UNLEASHING POTENTIAL ANNUAL REPORT 2015-16 ANNUAL REPORT 2015-16 REPORT ANNUAL CHANGING PEOPLE’S LIVES Just a few years ago, Chloe wouldn’t have dreamt of cooking a meal for her family or going out in her community. Today, the young woman volunteers with two local organisations, prepares meals for her family and is a self-confessed fitness junkie. Chloe has dyspraxia, a condition that causes difficulties with coordination, balance and development. She has learning and memory issues and often has trouble recalling things she learnt three months earlier. “When I finished school, I had no idea about the kinds of supports I could receive. When I looked into getting support, all that was offered to me was a spot in a day program. I didn’t want that because it felt like school. I wanted to become an independent adult and live my life the way I wanted,” Chloe says. “Nobody had really asked me what I wanted to do with my life. I didn’t know what to say when I was asked about my goals. I’m really happy with Northcott and the National Disability Insurance Scheme (NDIS) because I’ve got more choice about what I can do. The best thing is that my NDIS funding has allowed me to choose Emma from Northcott as my support worker.“ Emma supports Chloe five hours each week, teaching her new skills like cooking, managing a budget or using a computer, and accompanying her in the local community to support her move towards independence. “Since meeting Emma, I feel like I can achieve anything I set my mind to – with a little assistance along the way. Now I can do more things and I’ve become more independent. Northcott and the NDIS have really changed my life.“
Front cover: Northcott unlocked Michael's confidence and supported him to realise his potential and passions. See his story on page 16. SUPPORTING CHILDREN AND ADULTS WITH DISABILITY TO DISCOVER THEIR ABILITIES AND ACHIEVE THEIR GOALS
ABOUT NORTHCOTT 2 ABOUT NORTHCOTT DISABILITY IN NSW AND THE ACT 3 Northcott is a not-for-profit disability service provider OUR SERVICES AND SUPPORTS 4 delivering services from metropolitan and regional locations WHO WE SUPPORT 6 throughout New South Wales (NSW) and the Australian Capital Territory (ACT). We work creatively and relentlessly CHAIRMAN’S REPORT 7 with each customer to unlock, discover and unleash their CEO’S REPORT 8 potential, supporting and empowering them to be the best STRATEGIC PLAN 2014-2017 10 they can be now and in the future. THE YEAR’S HIGHLIGHTS 12
Our Name SYDNEY NORTH 14 Northcott is named in honour of the first Australian-born SYDNEY SOUTH 18 Governor of NSW, Lieutenant-General, Sir John Northcott HUNTER, NEW ENGLAND, KCMG, KCVO, CB, CtStJ, who was Northcott’s Patron from WESTERN NSW 22 1946–57. ACT AND SOUTHERN NSW 26 NORTHERN NSW AND NORTH COAST 30 OUR BOARD 34 OUR PURPOSE OUR VALUES OUR EXECUTIVE 36 Build an inclusive society We strive to foster a where people can live the workplace where staff ORGANISATIONAL STRUCTURE 37 life they choose. display our values: OUR TEAM 38 • Friendly and Considerate WORK HEALTH AND SAFETY 41 OUR VISION • Committed and OUR VOLUNTEERS 42 Grow our services because Enthusiastic BUSINESS IMPROVEMENTS 44 customers choose us as • Innovative and Responsive their provider of choice. • Ethical and Courageous QUALITY AND PRACTICE 45 • Professional and RESEARCH AND EVALUATION 46 Competent GOVERNANCE 48 FUNDRAISING 50 NORTHCOTT INNVOATION 54 FINANCIAL SUMMARY 56 INVESTMENTS 60 Traditional Owners We acknowledge the Traditional Owners and custodians of the land where we THANK YOU 62 work and pay our respects to their Elders, past, present and future. MEMBERS 64 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 2015–16. They are written for Northcott’s many and varied 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 2015–16 containing the full financial statements is available from www.northcott.com.au. 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 to unlock, discover and unleash As one of Australia’s largest not-for- their potential, supporting and profit disability service organisations, empowering them to be the best we provide services from they can be now and in the future. metropolitan and regional locations throughout NSW and the ACT. Our Our customers are not numbers, OUR PATRON work is backed by more than 85 they are unique individuals. We Our Patron His Excellency years of experience and expertise will personalise our services to General The Honourable in the disability service industry. each customer’s current and David Hurley AC DSC (Ret’d), future needs and goals, every A registered NDIS provider, Governor of New South single one, to ensure their we employ close to 1,000 staff Wales, is passionate about development and growth. supporting people with and provide empowering, disability to lead fulfilling lives personalised services to over As advocates for our customers’ 13,500 people with disability, their as valued and active members inclusion, we will empower them families and carers each year. of the community. with confidence, choice and opportunity so they can live their life, as they choose, in their own way. What do we do? Northcott provides personalised OUR HISTORY and dynamic support, delivered Northcott was established by a committed team who will in 1929 by the Rotary Club optimise and maximise support and services for every customer. of Sydney as The NSW Society for Crippled Children. Our experience and expertise gives The Society was formed confidence to our customers that in response to the polio they are in trustworthy hands. epidemic and the growing Our commitment to innovation number of children left with and pushing boundaries allows the effects of illnesses such us to tackle challenges creating as polio and tuberculosis. At barriers for our customers the time, Northcott provided to reach their potential. services to children who had been isolated and excluded Northcott’s diverse range of service from the community due to offerings and strong community illness or disability. partnerships give customers easy access to the supports they need or want through a single gateway from our many locations.
2 DISABILITY IN NSW AND THE ACT
AUSTRALIA’S DISABILITY SECTOR IS CHANGING AND GROWING RAPIDLY.
The introduction of the National This is a fundamental shift in the way In NSW and the ACT, where Disability Insurance Scheme (NDIS), the sector has previously operated. Northcott operates, the prevalence now in full roll-out phase, is creating With funding directly in the hands of rate for disability is 17.5% and an open market of services and participants, people with disability 15.8% respectively.¹ These supports where children and adults now have more control over the children and adults are among with disability are at the centre of supports they receive. They also the most disadvantaged in our service delivery. hold the power to demand new and communities, experiencing lower better services. Service providers education attainment levels, higher Under the NDIS, eligible children will no longer receive block funding unemployment, lower incomes and and adults with disability receive from Government to deliver their fewer opportunities to participate in an individual plan and funding to services and supports. Additionally, their community. They are also more support them to achieve identified specialist disability services likely to experience discrimination goals. NDIS participants have greater previously provided by Government and unfair treatment because of control over their supports and are will move to the non-government their disability. able to choose the service providers sector, creating opportunities for they want to work with them. even more service providers. The NDIS is an ambitious move towards improving the life outcomes NSW represents the largest NDIS for Australians with disability and market with an estimated 140,000 building a more inclusive society. participants expected to receive Northcott is fully supportive of the funding. This is almost double the revolutionary reform. number of people with disability currently receiving funding supports. There will be more funding available, creating more jobs and more opportunities for businesses. 35.1% OF WOMEN WITH 2 NSW disability sector projections DISABILITY AND 28.1% OF MEN WITH DISABILITY NDIS PARTICIPANTS AGED 15 YEARS AND OVER HAD AVOIDED 2016 78,000 people SITUATIONS BECAUSE OF 1 2019 142,000 people THEIR DISABILITY.
FUNDING/EXPENDITURE
2016 $3.4b 2019 $6.8b 8.6% DISABILITY WORKFORCE (FTE) OF AUSTRALIANS WITH DISABILITY REPORTED 2016 30,250 people DISCRIMINATION OR UNFAIR TREATMENT 2019 59,200 people BECAUSE OF THEIR DISABILITY IN 2015-16 ¹
1. Australian Bureau of Statistics’ 2015 Survey of Disability, Ageing and Carers 2. Market Position Statement New South Wales, National Disability Insurance Agency, March 2016
3 OUR SERVICES AND SUPPORTS
COORDINATION IN-HOME AND OF SUPPORTS COMMUNITY We provide information, advice SUPPORTS and support to assist customers Our support workers assist to navigate the disability service customers with everyday system, access the right services activities in their homes EQUIPMENT AND and resolve issues. With our or when they go out. This TECHNOLOGY support, customers build their includes caring for customers confidence and skills to make overnight or while carers are We create tailored equipment decisions about their supports occupied, providing assistance and technology solutions to and control their funding. for recreational activities, assist customers to improve homework, or meal preparation, their communication and taking customers shopping, to mobility. Our Assistive appointments or accompanying Technology therapists conduct EVERYDAY them on holiday. assessments, recommend equipment and technology, LIFE SKILLS and provide training in TRAINING new equipment. We work with customers to understand the skills they want to learn, and offer a range of individual and PERSON CENTRED group training, workshops BEHAVIOUR and activities to assist with the development of these. SUPPORT With our support, customers We work with individuals, learn and develop skills to families and staff teams to participate in and undertake understand behaviour as a activities independently. communication and to develop HOUSING AND effective strategies to reduce SUPPORTED behaviours people may find INDEPENDENT concerning. Our services LIVING include Individual Behaviour We provide a range of services Support, Restrictive Practices that enable people with Authorisation Support and disability to live independently. training and workshops for Our three service types in customers, families, carers and housing or supported living staff teams. are Shared Housing, Individual Housing, and Supported Living Service. Residents are supported to learn skills, make friends and be part of their community.
4 THERAPY
Our team of fully accredited FUNDED speech pathologists, PARTNERSHIP occupational therapists, PROGRAMS physiotherapists and social We administer the Preschool workers provide therapy Disability Support Program assessments and intervention. OUTSIDE SCHOOL (PDSP) which is funded by the With funding from NSW Health, HOURS CARE NSW Department of Education. we deliver the Paediatric Spinal We provide care for children and This program supports children Outreach Service (PSOS) for young people outside school with disability or additional children under 18 who have hours and during vacation times. needs attending NSW acquired a spinal cord injury, and Our opportunities allow children community preschools. We also the Spina Bifida Adult Resource to meet others their own age, deliver the Early Links program Team (SBART) for young adults develop social skills, have fun which supports parents and with spina bifida who are and build relationships outside carers of children aged 0-8 years transitioning from paediatric to the school setting. who are seeking support for adult services. their child’s development. This is funded by NSW Department of Family and Community Services, Ageing, Disability and TRANSDISCIPLINARY VOCATIONAL Home Care. EARLY CHILDHOOD SKILLS TRAINING INTERVENTION AND EMPLOYMENT We work with young children We provide work-related skills with disability or developmental training in group or individual delay, and their parents and settings to assist customers with carers, to improve learning finding a job or volunteer work. and development capability We assist with finding relevant to ensure a smooth transition work experience opportunities to their next stage of life. SHORT BREAKS and support customers to Our multi-disciplinary AND OUTINGS get a job and discover career approach includes sessions pathways. We are a registered We provide a range of short with a dedicated keyworker Disability Employment breaks, outings and activities and relevant allied health Services provider. so people with disability can professionals. meet new people, make friends, gain new skills and discover new interests. Short breaks and social activities include skiing, camps, city breaks, going to nightclubs, music festivals and sporting events.
5 WHO WE SUPPORT
IN 2015–16, OUR SUPPORTS AND SERVICES REACHED MORE THAN 13,500 PEOPLE LIVING IN NSW AND THE ACT. THIS INCLUDED MORE THAN 5,500 CHILDREN AND ADULTS WITH DISABILITY AND THOUSANDS MORE PARENTS, SIBLINGS AND CARERS.
NUMBER OF PEOPLE WITH DISABILITY WE SUPPORTED
11/12 4,582 12/13 5,259 13/14 5,446 14/15 4,837 15/16 5,545
0 1,000 2,000 3,000 4,000 5,000 6,000
CUSTOMERS’ DEMOGRAPHICS 2015–16
METRO 54% REGIONAL 46%
MALE 64% FEMALE 36%
CHILD 59% ADULT 41%
ATSI* 9.79% OTHER 90.21%
CALD** 18% OTHER 82%
0 20 30 40 50 60 70 80 90 100
* Aboriginal and Torres Strait Islander ** Culturally and Linguistically Diverse
OUR CUSTOMERS’ AGE 2015-16
0-5 11% 6-10 20.4% 11-15 15.3% 16-20 15.6% 21-25 19.2% 26-30 6.4% 31-35 4.5% 36-40 3.6% 41+ 14%
6 CHAIRMAN’S REPORT
2015–16 WAS ANOTHER YEAR OF SIGNIFICANT ACHIEVEMENT FOR NORTHCOTT.
