies. and monitoring of managerial The Managing Director is employed performance. The Board is also under a performance-based We have long-standing relationships responsible for ensuring significant contract. The Chairman conducts with corporate partners to risks are identified and appropriate a performance review at least ensure we remain aware of controls implemented; and for annually, with recommendations our legislative and regulatory reporting to Members, stakeholders endorsed by the Board. The Board responsibilities. The Executive and regulatory authorities. has a formal set of delegations team has portfolio responsibility under which the Managing for appropriate areas of legislation, The Board consists of between five Director must operate. and regular reports of changes are and 12 non-Executive Directors. The contained in the Board papers. CEO may be appointed as Managing How new Directors Director, creating an additional We also maintain membership director role. Our Board is a skills- are recruited of appropriate peak and industry based board. Directors are chosen The Nomination Committee, a organisations to ensure we remain on the basis of their ability to assist sub-committee of the Board, is aware of policy and procedure in the in furthering the objectives of responsible for selecting suitable disability and not-for-profit sectors. Northcott. Non-Executive Directors candidates for the Board and for are not remunerated. Each Director recruiting new Directors. Candidates may serve for a maximum three- are interviewed by the Nomination year term, and then must retire. Committee, which then makes They may apply for re-election. recommendations to the Board. New Directors receive an induction and are offered board training Board processes delivered by the Australian Institute The Board meets a minimum of of Company Directors (AICD). seven times per year. It also meets The Nomination Committee also with Members, stakeholders forms a Remuneration Committee and staff at the Annual General to review the performance of Meeting, where the Chairman the CEO and senior staff. delivers a report. The Board holds an annual planning day, usually in October, in a different region each year. This offers the opportunity for our Directors to engage with regional staff and customers.

68 Observership Program Board Committees Northcott Committees We continued to participate in There are two formal Board In addition to the Board the AICD Observership Program, Committees: the Finance and Committees, we have a range of which places talented young Properties Committee and the other committees to assist with professionals aged 25-40 years on Nomination Committee. The role evaluating, assessing and managing not-for-profit boards for a period of the Finance and Properties our practices. We also use these of 12 months as observers. The Committee is to assist the Board committees to consult with staff, program is designed to improve with effective oversight of our customers and their families next generation involvement and Northcott’s financial performance, and carers. Some of our internal succession planning of boards. internal controls, audit, risk, committees are detailed below. insurance, asset management Quality in Research Standing Kate Zaia, Executive Manager, Group and investment matters. This Lending Services at Commonwealth includes but is not limited to Committee (QiRSC) Bank of Australia (pictured below) reviewing financial performance, This committee provides internal joined our Board in February recommending Northcott’s annual expert staff oversight and ethical 2018 as part of the program. budget and managing and reviewing review of our research and internal and external audit matters evaluation projects. It also fosters including appointing the external ethical research and evaluation audit provider, liaising between practices at Northcott that are the auditor and management team consistent with the National Health and reviewing and confirming and Medical Research Council the auditor’s independence. (NHMRC) practices and advice. The role of the Nomination Committee is to oversee the Customer Quality and selection and appointment of Safeguarding Committee (CQS) Directors, and acting as the This committee aims to provide Remuneration Committee, to a holistic approach to customers review the performance of quality of life, safeguarding and risk the CEO and senior staff. management across all Northcott services. It promotes a collaborative Later in 2018 a new Risk and open approach to quality, Committee will be added to the risk management, compliance, Board’s committee schedule. customer satisfaction and great This will be focused on clinical practice. It provides oversight to the risk and risk to the safety and organisation re health, abuse and welfare of our customers. neglect, positive behaviour support Each Committee has a Terms and restrictive practice approaches. of Reference which has been endorsed by the Board. Formal Our subsidiaries reports are made at Board Northcott Innovation, Northcott meetings by the Committee Supported Living and the SpineCare chair, with minutes tabled for Foundation are subsidiaries of the entire Board. Directors are Northcott. Each has a separate also involved individually in a board of management. For number of other committees information on the activities of assisting Northcott with its work. Northcott Innovation this year see page 78. For more information about the SpineCare Foundation, see page 82. For information about Northcott Supported Living see page 26, Housing and Supported Living.

69 NORTHCOTT INNOVATION

NORTHCOTT INNOVATION IS COMMITTED TO PUSHING THE BOUNDARIES OF NORTHCOTT AND THE DISABILITY COMMUNITY.

Through our work we seek The year’s activities Hack-A-Home solutions to the challenges faced We continued to work with our This is a research project, including by people with disability, their collaborative project partners training and support, exploring the families and carers and their on these flagship projects: use of 3D printers by residents and supports. Northcott Innovation staff in supported accommodation was established in 2015 as a wholly Guide Dots houses to make customised owned subsidiary of Northcott. This is a navigation app (see below assistive technology devices. Our team works alongside people left) for people with blindness or with disability, their families, carers vision impairment that uses audio The Step Climber and communities to create cutting- navigation software, social media This is an attachment (see below edge tools and technologies that channels and localised crowdsourced right) enabling powerdrive lead to meaningful change, and information to guide users through wheelchairs to climb a single step. promote choice and inclusion their physical environment and for the disability community. alert them to friends nearby, landmarks and activities close by. More than just an incubator of solutions, Northcott Innovation Sexuality and disability is also embedded within the day- This human-centred design initiative to-day activities of Northcott, explores the challenges faced by providing ongoing innovation and people with disability when living design support to the organisation’s the sexual life of their choosing. customers and staff at all levels.

78 Project in Focus: Nest Nest was launched on A unique resource for the disability 14 May 2018 by Australian sector, Nest has fast become This year has seen the official Disability Discrimination Australia’s number one platform launch of Nest, Northcott Commissioner, Alastair McEwin, for disability accommodation, Innovation’s state-of-the-art at the Commonwealth Bank’s showcasing more than 182 SDA online home matching platform Innovation Lab. Northcott properties, and more than 138 for people with disability. accommodation customer, Aaron vacancies (or available places) within Nest is an independent tool shared his experiences of finding those advertised properties. As for people with disability and a suitable home with Northcott a free platform for both people organisations that provide Specialist Executive Director, Samantha with disability and providers of Disability Accommodation (SDA). Frain, at the launch (see above). accommodation, Nest is changing Nest matches people with disability the way people with disability In its first month of operation, who are looking for a home with choose and take control of their Nest supported: available vacancies that meet housing wants and needs. their unique needs and personal • 162 people with disability to preferences. The aim of Nest is create a Nest profile and start to provide people with disability searching for their new home. with an easy way to find and apply for accommodation that meets • 147 support coordinators / their housing and support needs social workers to support their and wants and aligns to their customers to create a Nest NDIS plan. For providers of SDA, profile and start exploring Nest is a fast and easy way to options for their new home. shortlist eligible individuals to fill vacancies within their properties. • 37 of NSW’s leading disability accommodation providers to showcase their SDA properties, and associated Supported Independent Living (SIL) vacancies on Nest.

79 CENTRAL OFFICE 1 Fennell Street North Parramatta NSW 2151 northcott.com.au

1800 818 286