Annual t r o p Re · NDIS and in the new aged care system from 2017. Key developments included implementing a new rostering system, updating our HR information system, upgrading our

Annual Report

2015—2016

Integrity Respect Cooperation Empowerment Excellence

OUR VALUES

Enabling people in regional Australia to live their best lives.

OUR PURPOSE

60Our Systems62 Business Development

64 Care Governance

66 Research and Innovation

68 Information, Marketing and Administration

70 Finance

04Our Organisation06 President and CEO’s Message

10 Our Strategic Focus

12 Treasurer’s Report

14 Our Profile

16 Our Year in Review

18 Our Sector

19 Our Accreditations

40Our Communities42 Our Community Philosophy

44 Our Reach and Working Hubs

46 Community Engagement

20Our People22 Our Board

24 Our Managers

26 Our Staff

30 Organisation Chart

32 Human Resources

34Our Customers36 Customer Stories

72Financial Statements48

Our Services50 Aged Services

52 Disability Services

54 Child and Family Services

56 Home Modifications and Social Support

58 Community Transport

CAREWEST ANNUAL REPORT | 3

Table of Contents

4 | OUR ORGANISATION

Our Organisation

ABILITY LINKS NSW DRUM CIRCLE WORKSHOP

President and CEO’s Message

We are pleased to provide this report on CareWest’s progress and activities in 2015/2016. During the past year we have worked on many fronts: expanding the scope and range of our existing programs, establishing new programs, and readying our business systems and staff for the NDIS. We have also maintained our focus on improving the quality of our existing services.

CareWest’s dedicated staff and volunteers are to be congratulated for juggling all of these activities and doing each one well. That they have managed this at a time of significant sector reform and considerable uncertainty is all the more praiseworthy. We would also like to thank the 3000 plus individuals and families across regional NSW who have chosen CareWest as their service provider. Gone are the days when individuals in need of an aged care package or disability support program were referred to whichever organisation was in receipt of government funding and had a vacancy in their service. We genuinely value and appreciate those many individuals who choose to access services from CareWest now that they have increased ability to exercise choice and control over who they obtain services from. One subtle but important change within CareWest through the year was a shift in the terminology we use when referring to those who access our services. Previously we referred to individuals accessing our services as “clients”. We have now adopted the term “customer” which more appropriately reflects the increased power, control and levels of customer service rightly demanded by those accessing our services.


George BlackwellPresident Tim

CurranCEO

We have devoted time and energy over the past year to helping our customers and the wider community understand sector changes and what they might mean for them. As one of the largest community services providers in regional NSW we see this as an important responsibility, and we plan to increase these community education and awareness initiatives over the coming year.

Before moving on to summarise our key results and activities over the past year we would also like to acknowledge the important and often thankless role played by the scores of public servants across a dozen different federal and NSW Government departments who work directly with CareWest in funding, guiding and regulating much of the work that we do. We have found that these individuals have gone out of their way to assist CareWest and our customers to successfully navigate the community sector reforms.

SERVICE DEVELOPMENT

CareWest grew its service portfolio and geographic footprint during 2015/16. We extended our community transport service into nine new locations including, for the first time, the New England region. We also expanded our ComPacks program across the Murrumbidgee having been appointed by Murrumbidgee LHD as their sole ComPacks provider.

We were also able to expand our residential Out of Home Care service which gives rise to mixed emotions. On the one hand we lament the fact that growing numbers of children and young people are no longer able to live safely with their birth or foster families, but we are pleased to at least be able to provide high quality, therapeutic support services to these children and young people in their own communities in western NSW. This helps them to maintain contact with their family, friends and school, and hopefully assists with a speedier transition back home or to independent living.

During the year we bedded down the amalgamations of Yarrabin Outreach Inc and Wagga Wagga Community Resource Centre Inc In both cases we were able to successfully integrate the transferring customers and staff into CareWest, and also extend the range of services offered by CareWest to these existing and new customers in the local communities.


Future growth has been secured during the period by virtue of four new amalgamations which were negotiated during 2015/16 but which have taken effect after the 30th June. We are delighted to welcome the customers, staff and volunteers from Age Concern Albury and Wodonga Inc, Family Link Care and Support Services Inc, Tullamore Preschool Inc, and Translinc (Lithgow, Oberon and Cowra Community Transport) Inc to CareWest. We thank the board of directors of each of these organisations for placing faith in CareWest and entrusting us to protect and build upon the legacy of these successful and vibrant local community-based organisations into the future.

In a very pleasing development, CareWest has been able to extend its telehealth capability to the provision of after-hours GP services across western NSW in partnership with Rural and Remote Medical Services (RaRMS). We are delighted to be working with RaRMS in the delivery of this innovative program. We look forward to building upon our strong relationship with RaRMS to deliver more programs in the future directed at addressing the very poor health outcomes experienced by far too many people living in regional, rural and remote Australia.

Once again CareWest has been able to achieve that difficult feat of delivering on the organisation’s growth objectives whilst maintaining and even improving our existing services. Our strong quality systems and processes are evidenced by our success in obtaining certification under the new ISO 9001:2015 Quality Standard, our ongoing certification under ACIS 2013 (Attendant Care Standard), and our accreditation to provide residential Out of Home Care services. Net satisfaction ratings of 97% through our externally administered customer satisfaction survey reveal our customers are very satisfied with the services we are providing to them.

FINANCIAL PERFORMANCE

As a consequence of our strong growth, CareWest’s revenue increased by approximately $7.3 million, or 24%, during 2015/2016. CareWest reported an unusually high surplus of $5,393,301. Over $2 million of this surplus is attributable to various “one-off” items including $1.4 million of capital grants for the construction of the CareWest Community Connection Centre (4C), and some $875,000 worth of vehicles and cash transferred from amalgamating entities.

PREPARING FOR THE FUTURE

In addition to growing our services and pursuing quality improvement initiatives, we again devoted time, energy and financial resources this year to streamlining our business systems, refining service models, and training our staff and volunteers to ensure we are well-placed to deliver the services customers want under the NDIS and in the new aged care system from 2017. Key developments included implementing a new rostering system, updating our HR information system, upgrading our aged and community care client management system, and extending our learning and development programs for staff and volunteers.

We also made great progress through the year towards the completion of the development of our 4C complex in Orange. As at the 30th June, approximately 70% of the building was being utilised with the project on track for completion in October. This rapid progress was

President and CEO’s Message


(continued...)

The approximate $3 million surplus arising from our usual operating activities is a very pleasing result. Some of this surplus has been utilised to acquire new and improved assets – primarily vehicles, fixtures and equipment for 4C, and IT systems – and the balance has been retained to build CareWest’s working capital reserves.

One of the most satisfying aspects of our financial performance was the almost doubling of revenues from our commercial or fee-for-service activities to $5.1 million. These revenues make a considerable contribution to covering infrastructure costs and other indirect costs of running CareWest. CareWest is also able to utilise the surpluses generated from these activities for its various community development activities which do not attract government-funding.

The surplus, inclusive of the one-off capital grants and asset transfers from amalgamating entities, led to an increase in our net assets of $5.4 million.

only made possible by the very generous contributions from the Commonwealth Department of Infrastructure and Regional Development, the NSW Department of Education and Communities, the NSW department of Justice, Liquor and Gaming through the Clubs Grant scheme, and the Newcastle Permanent Building Society Foundation.

In May, the Board of CareWest approved a new management structure and commenced recruitment for three new executive management positions. The creation of the new Chief Information Officer, General Manager Strategy and Development, and General Manager Community Services roles will ensure strong oversite and leadership is provided to CareWest’s rapidly expanding operations. The new management structure also provides for regional service managers to be appointed in each of our regions – helping to ensure that decisions can be taken at the local level.

It has been a year of significant growth and change at CareWest, and the change has extended through to the board level with three of our directors retiring during the year. We would like to thank Lyndal Mawbey, Sue-Anne Redmond and Natalie Walker for the very significant contributions they made to CareWest. Our retiring directors have been replaced by Natalie-Forsyth Stock, Peter Carter and Dr Peter Mangles who bring considerable financial management, mental health services and clinical governance experience to CareWest.

We trust you find the Annual Report informative, and we encourage you to contact our Community Link team or CEO if you would like further information about CareWest.

We look forward to building upon the success achieved in 2015/16 to assist more people in regional, rural and remote communities to live better.


OUR PEOPLE

Our staff and volunteers are engaged in our organisation’s mission

} Our workforce shape, size and capability meets current and future needs

} Our staff and volunteers are highly engaged

} Our organisation has a strong customer focus and is high performing

OUR SYSTEMS

Our business systems enable high quality service delivery

} Our quality management ensures superior quality services exceeding customer expectations

} Our business management ensures fidelity, excellence and sustainablity in practice

} Our infrastructure ensures efficient operations enabling effective service delivery

} Citizens in regional and rural communities have access to the services they require

} Our communities are vibrant and socially inclusive

} Our regional and rural communities are viable and resilient

Our community members are empowered to live their best lives

OUR COMMUNITIES

Our customers are understood, appreciated, supported and empowered

} Our customers are, and feel, understood and appreciated

} Our customers are, and feel, supported and empowered

} Our customers receive, and enjoy, superior quality services

OUR CUSTOMERS

Our Strategic Focus



OUR SERVICES

AGED

CARER

DISABILITY

HOME MODIFICATIONS

CHILD AND FAMILY

COMMUNITY TRANSPORT

INFORMATION AND LINKING

HOME AND COMMUNITY

The consolidated 2015-16 surplus of $5.4 million represents very strong growth over the previous year’s result of $2.0 million. The surplus reflects a strong result from both CareWest Ltd ($3.9 million) and the Foundation ($1.5 million).

The net surplus was impacted significantly by a number of items that should be considered as non-operating or non-recurring such as funding received for the capital development of the CareWest Community Connection Centre (4C) property in Orange, acceptance of vehicles and cash reserves associated with the award to CareWest of Community Transport services and the reversal of employee entitlements to bring CareWest’s polices in line with Australian Accounting Standards. Combined these transactions contributed $2.9 million to the overall result.

OPERATIONS

In summary the CareWest consolidated results were:

} Operating revenue increased 24% to $37.2 million, primarily as a result of increased fee for service income associated with new service locations for Disability Accommodation, Active Participation and Respite, fee for service income from additional transport services and fee for service income and grants associated with the commencement of the Preschool Operation Support Program.

} Expenditure increased by 13% to $33.2 million – this included a growth in salary expense of 22% increasing direct investment in local communities through employment opportunities.

} Net assets increased by 60% mainly due to the 4C major capital development in Orange.

CAPITAL INVESTMENT

During the year, CareWest contributed $625,000 to the CareWest Foundation and grants from Federal and State Government and Community Partners were received to progress the completion of the 4C project. We look forward to the completion of the 4C project and the benefit that it will bring in centralising our service delivery.

Treasurer’s Report


Natalie Forsyth-Stock Treasurer

$625,000contributed to the CareWest Foundation

$5.4Mconsolidated 2015–16 surplus

John and Brodie enjoy a spot of fishing

THE YEAR AHEAD

Over the coming year CareWest will continue to focus on ensuring that it is well positioned to harness the opportunities and meet the challenges arising from the dynamic and changing care sector. This includes ensuring that we have the right financial and management resources for the years ahead. We will continue to pursue opportunities to increase our fee for service income and actively pursue amalgamations and alliances with other regional service providers.

FINANCE COMMITTEE

The purpose of the committee is defined in its terms of reference and includes financial oversight of the organisation, internal and external audit management and oversight of external reporting.

The committee has a strong working relationship with the senior management team which enables the committee to work closely with the organisation and monitor performance in line with its goals and objectives. During the 2015-16 period the committee continued to focus on increased transparency, governance and providing strategic direction in positioning the business in readiness for the introduction of the NDIS in 2017 and increased consumer directed care options (including fee for service) across all services.


0%

Net Assets

10%

20%

30%

40%

50%

24%

13%

60%

Revenue Expenditure

60%

Our Profile


That’s a 24% increase through successful grant submissions from 2014/15 to 2015/16

570staff members (increase from 474 in 2015/16)

27towns of operation with 28 offices, 24 supported accommodation homes and respite cottages and six preschools

95%growth in commercial income from $2.63M in 2014/15 to $5.11M in 2015/16

40different communities reached

KEY STATISTICS

$25M

$30M

$35M

$40M

2014/15 2015/16

$20M

REV

ENU

E

SERVICES

Disability Services

Traditional areas of disability services all grew in participant numbers:

} Active Participation Program (formerly Day Program) up from 57 to 80 customers;

} Transition to Work (Vocational Services) assisted 26 participants (up from six); three customers in open employment;

} Two new respite facilities opened; flexible respite offered in seven locations.