Our revenue growth of 24% was Looking ahead we will no doubt have an indicator that the organisation some significant challenges as the has continued to thrive, even in the NDIS transition gains momentum. lead-up to the full NDIS roll-out. While we are taking a very positive Knowing the challenges ahead it was view to the changes and the benefits very pleasing that Northcott also the NDIS will provide, we are recorded a surplus of $1.9m. cognisant of the many challenges it presents, both operationally and This growth was driven by more financially. We know, for example, customers accessing our services, there will be significant changes in particular Transdisciplinary Early in our financial position and are Childhood Intervention, Everyday preparing as much as possible Life Skills Training, and Vocational for this. Skills, and by general organic growth across Northcott of funding I would like to thank the Board for from the Department of Family another year of strong engagement and Community Services, Ageing, and support. A recently completed Disability and Home Care. assessment of the Board’s performance showed that it is As expected, this year we have been functioning very well. During the very focussed on making sure the year Nick Kennedy attended Board organisation is well prepared for meetings as an Observer through the NDIS transition. I am pleased the Australian Institute of Company to report that our preparation has Directors Observership program, stood us in good stead so far. and I would like to thank him for his We have also continued to build great contribution. our reputation in the sector and Finally, a big thank you to our CEO, with Government. Northcott is Kerry Stubbs, her executive team increasingly asked for its view on and all staff for their wonderful disability issues and our input is efforts during the year. highly regarded. This has allowed us The challenges and pressure faced to influence the direction of policy daily are significant so it is very and practice. uplifting to see the positive and We have been working on enthusiastic manner in which the building the innovation capability Northcott team are responding. of Northcott for a number of years and this focus is now really paying dividends, with increasing recognition within the sector and with customers and Government. Northcott Innovation, a Northcott MICHAEL BRIGGS subsidiary that was established CHAIRMAN last financial year, now has a list of exciting projects underway, and has made a significant impact in its relatively short life.
7 CEO’S REPORT
I HOPE THIS ANNUAL REPORT GIVES READERS SOME IDEA OF THE ENORMOUS CHANGES HAPPENING FOR NORTHCOTT AND THE PEOPLE WE SUPPORT IN THE CURRENT ENVIRONMENT.
NDIS readiness Focussing on quality In 2015–16 Northcott operated in Northcott has a proud history of three different stages of National more than 85 years of quality service Disability Insurance Scheme (NDIS) provision. We are determined transitioning. In the Hunter and ACT to continue that tradition in the trial sites, we supported customers changing environment, and have who had already transitioned, with instituted a range of process some on their second and third NDIS changes, reporting frameworks plans. In Nepean Blue Mountains, and education to ensure we we began working with existing and understand what makes a high new customers under the age of 18 quality service and how to deliver who transitioned in that year. Across this in a consistent manner to meet the rest of Northcott, we worked individual customer need. We have with customers who were preparing also looked closely at the evidence to transition from 1 July 2016 or given to the Royal Commission into 1 July 2017, while also continuing Institutional Responses to Child to meet our obligations for service Sexual Abuse and worked with the delivery under various government NSW Ombudsman to continue to contracts. improve the safety of our service provision to customers and meet This unique situation posed obvious our legal and ethical obligations for challenges and complexities for mandatory reporting and prevention our teams. However, it has been of abuse. Northcott has been invaluable in refining and improving asked to participate in a number of our systems and processes to better initiatives as a leader in this field. support the NDIS, while continuing to deliver quality services and assist We also continue to invest in customers transition to the new way evaluation and research, to ensure of doing things. we are building services that meet real need and provide measurable While all this has happened, we outcomes against customer goals. have also grown our services and customer numbers outside the Concentrating on customers NDIS through the provision of This year we have used our innovative and accessible services experience in co-design and customer and programs. experience research to introduce some new services and review those we currently provide. We are moving our language and our rationale from what we think we provide to what our customers are buying. This has involved some very exciting rethinking of what we do and how we do it, across the whole organisation.
8 Growing staff Emphasising diversity Looking ahead We are growing staff both in As an organisation that concentrates Northcott has a legacy of strong numbers and in skills. We are well on the aspirations and goals of community and philanthropic aware that Northcott is only as good each individual customer, we support. In the changing disability as the staff who work here, and that must also be aware of the specific landscape, support from our for customers, their key relationships characteristics and needs of groups partners and donors remains critical. are with the staff who support them. in the community who form part of It assists with the diversity of our That means the women and men our customer base. service delivery and allows us to who work for Northcott must share invest in pushing boundaries to our values and are given support and To that end we have specifically create innovative solutions to meet opportunities to meet the needs recognised the rights and our customers’ aspirations and of customers. requirements of our nation’s First needs. I thank all the supporters Peoples through our Reconciliation and partners of Northcott for their During the year we embarked on an Action Plan (RAP), which has now ongoing commitment and support. ambitious recruitment drive to meet moved to a stretch RAP. This current and projected demand for updated plan will push us further Over the coming 12 months, we our services under the NDIS. The to develop and enhance our expect more change and challenge goal is to reduce our reliance on connections with Aboriginal and as the NDIS rolls out for 60% of our external providers and employ our Torres Strait Islander communities, current customer base. With the staff directly, so that they embody to better serve our customers from guidance of our Board of Directors, the services we want to deliver. We these backgrounds. the skill and commitment of our also recruited from our experienced managers, the passion and care of workforce a team of Individual We have also made strides in our skilled staff, and the support and Plan Advisors, who will support improving our provision of services feedback from our customers, I am our customers in the pursuit of to various culturally and linguistically confident we have the settings right their goals, and in the planning and diverse (CALD) communities, and to meet those challenges. I thank delivery of our NDIS supports. are very pleased to have made some all staff for their hard work in these small steps in assisting refugee challenging times. Collectively, we children and adults with disability to make Northcott unique and strong be better able to access as an organisation, fully committed the community. to empowering people with disability.
KERRY STUBBS CEO
9 NORTHCOTT STRATEGIC PLAN 2014-2017
WE WANT TO BUILD AN INCLUSIVE SOCIETY WHERE PEOPLE CAN LIVE THE LIFE THEY CHOOSE. AS ADVOCATES FOR OUR CUSTOMERS’ INCLUSION, WE WILL EMPOWER THEM WITH CONFIDENCE, CHOICE AND OPPORTUNITY SO THEY CAN LIVE THEIR LIFE, AS THEY CHOOSE, IN THEIR OWN WAY.
OUR GOALS FOR 2014-2017
TO MAKE OUR SERVICES WE WILL MAKE SURE EVEN BETTER AT GIVING ALL OUR SERVICES ARE PEOPLE WITH DISABILITY HIGH QUALITY AND HAVE EQUAL RIGHTS CLEAR POLICIES
TO WORK WITH OUR CUSTOMERS AND THE WE WILL DO COMMUNITY TO IMPROVE MORE RESEARCH DISABILITY SERVICES IN NSW/ACT
WE WILL PROVIDE TO PREPARE OUR STAFF MORE TRAINING FOR FOR THE FUTURE OUR STAFF
TO MAKE NORTHCOTT WE WILL IMPROVE BECOME EVEN STRONGER HOW WE MAKE AND MORE SUCCESSFUL IN DECISIONS THE FUTURE
10 WE ARE ALWAYS
FRIENDLY CREATIVE AND PROFESSIONAL AND CARING QUICK TO AND DO WHAT RESPOND WE SAY WE WILL DO
DEDICATED AND FAIR AND KEEN TO HELP HONEST
WE WILL MAKE SURE WE WILL SEE MORE ALL OUR SERVICES AND CUSTOMERS IN CUSTOMERS ARE READY MORE AREAS OF FOR THE NDIS NSW AND THE ACT
WE WILL WORK WITH THE WE WILL ATTRACT GOVERNMENT AND PEOPLE NEW CUSTOMERS THAT INFLUENCE THEM TO AND KEEP CURRENT MAKE GOOD DECISIONS FOR CUSTOMERS PEOPLE WITH DISABILITY
WE WILL LOOK AT DIFFERENT WAYS THAT WE WILL IMPROVE OUR WE CAN RUN OUR REPORTING SYSTEMS SERVICES
WE WILL FIND NEW WE WILL IMPROVE WAYS TO RAISE AND OUR TECHNOLOGY MANAGE MONEY
11 2 FEEL THE VIBE SEXUALITY AND DISABILITY EXPOS
SEXUALITY AND RELATIONSHIP POLICY $64.6M DEVELOPED IN OPERATING REVENUE THE YEAR’S HIGHLIGHTS
250+ NDIS CUSTOMERS $3.97m AS AT 30 JUNE 2016 IN TOTAL FUNDRAISING REVENUE
STRETCH No. 6 RECONCILIATION ON THE 2016 ACTION PLAN GIVEEASY ENDORSED BY INNOVATION RECONCILIATION INDEX AUSTRALIA
12 5,500+ CUSTOMERS WITH 970+ DISABILITY STAFF
THE YEAR’S HIGHLIGHTS
KERRY STUBBS, NORTHCOTT CEO 2,000+ NAMED IN PRO BONO PARTICIPANTS AUSTRALIA’S ADVOCATED FOR IMPACT25 INCLUSION AT WALK WITH ME EVENTS
ONLY NFP CUSTOMERS AND - AND 22nd - CEO INTERVIEWED IN BRW’S MOST ON SBS TV’S INSIGHT INNOVATIVE ABOUT SEXUALITY COMPANIES AND DISABILITY OF 2015
13 SYDNEY NORTH
SITES 9
1 PARRAMATTA 2 SEVEN HILLS 3 MONA VALE 4 WYONG 5 HORNSBY 6 CHATSWOOD 7 PENRITH (2) 8 SPRINGWOOD 4 5 3 7 8 2 6 1
1,500+ CUSTOMERS WITH DISABILITY
Creative Vibes - Shine 2015 Speed dating and positive relationships In December 2015, we supported customers from our We hosted our first ever Speed Dating Night in June Life Skills program to organise and host a three-day in Parramatta with 13 attendees. The concept was public art exhibition featuring works of art, woodwork, developed following customer requests for activities film and music. The event, which included a pop-up cafe for people with disability to meet each other. The night operated by participants, was held in Parramatta Town gave single people the opportunity to meet others Hall and showcased the creative and artistic skills of and practise dating skills in a supported environment. people with disability. Coinciding with the International Attendees mentioned they would come to another night Day of People with Disability, the event gave participants as it was a great way to meet new people. an opportunity to share their creative expression with the community, sell their pieces of work and realise their Workshops on building positive relationships and dating potential as active participants in their community. were also delivered to 43 customers from our Life Skills and Transition to Work programs in Parramatta and Hurstville. We learnt that relationships is an area many customers are interested in receiving support and realising their potential.
“The Speed Dating night was a fun experience, getting to know new people, who I wouldn’t have had the chance to meet.” - Participant
14 100 2 850+ NDIS CUSTOMERS IN NEW OFFICES - NEPEAN BLUE MOUNTAINS CHATSWOOD WALK WITH ME PARTICIPANTS AND SEVEN HILLS 20 130+ HIGH SCHOOL PEOPLE AT NEW MINDFULLNESS STUDENTS COMPLETED FEEL THE VIBE PROGRAM DELIVERED IN NEW LIFE AFTER SCHOOL PENRITH VOCATIONAL SKILLS PILOT PROGRAM
NEW THERAPY PARTNERSHIP IN LITHGOW WITH LIFESPAN 10% OF INDIVIDUALS IN THE NEPEAN BLUE $129k MOUNTAINS THAT HAVE IN GRANTS FOR 15 PROJECTS TRANSITIONED TO THE TO PROMOTE INCLUSION NDIS ARE PURCHASING 88% AT LEAST ONE SERVICE OF PENRITH VOCATIONAL FROM NORTHCOTT SKILLS CUSTOMERS STAYED WITH US AFTER THEIR NDIS TRANSITION
Northcott Minecraft Club Working with refugees With support from the Allens Charity Committee, We held our first Minecraft Day during the April school Northcott occupational therapists, in partnership with holidays after identifying a service gap for younger the NSW Refugee Health Service, began assessing customers. The event brought together children with refugees with disability and providing equipment from similar interests who were able to learn from each the Northcott Equipment Service loan pool. The first other while having fun playing a game they all enjoyed. recipient of our support under this arrangement was One boy had so much fun he decided to also attend a Iraqi refugee, Sahri Mashin. Before escaping war torn Northcott Sport and Recreation Camp, something he Iraq, Sahri suffered a stroke and acquired a disability had never done before. Following the success of this that has affected his speech and mobility. Within a few holiday activity, we established the Northcott Minecraft days of arriving in Australia, Sahri’s mobility needs were Club. The Minecraft Club provides children with a group assessed by Northcott and we were able to provide him activity where they are able to build confidence, expand with his own wheelchair to enable him to settle more their social networks and form new friendships so they comfortably and independently into his new community. can become the best they can be. Through this initiative, we supported more than 200 refugees with disability to discover their potential in their new home.
15 DISCOVERING PASSIONS
For students like Michael, who lacked social skills and confidence throughout school, transitioning from high school to adulthood can be tough. Michael has high functioning autism and at school he found it hard to fit in.
“Back in high school, I was what you would call the classic wallflower. There was a big wall blocking me from all other opportunities. I didn‘t have the courage to speak out to other people and I didn‘t know how I was going to fit in,“ says Michael, who is now 22 years old.
“Northcott‘s Transition to Work program made a big difference. With Northcott‘s support, I‘m now outgoing with other people. I‘ve grown up and have more confidence. Sometimes I think…‘Am I really that person who would sit back at school all the time’?“
Michael was connected to Northcott through his teacher, Maureen Croyle, who noticed he needed some extra assistance after high school.
“I‘m very glad that Maureen suggested Northcott because I don‘t think there would be any other service that would do as good a job as what Northcott did for me. Instead of focussing only on employment, they also focus on skills and building up your independence, confidence and social skills, which is very good for me. I have learned a lot from Northcott.“
With Northcott‘s support, Michael gained his forklift and warehouse licences and completed work experience placements with Baxters Pharmaceuticals, Big W and Bunnings.
“Bunnings was where I really wanted to work. I first started in the nursery department in May 2014 doing work experience for about six months. I was offered a part-time job in October 2014 and now I‘m working full-time,“ he says.
Getting a job is one of Michael‘s proudest achievements, along with getting his driver‘s licence and pursuing his passion for photography.
“I‘m still breaking down an invisible wall, but thanks to Northcott I‘m now more outgoing and enjoy being out there doing things I love.“
Northcott‘s Transition to Work gave Michael the confidence and skills to do things he loves.
16 17 SYDNEY SOUTH
SITES 9
1 CAMPBELLTOWN (2) 2 CASULA 3 HURSTVILLE 4 ROSELANDS 5 WOLLONGONG 6 OAK FLATS (2) 7 NOWRA
3
2 4 1 5 6
7 1,100+ CUSTOMERS WITH DISABILITY
Working with Aboriginal communities Our Campbelltown Office has a strong relationship With Northcott’s support, the funding provides group with the local Aboriginal community, developed over and one-to-one support to 13 students who access time through our successful Macarthur Yarning Circle the school, and their carers. Respite packages give the and Tharawal Aboriginal Play Links playgroup. Our staff children the opportunity to access services and support ensure activities, supports and services we provide outside the school. In 2017, this funding will enable to this community are empowering, respectful and students and their carers to attend the Aboriginal Dance culturally appropriate. Festival in Far North Queensland, a significant biennial celebration of Aboriginal culture. Our South Eastern Sydney team received Aboriginal Flexible Respite funding from the Department of Family With generous support from the Vincent Fairfax and Community Services (FaCS) to support students from Family Foundation, Northcott has also been working Jarjum College in Redfern, and their families. Jarjum in partnership with Jarjum College to support 17 College supports young Aboriginal and Torres Strait children to enhance their learning skills and educational Islander students who experience challenges within development. A Northcott speech therapist and mainstream learning environments. occupational therapist support the children and their teachers to develop individual learning plans and develop practical strategies to improve the students’ reading, comprehension and other language skills. The partnership has been a major success.
18 40 7 17 EXTERNAL THERAPISTS CUSTOMERS SUPPORTED TO SPORTS CLINIC SESSIONS TRAINED BY OUR MOVE INTO INDEPENDENT RUN IN ILLAWARRA SPECIALIST THERAPISTS LIVING SITUATIONS Soccer, Tennis, Basketball, Cricket
FLEXIBLE 350 AWARD- RESPITE PEOPLE ATTENDED WINNING SUPPORT FOR WALK WITH ME TO CAMDEN 13 INDIGENOUS RAISE AWARENESS SUPPORTED STUDENTS AT ABOUT DISABILITY PLAYGROUP JARJUM COLLEGE
$99k IN FUNDING TO 9 100% PROJECTS TO GROWTH IN FLEXIBLE PROMOTE INCLUSION RESPITE PACKAGES Illawarra/Shoalhaven
NEW 2 NEW OFFICE IN COMMUNITY 1 HURSTVILLE PARTNERSHIPS 866%
GROWTH IN INDIVIDUAL PACKAGES Illawarra/Shoalhaven
As Fran McCarthy, the school's principal notes: “The small crucial steps each child is making is reflected in increased 2016 academic skills, as well as improved behaviour and positive engagement with the community.” 56 Illawarra Sports Academy 2015 In the Illawarra, we developed and implemented a 34 Sports Academy for Early Start customers and their siblings. This is designed to introduce children with disability (and their families and carers) to mainstream ILLAWARRA sports, such as soccer, tennis and cricket, so they can VOCATIONAL SKILLS: 61% growth build their confidence to participate in an activity through mainstream sporting clubs. Our aim is to provide a stepping stone for the children to access mainstream sports. Regular attendees at the clinics have discovered and learnt new sporting skills and will be supported to transition to mainstream sports.
19 SUPPORTING CHILDREN’S DEVELOPMENT
Becoming a mum at 21 years old was overwhelming for Kelly. Discovering support through the Northcott and Tharawal Aboriginal Supported Playgroup increased her confidence, introduced her to new friends and strengthened her bond with her daughter Jameka.
“When Jameka was born, I had no male support. It was only me and my mum. We went through some hardship in the first year or so, but we’ve pulled out the other end now,” says Kelly, who suffers from depression and anxiety.
When Jameka was nine months old, Kelly joined Tharawal Aboriginal Play Links Supported Playgroup, a collaborative partnership between Northcott and Tharawal Aboriginal Corporation. Diagnosed with post natal depression, Kelly was admitted to hospital at risk of suicide and recovering from a drug addiction. Belonging to the playgroup meant she felt supported to properly care for her daughter.
“Play Links connected me with other mums in the community, and built my self-confidence as a new mother. It also linked me up to other support organisations. At the playgroup, families feel they have a safe place to yarn and share stories, the good and the bad.”
Attending the weekly playgroup has also supported Jameka’s early development. “Playgroup has really been good for Jameka’s development and social skills. I don’t think she would be where she is today if I didn’t have that connection with the playgroup. For me, I’ve got more presence about myself these days. I’m not so shy. I’ve spoken out more in the community and I’ve learnt to cope with my mental illness. I’ve even gone back to work and I’m studying,” Kelly says.
“With Jameka getting ready for school next year, everything is slowly laying out the way I want it to. The playgroup has been essential for my wellbeing over the last couple of years. If I didn’t have them, I don’t know what I would do.”
Kelly (left) and her daughter Jameka (middle) have grown in leaps and bounds thanks to support from Northcott staff member Tamika and the Tharawal Aboriginal Play Links Supported Playgroup run jointly with Northcott.
20 21 HUNTER, NEW ENGLAND AND WESTERN NSW
6 SITES 6
1 MAYFIELD 5 2 TAREE 3 DUBBO 4 4 TAMWORTH 5 NARRABRI 2 6 MOREE 3
1
700+ CUSTOMERS WITH DISABILITY
Community Inclusion Program Telepractice therapy service We continued to support five customers to participate To support our Transdisciplinary Early Childhood in the National Disability Services (NDS) Community Intervention Service, we introduced a new telepractice Inclusion Program. Our Life Skills program in Tamworth service in Taree. Keyworkers and families based in Taree was selected as one of 11 projects for this initiative. can now link remotely via special video/audio equipment As part of the project our customers have worked to specialist therapists in our Parramatta office who with their inclusion workers and mentors to enhance provide targeted support for the family. This provides opportunities for inclusion in their local communities. a range of benefits to families and regional keyworkers Two of the participants, Mitch and Steve, made a short including access to therapy support which may not have film about their projects, which was presented at the been previously available in remote or regional areas. National Disability Services (NDS) NSW State conference in February. Beach communication boards Through a new partnership with Lifesaving NSW in Newcastle, we developed innovative communication boards for beach goers and lifesavers. Aimed at improving communication between lifesavers and people who find communication difficult, the boards display visual images to communicate concepts like “stay still”, “I’m ok”, ‘I’m in pain”, or for international tourists, “that’s a blue bottle!”.
22 $273,151 IN NEW ADHC FUNDING TO PROVIDE 45 SUPPORTS TO CUSTOMERS IN DUBBO
CONNECTED WITH 45 ELDERS AT RECONCILIATION WEEK LUNCH 30 Up from 6 previously NEW SUPPORT WORKERS
WE SUPPORTED A GROUP OF TEENAGE GIRLS TO ATTEND A SYDNEY CAMP 500+ PEOPLE AT WALK WITH ME 5 CUSTOMERS SUPPORTED IN DUBBO, MOREE FOR THE COMMUNITY AND TAMWORTH INCLUSION PROGRAM IN TAMWORTH
NDIS CUSTOMERS 1st 45 SUPPORTED $120k IN THE IN GRANTS AWARDED HUNTER TO 11 PROJECTS FEEL THE VIBE EVENT PROMOTING INCLUSION HELD IN NEWCASTLE
OF THE 300 ACT 70% NOW CONFERENCE MT HUTTON IS ATTENDEES WERE NORTHCOTT’S FIRST FROM ABORIGINAL ACCOMMODATION OR TORRES SERVICE TO TRANSITION STRAIT ISLANDER TO NDIS BACKGROUND
23 DELIVERING INNOVATIVE SERVICES
Six-year-old Thomas has severe autism and is non-verbal. New people and situations can be extremely distressing for him. Before his mother Georgina was referred to Northcott‘s Transdisciplinary Early Childhood Service, the family was struggling and needed support.
“We started with Northcott about a year ago. Tracy, our keyworker is just amazing. Thomas has improved so much,” says Georgina.
Through Northcott‘s Transdisciplinary service, families are linked with a keyworker who works directly with them and their child to identify needs and supports that will assist with early development. The keyworker connects the family with other allied health specialists as required.
For customers like Georgina, who lives in a regional area, occupational therapists and speech pathologists can be hard to find, or often change regularly.
“Before Northcott, almost every time Thomas had a session, he was confronted with a stranger. That was really distressing for him,” Georgina says.
Northcott‘s telepractice service connects regional customers with therapists in Sydney who provide a consistent and high quality service. Customers and therapists are linked via video conferencing equipment in the customers‘ home or another comfortable setting. Our therapists observe the child and provide support and guidance for the parents and keyworker, specifically targeted at the child and family‘s needs.
For Thomas and Georgina, being able to connect with the same occupational therapist through the telepractice sessions has been crucial for his development. Being able to hold the sessions in a setting where Thomas is comfortable has also significantly improved his behaviour.
“The video sessions offer a level of continuity and control that works for Thomas and us. He is used to the equipment and because the routine is the same, even if the therapist changes, it won‘t be so distressing for him and we all get a better outcome,” says Georgina.
“For Thomas, the potential for growth and development [through the telepractice sessions] is huge.”
Using our telepractice service, our Taree Keyworker, Tracy (left) links Tony (second from left), Georgina (right) and Thomas (front) with therapists like Rania who are based in Sydney and can offer specialist expertise and support.
24 25 ACT AND SOUTHERN NSW
SITES 3
1 BELCONNEN 2 QUEANBEYAN 3 WAGGA WAGGA
3 2 400+ 1 CUSTOMERS WITH DISABILITY
Teen camp CASS integration We supported six teenage girls from Wagga Wagga Wagga Wagga’s Community Access Support Service to attend Northcott’s first Sydney City Camp. The girls (CASS) was acquired by Northcott on 1 July 2015. The travelled to Sydney with two support workers and decision to become part of Northcott was unanimously over three days visited sites around Sydney with other agreed by the Board of CASS in 2014 in response to young Northcott customers. The trip gave the girls the new funding and operating environment of the the chance to meet others their age, build their social NDIS. The Board of CASS felt the best way to ensure skills, participate in new activities and experience some their customers continued to thrive from the services independence from their families. they provided was to become part of another larger organisation. Northcott was chosen as the successful “The camp was so fun in Sydney. My favourite part was partner because the CASS Board felt our values aligned going on the rollercoaster with staff and my new friends with theirs. In July, 21 CASS customers and nine staff that I met there.” - Chloe, 13 joined Northcott. In addition to supporting these former CASS customers with a smooth transition to our services, since the acquisition we have seen a steady increase in other new customers choosing Northcott. To support the integration of former CASS staff into our workforce, we also improved training and employment opportunities for staff.