Aged Services

} Saw a period of consolidation and growth with provision of more ComPacks and more Home Care Packages across our geographic footprint.

Community Transport

} Grew with expansion into new geography, with over 100% of passengers rating the staff friendliness and helpfulness as good or very good.

} CareWest became one of the first Community Transport organisations to be accredited under the Roads and Maritime Services Bus Operator Accreditation Scheme.

Child and Family Services

} Preschools Cluster Management trial finished and is undergoing evaluation by the Department of Education;

} Construction on our sixth preschool, located at the 4C Community Connection Centre, reached completion.


Transition to Work participants in a theory workshop at 4C

Our Year in Review


Over the past year, government agencies who fund and partner with CareWest placed increased focus and expectation on not-for-profit organisations to reinvent, increase productivity and respond more flexibly to the needs of customers and communities. In light of this, each of the areas that CareWest works in has recently gone through profound change.

Change requires innovative thinking and CareWest has done just that. We have taken a leading proactive approach, hosting workshops around keeping community services local in regional areas, and expanding our geographic footprint by actively pursuing amalgamations with like-minded organisations.

The changing community services landscape saw CareWest expand into new regions using strategic alliances and amalgamations, supporting ongoing regional services as a result. We successfully completed an amalgamation with Age Concern, significantly expanding our presence in Albury Wodonga, and are close to finalising negotiations with a number of other community service organisations, which will further increase our reach across NSW.

With a strong reputation for reliable, innovative and responsive service delivery, we were invited by Transport NSW to take on the delivery of community transport services in Balranald, Dubbo, Glen Innes, Ivanhoe, Tenterfield and Wentworth, substantially widening the footprint for the Community Transport Business Unit.

During the 2015/16 financial year, CareWest increased staff numbers by almost 100, from 474 to 570. This equates to a 20% rise and creates a sustainable flexible workforce across our services and geographical footprint. At the same time, the business saw an increase in revenue by 24% to $37.2 million, indicating solid business growth, as well as an increase in positive reputation and culture for the organisation.

Our biannual Customer and Service Provider Satisfaction Survey, which explores perceptions of services, staff, connections and new opportunities, delivered exceptional results. 97% of 2015 Customer Survey respondents said they would recommend CareWest to someone else.

97%of 2015 Customer Survey respondents said they would recommend CareWest to someone else


Development of the flagship 4C Community Connections Centre in Orange continued, with finishing touches to be completed in the new financial year. This purpose-built, best-practice community facility will ensure the area’s vulnerable and socially excluded people will have a safe place to enjoy.

We expanded our clinical team, welcoming two senior Behaviour Specialists, a Registered Nurse, a Speech Pathologist and an Occupational Therapist to round out our allied health services. With CareWest increasingly regarded as a prime provider of complex care needs, we invested greatly in clinical specialisation, additional clinicians and staff training to ensure the skills and experience the team brings to CareWest greatly enhances our capacity to support our customers, and respond to their varied and changing individual care and support needs.

On another positive note, we were successful in all quality accreditation processes undertaken during 2015/16. We achieved certifications in Quality Management (ISO 9001:2015), NSW Disability Services Standards, and Attendant Care, and accreditation to provide residential Out of Home Care services. We also demonstrated compliance with all requirements for our diverse customer services, and for our management and financial systems.

All round, it was a very productive year for CareWest, leaving the organisation well placed to continue delivering quality services to many regional and remote communities, and to deliver on our purpose to enable the people in regional Australia to live their best lives.

Disability Services participants at 4C

Community Transport passenger Rita Vanderby

Our Sector

The operating environment for community services is in a state of flux, with sweeping changes in the sector raising the prospect of fresh competition and risks for providers in the near future.

Significant reforms mean government-funded social organisations will soon be forced to compete with private players for dollars on the open market.

While policy and funding changes will impact providers across the board, smaller organisations and those working in regional, rural and remote communities will be most affected. These organisations and their share of the market are being targeted by national and international for-profit companies, which are rapidly expanding and looking to extend their reach by moving in to rural and regional areas.

Smaller organisations operating in rural and regional NSW face a high risk of closure, unless swift strategic changes are made. Local communities would bear the brunt of such closures, with serious social and environmental consequences, particularly given the nation’s ageing population. The survival of local service providers is critical for regional economies, local jobs and the sustainability of essential services. Strategic alliances and amalgamations are one way of ensuring that smaller providers can continue to provide services locals have come to rely on.

Today’s digital age demands all organisations adapt, including community services. Investing in ICT and new technologies can improve the provision of services, particularly to those in remote and regional areas, and supercharge growth into the future.

With the Aged Care Reforms and National Disability Insurance Scheme rolling out, empowering customers to take the lead in their own care, the challenge ahead is for front line staff to provide guidance, and ensure customers can exercise control. Education and support will be essential, not only for customers but also for staff, to ensure that reforms are well understood and informed decisions can be made.

Robust strategy, good governance and excellent customer service are key for community services, including CareWest, to succeed in the current evolving environment. All the implications of new government policies must be considered in order to overcome challenges and unlock opportunities.


Lucy and Norman celebrating NAIDOC Week

Our Accreditations

CareWest continued to invest considerable resources in its quality management system in 2015/16, devoting a management position to quality assurance and improvement and implementing a clinical team of behaviour support and health professionals.

In line with CareWest’s commitment to quality outcomes for customers, the organisation successfully obtained Third Party Verification, which measures compliance with Disability Services Standards and examines ways in which service providers support service users to exercise their fundamental human rights.

CareWest is proudly accredited for the following standards:

} ISO Quality Standard ISO 9001:2015

} Attendant Care Industry Standard (ACIS)

} The Children’s Guardian for Out of Home Care services

} Home Care Standards (Commonwealth accreditation for quality of Aged Care services)

} NSW Transport Passenger Transport Act 1990

CareWest is compliant with all other legislation standards and regulations governing the services we provide including: Out of School Hours Care, Respite services, Vacation Care, After School Care, Preschools and Home Modifications.


20 | OUR PEOPLE

Our People

SOME OF OUR TEAM WITH THE NSW BUSINESS CHAMBER (CENTRAL WEST ORANA) BUSINESS AWARDS 2015 EXCELLENCE IN BUSINESS TROPHY

George BlackwellPresident

Natalie Forsyth-StockTreasurer

Dr Peter Mangles

George has been in regional general legal practice for more than 10 years, with an interest in elder law. Beforehand George worked for more than 25 years in the public health system across rural New South Wales managing public hospitals and holding executive positions at Area Health Service level. George holds a Bachelor of Business (Public Administration), a Bachelor of Health Administration, a Master of Business Administration, a Bachelor of Laws, and a Graduate Diploma in Legal Practice. George is a committed and active member of the Orange community.

Natalie Forsyth-Stock is a finance professional with over 25 years’ experience in financial management, investment banking, venture capital and private equity investment. She is currently the Director Investment – Australia and New Zealand, for UK Trade & Investment and was previously the Chief Financial Officer and Finance Director for Clancy Exploration Limited, an ASX listed exploration business in Orange, NSW. Natalie has a Bachelor of Business (accounting), a Master of Business (Banking and Finance) and is a CPA and Graduate of the Australian Institute of Company Directors.

Helen initially joined the CareWest Board as a member appointed Director and subsequently as a Board appointed Director. She enjoys contributing her expertise to enable CareWest to achieve positive outcomes in the provision of services. Helen has worked as the Coordinator of the Forbes/Bland Home Modification and Maintenance Service for the past seven years after serving on its Board of Management for five years. She has great satisfaction in knowing that CareWest has enabled people to remain in their own home for as long as possible.

22 | OUR PEOPLE

Helen (Trudy) MallickVice President

Our Board

Dr Mangles is an experienced Healthcare Executive and Board Member who has managed a number of complex healthcare services in Australia and internationally. With 25 years’ experience in management leading multinational organisations in the Health and Hospital sectors, he has worked extensively in the emergency and pre-hospital sectors. Dr Mangles is an executive with experience in acquisitions and mergers, and organisational development, as well as specialisation in leadership and corporate and clinical governance. He joins the board as Chairman of the Clinical Governance Committee and a member of the Risk and Audit Committee.

Peter recently retired from his role as Director of Mental Health and Drug and Alcohol Services for New South Wales to pursue consulting opportunities and continue his studies. The role involved Peter in leading planning and funding these services for the state, and managing the State’s budget for these services of over A$1.8 billion. Peter had held senior roles with the New Zealand Government planning and funding Health and Disability services, and had previously managed these types of services in both hospital and community settings.

Bob has over 30 years’ experience at Chief Executive Officer/Executive Director level in Aboriginal health in Government and non-Government organisations in NSW and Cape York, Queensland. He is currently the Chief Executive Officer of Maari Ma Health, an Aboriginal community controlled health organisation with a special focus on Aboriginal health. A Dhungutti man, Bob has been a director on many local, state, national and international boards and is currently Director of the Western PHN (Primary Health Network), the Far West Academy of Sports and a Lay Member of the Health Professional Councils Authority.

Bob Davis

Julie Toma

Tim CurranCEO

Julie is the General Manager - Marketing and Communications with the Independent Practitioner Network, a subsidiary of Sonic Healthcare. She has a background in healthcare marketing and management consulting with experience on global strategy, Asia Pacific marketing strategy and new product development for leading corporations. Julie has a Bachelor of Applied Science (Biomedical) from the University of Technology, as well as a MBA from the Macquarie Graduate School of Management. Julie has held roles with the Asthma Foundation ACT Board, Australian Marketing Institute NSW State Advisory Committee and the Cancer Australia Research Grant Advisory Committee.

Tim has been the Chief Executive Officer of CareWest for more than a decade, during which he led the organisation through a sustained period of rapid growth, diversification and change. Prior to joining CareWest he worked in various roles across a number of sectors including in IT at BHP and in management positions and consulting roles for small not-for-profit organisations. Tim has a longstanding interest in social and affordable housing and served on the Board of Compass Housing for seven years. Tim possesses a Bachelor of Computer Science, a Master of Business Administration, a Master of Social Change and Development, and he is a graduate of the Australian Institute of Company Directors.

Peter Carter


Our Managers

Nerissa MaratGeneral Manager, People and Culture

Dr Gregory DresserSenior Manager, Research and Innovation

Ben WyattGeneral Manager, Disability Services

Tony PierceChief Financial Officer

Colin KjollerSenior Manager, Home Modifications

and Maintenance

Marc BonneyManager, Information

and Marketing

Scott KableSenior Manager, Aged and Regional

Community Services

Patrick WilsmoreRegional Manager, Disability

Services

Liz EvansBusiness Development Manager

24 | OUR PEOPLE

Kathy DicksonSenior Manager, Community Transport

Jenny NalderSenior Manager, Child and

Family Services

Frances ShannonQuality Care Manager

Tim CurranCEO

Nigel GreerOperations Manager, Disability

Services OFW


26 | OUR PEOPLE

Our Staff

It may be early days for the CareWest Speech Pathology Program, but our new Speech Pathologist, Kelsie, has already seen great progress since the Program’s commencement in October 2015. The Speech Pathology Program improves communication skills, which are essential for children’s learning and literacy.

Kelsie is a specialist in communication development and disorders. Her work involves designing therapeutic interventions, preventative strategies and learning opportunities for preschool age children. Kelsie builds children’s skills in articulation and expressive and receptive language, assisting their progress by setting goals along the way. Kelsie gives regular feedback to parents, encouraging participation in their child’s therapy, which is essential to ensuring the best results.

In her short time with CareWest, Kelsie has provided speech pathology expertise across a range of our service areas including Disabilities, Child and Family, and Aged and Regional Care. She has seen our preschool students’ abilities progress in leaps and bounds, and looks forward to building their communication skills to ensure they transition smoothly to primary school.

Kelsie Webb Speech Therapist, Orange

Mel Dolan takes great pride in her role as CareWest Volunteer Centre Coordinator in Wagga Wagga. Her work is vital in creating cohesive and sustainable communities throughout regional Australia.