26 600% GROWTH IN OUR QUEANBEYAN LIFE SKILLS AND TRANSITION TO $114k WORK PROGRAMS GIVEN IN GRANTS FOR 14 74 PROJECTS ENABLING INCLUSION
20
GROWTH IN FLEXIBLE RESPITE PACKAGES IN THE MURRUMBIDGEE 5 NEW LIFE SKILLS AND TRANSITION TO WORK PARTNERSHIPS IN QUEANBEYAN 5
ACCOMMODATION CUSTOMERS SUPPORTED TO BUILD 650 INDEPENDENCE PEOPLE ATTENDED WALK WITH ME WAGGA WAGGA
THANK YOU WAGGA WAGGA FUNDRAISING COMMITTEE FOR RAISING ALMOST 55 $20,000 FOR US! NEW CUSTOMERS We used the money for outdoor furnishings, JOIN NORTHCOTT ACT gardening and sporting equipment.
27 ENABLING FIRST JOBS
John never thought he would find a job, so when the 27-year-old landed work experience and then his first paid job, everyone in his family was over the moon.
“I’d wanted to find a job since the time I left school. In April this year, I finally got one! Before I got the job, I was bored and sat around a lot even though I wanted to be busy at work,” says John.
John has an intellectual disability and has not mastered the skills yet to read and write. With support from Northcott, he discovered his passion and skill for working with wood.
“Siemie from Northcott has given me skills and confidence to introduce myself to people. She put me in touch with the local Men’s Shed and I teamed up with a volunteer from Northcott who taught me how to make possum boxes and bird houses.”
With his new woodworking skills, Northcott supported John to find work experience at a local timber door and window frame maker.
“It was good to learn how to do new stuff. I made new friends, learnt new skills and felt part of a team. After a few months, the business owner, Tony, had a chat with me and said I’m a good worker. I felt happy and then even better when Tony told me he wanted me to work for him and get paid for it,” John says.
John now works Wednesdays and Thursdays in the timber workshop. He’s also busy outside of work, training with the local rugby union team, watching NRL and singing in the local choir.
“My family is happy that I have a job. My mum said she was proud and my dad said ‘Congratulations!’ It has made me happy too because I never thought I would get a job. When I go to work on Wednesdays and Thursdays, these are some of my favourite days of the week. Now I’m saving up for a holiday on a cruise.”
With Northcott›s support, John (middle) discovered a passion and skill for working with wood — and has now landed a paying job in the industry.
28 29 NORTHERN NSW AND NORTH COAST
3
2 SITES 4
1 COFFS HARBOUR (2) 2 BALLINA 1 3 TWEED HEADS
650+ CUSTOMERS WITH DISABILITY
Working with Aboriginal communities Our staff regularly travelled to Grafton to connect In Kempsey, we strengthened ongoing connections with with the local Aboriginal community and build new the Booroongen Djugun and Dunghutti communities relationships with Elders, families and other service through a number of events and activities to support the providers in the area. This face-to-face contact is local community and support their preparation for the important for strengthening our partnerships and NDIS. We have also made a number of contacts with local building trust with these customers. Elders in the Coffs Harbour area and have been invited to sit on the Coffs Harbour Elders Interagency Committee, On the Mid North Coast, we continued to work with a significant step forward in connecting with this part of many different Aboriginal communities to prepare the community. them for the changes the NDIS will bring. Current block funding allows for flexibility to spend time developing relationships with the community, families and the Elders, however in an individualised system these relationships will be more difficult to develop and maintain.
30 4 NEW THERAPISTS: TWO OCCUPATIONAL AQUA ABILITY SWIM THERAPISTS, A SPEECH CLINIC FOR 9 CHILDREN PATHOLOGIST AND A PHYSIOTHERAPIST
EFFECTIVE RELATIONSHIPS WITH ABORIGINAL COMMUNITIES
NEW NETWORKS NEW OFFICE WITH SCHOOLS AND IN TWEED PAEDIATRICIANS 1 HEADS
STRONGER PARTNERSHIP WITH BALLINA COMMUNITY HEALTH TO DELIVER DISABILITY SUPPORT
Early Links Aqua Ability program Our Early Links staff member and Community Some children experienced sensory issues and others Development Officer in Coffs Harbour partnered to had reduced mobility along with very little or no develop the Aqua Ability program for young children communication. Together, parents and the instructor unable to swim. The program targeted families worked to support the children to overcome sensory concerned about how their child would integrate in issues in the surrounding environment. At the end a mainstream swimming class and how instructors of the program, all the children had learnt skills to would navigate their child’s additional needs. The transition into mainstream swimming lessons. aim was to teach the children water safety and awareness in a ‘disability-friendly’ environment.
The program offered 10 half-hour lessons delivered over five weeks to nine children. The skilled swim teacher worked closely with the Early Linker and parents to deliver an incisive, quality program.
31 SUPPORTING POSITIVE FUTURES
Samantha used to be very shy and lack self-confidence. While she had lots of ideas about what she wanted to achieve, she felt uncertain about her future until she found Northcott.
Support from Northcott gave Samantha the confidence to study at TAFE, undertake work experience and start applying for jobs.
“I was very shy when I first started with Northcott. Although I had lots of different ideas of what I wanted to do, and I’ve always liked to go out and make decisions for myself, I often needed encouragement to do things,” says Samantha, who has spinal muscular atrophy.
Northcott offered one-on-one support tailored to Samantha’s goals and gave her the self-belief she needed to boost her confidence, realise the opportunities available and empower her to make them a reality.
“Northcott has given me confidence to try new things like applying for jobs and becoming a better advocate for myself.”
With new-found assurance, Samantha started her own online business as a consultant for Jamberry Nails and in 2016, started working as a receptionist for a healthcare equipment provider. This is her first paid job. Landing this role unleashed greater self-belief in Samantha.
Samantha has also discovered a new love of independent travel. With a support worker, she recently visited Noosa in Queensland to relax and have fun.
“I enjoyed being able to give my mother and sister a break. It was great to know that I could go away without mum. Now I’m planning another short holiday without immediate family support and my goal is to travel to three different places by June next year.
“I’m also working on becoming more independent in my job. I’m happy that Northcott has enabled me to become more confident in getting what I need and want.”
Tailored individual support from Northcott gave Samantha (middle) the confidence to try new things including finding a job and making work friends.
32 33 OUR BOARD
1 MICHAEL BRIGGS 4 RICHARD BLAIKLOCK 7 JEYAN JEEVARATNAM Chairman B Comm MBA B Eng (Hons 1) MBA M Eng Sc MAICD B Comm ACA AGIA MBA Director since 2003 Director since 2012 Director since 2003 Richard is Chairman of the Baresque Jeyan is the Chief Growth Officer for Michael is a Business Advisor and Australia Pty Ltd group and affiliated Avanade APAC and was previously Investor. He is the Chairman of Antec companies. Managing Director of Avanade Australia, Engineering Pty Ltd and Guided • Chair, Nomination Committee Managing Director of AT&T Australia Knowledge Pty Ltd and a Director of • Chair, Remuneration Committee and NZ and held senior executive roles Northcott Innovation Ltd. He is also an at IBM. He is a Director of the Australian Advisory Board Member of Anytime Information Industry Association (AIIA), Fitness Group and The Collective 5 NICK CARDNO and a Member of the Australian Institute Wellness Group. Michael has been MA (Hons) CA MAICD of Company Directors and the World Chairman of Northcott since 2009. Director since 2013 Presidents Organisation (WPO). • Finance and Properties Committee Nick is a Partner of the accounting • Nomination Committee firm Ernst & Young as well as a 8 ANDREW MANSOUR • Remuneration Committee Director of Ernst & Young Transaction B Ec LLB (Hons) Advisory Services Ltd. He is also a Director since 2010 2 TONY ABRAHAMS Member of the Institute of Chartered Andrew is a Partner at commercial law Accountants of Scotland, the Institute B Com (Hons) firm, Allens, and is head of the firm’s of Chartered Accountants in Australia LLB MPhil (Econ) MBA MAICD Power & Utilities Sector. Director since 2010 and the Australian Institute of Company Directors. Tony is the co-founder and CEO of 9 DEBRA RICHARDS Access Innovation Media (Ai-Media), an • Chair, Finance and Properties BA (Lib Studies) Grad Diploma (Arts) organisation that provides media access Committee MA MAICD solutions for people with disability, and Director since 2012 speech-to-text solutions for education, 6 CHRISTOPHER JANSSEN Debra is the CEO at Ausfilm government and corporate clients. He MB BS (Sydney) MBA (IMD) FAICD (International Inc) and a Director of is a Rhodes Scholar and a Member of Director since 1986 the Communications & Media Law the Australian Institute of Company Christopher is the Founder and Association and the International Directors (MAICD). In 2013 Tony was Managing Director of GPC Electronics Institute of Communications. She is named a Young Global Leader by the and affiliated companies. He is also also Deputy Chief Adjudicator of the World Economic Forum. a Director for The Warren Centre for Alcohol Beverages Advertising Code • Nomination Committee Advanced Engineering Ltd at The Adjudication Panel and Member of • Remuneration Committee University of Sydney, on the Advisory the Australian Institute of Company Board of Centor Holdings Pty Limited Directors. 3 KIRSTEN ARMSTRONG and a Warden at St Andrew’s Anglican Church, Wahroonga. He is a registered M.Ec M.PH FIAA 10 DR ROB SILBERSTEIN (non-practising) Medical Practitioner and Director since 2013 MB BS MHL LLB (Hons 1) a Fellow of the Australian Institute of Kirsten is the Director of Knowledge MIP GDLP FIPTA Company Directors. & Innovation and Acting Director Director since 2009 • Finance and Properties Committee of Programs for the Fred Hollows Rob is the founding Principal of Foundation. She is a Director of Three Silberstein & Associates legal services Rivers Consulting, a Fellow of the firm. He is also Chairman of the Board Institute of Actuaries of Australia and of Mobility 2000 (Australia) Limited, a a Member of the Australian Council not-for-profit charitable organisation for International Development’s developing technologies for people Development Practice Committee. with disability, as well as a Director of She is also a former Partner of Northcott Innovation Ltd. Rob has been PricewaterhouseCoopers. a customer of Northcott since his • Finance and Properties Committee early childhood.
34 11 KERRY STUBBS BA (Hons), MA (Hons), GC (Writing), MAICD Director since 2008 Kerry is the Managing Director and CEO of Northcott. She is a Director of The SpineCare Foundation Ltd, the CRC for Water Sensitive Cities, Northcott Innovation Ltd and AsOne Therapy Ltd. Kerry is also the Chair of the National Accreditation Authority for Translators and Interpreters Ltd and a Member of 1 2 3 the Finance and Investment Committee for the Western Sydney University Board of Trustees and the Australian Institute of Company Directors. In 2007, Kerry was named NSW IBM Community and Government Award winner in the Telstra Business Women’s Awards. • Finance and Properties Committee • Nomination Committee • Remuneration Committee
12 JOHN SURIAN BA (Econ) G.DipAppFin 4 5 6 (Sec Inst) F Fin. Director since 2000 John is the Licensee and Principal of Raine & Horne Parramatta and Raine & Horne Commercial Parramatta, a firm that has been respectively engaged in the sale, leasing and property management in the broader metropolitan area of Sydney and Parramatta since 1976. John is also a Licensed Business Broker and Auctioneer and provides property advice including site consolidation, acquisitions and project management. 7 8 9 • Finance and Properties Committee
10 11 12
35 OUR EXECUTIVE
1 KERRY STUBBS 2 LEE CARPENTER 4 DAVID LONG Chief Executive Officer Director of Operations General Manager, People and Culture Kerry was appointed CEO of Northcott in Lee joined Northcott in 2008. As Director David has responsibility for Northcott’s 2008. She was previously the Executive of Operations, Lee is responsible for strategies that ensure we attract and Director of St Vincent’s Hospital and the delivery of services to Northcott’s retain the right people, and that they Sacred Heart Hospice. Kerry sits on the customers. In addition, Lee oversees are equipped to meet our future needs. board of several organisations, including the following support functions to David joined Northcott in 2012 and the SpineCare Foundation Ltd, the CRC ensure their effectiveness for the has more than 25 years’ experience for Water Sensitive Cities, Northcott business - customer engagement, in human resources management. He Innovation Ltd and AsOne Therapy Ltd. business support, business analysis and has worked across various industries She is also the Chair of the National infrastructure. Lee has a background in in the public and private sectors for Accreditation Authority for Translators finance and previous experience in the organisations including the Roads and Interpreters Ltd and a Member of health sector, including roles in leading & Traffic Authority, the TAB and St the Finance and Investment Committee hospitals in Australia and the UK. Vincents & Mater Health Sydney. for the University of Western Sydney Board of Trustees and of the Australian 3 TRACEY GLEESON 5 LIZ FORSYTH Institute of Company Directors. In 2007, General Manager, Operations Support General Manager, Kerry was named NSW IBM Community and Specialist Services Customer Experience and Government Award winner in the Tracey has more than 20 years of Liz came to Northcott in 2008 with a Telstra Business Women’s Awards. experience in the disability sector social work background. In recent years and joined Northcott in 2010. She is she has been instrumental in preparing responsible for Northcott’s Specialist the organisation for the introduction Services, including Therapy, Behaviour of the National Disability Insurance Support and Accommodation, and Scheme (NDIS). As head of the Customer for setting practice standards and Experience Group, Liz is now responsible monitoring quality and safety across for Northcott’s NDIS transition and the organisation. readiness, customer engagement, research and insights, and sales strategy and marketing, including branding, product design and communications.