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

Volunteer Centre Coordinator, Wagga Wagga

After 20 years driving with Wentworth Community Transport, Andrew still loves his job for simple but important reasons: the father of two likes his co-workers and enjoys looking after the aged.

In fact, Andrew has become somewhat of an advocate for the aged, finding older people both interesting and knowledgeable. Andrew knows that one of the hardest things about ageing is loneliness, so he views his role in getting people out and about as vital to their health and wellbeing.

Born in the Riverina, Andrew worked as an orderly in the Kimberley before joining Wentworth Community Transport. With a strong customer service ethic, he keeps his bus immaculate and enjoys building relationships with his passengers, which results in a steady supply of gifted cakes from the many people who appreciate his service. Andrew Lamb

Driver, Wentworth Community Transport

Rosemary Bargwanna Finance Officer, Orange

Michelle (Tania) Gillette Disability Support Worker, Cobar


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

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

Our Staff

Rugby league-loving Condobolin local, Willie Gilbert, knows a thing or two about navigating Australia’s maze of disability services. Willie became a paraplegic in 1989, after being involved in a car accident. This meant Willie could no longer work as a labourer, leading him to retrain as a community services worker. Helping people with disabilities became his passion.

CareWest was lucky enough to have Willie join four years ago as part of the Case Management team. He looks after the Lake Cargelligo, Murrinbridge, Forbes, Parkes and Condobolin districts, which gets him out and about on the road in his modified, hand-controlled car.

Outside of work, Willie loves spending time with family, especially his children, granddaughter and three grandsons. His weekends are generally spent watching his son Joseph play football for the Condobolin Rams.

William (Willie) Gilbert Case Manager, Condobolin

28 | OUR PEOPLE

When the opportunity arose to take on the role of coordinator for Community Transport in 2015, Ross Mathieson saw it as a challenge he would love to sink his teeth into.

Today, Ross is well aware of the daily challenges faced in transport, but says seeing customers happy with the service makes it all worthwhile. Since taking responsibility of Glen Innes Community Transport, Ross feels that CareWest has helped the service become respected and supported within the local community, developing a stronger identity.

Ross has a diverse background, working in disability services, training and education, and living a colourful life away from work. He enjoys golf, flying, building and renovating. Having already renovated two houses, Ross now has his sights on constructing a deck with a wood-fired pizza oven. Ross Mathieson

Community Transport Coordinator/ Service Officer Glen Innes

Maree Moss Commonwealth Carer Respite Centre Respite Coordinator, Orange

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

Human Resources Graduate, Orange

It came as no surprise when Maree Moss was awarded the CareWest Integrity Award at the end of 2015. Her compassionate, professional and enthusiastic manner is greatly appreciated by CareWest’s customers, and has helped build our reputation as a caring organisation.

Maree joined CareWest as an information officer in January 2000, and moved to respite coordination in 2014. Working part-time, Maree spends her spare time running all over the countryside. She has run an incredible 36 half-marathons in 15 years; her co-workers like to tease her that so much running is unnecessary! Nicknamed the Energiser Bunny, Maree is a dedicated wife to her husband, mother to two daughters, and grandmother of one grandson.


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

Natasha Bearman Ability Links NSW Linker, Broken Hill


Organisation Chart

EXECUTIVE

DISABILITY SERVICES

AGED SERVICES

CHILD AND FAMILY SERVICES

ADMINISTRATION, ICT AND MARKETING

COMMUNITY ENGAGEMENT

HUMAN RESOURCES

RESEARCH AND INNOVATION

BUSINESS DEVELOPMENT

HOME MODIFICATIONS AND MAINTENANCE

COMMUNITY TRANSPORT SERVICES

FINANCE

QUALITY AND CLINICAL SERVICES

BOARD

CEO

CAREWEST ANNUAL REPORT | 31HOLLY CARTER AND HOLLY BULLEN

Recruitment has once again been at the forefront of the HR team activities this year. Employee numbers have increased from 474 to 570, including the addition of employees who have joined CareWest as a result of amalgamation activity as well as the growth and expansion of CareWest services.

EMPLOYEE ENGAGEMENT SURVEY

Our employees are vital to our ability to deliver the highest quality services. This year, CareWest undertook an Engagement Survey to measure the extent to which our employees feel passionate about their jobs and their level of commitment to the organisation. Our results ranked CareWest in the top quartile, demonstrating that our employees are positive advocates for working at CareWest and that our leaders are highly engaged. Our results position the organisation well for future change. CareWest and its employees are committed to driving exceptional customer outcomes. Employees enjoy their work and report the right balance between work and personal commitments. The survey also revealed some areas that require improvement, and these areas will form the foundation of some of our key employee initiatives over the next year. Overall, the result was fantastic and a true reflection of the outstanding employees we have working with us.

This has been another exciting year for the HR Team during which we expanded to support the growing business and continued to improve and embed systems and practices to ensure that CareWest has the workforce capability to meet our current and future service delivery needs.

RECRUITMENT

CareWest provides employment opportunities throughout regional and remote NSW. We are committed to supporting our employees with flexible work practices that encourage work-life balance, professional development and general well-being.

Human Resources

32 | OUR PEOPLE

49% of CareWest employees are casual

29%of CareWest permanent and temporary employees are in part-time roles

Nerissa Marat General Manager, People and Culture

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

78%of CareWest employees are in part-time or casual roles

22%of CareWest employees are permanent or temporary full time

Staff Induction with HR Business Partner Tegan Baker

STRATEGIC WORKFORCE DEVELOPMENT PLAN

This year we began a Strategic Workforce Development Plan, which will guide the organisation so that it can make informed decisions to develop our workforce and ensure the achievement of CareWest’s strategic objectives. The plan will ensure that the shape, size and capability of the workforce meets our current and future needs, as well as identify the key development needs and strategic focus areas to ensure we have the right people, with the right skills, in the right locations to deliver on our strategic plan. The plan is still in the drafting phase and will be finalised next year.

STAFF DEVELOPMENT AND SUPPORT

A new Annual Performance Appraisal system was introduced this year, which provides a mechanism for aligning the individual contributions of our employees with CareWest’s strategy. This approach enables individual performance to be measured not only on what an employee does in their role but how they go about doing it. It also allows individuals to align their efforts to the Business Unit plans and organisational goals.

One of the most significant developments during the year was the introduction of our five-day induction program for all new staff. Before their first shift, all new employees are given the opportunity to undertake an induction program that comprises corporate policies, an overview of various quality standards and mandatory units of competency including Code of Conduct, Bullying and Harassment and WHS. The program also involves specialist training in medication management and nonviolent crisis intervention. This approach is proving very successful, with many employees reporting the program’s benefits. We currently average one induction session each month.

The HR Team has grown the internal capabilities of our staff this year via a number of learning and development initiatives. We provided an opportunity for 10 employees to complete their Diploma of Leadership and Management as part of our leadership development program. Employees have also completed competency units as part of our mandatory internal training which included Code of Conduct, Bullying and Harassment, Workplace Expectations, Manual Handling and First Aid. During the year we also developed and facilitated courses for our employees including Supervisor’s Discussion, Social Styles and Communication, Handling Complaints, Certificate III in Disability Services and Certificate III in Individual Support.

The CareWest Employee Assistance Program continues to be used by staff across the state in both face-to-face sessions and via telephone for employees in remote areas.

CAREWEST WORK HEALTH AND SAFETY

This year we have continued to focus on our safety systems and improve the organisation’s safety culture. A significant amount of work has been undertaken in competency training for staff to ensure they are appropriately prepared to respond in an emergency situation.

A 12-month calendar of safety compliance measures has been completed, and further work will continue in the next year to educate all team members on their specific areas of responsibility.


Our Customers

34 | OUR CUSTOMERS

ANNE PETERS AT MAPLE COTTAGE

Swimming remains one of the most sought after programs within the Active Participation Program. With our support staff showing that swimming can be fun and safe, we see participants conquer their fear to become confident and able to swim in deep pools. This photo shows support worker Amy Badier with Daniel and George, who grow more confident in the water each week. Both now love swimming, and it’s thanks to our support workers who encourage them to do the best they can.

Water Confidence

Customer Stories

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

36 | OUR CUSTOMERS

Gosling Creek

Early Links

CareWest was given a fantastic opportunity to partner with Gosling Creek Aged Care facility to build a therapy farm – a first for the local community. Participants gained valuable building skills helping to make a chook pen, seats, garden beds and a shed from recycled wood. They especially enjoyed sanding and painting. Now construction is complete and activities at the farm are beginning. Many of our customers go there for Animal Therapy, where they interact with a miniature horse, goats, chickens, ducks, alpacas and a therapy dog, Bowie. There will also be programs in gardening, cooking, and animal care. Congratulations to all who assisted construction, including staff who volunteered on weekends. A special thank you also goes to Gosling Creek Aged Care facility for offering us this amazing opportunity.

Jessica Kirkwood from Bourke

Aged Services

David Tien accesses CareWest aged services

for his mother


How can you be the primary carer for an ageing parent when you need to travel for work? This was David Tien’s challenge. As a Senior Lecturer in Computing Mathematics at Charles Sturt University, David had to frequently travel between campuses in Bathurst, Wagga Wagga, Orange, Albury and Sydney. He knew he needed help to care for his 89-year-old mother, Jin, but didn’t know where to turn.

A local hospital then put David in touch with CareWest. The Bathurst resident found he could access respite through a local Commonwealth Carer Respite Centre, which is managed by CareWest, along with Domestic Assistance and Personal Care.

Now when David travels, he knows his mum is in good hands. He feels grateful that CareWest has not only allowed him to continue working, but also improved his mother’s quality of life. With our support, he now has time to pursue his interests, including learning Russian.

“The social value of services like CareWest and the Commonwealth Carer Respite Centre is significant,” said David. “It has not only helped me to continue contributing to the economy, but also the University and my students, as I have not had to disrupt classes by taking carer’s leave.”

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

38 | OUR CUSTOMERS

Love stories often unfold at home. This was how it happened for Collette and Kelvin Howarth, who have lived in their home in Orange for most of their 60 years of marriage. Having created fond memories there while raising five children, they never want to leave.

When Collette’s health deteriorated, Kelvin took on the job as his 80-year-old wife’s primary carer. But steep stairs made it virtually impossible for her to leave the house.

Eventually, the Howarths reached out to CareWest’s Home Modifications and Maintenance service, which installed a ramp. As a fiercely independent couple, Kelvin said asking for help was difficult but he’s thankful they did. “The ramp means everything to us - it means we can stay in our own home and retain our independence,” he said.

For Collette, the ramp provides more than just access to the outside world. It brings her closer to her beloved husband. “Life has changed for Collette,” said Kelvin. Now she loves nothing more than going for drives with Kelvin, or simply sitting outside and watching him garden.

Home Modification Customers

Customer Stories

Before Neville Toomey discovered CareWest’s Aboriginal Community Transport service, he relied on taxis to get around. This was a challenge in West Dubbo, where the respected 70-year-old Aboriginal Elder lives.

Now a regular Aboriginal Community Transport passenger, Neville has seen the positive change the service has made for local communities. By providing access to essential services and activities, it allows people to remain independent and stay connected to their community. For Neville, the genuine care he feels from Aboriginal Community Transport makes all the difference.

“The drivers wait with you and always come with a warm smile,” Neville said. “It has changed my life… I enjoy the conversations I have and I am never rushed to finish my jobs. I love the service and I just want to say a big thank you to CareWest!”

Aboriginal Community Transport

Mr Neville Toomey


When Robert joined a pilot of the remote health monitoring service last year, he struggled with anxiety. Like many chronic illness sufferers, he was overwhelmed by the challenge of managing his condition, which required numerous hospital trips.

During the three-month pilot, Robert had access to nurses from the comfort of his own home, and could rest assured knowing his vital signs were being monitored remotely via electronic devices. At the end of the trial, he reported a significant reduction in hospital admissions and improvements in key health indicators, including his blood pressure and heart rate.

Robert’s positive experience was reflected in the pilot results. The 25 customers who participated include those receiving aged or in-home care and people with disabilities. Generally, all found Telehealth easy to use, even participants with little prior technology experience. Most felt it improved the quality of their daily life. They reported increased socialisation, health literacy and confidence in managing health conditions, and reduced anxiety and depression. The health data shared with GPs also helped in the management of some customers’ conditions.

Having seen substantial improvements to his own health and independence, Robert summed up Telehealth well, calling it “a pillar of his health”.

Telehealth

Stewart Lawson-Whitney’s journey with Ability Links began when a Linker visited him in Wattle Grove Rehabilitation Centre in Orange to discuss his goals after rehab.

After Stewart left the centre, he told his Linker that he had enrolled in an online course. He was concerned about the costs, so the Linker helped him obtain Vet Fee Help and purchase a laptop. But when the course began, he found it too challenging, and withdrew.

The Linker then encouraged Stewart to explore options and arranged TAFE counselling. Afterwards, he decided to enrol in a TAFE course to build his literacy, numeracy and computer skills, and progress to a higher certificate. After Stewart started TAFE, his Linker noticed his confidence grew and he no longer needed so much support.

Now Stewart is an advocate for Ability Links. He even spoke at Wattle Grove in the hope that he could inspire residents by sharing his success. A much more positive person today, Stewart is looking forward his future with newfound hope.

Ability Links

CareWest Active Participation Program participants were invited to spend a lovely morning with firefighters from the Gosling Creek and North West Brigade Rural Fire Service. Our participants and staff had the opportunity to ride in a fire truck, dress up in firefighter uniforms, learn what firefighters do on the job, and how to use their equipment. At the end of the day, everyone enjoyed a cool down under the fire hoses and a delicious sausage sizzle. Participants and staff are grateful to the Rural Fire Service for giving us this exciting experience.

Firefighting

Our Communities

40 | OUR COMMUNITIES

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

Our Community Philosophy


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

We know that what makes a community work is the community itself and that the viability of rural and remote Australia lies in keeping services local. Facilitating local community connections helps families and organisations build and strengthen relationships, address isolation and exclusion, and support people who need a helping hand. CareWest aims to support and empower people and organisations by building on existing local strengths to ensure all Australians feel included and valued. This gives everyone the opportunity to fully participate in society and live their best possible lives.

Walking hand in hand with local communities is essential to ensuring regional sustainability. Having worked in regional NSW for more than 30 years, CareWest has an obligation to support the communities we are connected with – it’s at the heart of the way we operate. Our goal to empower these local communities can be achieved by providing funding, supporting local providers, and investing in local jobs and local people.

Regional and remote communities are fundamental to Australia’s national identity, and we are committed to ensuring they retain their unique local identities and thrive.


Broken Hill

Ivanhoe

Balranald

WentworthOur Reach and Working Hubs

Albury 432 Townsend Street, Albury NSW 2640

Balranald Community Transport 10 Market Street, Balranald NSW 2715

Bathurst Shop 8, 82-86 George Street, Bathurst NSW 2795

Bourke 20 Richard Street, Bourke NSW 2840 (02) 6870 1864

Broken Hill 180 Argent Street, Broken Hill NSW 2880

Cobar 65 Monaghan Street, Cobar NSW 2835 (02) 6836 1283

Condobolin 34 William Street, Condobolin NSW 2877

Coonabarabran Shop 7, Strand Arcade, 86-90 John Street, Coonabarabran NSW 2357

Cowra Shop 6, 119 Kendal Street, Cowra NSW 2794

Dubbo Suite 2, First Floor, 31-37 Macquarie Street, Dubbo NSW 2830

Orange

Head Office Level 1, 235 Lords Place, Orange NSW 2800 1300 CAREWEST (1300 227 393) (02) 6391 2400

Aged Services Level 1, 235 Lords Place, Orange NSW 2800

Transport & Home Mods 142 March Street, Orange NSW 2800 (02) 6362 6554

Disability Services Cnr Anson & Prince Street, Orange NSW 2800

Child & Family 88 Dalton Street, Orange NSW 2800

Marang Gunya 8 Oxley Place, Orange NSW 2800 (02) 6360 3844

CareWest Community Connection Centre Cnr Anson & Prince Street, Orange NSW 2800

Our offices


Phone: 1300 CAREWEST (1300 227 393)

Albury

Sydney

Cobar

Condobolin

Bourke

Lightning Ridge

Mudgee

Cowra

Parkes

Coonabarabran

Griffith

Wagga Wagga

Orange

Bathurst

Nyngan

Dubbo

Tenterfield

Glen Innes

Ivanhoe

Warren

Albury

Glen Innes Community Transport 303B Grey Street, Glen Innes NSW 2370

Griffith 3/20 Banna Avenue, Griffith NSW 2680

Ivanhoe Community Transport 5 Colombus Street, Ivanhoe NSW 2878

Lightning Ridge 58 Morilla Street, Lightning Ridge NSW 2834 (02) 6829 1331

Mudgee 42 Market Street, Mudgee NSW 2850 (02) 6372 6797

Nyngan 81 Pangee Street, Nyngan NSW 2825 (02) 6832 2890

Nyngan — Yarrabin Outreach 70 Bogan Street, Nyngan NSW 2825 (02) 6832 2266

Parkes 3/195-199 Clarinda Street, Parkes NSW 2870 (02) 6862 2033

Tenterfield Community Transport 134 Manners Street, Tenterfield NSW 2372

Wagga Wagga 1 Fitzmaurice Street, Wagga Wagga NSW 2650 (02) 6925 8147

Warren 93 Dubbo Street, Warren NSW 2824

Wentworth Community Transport 24 Hospital Road, Wentworth NSW 2648

Bowen Public School Park Street, Orange NSW 2800

CareWest Preschool Dalton Street, Orange NSW 2800

Glenroi Public School Maxwell Avenue, Orange NSW 2800

Manildra Preschool Cudal Street, Manildra NSW 2865

Middleton Public School Medlyn Street, Parkes NSW 2870

Mullion Creek Public School Long Point Road, Mullion Creek NSW 2800

Preschools


Community Engagement

CAREWEST COMMUNITY CONNECTION CENTRE

The CareWest Community Connection Centre (4C) brought new life to the former Orange Base Hospital in 2015.

Our Disability Service participants and staff said an emotional goodbye to Astill House, the service’s home for 11 years. Management and staff successfully transitioned customers to the 2,500m2 facility, formerly known as Apex House, marking the start of the next chapter at our community connection centre. The transition was an enormous task, warranting well-deserved congratulations for all involved.

Apex House was originally a rehabilitation centre built by community fundraising, and is now home to our Active Participation, Transition to Work and Riverside programs. The building includes sensory and quiet rooms, a mini cinema and a large accessible kitchen that allows our customers to exercise independent living skills and attend living skills classes.

2015/16 also saw the construction of our brand new CareWest Preschool located within the 4C precinct reach completion. The preschool was established using funding from the NSW State Government. It targets low income families to ensure all children have access to the best possible preparation for mainstream schooling.

The Minister for Early Childhood Education, Minister for Aboriginal Affairs, and Assistant Minister for Education, the Hon. Leslie Williams MP, and then State Member for Orange, Andrew Gee, visited the preschool. Both acknowledged the important role of social inclusion to ensure all children have access to vital education. The school was officially opened in August 2016.

MARANG GUNYA – THE GOOD HOUSE

The installation of a state-of-the-art playground and kitchen at our popular community hub, Marang Gunya, has significantly increased the capacity of our community programs and our stakeholder relations. In 2015/16, 952 participants attended Marang Gunya for programs or one-off visits. Of the 952 participants, 78% were indigenous, with 84% having experienced some form of social exclusion.

With the assistance of our community partnerships, we have been able to offer much-needed programs in line with community interests, targeting issues such as access to mainstream services, social exclusion and transport.

A number of innovative programs were introduced at Marang Gunya, including a supported playgroup, Mum’s and Bub’s music groups, an Adult Numeracy and Literacy Program and a Friday Night Youth Group. Events such as a community Christmas party, Santa photos, NAIDOC Week celebrations and school holiday activities were also introduced. None of this would be have been possible without the support of our community partners.


CareWest Community Connection Centre

Marang Gunya playground

1 to 6volunteer to staff ratio for 2015/16

Alicia Price Community Engagement Coordinator

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

VOLUNTEERISM

In 2015/16, we maintained our significant achievement from last year, with a volunteer to staff ratio of 1 to 6 across our geographical footprint. Most growth in volunteerism was experienced in our Community Transport services. We are in awe of the passion our volunteers exude while carrying out their duties for CareWest. They represent the CareWest brand with great pride, and as an organisation, we feel honoured that they choose to volunteer their precious time to enable us to give back to the community - their dedication is greatly appreciated and deserving of thanks!

COMMUNITY PARTNERSHIPS

2015/16 saw an increase in community partnerships, with support from small community groups and large organisations. We were overwhelmed by the level of support received, without which these projects and programs would not have been possible. The generosity and dedication of our supporters towards our overall vision has been heartening. We are grateful to be a part of a community that just keeps giving.

Our Aboriginal Community Transport team conducted a considerable amount of community engagement and needs analysis across 13 local government areas in Orana Far West, allowing us to target the most disadvantaged transport areas. Transport is vital to these communities, giving people access to essential services, food and healthcare. It also promotes equity,

Christmas 2015


Community Transport staff Sharlene Wright and Lisa McEwen

Our Services

48 | OUR SERVICES

RUSSELL CULVERSON UPDATES HIS COMPUTER SKILLS

Aged and Regional Community Services

2015/16 saw considerable gains in Aged and Regional Care for CareWest, following on from the strong growth last financial year.

CareWest is now the sole preferred provider for the ComPacks program across the Western and Murrumbidgee Local Health Districts. We have also continued brokering Home Care Packages for the Western Local Health District.The Commonwealth Home Support Program (formerly HACC) saw increasing recruitment of Home Care Workers across Central West, Orana Far West and Riverina Murray, and rolled out services to Albury and Leeton.

Case Management Services also expanded their ComPacks program. An additional five Case Managers were recruited in the Murrumbidgee Region, and links were strengthened with the Western Local Health District.

I would like to thank the ARCS team for their dedication and compassion in dealing with our frail and vulnerable customers in a most respectful way, and their commitment to achieving the best outcomes possible.

ARCS forums held during the year brought staff together in fellowship and learning. These valuable gatherings continue to be appreciated by staff, who drive the content with their feedback.

ARCS also worked in partnership with Age Concern in Albury to facilitate the amalgamation of the two organisations. Community consultations and discussions with the Board and staff will result in a smooth transition with minimal, if any, disruption to customer services. I would like to thank all CareWest programs and staff who supported this process.

In 2015/16, we also welcomed the recruitment of a Project Officer for ARCS. The Project Officer will facilitate 12 community education and support forums in 2016/17, as well as participation in events supporting Seniors Week, Dementia Week and Carers Week.

COMMONWEALTH RESPITE AND CARELINK CENTRE

In 2015/16, the Commonwealth Carer Respite Centre operated nine Consumer Directed Respite Care (CDRC) packages, which were again funded by the Commonwealth Department of Health and Ageing.

The MyAgedCare website was embedded in everyday practice. This proved challenging, and led to a drop off in referrals to some services. All documentation, Carer Handbooks and promotional material were revised to reflect these changes.

CRCC continued to fund high needs vacation care with Interchange Bathurst and CareWest Disability Services, as well as life skills programs with the Cowra Special Needs Centre.

The CRCC organised a Kookaburra Camp at the Collaroy Centre for 38 young people experiencing mental health issues and their carers. The camp provided an opportunity for the young people to meet teenagers in similar circumstances, share their issues with camp leaders and participate in fun physical activities.

Congratulations to the entire team led by Wendy Coles, who delivered consistently high standards of advice, advocacy and care to our customers during a very challenging period.

Scott Kable Senior Manager, Aged and Regional Community Services

50 | OUR SERVICES

73,837customer service hours 2015/16

Noel and CareWest’s Christine enjoy a group social outing

COMMUNITY CARE

The Community Care team saw the direct impact of changes to how we do business in the sector, with implementation of the new Consumer Directed Model this financial year.

CareWest is now delivering 83 Home Care Packages in the Central West and Riverina Murray regions in a Consumer Directed Model, which provides increased choice and control to customers.

In 2015/16, Community Care also implemented our Commonwealth Home Support Program across the regions, meeting all targets in Central West and Orana Far West.