6 RUTH CALLAGHAN General Manager, Stakeholder Relations Ruth joined Northcott in 2015 with substantial experience over the last 10 years as a CEO and senior executive in the government and non-government sectors. As General Manager Stakeholder Relations, Ruth is responsible for government relations and tendering, 1 2 3 research and evaluation, fundraising and contracts and projects that are not funded under the National Disability Insurance Scheme. She holds a BA (Hons) from the University of Sydney and a MA (Policy Studies) from the University of NSW. Prior to joining Northcott, Ruth developed and led major change and strategic policy, funding and service delivery initiatives in disability services, early childhood regulation and funding.
NB: At the time of publication, the position 4 5 6 of Chief Financial Officer was vacant.
36 ORGANISATIONAL STRUCTURE
NORTHCOTT MEMBERS
NORTHCOTT SPINECARE INNOVATION FOUNDATION
NORTHCOTT ASONE BOARD COMMITTEES THERAPY
CHIEF EXECUTIVE OFFICER
GENERAL MANAGER, GENERAL GENERAL GENERAL CHIEF DIRECTOR OF OPERATIONS MANAGER, MANAGER, MANAGER, FINANCIAL OPERATIONS SUPPORT & PEOPLE & CUSTOMER STAKEHOLDER OFFICER SPECIALIST CULTURE EXPERIENCE RELATIONS SERVICES • • • • • • • • • • • • • • • • • • • • OPERATIONS BUSINESS SUPPORT & REGIONAL MANAGEMENT SERVICES CLINICAL & SPECIALIST QUALITY & PRACTICE VOLUNTEERS DEVELOPMENT ORGANISATIONAL WORK HEALTH & SAFETY HUMAN RESOURCES INNOVATION CUSTOMER RESEARCH PRODUCT MARKETING COMMUNICATIONS MAJOR CONTRACTS GOVERNMENT RELATIONS RESEARCH & EVALUATION FUNDRAISING INFRASTRUCTURE LEGAL FINANCE
37 OUR TEAM
WE GREATLY VALUE THE COMMITMENT OUR STAFF MAKE TO SUPPORT PEOPLE WITH DISABILITY ACHIEVE THEIR GOALS AND BECOME 976 THE BEST THEY CAN BE. STAFF Our team profile We are an Equal Employment MEMBERS Opportunity advocate. We also In 2015–16, our staff numbers grew ensure compliance with all to 976 (507 full-time equivalent) requirements and obligations in as we began to gear up for the full employment legislation, including roll-out of the National Disability the Fair Work Act, Anti-discrimination Insurance Scheme (NDIS). This is an Act and Human Rights and Equal increase of 20% from the previous Opportunity Commission Act. year, with more than 75% of staff FULL-TIME 507 now working in customer service EQUIVALENTS 458 roles providing direct support Organisation 399 for customers. Development Plan 381 353 The staff attrition rate for the year The continued growth and was 19.5%, which is a slight decrease complexity of Northcott and the on the previous year (20.2%), and impetus provided by the NDIS has below the industry benchmark triggered many improvements of 21.7%. To attract and retain and changes across all parts of staff, we promote flexible working the organisation. To help manage arrangements, offer staff benefits the changes, and drive improved and encourage our people to take effectiveness and efficiencies, annual leave entitlements for their we developed an Organisation Development Plan. 2011-12 2012-13 2013-14 2014-15 2015-16 health and wellbeing. This year, we have developed a number of learning and development programs to support and nurture our staff to remain with us.
EMPLOYMENT STATUS GENDER COMPOSITION
Board Members
3 9
Executives
4 2
Senior Managers
6 3
Full-Time 34.50% Female 79% Part-Time 25.20% Male 21% Casual 40.3%
38 This plan has an emphasis on Creating our culture Inclusive developing and implementing While we scored favourably in our Workplace Strategy programs and activities that most recent Staff Engagement Our first Inclusive Workplace will contribute to improving Survey conducted in 2014, Strategy was endorsed and launched the capabilities of our staff. recommendations from the survey in March 2016. This strategy One action from the plan was highlighted a number of areas focusses on giving people with the implementation of a Change where improvements could be disability opportunities to realise Management Team. This group made. This year we continued their potential through access to was introduced in early 2016 in to implement a range of actions employment within our organisation. response to feedback from staff and initiatives to address areas It is an ongoing strategy, which will about how well they were coping such as communication, new staff be reviewed every 12 months. with the level of change across the induction, career progression and The three key features of organisation. Initiatives developed succession planning, which were the strategy are to: to help staff better manage change identified as areas for improvement. Initiatives included a fortnightly have included access to informative • Increase the participation staff newsletter to improve internal webinars, posters and interviews on rates in our workforce of communications and collaboration, the staff intranet; access to training people with disability; programs to help staff understand development of an Emerging • Grow and promote our the nature of change and how Leaders Program to be delivered accessible and inclusive that impacts on their own jobs; by the University of New England, employment practices; and targeted training opportunities to a formal mentoring program for upskill staff with new capabilities, senior managers and a project to • Ensure the systems and and the development of a standard review and improve the induction technologies we use provide implementation framework for all and orientation procedures for appropriate support for new processes, programs or changes. new staff. Significant work and staff with disability. negotiations with unions were also completed for the new Northcott In June 2016, a working party was Enterprise Agreement, which was established with responsibility approved by the Northcott Board. for achieving the objectives outlined in the strategy.
JOB ROLES LOCATION
Customer support roles 78% Metropolitan 68% Corporate service roles 15% Regional 32% Therapy roles 7%
39 Learning and Development Aboriginal & Torres Strait During 2015–16, we provided Islander Programs a wide range of learning and Our vision for Reconciliation is to 355 development opportunities across build an inclusive society where TRAINING Northcott including training courses, people can live a life they choose. SESSIONS workshops and conferences. We strive to work in a way that SUPPORTED Topics included Manual Handling, enables Aboriginal and Torres Strait FOR 2,637 Medication, Child Protection, Islander peoples to achieve their ATTENDEES Positive Behaviour Support, goals and aspirations. We recognise Traffic Jam in my Brain, Art and the challenges faced by those in the Play Therapy, and Child Trauma. community with disability and are committed to empowering people We also supported staff to to overcome these challenges undertake formal qualifications and to remain connected to their from Certificate IV to Masters level communities and the broader across many different subject areas. society. We aim to achieve this Focus areas included Community through working in partnership Services Work, Training and with Aboriginal and Torres Strait Assessment, Project Management, Islander communities in a respectful, Leadership and Management, committed and professional manner. Community Management, Business Administration, Disability, Social Our Stretch Reconciliation Action Work, Psychology, Public Health, Plan (Stretch RAP) was endorsed Social Science Welfare, Advanced by Reconciliation Australia, Taxation, Counselling, Health and launched during National Science and Indigenous Studies. Reconciliation Week in May. It outlines an action plan for our respectful and culturally appropriate engagement with Aboriginal and Torres Strait Islander communities.
Northcott Aboriginal Family Resource Worker, Tamika (left) at the Yabun Festival celebrating Aboriginal culture.
40 WORK HEALTH AND SAFETY
Performance Monitoring Underpinned by a model of environmental risks In the coming year continuous improvement, our Work Hazard identification and risk control As the NDIS roll-out continues Health and Safety Management remain foundations upon which our and more of our offices System had us well placed to approach to work health and safety transition to the new way meet the challenges brought is based. Given the diverse nature of operating, the risks about by a growing workforce. In of risk within the disability sector, associated with our activities 2015–16, we worked more hours we have a range of risk assessment will continue to change and to deliver more services, to a tools, enabling a customised evolve. We are committed to greater number of customers. approach to the assessment of risk. maintaining our strong track record of health and safety Our performance across key Among the suite of tools is the performance during this health and safety indicators Workplace Assessment (WPA), period of intense change. showed that while the Lost Time which assesses the environmental Injury Frequency Rate increased risks of facilities out of which our (from 8.7 to 9.3), we experienced services operate. As has been the a reduction in the severity rate, case in previous years, in 2015–16, from four days to three days. This Northcott again achieved 100% means we had slightly more injuries, compliance across each of its but the average time lost as a owned and leased premises. result of those injuries reduced.
Our commitment to early Communicating with staff intervention following a During the year, we reviewed the workplace injury, in addition to way we communicate with staff the identification of appropriate about health and safety. With an suitable duties, continued to increasingly diverse workforce, it is support injured workers to important that the safety message rehabilitate on-the-job. Yet, with be easily understood by staff with such significant growth in our staff varying literacy levels, as well as numbers, it is vital our approach by those for whom English is a to identifying and managing risk second language. Accordingly, we remains adaptive and develops developed informative, yet easy with the demands of the business. to follow signage to reinforce We continued to foster a culture key processes, such as incident of thought sharing on health and and maintenance reporting. safety matters though regional and metropolitan work health and safety committees where customer representatives were also involved.
41 VOLUNTEERS
Our engagement with volunteers is annually and some providing steadily increasing. We greatly value voluntary support to Northcott the contributions this part of our in their area of specialisation. workforce make to enable children 169 and adults to achieve their goals and The diverse range of activities VOLUNTEERS reach their potential. available to our volunteers IN TOTAL continued to grow. This year This year, our volunteer program volunteers began working with was reviewed to maximise efficiency, Northcott Innovation to develop enable greater consistency, improve a new smartphone app; skilled engagement with volunteers, volunteers were recruited as broaden capability of our volunteer mentors for our new Mentoring potential and further enhance our Program; and other volunteers services to meet customers’ needs. provided specialist support 69 The program was also assessed to our corporate services. NEW against the best practice 2015 Volunteers were also highly involved VOLUNTEERS National Standards for Volunteer Involvement and minor changes in supporting our customers to are being made to refine it. discover their talents and interests and engage in activities or passions. Some Northcott sites, such as This included activities such as Queanbeyan, Chatswood and Seven woodwork, art, music and learning Hills, involved volunteers in their support. We greatly appreciated programs for the first time. We the support we received from also improved our engagement volunteers who donated their with corporate volunteers, time to assist with administrative with many now volunteering tasks in our offices, coordinating LOCATION 34% OF 66% our recreation carnivals and other VOLUNTEERS events, and participating in our group programs where volunteers play a vital role in supporting customers to achieve their goals.
Sydney Metro Regional
Students from Loreto Normanhurst received an award from our Chairman. Michael Briggs for their volunteering efforts with our Saturday and school holiday children’s recreation service.
42 Recognising volunteers This year we acknowledged Thank you volunteers by presenting We acknowledge and recognise Healthcare, Deloitte, Campaign recognition awards at our Annual all of our volunteers, many who Monitor, Talent2 Recruitment, General Meeting in November. volunteer on a regular basis, for AON and Dulux for providing their dedication and loyalty to volunteers to assist at various The individual Volunteer of the Year Northcott and its customers. We events this year. Thanks also go Award went to Scott Burgess from are extremely thankful to every to the Hills Grammar School, our Oak Flats office. When his young individual for their donation Our Lady of Mercy College son received a disability diagnosis, of time, energy and resources. Parramatta, The Kings School Scott saw a need to better support Volunteers add value to many and Loreto Normanhurst dads as they faced the possibility of Northcott’s customer-related for providing dedicated, of having a child with disability. He and corporate services and staff hardworking student volunteers formed the Dads’ Group in Illawarra and customers enjoy having throughout the year. Without this and initiated regular contact with them volunteer with us. commitment to our organisation, dads from Northcott’s Early Start we would not be able to deliver program to provide support and A special thanks also to our many of the programs and organise events to assist them and corporate volunteers Bayer, services that support children their families through the early AE Smith, Acquire Talent, QBE, and adults with disability to stages of disability diagnosis. ANZ, St George/Westpac, HLS reach their full potential. The group Volunteers of the Year Award was given to Loreto Normanhurst, who without fail, have supplied weekly Year 10 and Year 11 student volunteers for our Saturday Children’s Recreation service and Recreation School Holiday programs. These students are seen by our customers not only as volunteers but as role models, peers, playmates and someone with whom our young customers are able to engage. “WE ACKNOWLEDGE AND RECOGNISE ALL OF OUR VOLUNTEERS, MANY WHO VOLUNTEER ON A REGULAR BASIS, FOR THEIR DEDICATION AND LOYALTY TO NORTHCOTT AND ITS CUSTOMERS.”