Community Care continued to expand the acceptance of brokerage services from agencies including the Department of Veterans Affairs, the Western NSW Local Health District, the Commonwealth Carer Respite Centre, Fee for Service care, and Case Management Services. This has been enhanced by the significant recruitment of Home Care Workers across the regions.

Dementia Respite services were also expanded into the Grenfell region, with services offered twice a week.

CASE MANAGEMENT SERVICES

Case Management Services saw considerable expansion of services this financial year demonstrating CareWest’s strong position in the marketplace.

We are now delivering around 2,500 ComPacks programs annually across the Western and Murrumbidgee regions. We have experienced growth in services to people with individualised funding, demonstrating our strong position in the marketplace.

Our Community Options, Flexible Leisure Respite and Older Parent Carer programs also continued to provide support for people with complex disabilities and social challenges, those who are frail and aged, and their carers. Our person-centred approach works to build on an individual’s strengths and increase their capacity to make positive changes and choices to improve their independence and well-being.

YEAR ON YEAR COMPARISON

2014/15 2015/16

Carer Activities 18714 19467

Home Care Packages 70 83


1,125Aged and Regional Community Services customers

A CCRC Grief, Loss, Depression and Nutrition Information session

Our Accommodation Service also made strong gains, cementing its reputation as a highly regarded out-of-home care residential service operating across the Western NSW and Murrumbidgee districts.

The Active Participation Program saw a significant increase in customers throughout the year. Our exceptional service quality, individually tailored, person-centred program design, and first class assets drove demand and delivered outcomes that improved quality of life and participation in the community for all we have been fortunate enough to work with.

Vocational Services also saw strong growth, tripling in size in the last year. Many participants have achieved their goals of obtaining open employment. This not only enables ongoing engagement and participation in our local communities, but also delivers real economic benefit for individuals, and society as a whole.

The opening of our two centre-based respite facilities, the only such services operated by a non-government organisation in Western NSW, affords improved access for our customers, while also supporting the invaluable work of our local carers. Strong demand and increased brokerage funding have enabled these two new centres to operate on a 24/7 basis, with no direct government funding. This is a true credit to the Respite team with positive outcomes already evident in the enjoyment of so many participants.

Heading into the new year, our Out Of Home Care service has gone from strength to strength. Starting with one young customer 12 months ago, we now support over 10 people across Wagga Wagga, Orange and Dubbo, encouraging them to achieve all they can despite the many challenges they have faced. Our management, staff and clinical teams are to be congratulated for the very difficult and emotional work they do to enable life changing outcomes for the amazing young people we are privileged to support.

This year, we welcomed many new people into our CareWest homes as part of our Accommodation service. Our ability to work with so many amazing individuals, supporting them to achieve their goals and aspirations and live their best lives, is truly an honour. Again, the strong demand and ability to support so many current and new residents is a tribute to our staff, who constantly strive to improve the lives of all those we support.

The past year has been a time of tremendous progress for Disability Services at CareWest, seeing an increase in revenue from $11 million at 1 July, 2015, to over $20 million as of 1 July, 2016. The opening of new offices and service centres in Orange, Bathurst, Warren and Wagga Wagga has enabled us to grow our customer base and provide quality disability support to more people across rural, regional and remote communities. Underpinning our extraordinary performance has been our dedicated team of staff, now numbering over 200 people, who provide invaluable services across the CareWest footprint on a daily basis.

2015/16 saw the opening of 4C, our state-of-the-art centre, facilitating the delivery of superior quality services across the Active Participation Program, Respite and Vocational Services to the community of Orange and its surrounds.

Disability ServicesBenjamin Wyatt General Manager, Disability Services

52 | OUR SERVICES

The official opening of the CareWest Respite Centres at 4C

26customers in volunteer work or undertaking work experience and three customers in open employment

13customers in Lightning Ridge

16customers in Bourke/Brewarrina

Strong growth has enabled the opening of new offices in Wagga Wagga, Warren and Bathurst, with extensive new services across communities in the Orana Far West, Central West and Murrumbidgee. These provide further choice and control around services for our customers in rural and remote communities, while also preparing for the transition to the National Disability Insurance Scheme (NDIS).

Our preparation for the NDIS ran in parallel with the amazing efforts displayed across the breadth of our direct service delivery. Beginning with staff education, we are now focusing our attention on preparing our customers, their families and carers for the transition to an individual and flexible approach to service access, with true choice and control. Our focus on communication, coupled with development of corporate processes and systems, will position us as a leader in the community services sector, with capacity to meet future growth in demand for services and customer expectations.

CareWest’s continued expansion has ensured many communities are able to access quality support that provides significant social, community and economic benefits to all residents. I am sure the foundations we have laid, centred on the individuals, families and carers we work with, will guarantee continued success throughout 2016/17 for all those we support and enable them to live their best lives well into the future.


Stevie and Brittany at the Bathurst Show

232Disability Services staff members in 2015/16

$21.4Min funding (up from $11,229,000 last year)

$6.1MOut of Home Care funding (up from $800k at 1 July 2015)

80Active Participation Program participants (up from 57)

Active Participation Program hits the great outdoors

2015/16 was a productive year for Child and Family Services which connects, supports, enriches and educates communities through our programs.

ABILITY LINKS

Ability Links supported 715 individual participants and 32,766 community connections, encouraging inclusion for people with disabilities in the Orana Far West and Central West regions.

We created and supported activities celebrating ability, started conversations about inclusion, and offered information on the NDIS, which will be implemented in July 2017.

Early Links in Central West, Orana Far West and Murrumbidgee worked with families on diagnosis and therapy strategies for their children, so they can get the best start in life. Linkers also progressed in their training. They are now ‘Relaxed Kids’ educators, who can introduce relaxation techniques and mindfulness to children, their families and carers.

PRESCHOOLS

In 2015/16, CareWest preschools celebrated an increase in enrolments and the opening of our new preschool at the 4C complex on Dalton Street in June 2016. The building’s transformation from a hospital rehabilitation unit to a warm and friendly educational facility was celebrated at an official opening ceremony on August 15th, led by Leslie Williams, Minister for Early Childhood Education, Minister for Aboriginal Affairs, and Assistant Minister for Education. The preschool will offer 20 positions for three to six-year-olds.

All other preschools saw an increase in enrolment occupancy, thanks to staff promoting the importance of Early Childhood Education within our communities.

CareWest Preschools continued working with the National Quality Framework (NQF) child care and early learning service regulator. Quality Improvement Plans were devised for preschools at Bowen, Glenroi, Parkes Middleton, Manildra and Mullion Creek. Bowen, Glenroi and Parkes Middleton will be assessed and rated in 2017.

CONNECTION FOR FAMILIES (CONDOBOLIN)

The Connection for Families project funded a series of workshops for parents, teachers and health workers.

Trainer Sue Larkey facilitated an autism workshop to support children in the Condobolin area. Debbie Hopper hosted workshops in Condobolin and Lake Cargelligo to help children with sensory processing disorders. Speech pathologist Karen Trengrove ran ‘learn2communicate’ workshops in Condobolin and Lake Cargelligo. The project officer worked with the local council to build a sensory playground and disabled toilet at a skate park and start an active kids program.

We also launched “My Time Group”, a support group for parents of children with disabilities through a collaboration of services.

Child and Family ServicesJenny Nalder Senior Manager, Child and Family Services

54 | OUR SERVICES

Ally Robb and her parents enjoying the new Liberty Swing at O’Reilly Park in Nyngan thanks to a contribution by Ability Links NSW

Drumming for fun

CARING FOR YOUR BURAAY (DUBBO)

Caring For Your Buraay distributed baby bags full of vital information to young Aboriginal mothers. The Aboriginal Maternal Infant Health Service and Australian Nursing Family Partnership Program are now providing these to ensure no mother misses out.

The Children’s Services Expo was well attended, with over 250 professionals receiving information on CareWest services. Events also were held on fetal alcohol syndrome disorder, after which 30,000 coasters were delivered to pubs and clubs to raise awareness about the disorder.

In Apollo Estate, a sewing group that teaches life skills to mothers welcomed a Community Health Speech Therapist and drug and alcohol support worker.

Domestic violence books were distributed to local organisations, and an Aboriginal and Torres Strait Islander Children’s Day event was held to encourage families to use West School Community Centre services.

COWRA AND YOUNG FAMILY CONNECTIONS (CYFC)

The Cowra and Young Family Connections program continued supporting families with children under 12 years.

Community Playgroups gave parents free morning tea and access to educational resources for children under the age of five. Peer support groups, home visits and parenting courses were also organised, including Triple P, Parents as Teachers, and Drum Beat.

Our Community Fun Day in Cowra was well attended, with over 300 people learning about our programs while enjoying activities. Events were also arranged for NAIDOC Week, Child Protection Week and the Cowra Show.

We organised school holiday activities in Young, including Drumming for Fun and Chill Kids.

Playgroups continued running in the Cowra and Young Region, along with Triple P parenting courses at Young Hub service and Erambie Outreach Centre.

CLUSTER MANAGEMENT TRIAL

Ten preschools signed up to receive personalised support as part of the cluster management trial, which concluded on June 30 and is being evaluated by the Department of Education. It included:

} Regulation compliance and quality assurance

} Risk management, legal processes and liabilities

} Management and employment of staff

} Training and professional development for the preschool director, management committee and staff

} Business planning

} Managing the preschool funding model funds

OPERATIONAL SUPPORT PROGRAM (OSP)

The OSP focused on service sustainability. Project officers collaborated with preschool directors and management committees to implement business plans and build financial capacity, therefore increasing the target cohort for optimal funding.


Four year old Katie with CareWest Preschool Educator Theresa Fieldus.

32,766Ability Links Community connections

715Early Links customers retained across the Riverina Murray, Central West and Orana Far West regions of NSW

Two of the major challenges for service providers were the introduction of the Commonwealth Home Support Program (CHSP) and the My Aged Care centralised assessment system. While the My Aged Care system certainly has merits, like all new systems there have been teething problems. Accepting the need for change and reform, Home Modifications and Maintenance worked constructively with government and other providers to ensure the system works for our customers.

The introduction of the CHSP also changed how CareWest provides continuity in funding work for older people across the Central West and Orana Far West. After a consultation meeting in February, we were able to develop robust policy and procedures that saw a slight increase in the amount of funds allocated to the area.

Ongoing maintenance works in Wagga Wagga and Orana Far West (Mudgee and Wellington) continued to provide much-needed services to improve customer’s homes and help ensure they remain living there. More than 800 maintenance jobs were provided to over 385 customers, ranging from mowing lawns and cleaning gutters to changing light bulbs, all of which help keep our customers safe and secure.

Home Modifications and Social SupportColin Kjoller Senior Manager, Home Modifications and Maintenance Social Support Manager, Wagga Wagga

56 | OUR SERVICES

Home Modifications and Maintenance continued to provide essential services to a broad range of customers across Western and Southern Inland New South Wales in 2015/16. While provision of these services is centred in the Orange and Wagga Wagga areas, funding for work covers over 60% of inland NSW.

SERVICE ACHIEVED

Wagga Home Modifications $96,847

Wagga Home Maintenance 1434 hours

Wagga Social Support 5226 hours

Wagga Aged Transport 2342 trips

Orange Home Modification $211,600

A CareWest Home Modification and Maintenance ramp

Home Modification and Maintenance’s Kel Gallard in the workshop

Social Support in Wagga Wagga had a most successful year. A key achievement was the introduction of a weekly social outing for younger people with mental illness. This continuing initiative proved highly successful, providing an avenue for customers to access the community, build their own social networks, and develop social skills. Social Support also provided the first overnight trip for customers, which was such a success that it was difficult to convince them they had to go home at the end!

Aged transport in Wagga Wagga also continued to provide a much-appreciated service, enabling Social Support participants to access taxi vouchers when transport services shut down out of business hours and on weekends.

Looking ahead, we will continue to provide valuable services to help our customers remain in their own homes. We must also prepare for the introduction of the National Disability Insurance Scheme (NDIS), and demonstrate that we are a proven and trusted service provider. When external providers are looking to enter the arena with little or no experience, we must show that we bring to the table many years of experience in providing quality services to the elderly, frail and those with disabilities.


Community Transport

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

This year, CareWest Community Transport became responsible for Balranald, Wentworth, Ivanhoe, Glenn Innes and Tenterfield — taking our total number of locations to seven, including Orange and Dubbo.