6,348 $267k HOURS WORTH DONATED OF VALUE
43 BUSINESS IMPROVEMENTS
WITH THE SHIFT FROM BLOCK FUNDING TO INDIVIDUALISED FUNDING, WE HAVE HAD TO RE-ENGINEER THE WAY WE ATTRACT AND ENGAGE WITH CUSTOMERS.
We completed an intensive We also reviewed all of our service business process redesign project offerings to understand customer In the coming year to understand a customer‘s need, how we meet those needs We will focus on optimising, experience with Northcott and and our points of difference. Our streamlining and improving align our processes and systems to People and Culture Team worked our business processes support the new environment of with frontline managers to develop with the aim of ensuring the National Disability Insurance ‘Training and Communication employees spend maximum Scheme (NDIS). This included Plans’ so a consistent approach time directly supporting a review of current processes, to customer service and service customers and minimum redesigning the 'customer journey' delivery could be implemented time on administration, and developing training and across the organisation. co-ordination and back-of- internal instruction manuals to house activities. We will also support our new approach. We established a project office which is overseen directly ensure we better leverage our by the CEO for the purpose existing systems and map our of managing NDIS transition future systems' requirements activities, and to prepare for to deliver a consistently high any NSW Government transfer level of customer service. opportunities that may arise. This will help to ensure we are the first choice for customers looking for support to achieve their goals and be the best they can be.
“WE WILL FOCUS ON OPTIMISING, STREAMLINING AND IMPROVING OUR BUSINESS PROCESSES WITH THE AIM OF ENSURING EMPLOYEES SPEND MAXIMUM TIME DIRECTLY SUPPORTING CUSTOMERS AND MINIMUM TIME ON ADMINISTRATION, CO-ORDINATION AND BACK-OF-HOUSE ACTIVITIES.”
44 QUALITY AND PRACTICE
We have a strong commitment An independent, external review to inclusive practices and the of our Child and Adult Abuse and Northcott maintains protection of children and Neglect Framework, policies and compliance with the vulnerable people. Our Quality procedures, training and incident following legislation and Practice team work with management processes delivered and standards: managers to make sure there is a pleasing results with the consultant standard, best practice approach reporting we had a “robust • National Standards for to the implementation and framework” in this important Disability Services delivery of services and quality area. We implemented some new • NSW Disability outcomes for customers. initiatives recommended from the Service Standards review to improve our strategies and • Workplace Gender A significant project this financial drive best practice. We created a Equality Act 2012 year was the development and new role to support our Prevention • National Regulatory implementation of a New Policy and Response to Abuse and Neglect and Procedure Framework System for Community Committee and deliver a more Housing (NRSCH) aligned with the Disability Service professional and coordinated • Children and Young Persons Standards. This new framework approach to managing child and (Care and Protection) Act represents best practice and will adult abuse and neglect issues. This 1998 and Children and help support compliance with the role is responsible for responding to Young Persons (Care and Standards in everything we do. child and adult abuse and neglect Protection) Regulation 2012 We have developed picture issues, developing new strategies • Disability Inclusion Act 2014 versions of the six Northcott that promote the safety and Disability Service Standards wellbeing of Northcott customers • ACT Disability Services Policies, and begun updating all and managing all submissions to the Act 1991 our Policies and Procedures into Ombudsman, police and court about Plain English to make them easier abuse and neglect of customers. for customers to understand.
365 EXISTING AND “OUR QUALITY AND PRACTICE TEAM MAKE SURE THERE FUTURE CUSTOMERS IS A STANDARD, BEST PRACTICE APPROACH TO THE ATTENDED ‘GETTING IMPLEMENTATION AND DELIVERY OF SERVICES.” NDIS READY’ AND ‘NDIS FIRST STEP’ WORKSHOPS
UPDATED CHILD NEW POLICY PROTECTION AND 420 AND PROCEDURE ADULT ABUSE AND TEAM MEMBERS FRAMEWORK NEGLECT POLICIES ATTENDED ‘GETTING AND PROCEDURES NDIS READY’ WORKSHOPS
45 RESEARCH AND EVALUATION
IN 2015–16, NORTHCOTT WAS AN ACTIVE LEAD RESEARCHER 1 2 AND PARTNER IN FIVE RESEARCH AND EVALUATION Relationships Access and inclusion of PROJECTS, INCLUDING and Recognition children 0-8 and their ONE AUSTRALIAN Research Project families in Moree, NSW RESEARCH COUNCIL We are the industry partner This Moree-based research (ARC) LINKAGE GRANT. for this ARC Linkage Grant study was commissioned research project exploring by the NSW Department the relationships between of Family and Community young people with a cognitive Services, Ageing, Disability disability and their paid and Home Care (ADHC) and support workers. The project Northcott. It was conducted provides young people who in consultation with the have cognitive disability with University of New England. the opportunity to have a say about the relationship they Through a literature review have with their support worker and interviews, the study is and what it means to them. investigating issues around access and inclusion of Our partners in this project children aged 0-8 years, are the Centre for Children and their families in Moree. and Young People at Southern Interviews have been Cross University Lismore, conducted with parents/ the University of New South guardians of children aged Wales Social Policy Research 0-8 years, school principals, Centre, Dundee University, service providers and and National Disability community leaders including Services. Two community Aboriginal community researchers, who are also Elders and the Moree Plains young people with cognitive Shire Council Mayor. disability, are employed at Northcott and Southern Cross University to assist and share their knowledge with the research team.
46 3 4 5
Transdisciplinary Younger People Partnerships in Service Evaluation in Residential Inclusive Learning Project Aged Care Project Project (PILP) This is an internal evaluation Evaluation Project Evaluation Project of our Transdisciplinary Early We are evaluating our three Through ongoing surveys Childhood Intervention accommodation services and interviews with school service using validated that have been funded under principals, teachers and outcome measures to assess the Government‘s Younger parents, we are evaluating changes in child behaviour People in Residential Aged our Partnerships in and parental confidence. Care Project (YPIRAC) Inclusive Learning Project This service provides a mix to explore impacts and (PILP), funded by the NSW of therapies to children and outcomes for residents. Department of Family and their families via a keyworker, We are collecting the views Community Services, Ageing, who is supported by a panel of residents who have Disability and Home Care of professional therapists. transitioned from aged (ADHC). This project seeks to Through this project, we care facilities to residential build the capacity of teachers are evaluating the: homes, and their family to include students with or friends and staff. varying needs in mainstream • Impact on individual classroom settings, through child outcomes, parent The project is looking at sharing strategies drawn effectiveness, family aspects including quality of from speech pathology and well-being and inclusion life, social participation and occupational therapy. • Benefits of the model inclusion of current residents, to family in comparison the impact of moving from Northcott developed the to other models of residential aged care into model to work in partnership service delivery accommodation with young with school communities • Efficiency of the model people and the development in the Hunter and Central in delivering outcomes of guidelines, procedures Coast regions of NSW. and protocols to support It has included targeted Outcomes from the the transition of residents. classroom discussions with evaluation will be used to teachers and focussed refine and improve this Professional Development important Northcott service. Workshops for all staff and parents. Findings from the evaluation will be used to inform and improve program content and ongoing project effectiveness.
47 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 64). 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 are not remunerated. Each Director for recruiting new Directors. may serve for a maximum three- Candidates are interviewed by the year term, and then must retire. Nomination Committee, which They may apply for re-election. then makes recommendations to the Board. New Directors receive an induction and are offered board Board processes training delivered by the Australian The Board meets a minimum of Institute of Company Directors. seven times per year. It also meets The Nomination Committee also with Members and stakeholders forms a Remuneration Committee at the Annual General Meeting, to review the performance of where the Chairman delivers a the CEO and senior staff. report. The Board also meets with staff in December.
48 Observership Program This includes but is not limited to Research Committee reviewing financial performance, We continued our involvement in This committee exists to support recommending Northcott’s annual the Australian Institute of Company the development, implementation budget and managing and reviewing Directors (AICD) Observership and evaluation of our research internal and external audit matters Program, which places talented framework. It consists of including appointing the external young professionals aged 25- representatives from academia audit provider, liaising between 40 years on not-for-profit (NFP) and business and three Northcott the auditor and management team Boards for a period of 12 months staff. This year, the committee and reviewing and confirming the as observers. This initiative met twice and has assisted our auditor’s independence. The role is designed to improve next Evaluation and Research team of the Nomination Committee generation involvement and to develop procedures and is to oversee the selection and succession planning of NFP Boards. provided guidance to staff on the appointment of Directors, and acting methodology, data collection and In February 2016, our Board as the Remuneration Committee, reporting of research projects. welcomed Nicholas Kennedy to review the performance of from Credit Suisse. In addition to the CEO and senior staff. Quality in Research Standing learning and observing our Board, Each Committee has a Terms Committee (QiRSC) Mr Kennedy has made a valuable of Reference which has been This committee provides internal contribution to the functioning and endorsed by the Board. Formal expert staff oversight and ethical operations of our organisation. reports are made at Board review of our research and meetings by the Committee evaluation projects. It also fosters Board Committees chair, with minutes tabled for ethical research and evaluation There are two formal Board the entire Board. Directors are practices at Northcott that are Committees: the Finance and also involved individually in a consistent with the National Health Properties Committee and the number of other committees and Medical Research Council Nomination Committee. The role assisting Northcott with its work. (NHMRC) practices and advice. of the Finance and Properties Committee is to assist the Board Northcott Committees Prevention and Response to Abuse with effective oversight over and Neglect Committee (PRANC) In addition to the Board Northcott’s financial performance, Committees, we have a range This committee aims to oversee internal controls, audit, risk, of other committees to assist our child and adult abuse and insurance, asset management with evaluating, assessing and neglect framework and meets and investment matters. managing our practices. We also quarterly to review incident use these committees to consult trends and ensure organisational with staff, the people we support, compliance to best practice and their families and carers. standards. The recent appointment of a Manager, Prevention and Response to Abuse and Neglect has increased our focus on continuous improvement in this area.
Board Observer: Nicholas Kennedy.
49 FUNDRAISING
WE HAVE A STRONG HISTORY OF RECEIVING SUPPORT FROM THE COMMUNITY TO ENABLE CHILDREN AND ADULTS WITH DISABILITY TO REALISE THEIR POTENTIAL AND ACHIEVE THEIR GOALS.
Our fundraising history Northcott grew out of the hospital and accommodation Gibbs products support thousands community, founded in 1929 by the service for children with physical of Australian children and adults Rotary Club of Sydney as The NSW disability, a school for children with with disability and their families. Society for Crippled Children. At disability, and a service for young We also have a strong history of that time, The Society supported the adults with high support needs, over receiving ClubGRANTS and other growing number of children affected the years, this site has supported community and corporate funding, by disability as a result of polio and hundreds of people with disability as well donations from individuals tuberculosis. These children were to develop skills and confidence and gifts from generous people often excluded from the community. to live independently in their who have chosen to support Services such as The Society's community and achieve their goals. children and adults with disability Margaret Reid Home and Beverley through a lasting legacy. As Northcott has expanded, support Park Home gave them schooling, from communities throughout Without support from the Rotary rehabilitation services and a place Australia has continued. In 1969, Club of Sydney and community to go for rest and social activities. Australian iconic author, May Gibbs, members such as Mr and Mrs Yates, In one of our earliest examples of bequeathed all her papers and May Gibbs and the thousands of community support, Beverley Park copyrights to Northcott (then The individuals and corporate partners Home was generously donated as NSW Society for Crippled Children) who have donated to our cause, a gift to The Society by Mr and Mrs and the Cerebral Palsy Alliance Northcott would not be the leading Herbert Yates. As an orthopaedic (then The Spastic Centre). To this disability services provider it is today. day, proceeds from the sale of May
SOURCES OF FUNDRAISING 11/12 12/13 13/14 14/15 15/16 ($’000) ($’000) ($’000) ($’000) ($’000)
Corporate Partnerships 137 524 243 250 286 Trusts & Foundations 391 485 444 477 1,912 Donations & Appeals 1,419 508 979 832 803 Community Fundraising 171 189 160 291 137 Fundraising Merchandise Sales 9 2 0 0 0 Sponsorship 11 26 28 125 51 Event Income 63 138 173 145 193 Royalties (May Gibbs) 82 83 159 82 27 Sundry Income 1 0 0 0 0 Total excluding Bequests 2,285 1,956 2,186 2,202 3,411 Estates & Bequests 1,052 796 341 1,157 561 Total Fundraising Income 3,337 2,752 2,527 3,359 3,972
Fundraising Costs 827 916 901 1,005 1,331 Fundraising cost as a 24.8% 33.3% 35.6% 29.9% 33.5% percentage of fundraising income
50 Fundraising in 2015-16
Fundraising continues to be an It raised much needed funds to FUNDRAISING REVENUE important source of income used enable us to continue to provide BREAKDOWN (%) to fund some of our services and opportunities for children and young supports not funded by government, adults with disability to participate NDIS-funding or other sources. In in sport and recreational activities 2015–2016, our principal sources for such as modified swimming and fundraising continued to be activities athletics carnivals. Without this and partnerships with community support, we would not be able to organisations, corporates and run these events, which, for many local councils; grants received participants, are the only sporting from trusts and foundations; and carnivals in which they take part. donations and regular giving from There are many other Northcott generous individuals. In particular, programs that would not continue during the year we experienced without our fundraising and strong growth in income from philanthropic partnerships. Some of community grants, trusts and the life-changing programs delivered foundations and regular giving. Corporate Partnerships 7.5% thanks to income from fundraising We were also successful in two are profiled on pages 52–53. Trusts & Foundations 14.2% Local Government Council grants. Donations & Appeals 24.8% The Cricket Legends Lunch held Community Fundraising 8.6% in partnership with Cricket NSW Sponsorship 3.7% in February was once again our Event Income 4.3% major annual fundraising event. Royalties (May Gibbs) 2.4% Estates & Bequests 34.5%
TOTAL FUNDRAISING TOTAL FUNDRAISING REVENUE REVENUE ($) (EXCLUDING BEQUESTS) ($)
$4m 3.97 $4m 3.41 3.37 3.35 $3m $3m 2.75 2.52 2.28 2.20 $2m $2m 2.18 1.95
$1m $1m
$0m $0m 2011-12 2012-13 2013-14 2014-15 2015-16 2011-12 2012-13 2013-14 2014-15 2015-16
We featured our young customer James in our 2015 Tax Appeal.
51 Our impact from Disability assessments and Supported playgroups for fundraising income mobility equipment for refugees Aboriginal families With support from Allens Charity We worked with Koolyangarra Recreational activities Committee, Northcott occupational Aboriginal Family Centre, Penrith Fundraising support allows us to therapists, in partnership with City Council and Nepean Community deliver a wide range of recreational the NSW Refugee Health Service, Neighbourhood Services to support experiences for children and young assessed the mobility needs of newly Aboriginal children with speech and adults with disability. This includes arrived refugees with disability. language delays to be ready for social activities, camps, activity Where possible, we provided the school. Children with speech delays days and sporting carnivals. These refugees with customised and are more likely to fall behind their activities enable customers to repurposed equipment from the peers within the education system, discover and develop new skills Northcott Equipment Service loan and it becomes more difficult for and greater social independence, pool to assist their integration them to keep up in the classroom. as well as form friendships and and participation in their new Early intervention is paramount for informal support groups within their communities. The items, which these children. Every fortnight a local community, and autonomous included manual wheelchairs, Northcott Speech Therapist visits of Northcott. Many customers walking frames and shower and the local playgroup to support a would not be able to access these commode chairs, were donated by program of themed and play-based experiences without the generous our existing customers who have activities to strengthen the support of our fundraising partners. outgrown or no longer need the children’s abilities to succeed equipment. Through this cost- during the transition to school. effective and sustainable approach, Parents and carers participate we assisted more than 200 refugees in the activities alongside their and their families and carers. children, and the learning is extended with fun activities and worksheets carried out at home.
Our junior and senior athletics carnivals are funded by donations received We shared Amanda (left) and her daughter at the Cricket Legends Lunch. Holly's story in our 2015–16 Summer Appeal.
52 Therapy support for Jarjum College Cutting edge A generous donation from the eye-gaze technology Thank you Vincent Fairfax Family Foundation Support from Hildanna Foundation We are grateful to all the funded two Northcott therapists to enabled our Therapy team to donors, fundraising groups, support students and teachers at purchase state-of-the-art eye-gaze corporate partners, trusts Jarjum College in Redfern. Jarjum technology to support customers and foundations and clubs College was established in 2013 with communication challenges. The whose support enabled us to support Aboriginal and Torres equipment is the latest available to continue to deliver our Strait Islander students experiencing and will allow people with disability services. Without this support, difficulties within the mainstream to communicate more effectively. many of our services and education system. The school works Northcott would not be able to programs that do not receive holistically, supporting not only the purchase this new equipment government funding or student, but also the student’s family without fundraising support. funding from other sources and community to acquire skills to would not be available for Funds awarded through assist with a smooth transition back the children and adults we ClubGRANTS also enabled Northcott into mainstream education. support. to run popular parent workshops A speech therapist and an on topics including fussy eating occupational therapist from and social skills to help build the Northcott have been working with capacity of parents to better support Jarjum College since February 2016. development in their child. Each week, the therapists work to upskill the teachers and provide Our Therapy team is also grateful strategies to improve the students’ for the continued support from the reading, comprehension and other Profields Foundation who partly language skills. The Principal of fund the salary of a speech therapist. Jarjum College, Fran McCarthy, said the Northcott therapists have made an enormous difference at the school and that their “calm, steady” approach is positively impacting the students in many ways.
Northcott therapists are supporting students and teachers at Jarjum College in Redfern using funding from the Vincent Fairfax Family Foundation.
53 NORTHCOTT INNOVATION
NORTHCOTT INNOVATION IS A WHOLLY OWNED SUBSIDIARY OF NORTHCOTT, WITH ITS OWN BOARD, CONSTITUTION AND OBJECTIVES.
It was established to bring together Sexuality design, innovation and technology Northcott Innovation continued to support the development of its work in supporting Northcott’s innovative solutions for people with Relationships and Sexuality Services. disability that help to promote a As a part of this commitment, more inclusive society and make and as a direct result of feedback a positive impact on the lives of from customers at Feel the Vibe children and adults with disability. events, Northcott Innovation is In 2015–16, Northcott Innovation establishing formal partnerships worked with a range of partners with adult industry companies on the following core projects. such as Cloudnine Adult Concepts Bright Ideas to collaboratively explore ways to modify their current range At the end of 2015 Northcott so products are more accessible 760 Innovation implemented its first to people with disability. ‘BRIGHT IDEAS’ ever Bright Ideas Campaign within GENERATED Northcott. This six-week initiative Housing saw Northcott employees submit Northcott Innovation and Northcott ideas, innovations and suggestions collaborated with the Design in response to three questions. The Innovation Research Centre to questions covered topics such as explore alternate housing solutions 'what can Northcott do to better for young people with disability. support its customers' and 'what can This large initiative saw a range of Northcott do to better support its stakeholders from the disability, employees'. Northcott Innovation housing, banking, investment, then provided ongoing support to government and design sectors 100 Northcott’s teams to explore and ‘BRIGHT IDEAS’ come together over a four-month analyse the ideas and implement INNOVATIONS period to explore the complex issue more than 100 suggestions. IMPLEMENTED of young people in residential aged Guide Dots care. The group used a human- centred design thinking approach. Northcott Innovation collaborated The discussions generated a host with UDKU, a Sydney-based of ideas and possible solutions, innovation company, to create including the creation of an online Guide Dots, an audio app for people matching platform aligning housing with vision impairment. Guide Dots needs (such as wheelchair access), provides accurate turn-by-turn wants (such as a big backyard) navigation, giving the user voice with current housing stock and instructions that guide them to support providers. Another idea where they need to go while alerting currently being investigated is the them to important landmarks as establishment of ‘maker labs’ within they pass them. Guide Dots also our accommodation services, which integrates with the user's favourite use 3D printing and laser cutting social media sources to let them technology to enable residents know when friends are nearby. to create tailored solutions or products to overcome issues or challenges around the house.
54 Collaborators from Northcott Innovation and the University of Technology Sydney, who are working on Northcott Innovation's Step Climber project. Photo: Karl Schwerdtfeger
Collaborations Northcott Innovation has continued its collaborative work with the University of Technology Sydney on a range of initiatives including the Step Climber, and the Assistive Technology Innovation Hub Research Study for the National Disability Insurance Agency (NDIA). The Northcott Innovation team received overwhelming praise during the NDIA project for their commitment to creating a truly inclusive experience for participants. Participants commented they had never before attended a consultation that was “so inclusive”, and that used so many different formats to deliver information and engage attendees. For example, the consultations used material in Innovation advisor Colin Jowell (middle), Northcott Innovation Clinical Director Samantha Frain English, Braille, Large Print and Easy (left) and Executive Director Liz Forsyth introduce Guide Dots. Photo: Geoff Jones. English, provided Auslan, DeafBlind and tactile interpreters and employed a variety of consultation methodologies tailored to the support needs of individuals.
55 FINANCIAL SUMMARY
Five-year financial summary • Expenditure on customer The Group’s net assets have programs is 90% higher in increased by $9.5m (31%) since The Group (being The Northcott FY2016 at $46.7m compared FY2012, primarily due to the strong Society and its controlled entities) to $24.6m in FY2012, due to investment returns throughout has experienced continued revenue the increase in costs associated this period and the construction of growth over the last five years. Our with the expansion of programs two Younger People in Residential operating revenue has increased on over the last five years. Aged Care (YPIRAC) properties at average by 17% a year, from $34.8m Mount Hutton and Lake Macquarie, in the 2012 financial year (FY2012) • Expenditure on corporate which were funded by government to $64.6m in the 2016 financial year support is 107% higher in grants and included as an intangible (FY2016). Government funding FY2016 at $14.9m compared asset on the Balance Sheet. (excluding capital grants) has nearly to $7.2m in FY2012, which is in doubled from $30.1m in FY2012 to line with our increase in activity $57.4m in FY2016, mainly related to over this time and the focus the expansion of Ageing, Disability on the fundamental changes and Home Care (ADHC) programs. in the sector as we transition to the National Disability With the increase in funding Insurance Scheme (NDIS). and activity, expenditure has also increased over the last five years on average by 17% a year, from $33.5m to $63.4m:
15/16 14/15 13/14 12/13 11/12 TOP LINE FINANCIAL COMPARISON ($’000) ($’000) ($’000) ($’000) ($’000)
Income & Expenditure Operating Revenue 64,622 52,111 41,893 36,450 34,819 Operating Expenditure (63,451) (50,459) (42,374) (38,043) (33,572) Operating Surplus / (Deficit) 1,171 1,653 (482) (1,592) 1,247 Financial Income / (Loss) 596 1,129 1,715 1,748 847 Capital Grants Income 316 29 427 3,087 1,845 Other Investment Income / (Loss) (193) (127) 0 0 0 Net Surplus / (Deficit) 1,890 2,683 1,660 3,243 3,939 Assets & Liabilities Total Assets 61,732 56,931 50,989 47,592 44,351 Total Liabilites 21,985 19,115 15,865 14,151 14,127 Total Equity 39,747 37,816 35,124 33,441 30,224 Cash Flows Net Cash from Operating Activities 6,068 7,370 4,555 5,369 137 Net Cash from Investing Activities (8,882) (7,333) (2,522) (1,390) (2,356) Cash and Cash equivalents at 30 June 6,126 8,940 8,903 6,870 2,891 Ratios Current Assets / Current Liabilities 1.66:1 1.66:1 1.67:1 1.6:1 1.52:1 Total Cost of Services / Total Expenditure 74% 75% 73% 73% 73%
Note: Excludes Revenue from Capital Grant income
56 Overall results for FY2016 • Funding for Employment and Life Revenue from fundraising and Skills increased by $7.8m (66%) donations (excluding bequests) The result for the Group for FY2016 to $19.6m. The overall number was $3.4m (2015: $2.6m) which was a consolidated net surplus of of customers increased by 73%, included $0.1m of pro bono $1.9m (2015: $2.7m). The FY2016 largely due to new vocational services and in kind gifts from our operating results generated a skills and individual life skills partner organisation, Good360 positive return of $1.5m, which services in areas of growing (FY2015: $0.2m, which includes included $0.6m revenue from demand. gifts from other organisations). estates and bequests, in addition • Funding for Individual and to investment returns of $0.6m. Operating expenditure Family Support increased by Operating revenue $5.2m (60%) to $13.8m, which With the increase in funded activity, expenditure also increased by The Group experienced continued included our Support Networks $13.0m (25%) to $63.4m in FY2016. revenue growth over the last year. and Community Education programs, Preschool Disability Operating revenue increased by Customer program expenses Support Program (PDSP) and our $10.2m (24%) to $64.9m in FY2016. increased by $8.9m (23%) to $46.7m Transdisciplinary Early Childhood in FY2016 due to the increase in Government funding increased by Intervention Service. costs associated with the expansion $12.5m (27%) to $57.4m in FY2016, Revenue from estates and of programs during the year. mainly relating to the expansion of bequests fluctuates from Ageing, Disability and Home Care year to year. During FY2016, Corporate support expenses (ADHC) programs. During FY2016: we received $0.6m, which is increased by $4.0m (36%) to $14.9m. $0.5m lower than last year. The Group has continued to heavily invest in refining and streamlining business processes, systems and service models to be ready for the expansion of NDIS activity.