Kathy Dickson Senior Manager, Community Transport

58 | OUR SERVICES

CareWest volunteer Sue Healey, driver Peter Single, and Community Transport customer Rita Vanderby

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

CareWest volunteer Sue Healey, driver Peter Single, and Community Transport customer Rita Vanderby

This is set to increase to 10, with the upcoming addition of Lithgow, Oberon and Cowra. I have been appointed to support these locations into the future. While differences make our communities unique, we are bonded by a common aim to provide transport and enable independence for as long as possible. Looking ahead, we plan to expand social outings, shopping trips and provision of crucial transport for medical appointments.

The achievements of Community Transport would not be possible without our wonderful team of staff and volunteers. Each of our locations has a dedicated coordinator, who works with the local community and fellow service providers to the meet ever increasing transport requirements in rural and regional communities.

We continue to be funded by both State and Federal governments through Transport NSW. This partnership provides knowledge and support, and ensures CareWest is well positioned to progress into the future.

We are in a period of transition with the NDIS, with a number of locations already under the new scheme. We will continue to provide the best possible transport solution for our customers in these areas, and offer support in the change to consumer based funding. This change provides the opportunity of choice for our customers, and ensures services match their needs.

There are exciting times are ahead, with the promise of both challenges and fresh success. We need to be flexible, open minded and ready to embrace change with a positive, innovative mindset that will see us prosper and grow. As the Senior Manager for Community Transport, I look forward to the future, and continuing to provide essential services to the many communities we serve.


21special needs students daily school runs in Orange, Cowra, Bathurst, Dubbo, Wollongong, Griffith and Wagga Wagga

Our Systems

60 | OUR SYSTEMS

HORSE PLAY AT CAREWEST PRESCHOOL

2015/16 saw major Commonwealth and State government reform agendas gather pace, impacting the business environment for all organisations in health and social services sectors. We witnessed:

} the commencement of the national roll out of the National Disability Insurance Scheme

} finalisation of the timetable and process for establishing a national priority system for the allocation of Aged Care places

} implementation of the State Government process for the transfer of specialist disability services to the private sector.

The Commonwealth and State Governments’ move from the provision of services to the commissioning of services also caused major changes to the funding, delivery, regulation and management of service delivery of other sectors including social housing, mental health services, and primary health services. Progress towards similar changes in transport services also took place this year.

OUR RESULTS

In 2015/16, CareWest participated in a number of large tender processes with existing and new partners and consortia, further developing our existing relationships and cultivating new, enduring connections with agencies engaged in a wide range of service sectors.

While not all results are yet clear, we have been advised that we were not successful in one of the most complex and challenging proposals we submitted for the second round of the NSW Government’s Social Impact Investment projects.

This year’s successful partnerships include:

} Consortia lead by Aftercare were awarded contracts to deliver the new LikeMind pilot projects in Orange and Wagga Wagga, providing CareWest with the opportunity to establish and develop our capacity and capability in the delivery of mental health services within a shared care paradigm. The further development of shared care approaches is central to the mental health reform agendas of both the Commonwealth and State Governments.

} A new partnership with Far West HACC Services Inc in Broken Hill resulted in the award of funding to implement a Liveable Communities project aimed at supporting older people to reconnect or establish connections with their community, using an Assets Based Community Development approach. With the potential to demonstrate new and innovative ways to reduce social isolation and support the continued independence and well-being of older people in regional communities, the project has sparked a high level of interest at State level. Both organisations will continue to work together as the project is implemented and evaluated.

Business DevelopmentLiz Evans Business Development Manager

62 | OUR SYSTEMS

WESTERN COLLABORATIVE CARE

We leveraged the considerable experience and capabilities of our partners - Regional and Rural Medical Services, the Outback Division of General Practice, Western NSW Local Health District - and, our investment partner, the National Australia Bank, to design a model of truly innovative, collaborative health and social care. The model reflects the newly proposed Health Care Home approach to best practice in the health and social care sectors, aiming to build the capacity of people with chronic illness to self-manage their health and reduce the incidence of avoidable hospital admissions in Western NSW. It offers services that engage with consumers as partners, responds to the needs of rural and remote communities; and builds shared care teams across the health, allied health and social care sectors.

While this first step into the Social Impact Investment paradigm did not succeed, the experience strengthened the relationships with our partners, who remain committed to working together and with the Government to tackle the epidemic of chronic illness in Western NSW.

In addition:

} CareWest was appointed to the Department of Veteran’s Affairs Community Nursing panel, enabling an expansion of our community nursing and allied health team.

} We were awarded two of just three community transport contracts offered in Regional NSW, enabling us to expand our services into the New England area and establish new offices at Tenterfield and Glen Innes.

OTHER DEVELOPMENTS

This year, CareWest became one of the first Community Transport organisations to be accredited under the Roads and Maritime Services Bus Operator Accreditation Scheme. This is a key step in qualifying CareWest to operate and expand services in new areas as Transport for NSW progresses its reform agenda, offering more efficient and flexible transport options and tailoring our services to better respond to the needs of regional and rural communities. As we know from our experience working in Western communities, and as we found in this year’s study of the transport needs of Aboriginal communities in Western NSW:

Public transport infrastructure is not merely about assisting people to get from one place to another. As an essential element of access to health services, education, cultural connections, and employment, public transport needs to be re-framed as an enabler of human rights.


CareWest Community Transport

CareWest employs a growing clinical team that works across customer services, supporting the staff and customers of our Disability Services and Out of Home Care Services.

In 2015/16, we were pleased to welcome an experienced Occupational Therapist and Speech Pathologist to the team, as well as a Senior Behaviour Support Practitioner. By working closely together and with other clinicians and agencies, our team is able to deliver holistic care to customers and support staff to provide the highest quality care.

Our new Occupational Therapist improved outcomes for customers and staff alike. She implemented many improvements to manual handling processes, which safeguard staff and customers in a variety of situations, such as during transfer from a wheelchair. She also assisted customers with heightened sensory needs to ensure their needs are recognised when we work with them.

The Speech Pathologist is working with children in two of our preschools. These children are now able to access to early intervention, which prevents language problems developing.

The Speech Pathologist also creates mealtime plans for older customers of the Disability Services who have swallowing difficulties, and works with adults with disabilities in our new 4C Community Centre to improve their language and living skills.

Our behaviour specialists teach staff positive ways of working with children, young people and adults, who may express themselves in challenging ways. They help us understand triggers that can negatively impact people, which is especially valuable when caring for children and young people that may have experienced trauma.

Our nurses play a large part in coordinating healthcare planning and health interventions for customers of the Supported Accommodation Services, and in training staff in clinical competencies needed to deliver care.

It is part of our vision to have clinical teams in more remote locations, working with other health professionals to improve the quality of healthcare in those communities in the future.

TELEHEALTH SERVICES

CareWest is proud to provide telehealth services to a variety of customers in their homes, particularly those who are ageing and/or have a disability. These customers are able to manage devices to monitor vital signs related to their health issues. Our Registered Nurse monitors these signs from a central office, communicating with customers face-to-face via telelink, and with their GP. Our customers have gained confidence in this process, finding it has reduced the need to travel for medical care, this is particularly valuable for customers living in remote locations.

CareWest is now partnering with the Rural and Remote Medical Service to offer telehealth monitoring to customers in residential aged care services in Central West and Far Western NSW.

We expect telehealth to provide great opportunities for improving the healthcare of people in rural and remote locations in the future, and we are pleased to be a part of this new initiative.

Care GovernanceFrances Shannon Quality Care Manager

64 | OUR SYSTEMS

SERVICE QUALITY

CareWest seeks to continually improve the quality of its services, and relies on a number of tools and processes to achieve this.

One of the most important ways of discovering new ideas for service improvement is to listen to our customers. We encourage customers to give us feedback. In 2015/16, CareWest updated its complaints procedure, making it more accessible to customers. We also trained our staff in how to best manage complaints, and regularly measured customer satisfaction. As we move towards the NDIS rollout and customer-directed care, we are creating opportunities for customers to come together to help both themselves and CareWest better understand and support their needs.

CareWest undergoes regular compliance reviews, assuring customers that it meets accreditation standards. In 2015/16, CareWest successfully maintained its quality accreditation (ISO 9001) and was certified under the new Attendant Care Standard (ACIS 2013). It holds a current certificate of verification of compliance with the NSW Disability Service Standards and the NSW Transport Standards.

CareWest has a regular schedule of self-assessment, reviews and internal auditing of its services and corporate support systems; in 2015/16 these included audits of its WHS system, and a review of adherence to the National Quality Framework for preschools.

CareWest is mindful of customers’ vulnerabilities, and has implemented a safeguarding framework to protect their human rights, particularly those who reside in our Group Homes and access residential Out of Home Care Services. Checks and screening processes ensure we employ staff that share our values and work to uphold the safety of our customers. This is supported by extended induction training for frontline workers. We also introduced self-advocacy training for customers, and will continue focusing on such training in 2016/17, centering on customer rights and how we can ensure them into the future.

CareWest works closely with the NSW Ombudsman, Official Community Visitors and the Office of the Children’s Guardian to improve service quality for customers. We welcome their reviews, advocacy for our customers, and all recommendations on how we can improve our service quality.


Preschoolers Dontae and Jharal

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

A YEAR OF NEW LEARNING

In partnership with Charles Sturt University’s Health Service Research Area, CareWest undertook a study into the efficacy of our new Telehealth Service. Participants acknowledged the integral benefits provided by a CareWest nurse clinician, who helped participants develop their health literacy. The study highlighted the benefits of improved self-management, and how future participants might be introduced to the technology. Participants reported few problems and said the Telehealth monitoring interface was straightforward and easy to follow.

Among many positive outcomes for participants, those who previously struggled to self-manage health conditions were assisted to improve their ability to manage medications and activity. This affected their mood and socialisation, with those participants previously disinterested in using technology coming to see the benefits it could provide in their daily lives. Several were so enamoured that they volunteered as advocates to present their stories to others that are still resisting the new equipment.

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

Research and Innovation

2015/16 was a year of learning and service expansion for the Research and Innovation Unit.

SOCIAL AND COMMUNITY LINKS

Our flagship project in 2015/16 was the Social and Community Links research study. With ‘Linkers’ operating in Orange and Griffith, the project enlisted more than 140 participants to examine how community service organisations can address the social isolation experienced by many older people.

Linkers observed that participants require tailored strategies to address social isolation, and that person-to-person contact is effective in promoting social participation. The extent of person-to-person contact necessary varies, with some relationships requiring more time than others to build trust between Linkers and participants.

One Linker in Orange observed that enlisting an older volunteer to host technology sessions enabled both peer-to-peer teaching, and a social platform for the volunteer and participants.

Aside from physical, physiological and cognitive benefits, group exercise also provides valuable social contact for older participants.

The research study will continue until June 2017, with a final report due to the Australian Government’s Department of Social Services in August 2017.

Dr Gregory Dresser Senior Manager, Research and Innovation

Dr Eevon Chia Research Manager, Research and Innovation

66 | OUR SYSTEMS

Ability Links NSW Team Leader Kim Gray with Dr Eevon Chia at the Australian National Field Days

PARTNER SUPPORT

During the year, the Research and Innovation team developed and delivered a series of governance training workshops for the Management Committees of preschools across Western NSW. These workshops focused on the legal duties and roles of the Management Committee, managing financial problems and insolvency, the Constitution, and meeting procedures. The workshops were well received, with feedback suggesting many participants have already been able to use their new knowledge to great effect.

EDUCATION AND TRAINING

We developed and trialled a Statement of Attainment in Self-Advocacy for people with an intellectual disability.

Self-advocacy is the ability to voice one’s own needs and desires to achieve an outcome, which is conducive to a happy and fulfilled life. It is founded on the social model of disability care which suggests that those with disability should experience a life of inclusion, equal to those without disability. Self-advocacy can increase the lifespan of an individual and lead to overall increased well-being.

Our accredited course is the first of its kind in Australia, and we hope to roll it out to a wider audience in years ahead.

RESEARCH SCHOLARSHIP

As researchers, we’re very excited about the establishment of a CareWest Research Scholarship. Valued at $5,000 per annum, the scholarship is open to human and community service research students who have either enrolled, or intend to enroll, in a research program at Charles Sturt University. By supporting outstanding applicants, the scholarship program aims to improve the health and well-being of Australians and their communities. This is a unique initiative for a regionally based organisation, and one that links research outcomes directly to community needs.

SECTOR SUPPORT

Together with our staff in Aged and Regional Community Services, we participated in a National Aged Care Quality Indicator Program for home care services. Data collected to assess consumer experience and quality of life was submitted to the KPMG Quality Indicator Team, who were engaged by the Department of Health. Feedback from KPMG indicates CareWest customers rated consumer experience and quality of life higher than the national average.


Research shows group exercise provides valuable social contact for older Australians

Information, Marketing and AdministrationMarc Bonney Manager, Information and Marketing

MARKETING

CareWest was the recipient of the 2016 Orange Chamber of Commerce Banjo Business Award for Excellence in Presentation and Marketing and the Award for Excellence in Community Services. We went on to win the NSW Business Chamber Central West Orana Business Awards Excellence in Business and are now a finalist in the NSW State Business Awards.

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

“Staff friendliness and helpfulness” with 95% positive response rate (‘Good’ or ‘Very Good’) up from 94% in 2011 and 2013.

The other top results with 92% positive ratings were:

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

} Staff skills and professionalism

} Help to give you the ability to manage independently

} Your plan covers your personal needs and wants

For the third survey in a row, 97% of respondents said they would recommend CareWest to someone else.

The Service Provider Satisfaction Survey also yielded strong results with top positive responses: Freedom from abuse and discrimination (97%); Services meet customer needs and wants (94%); Respect for customers’ culture (94%); Scheduling meets customer needs (93%), and; Overall quality of interactions (92%).

A refresh of graphical designs was undertaken to update the 2011 graphics. The new visual styling was released with the 2014/15 Annual Report, the CareWest Prospectus and new look Fact Sheets. The styling was also applied in the redesigned website which was completely rebuilt.

Substantial effort across public relations and other promotional platforms has yielded healthy coverage of the company and of individual services. A strategy of relationship building with media outlets has established CareWest as a thought leader, often being the first port of call by media for comment on community sector issues.

Mass and social media coverage across our geographic footprint included:

} Regular features on Prime7 and WIN TV news

} Sponsorship of Orange City Life television guide

} Increase Facebook likes from 500 to more than 1200 (@carewestaustralia) with organic and targeted boosted posts reaching more than 45,000 people’s newsfeeds

} Twitter account established (@CareWestAus)

Events continue to play an important part in the promotional mix for CareWest, with plans for event activities increasing even more in the future. Two Ministerial events were held. Respite facilities Anson Cottage and Dalton Respite Centre were opened by the Hon. John Ajaka MLC, NSW Minister for Disability Services. The Hon. Leslie Williams, Minister for Early Childhood visited the 4C CareWest Preschool during construction.

68 | OUR SYSTEMS

186free editorials run in local newspapers

170free interviews or mentions on local radio

152paid press advertisements

With the increased demand for ICT support from all staff, the Service Level Agreement with our Managed Service Provider Diamond ICT, was changed from a device support to a user support basis ensuring all staff, including those without a computer, are still supported.

Other ICT projects include working with other departments on expanding Telehealth services, a review of available Customer Management Systems and implementation of a new anti-virus, anti-malware, security platform to combat the growing number and types of online attacks and threats.

CareWest looks forward to the appointment of a dedicated Chief Information Officer so due attention may be given to this critical function. Many strategic directions are dependent upon our capacity to connect and operate effectively and efficiently across a broad geography.

ADMINISTRATION

A new CareWest Incident Management System (CIMS) was designed and built in NetSuite (our Financial management system). The new CIMS has automated escalations and instant notifications to management of high-level incidents. The system is designed for easy maintenance with new teams and changed management reporting lines readily updated. Incidents are logged by staff via a web form. This new system replaced a SharePoint based system.

A major project to overhaul the document management system was commenced. This project includes reviewing approval processes and workflows, improved document meta-data and improved security.

The document management overhaul is being run parallel to, and in conjunction with, a project to design and implement SharePoint Online, part of the Microsoft Office 365 suite. The new instance of SharePoint is being designed based on consultation around service and corporate team needs. External development agency SharePoint Gurus have been commissioned to build the new intranet with delivery late 2016.

CareWest conducted a Regional NFP workshop on the Future of Our Sector attended by 75 regional NFP managers. Other event promotion and management included CareWest All Staff Forums, CareWest AGM, Australian National Field Days, Wagga Wagga National Volunteer Event, Senior’s Week Golf Days and Expo, inaugural HIPPY Graduation, Community Transport for FoodCare Orange, as well as countless information days and sessions promoting our individual services.

INFORMATION AND COMMUNICATION TECHNOLOGY

CareWest Information and Communication Technology (ICT) expanded use of Microsoft Office 365 beyond the pilot group. All employees have now been set up with an Office 365 account allowing online access from any device. This is part of a transition from storing data on an ‘on-premises’ server to cloud storage. All computers have been upgraded to Office 2016 and staff are operating on a common platform for first time ever.

Office 365 provides a single point of entry for all Microsoft products (Outlook Calendar, Emails, People and Tasks; Word; Excel; PowerPoint; OneNote, and Yammer) as well as to all personal files on OneDrive for Business. When SharePoint Online is implemented (a current Administration project) all team docs will also be available through this single portal. Other links (such as to NetSuite financial management system or The Care Manager) will also be placed on this single portal. Training materials are under development presently.

With the opening of the CareWest Community Connection Centre (4C), new radios (for wirelessly transmitting data and voice) were installed linking it with Lords Place Head Office. Old radio links to Maple Cottage, March St and Astill House (until vacated) were redirected via 4C. Inside 4C a wireless set up allows phones to be moved depending on needs without being restricted to spots where there is a phone jack in the wall.

A major project was commenced to completely redevelop the security and permissions structure of the CareWest network through a redesign and rebuild of the Active Directory. This major piece of work will yield significant efficiencies in system operation and will require changes to employee activation and change processes.

CareWest CEO Tim Curran being interviewed by local media at the Respite Centre openings


FINANCIAL POSITION

The 2015/16 financial year result of a $5.4 million surplus is an important result for the present and future customers of CareWest. With continuing wise financial stewardship, CareWest looks forward to serving regional, rural and remote Australia from a sustainable financial foundation, especially in this time of significant aged, disability and community service reforms.

This strong financial result represents a $2.6 million surplus from operating activities, $1.4 million from capital grant funding for the new 4C precinct, $0.9 million from motor vehicle assets now under CareWest’s control to undertake more community transport services for Transport for NSW, and $0.55 million from alignment with Australian Accounting Standards.

It is important to note the 95% growth in Fee for Service revenues in the 2015/16 financial year, with an increase from $2.63 million in 2014/15 to $5.11 million. This highlights the changing financial landscape of our sector, which CareWest continues to lead and refine business processes to embrace. The increase in accounts receivable from $0.6 million in 2015 to $1.3 million in 2015/16 reflects the initial impacts of this change. The provision for doubtful debts at $3K exemplifies CareWest’s cash collection practices, with the 2015/16 increment being attributed to outstanding invoices less than 90 days on government agencies.

DIVERSITY

FINANCIAL GROWTH

CareWest continued to expand service delivery in regional, rural and remote Australia in 2015/16. In building on the 44.6% increase in operating revenue in 2014/15 a further 24% increase in revenue occurred in 2015/16. Importantly the 2015/16 revenue growth was offset with a 15% increase in total operating costs demonstrating sustainable financial control.

2015/16 compared to 2014/15

Finance Report 2015/16

70 | OUR SYSTEMS

0%

5%

10%

20%

25%

30%24% 23.9%

6.3%

Total Operational

Revenue

Total Employment

Expenses

Other Operational

Revenue

Tony Pierce Chief Financial Officer

40% Disability Services

15% Child and Family Services

26% Aged and Regional Community Services

9% Transport

4% Home Modifications

3% Corporate

2% Community Engagement

1% Research and Evaluation


PERSONNEL

During the 2015/16 financial year, CareWest successfully trialled the role of Asset and Facility Officer. As our property and vehicle asset base expanded, it became increasingly evident that dedicated resources were required to oversee assets owned by CareWest. This serves to ensure their optimised use and maintenance, therefore safeguarding financial viability into the future.

STRATEGIC PLAN 2015/2020

Significant government reforms rolling out in all areas of service delivery from 2015 to 2020 will change how CareWest receives revenue. To date, 50% of CareWest’s revenue is received quarterly in advance. This will transition to payment in arrears, as the NDIS and other reforms in our sector are implemented. Throughout this transition, CareWest will continue to deliver excellent services from a sustainable financial position.

The focus on cash management will be central to CareWest’s financial sustainability, and will be founded on financial process discipline, system development and a continuous improvement approach.

2015/16 CONTINUOUS IMPROVEMENT APPROACH

The CareWest finance team actively monitored the following key indicators on a monthly basis to enable a clear understanding and internal accountability of the finance process:

} Receivables greater than 60 days

} Payables processed and paid on time

} Cashflow forecast accuracy

} Month end reporting timeliness

} Proactive financial control of all CareWest programs

} Routine asset inspection

1,333Suppliers paid a total of $11.2 million by CareWest Ltd in regional NSW

$30.8M2015/16 wages and operating expenses paid in regional NSW

148Vehicles in the CareWest fleet enabling service delivery in regional NSW

Financial Statements

72 | FINANCIAL STATEMENTS

A SUCCESSFUL NIGHT FOR CAREWEST AT THE 2015 BANJO BUSINESS AWARDS

CAREWEST LTD

ABN 13 160 259 512

Financial Report

For the Year Ended

30 June 2016

CONTENTS

Directors' Report............................................................................................................ 1

Auditor's Independence Declaration.............................................................................. 7

Independent Audit Report.............................................................................................. 8

Directors' Declaration.................................................................................................... 10

Statement of Surplus or Deficit and Other Comprehensive Income.............................. 11

Statement of Financial Position..................................................................................... 12

Statement of Changes in Funds.................................................................................... 13

Statement of Cash Flows.............................................................................................. 14

Notes to the Financial Statements................................................................................. 15

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CareWest Ltd

ABN 13 160 259 512

Directors' Report

30 June 2016

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

1. General information

Information on directors

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

George Blackwell

Qualifications Bachelor BusinessBachelor Health AdministrationMaster of Business AdministrationBachelor LawGraduate Diploma Legal Practice

Period as Director 7 Years

Special responsibilities President

Helen (Trudy) Mallick

Qualifications Computer Accounting CertificateOHS ConsultationCert IV Community Services


Special responsibilities Vice President

Natalie Forsyth-Stock

Qualifications Bachelor of Business – AccountingMaster of Business – Banking and FinanceGraduate Diploma in Applied Finance CPAGraduate of Institute of Company Directors

Period as Director 6 Months - Appointed 22 January 2016

Special responsibilities Treasurer

Robert Davis

Qualifications Bachelor of ArtsGraduate Diploma Epidemiology

Period as Director 1 Year

Special responsibilities Director

1


CareWest Ltd

ABN 13 160 259 512

Directors' Report

30 June 2016

1. General information continued

Information on directors continued

Peter Carter

Qualifications Master of Management – Health Services ManagementMaster Business AdministrationBachelor Social Science



Dr Peter Mangles

Qualifications PHD Business AdministrationMaster of Nursing- Health ManagementGraduate Certificate – Trauma NursingBachelor of Health ScienceBachelor of EducationDiploma – Company Director



Julie Toma

Qualifications Master Business AdministrationBachelor Applied ScienceGraduate Australian Institute of Company Directors



Lyndal Mawbey

Qualifications Bachelor Financial AdministrationGraduate Australian Institute of Company DirectorsCPAJustice of the peace

Period as Director 4 Years - Resigned November 2015

Special responsibilities Treasurer

Natalie Walker

Qualifications Cert IV Training and assessmentStatement of Attainment - Identify and Respond to Children atRiskAdvanced Diploma Community Sector Management

Period as Director 2 Years - Resigned November 2015


2


CareWest Ltd

ABN 13 160 259 512

Directors' Report

30 June 2016


Information on directors continued

Sue-Anne Redmond

Qualifications Bachelor of Health ScienceGraduate Diploma NursingGraduate Australian Institute of Company Directors

Period as Director 2 Years - Resigned October 2015


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

Principal activities

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

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

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

Short term objectives

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

• Enhance and maintain the independence and choice of people living in communities across regional

areas experiencing barriers to community participation being the elderly, people with disability,

children and families, carers and other disadvantaged groups though the provision of a wide range of

in-home and community based support services;

• Provide services and programs in these local communities which address and relieve poverty,

sickness, distress, misfortune, destitution or helplessness;

• Conduct research and assessment of needs and liaise with all levels of government relating to

community development and welfare of residents in these local communities;

• Foster and support organisations and groups in the local communities by providing the expertise,

resources and training to achieve the objects set out in this clause;

• Maximise the effectiveness of government funded financial support for community based

organisations in these local communities, advancing the objects set out in this clause;

3


CareWest Ltd

ABN 13 160 259 512

Directors' Report

30 June 2016


Short term objectives continued

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

local communities; and

• Encourage community participation in the planning, development and management of services

available in these local communities.