SOURCES OF INCOME
GOVERNMENT FUNDING* $57,438,014 SALE OF GOODS $808,692 ESTATES AND BEQUESTS $560,924 DONATIONS AND FUNDRAISING $3,444,112 RENTAL AND ACCOMMODATION $987,468 OTHER INCOME $1,698,649 FINANCIAL INCOME $595,964
*includes capital grants
USES OF INCOME
CUSTOMER PROGRAMS $46,730,108 CORPORATE SUPPORT $14,982,091 COST OF SALES OF GOODS $407,804 DONATIONS AND FUNDRAISING $1,331,442
57 This included IT investments, • Trade and other receivables • Total employee benefits increased additional marketing and new increased by $0.2m (16%) to by $0.7m (20%) to $3.8m, which positions to coordinate the $1.4m in FY2016, which reflects reflects the increase in employee implementation of the NDIS. the increased activity and growth numbers as a result of increased of our services. activity and growth of our Other revenue • Intangible assets decreased by services. • Financial income generated a $0.2m (4%) to $5.4m in FY2016, positive return of $0.6m, $0.5m Total accumulated funds increased mainly impacted by normal (45%) lower than last year’s by $1.9m (5%) to $39.7m. This business amortisation. results. increase is attributable to the Total liabilities increased by $2.8m surplus for the year ($1.9m). Assets and liabilities (15%) to $21.9m in FY2016, which is Cash flows Total assets increased by $4.8m mostly reflected in current liabilities: (8%) over the financial year Our cash and cash equivalents to $61.7m, which is mostly • Other current liabilities increased decreased by $2.8m (31%) to $6.1m. reflected in current assets: by $2.9m (15%) to $21.7m due Cash generated from operations to higher levels of Government remained constant with the prior • Other financial assets increased funding received in advance. year. Distributions received from by $7.2m (35%) to $27.7m in • Trade and other payables managed funds and interest FY2016, primarily due to higher increased by $1.0m (28%) received is lower by $1.2m. Proceeds levels of Government funding to $4.5m, which reflects the from the sale of non current received in advance with $11m increased activity and growth of assets are also lower compared invested in short term deposits as our services. to the previous year, by $0.7m. at 30 June 2016.
WHERE THE MONEY WHERE THE MONEY GOES WHERE THE MONEY COMES FROM 2015–16 2015-16 IS SPENT 2015–16
Government funding* 88% Customer services and programs 73% Sydney Metropolitan 56% Other income 4% Corporate support 24% Regional NSW 43% Sales of goods 1% Fundraising 2% Statewide 1% Donations and fundraising 5% Cost of sales 1% Estates and bequests 1% Financial income 1%
*includes capital grants
58 COST AND FUNDING OF SERVICES 2015–16 Total Recurrent Cost Government Contribution
ACCOMMODATION $8,123,012 $8,746,707
EMPLOYMENT $19,690,425 AND LIFE SKILLS $20,742,491
EQUIPMENT AND $591,561 TECHNOLOGY $882,427
INDIVIDUAL $13,962,836 AND FAMILY SUPPORT $13,962,836
MANAGEMENT AND $337,040 ADMINISTRATION $337,040
NATIONAL DISABILITY $596,383 INSURANCE AGENCY $1,103,425
RECREATION $10,523,517 AND RESPITE $11,202,874
RESEARCH AND $196,786 EVALUATION $196,786
SELF MANAGED LIFE SKILLS $1,170
THERAPY $3,491,073 $4,247,181
0 5m 10m 15m 20m 25m
59 INVESTMENTS
Governance Fund Managers Current strategy Northcott’s investments are As at 30 June 2016, 49% of Our current strategy is to broadly governed by The Finance and Northcott’s funds were invested invest 50% investments, excluding Properties Committee (“the with Russell Investments (2015: term deposits, in Australian Equities Committee”) in accordance with 68%), 51% with Morgan Stanley and 50% in Australian Fixed Income, the Investment Management Wealth Management (2015: which represents a conscious Policy and the Committee’s 0%), and 0% with UBS Wealth approach to achieve real growth. Charter as agreed by the Board. Management (2015: 32%). The Committee is responsible for How we spent these reviewing Northcott’s investment 2016 performance funds and future plans performance, including: In the 2016 financial year (FY2016) During FY2016, investment returns • Reviewing and managing Fund we recognised $0.5m of financial were reinvested to help strengthen Manager performance. income (2015: $0.9m). Note, our net asset position and increase our capacity to provide services. • Receiving detailed investment this amount excludes the $0.1m Looking forward, Northcott plans to performance presentations from (2015: $0.2m) of financial income use disbursements from investments Fund Managers. belonging to Northcott’s controlled entities, which is included in the to support Northcott’s strategic goal • Reviewing, at least annually, Group’s consolidated results. After of building a sustainable organisation Northcott’s overall investment excluding interest income, our net that is fit for the future. These position and performance having return on investments is $0.4m investment returns will provide regard for the current investment (2015: $0.6m), which represents a Northcott with the flexibility to environment and outlook, and return on investments of 3.1% for respond to future opportunities if necessary, recommending FY2016 (2015: 4.4%). The expected and challenges to ensure changes to the allocation mix, long term return for our investment Northcott’s long term success. manager allocations and/or is the Consumer Price Index (CPI) investment policy. + 3%. For FY2016, the targeted Financial statements • Recommending potential changes return was 3.4% (2015: 4.5%). This summary financial information to Fund Manager. is intended to provide an overview • Monitoring the Director of of the financial statements and Operations‘ implementation of to highlight matters of interest. policy and Board directives. This information is not intended to replace or modify the content of the complete financial statements which have been audited by KPMG. This Annual Report and the Financial Report (including the complete audited financial statements) are available on our website under the Publications and Policies link.
The 2016 Northcott Annual General Meeting will be held on 10 November 2016.
60 Our financial service providers
Auditors Morgan Stanley Wealth KPMG Management Tower Three Chifley Tower International Towers Sydney 2 Chifley Square 300 Barangaroo Avenue Sydney NSW 2000 Sydney NSW 2000 Solicitors Bankers Allens CBA Level 28, 126 Phillip Street Level 9, 201 Sussex Street Sydney NSW 2000 Sydney NSW 2000 Ashurst Insurance Brokers Chifley Tower 225 George Street InterRISK Australia Pty Ltd Sydney NSW 2000 Level 3, 7 Macquarie Place Sydney NSW 2000
Investment Advisers Russell Investment Management Ltd Level 29, 135 King Street Sydney NSW 2000
61 THANK YOU WE APPRECIATE ALL THE FINANCIAL SUPPORT, SPONSORSHIP AND ADVOCACY WE RECEIVE FROM MEMBERS, OTHER ORGANISATIONS, INDIVIDUALS AND COMMUNITIES. WHILE WE CANNOT ACKNOWLEDGE ALL CONTRIBUTORS HERE, WE ARE GRATEFUL FOR EVERY CONTRIBUTION RECEIVED.
Celebrity Ambassadors ClubGRANTS Trusts and Foundations Alex Blackwell Asquith Rugby League Club Allens Charity Committee Jean Kittson Auburn RSL Club Co-Op Ltd ANZ Staff Foundation Mike Munro Ballina RSL Baxter Charitable Foundation Stephen O‘Keefe Bankstown District Sports Club Ltd Bruce & Joy Reid Trust Dr Cindy Pan Blue Mountains Council Cecilia Kilkeary Foundation Ltd Joel Reddy Brighton-Le-Sands RSL Club Dick and Pip Smith Foundation Peter Wynn Castle Hill RSL Group Hildanna Foundation 2015 2016 Frank Misson (Cricket Legends Chatswood RSL Club Ltd Liangrove Foundation Pty Ltd Lunch Ambassador) Coffs Ex-Services Club Maple-Brown Family Charitable Dooleys Lidcombe Catholic Club Foundation Ltd Customer Ambassadors Hawkesbury City Council Newman‘s Own Foundation Hornsby RSL Club Ltd Philandron Foundation Stephanie Clough Illawarra Catholic Club Limited Profield Foundation Olivia Princi Katoomba RSL Club Rellim Foundation Moree & District Services Club Ltd The Bluesand Foundation Bequests North Ryde RSL Community Club The Broinowski Foundation Sarah Auld Ryde-Eastwood Leagues Club Ltd The Hawker Foundation Ray Leslie Wright Blencowe Smithfield RSL The James N Kirby Foundation Ella Kate Boyd Tamworth Services Club Limited The R A Gale Foundation Barry Raymond Bristow Toongabbie Sports & Bowling Club The Walter & Eliza Hall Trust Cater Charitable Trust West Pennant Hills Sports Club Ltd The William Rubensohn Foundation R Cohen Todd Family Foundation Lionel Ernest Frederick Dege Community Fundraisers Vincent Fairfax Family Foundation Ada Margaret K Donogue Ashmont Social Fishing Club K & G Gluck Trust Children‘s Operations Major Donors Harry L Howden Charitable Trust Desert Duel Robert Albert Anthony Victor Lorenzo Drive4Life Richard Blaiklock Eric Joseph Olsen Meriden School Michael Briggs Mona Isobel Paul Northcott Beverley Park B Cohen Joanna Josephine Rawlin Accommodation Service R Critchley Edith Roche Northcott Tamworth Office Bill and Alison Hayward C M Schonell Rotary Club of Wagga Wagga Pieter Huveneers Frederick John Smith Tamworth Fundraising Group Rocco Mangano Henry Swankie Wagga Wagga Fundraising Group William Mudford Western Sydney University Paul Okkerse Norm O‘Neill M Quinliven G Ragg John and Margaret Sachs Joyce Sproat P Tang Dr M Westbrook AM
62 Corporate and Strategic Partners
TRANSPORT EMPLOYEES WELFARE FUND LIMITED
63 MEMBERS
Honourary Life Governor Life Member President Emeritus B Aboud Patricia Lee Richard M Griffin AM Muriel Andrews Aino M Mackie D W King OAM Neil & Diane Balnaves James & Adele Maloney C J & Y Barry Julie Manfredi-Hughes Honourary Life Member Dame Marie Bashir AD, CVO Robert & Sandra McCuaig Stewart A Bates Tony & Jill McGrath R Casey Anthony R Berg P Moss Trevor Chappell W D Blackshaw Elson Pow Edward Condran Richard Blaiklock Hon Justice Steven Rares J Doug Donoghue Robert & Robin Bradfield Sophie Rothery Ron J Finneran Peter C Cadwallader Jim Searant Beverly Fletcher Susan Campbell Gail Singh Jean Garside Chris Carr Anny Slater Frank & Carole Misson Paul Carr Christopher P Sparks Lynne Moore Mark & Evelyn Chan Andrew W Stevenson A E F Rofe David C Clarke John Surian Normie J Rowe AM Roger Cowan Hugh Taylor Gretchen E Dechert Helen Wellings Life Governor Bruce Downie Robert O Albert AO Mary Fairfax AC OBE Phillip J Cave AM W J Ferguson Ann Coventry W Flynn AO RK & MR Critchley Glenn Gardner AM John B Fairfax AO John Gerahty Betsy Forrester Ross E C Grainger Bill & Alison W Hayward Colin Gray Pieter Huveneers Trevor Gruzin W M Loewenthal Con Harris Rocco P Mangano Emmanuel G Harris Stan May Barry Hoffman B McLachlan Helen M Hudson Charles F Moore MA Jacob Graham O’Donnell Christopher H Janssen Paul Okkerse Caroline Jones AO Les & Judy Rae Megan Jones John B Reid AO Robert King David Ross J Laws OBE Basil Sellers AM Kevin Laybutt Tim Sims Dick Smith AO
64 Authority The Northcott Society, trading as Northcott, is a registered charity and is endorsed by the Australian Taxation Office as a tax deductible gift recipient for charity tax concessions. The Northcott Society holds a charitable fundraising authority under Section 16 of the Charitable Fundraising Act 1991. The Northcott Society is a public company limited by guarantee and is taken to be registered as a company under the Corporations Law of New South Wales. ABN 87 302 064 152 ACN 000 022 971
Annual General Meeting Northcott’s 2016 Annual General Meeting will be held on Thursday 10 November 2016. CENTRAL OFFICE 1 Fennell Street North Parramatta NSW 2151 northcott.com.au
1800 818 286
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