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

Quality: Continuously improve service quality for client

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

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

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

Strategy for achieving the objectives

CareWest adopted the following strategies in pursuit of these objectives:

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

• Continued to expand the role and influence of our Care Governance Team across the organisation.

Key initiatives included the extension of our competency based training program and quality reporting

processes.

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

functions.

• Made further investments in our ICT infrastructure including the development of an integrated

financial and client management system. We also continued work on 4C - the CareWest Community

Connections Centre.

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

organisations.

4


CareWest Ltd

ABN 13 160 259 512

Directors' Report

30 June 2016


Performance measures

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

• Results of internal and external audits and accreditation schemes

• Results of client satisfaction surveys

• Performance against funding agreement service output targets

• Client against funding agreement service output targets

• Number against funding agreement service output targets

• Financial performance

Members guarantee

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

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

Meetings of directors

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

Directors' Meetings

Number eligible toattend Number attended

George Blackwell 16 15

Helen (Trudy) Mallick 12 11

Natalie Forsyth-Stock 5 5

Robert Davis 5 4

Peter Carter 3 3

Dr Peter Mangles 3 3

Julie Toma 10 9

Lyndal Mawbey 5 5

Natalie Walker 6 5

Sue-Anne Redmond 4 3

5



CareWest Ltd

ABN 13 160 259 512

Auditors Independence Declaration

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

(i) no contraventions of the auditor independence requirements as set out in the Australian Charities andNot-for-profits Commission Act 2012 in relation to the audit; and

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

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

M.J. O'Connor CADirector

08 September 2016

NEWCASTLE

7


CareWest Ltd

ABN 13 160 259 512

Independent Audit Report to the members of CareWest Ltd

Report on the Financial Report

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

Directors' Responsibility for the Financial Report

The directors of the Company are responsible for the preparation of the financial report that gives a true and fairview in accordance with Australian Accounting Standards - Reduced Disclosure Requirements and theAustralian Charities and Not-for-profits Commission Act 2012 and for such internal control as the directorsdetermine is necessary to enable the preparation of the financial report that gives a true and fair view and is freefrom material misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit inaccordance with Australian Auditing Standards. Those standards require that we comply with relevant ethicalrequirements relating to audit engagements and plan and perform the audit to obtain reasonable assuranceabout whether the financial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in thefinancial report. The procedures selected depend on the auditor’s judgement, including the assessment of therisks of material misstatement of the financial report, whether due to fraud or error. In making those riskassessments, the auditor considers internal control relevant to the Company’s preparation of the financial reportthat gives a true and fair view in order to design audit procedures that are appropriate in the circumstances, butnot for the purpose of expressing an opinion on the effectiveness of the Company’s internal control. An auditalso includes evaluating the appropriateness of accounting policies used and the reasonableness of accountingestimates made by the directors, as well as evaluating the overall presentation of the financial report.

Independence

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

8


CareWest Ltd

ABN 13 160 259 512

Independent Audit Report to the members of CareWest Ltd

Opinion

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

(a) giving a true and fair view of the Company’s and the consolidated entity’s financial positions as at 30 June2016 and of their performance for the year ended on that date; and

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

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

M.J. O'Connor CADirector

NEWCASTLE

10 October 2016

9



CareWest Ltd

ABN 13 160 259 512

Statement of Surplus or Deficit and Other Comprehensive Income

For the Year Ended 30 June 2016

Note

2016

$

2015

$

Operating Revenue 4 35,508,665 29,064,108

Capital Grants - Building Construction 4(a) 1,415,750 591,250

Donations Received - Transport Vehicles and Cash Reserves 4(b) 939,736 523,688

Other income 4 739,639 343,517

Employee benefits expense (22,019,318) (18,032,750)

Administration and other expenses (4,464,334) (3,435,578)

Brokerage expenses (2,880,798) (3,304,155)

Occupancy expenses (2,191,168) (2,435,377)

Direct client expenses (662,363) (505,382)

Depreciation and amortisation expense (887,947) (710,566)

Finance costs (104,561) (96,936)

Surplus before income tax 5,393,301 2,001,819

Income tax expense 2(b) - -

Surplus after income tax 5,393,301 2,001,819

Other comprehensive income - -

Total comprehensive income for the year 5,393,301 2,001,819

The accompanying notes form part of these financial statements.11


CareWest Ltd

ABN 13 160 259 512

Statement of Financial Position

As At 30 June 2016

Note

2016

$

2015

$

ASSETS

CURRENT ASSETS

Cash and cash equivalents 5 9,767,676 10,324,811

Trade and other receivables 6 1,874,129 1,174,801

Other assets 7 344,995 153,825

TOTAL CURRENT ASSETS 11,986,800 11,653,437

NON-CURRENT ASSETS

Property, plant and equipment 8 9,872,463 6,512,648

Intangible assets 9 - 26,119

TOTAL NON-CURRENT ASSETS 9,872,463 6,538,767

TOTAL ASSETS 21,859,263 18,192,204

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 10 2,139,751 1,899,497

Employee benefits 1,219,330 1,222,992

Unexpended government grants 1,375,127 3,314,161

TOTAL CURRENT LIABILITIES 4,734,208 6,436,650

NON-CURRENT LIABILITIES

Borrowings 11 2,400,000 2,100,000

Employee benefits 282,171 605,973

TOTAL NON-CURRENT LIABILITIES 2,682,171 2,705,973

TOTAL LIABILITIES 7,416,379 9,142,623

NET ASSETS 14,442,884 9,049,581

FUNDS

Reserves 933,456 1,017,909

Accumulated surplus 13,509,428 8,031,672

TOTAL FUNDS 14,442,884 9,049,581



CareWest Ltd

ABN 13 160 259 512

Statement of Cash Flows


Note

2016

$

2015

$

CASH FLOWS FROM OPERATING ACTIVITIES:

Receipts from government grants and service users 35,600,484 29,905,601

Payments to suppliers and employees (32,657,451) (28,612,421)

Interest received 367,053 423,408

Net cash provided by/(used in) operating activities 3,310,086 1,716,588

CASH FLOWS FROM INVESTING ACTIVITIES:

Proceeds from sale of plant and equipment 146,521 105,941

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

Net cash used by investing activities (4,167,221) (1,539,192)

CASH FLOWS FROM FINANCING ACTIVITIES:

Proceeds from borrowings 300,000 95,772

Payment of interest - (79,048)

Net cash used by financing activities 300,000 16,724

Net increase/(decrease) in cash and cashequivalents held (557,135) 194,120

Cash and cash equivalents at beginning of year 10,324,811 10,130,691

Cash and cash equivalents at end of financial year 5 9,767,676 10,324,811



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.13

CareWest Ltd

ABN 13 160 259 512

Statement of Cash Flows


Note

2016

$

2015

$

CASH FLOWS FROM OPERATING ACTIVITIES:

Receipts from government grants and service users 35,600,484 29,905,601

Payments to suppliers and employees (32,657,451) (28,612,421)

Interest received 367,053 423,408

Net cash provided by/(used in) operating activities 3,310,086 1,716,588

CASH FLOWS FROM INVESTING ACTIVITIES:

Proceeds from sale of plant and equipment 146,521 105,941

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

Net cash used by investing activities (4,167,221) (1,539,192)

CASH FLOWS FROM FINANCING ACTIVITIES:

Proceeds from borrowings 300,000 95,772

Payment of interest - (79,048)

Net cash used by financing activities 300,000 16,724

Net increase/(decrease) in cash and cashequivalents held (557,135) 194,120

Cash and cash equivalents at beginning of year 10,324,811 10,130,691

Cash and cash equivalents at end of financial year 5 9,767,676 10,324,811



CareWest Ltd

ABN 13 160 259 512

Notes to the Financial Statements


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

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

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

Comparatives are consistent with prior years, unless otherwise stated.

1 Basis of Preparation

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

The financial statements have been prepared on an accruals basis and are based on historical costsmodified, where applicable, by the measurement at fair value of selected non-current assets, financialassets and financial liabilities.

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

2 Summary of Significant Accounting Policies

(a) Basis for consolidation

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

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

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

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

Subsidiaries

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

15


CareWest Ltd

ABN 13 160 259 512



2 Summary of Significant Accounting Policies continued

(b) Income Tax

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

(c) Revenue and other income

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

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

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

Grant revenue

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

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

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

Donations

Donations and bequests are recognised as revenue when received.

Interest revenue

Interest is recognised using the effective interest method.

Client Contributions

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

Other income

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

16


CareWest Ltd

ABN 13 160 259 512




(d) Goods and services tax (GST)

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

Receivables and payables are stated inclusive of GST.

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

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

(e) Property, plant and equipment

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

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

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

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

Land and buildings

Land and buildings are measured using the cost model.

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

Plant and equipment

Plant and equipment are measured using the cost model.

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

Depreciation

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

17


CareWest Ltd

ABN 13 160 259 512




(e) Property, plant and equipment continued

Depreciation continued

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

The depreciation rates used for each class of depreciable asset are shown below:

Rental Properties Fixtures and Fittings 8 years

Motor Vehicles 5 years

Office Furniture 8 years

Computer Equipment 3-4 years

Commercial Property 40 years

Residential Property nil

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

(f) Financial instruments

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

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

Impairment of financial assets

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

Financial assets at amortised cost

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

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

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

18


CareWest Ltd

ABN 13 160 259 512




(f) Financial instruments continued

Available-for-sale financial assets

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

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments thatare not quoted in an active market. They arise principally through the provision of goods and servicesto customers but also incorporate other types of contractual monetary assets.

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

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

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

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

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

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

Financial liabilities

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

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

19


CareWest Ltd

ABN 13 160 259 512




(g) Intangible Assets

Brand

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

Amortisation

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

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

(h) Cash and cash equivalents

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

(i) Employee benefits

Provision is made for the Group's liability for employee benefits arising from services rendered byemployees to the end of the reporting period. Employee benefits that are expected to be whollysettled within one year have been measured at the amounts expected to be paid when the liability issettled.

Employee benefits expected to be settled more than one year after the end of the reporting periodhave been measured at the present value of the estimated future cash outflows to be made for thosebenefits. In determining the liability, consideration is given to employee wage increases and theprobability that the employee may satisfy vesting requirements. Cashflows are discounted usingmarket yields on high quality corporate bond rates incorporating bonds rated AAA or AA by creditagencies, with terms to maturity that match the expected timing of cashflows. Changes in themeasurement of the liability are recognised in profit or loss.

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

(j) Provisions

Provisions are recognised when the Group has a legal or constructive obligation, as a result of pastevents, for which it is probable that an outflow of economic benefits will result and that outflow can bereliably measured.

20


CareWest Ltd

ABN 13 160 259 512




(k) New Accounting Standards and Interpretations

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

Standard NameEffective datefor entity Requirements Impact

AASB 15 Revenue fromContracts with Customers

1 January2018

Australian Accounting Standards Revenue recognition

3 Critical Accounting Estimates and Judgements

The preparation of the financial statements requires management to make judgements, estimates andassumptions that affect the reported amounts in the financial statements. Management continuallyevaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue andexpenses. Management bases its judgements, estimates and assumptions on historical experience and onother various factors, including expectations of future events; management believes to be reasonable underthe circumstances. The resulting accounting judgements and estimates will seldom equal the related actualresults. The judgements, estimates and assumptions that have a significant risk of causing a materialadjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the nextfinancial year are discussed below.

Estimation of useful lives of assets

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

Employee benefits provision

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

21


CareWest Ltd

ABN 13 160 259 512



4 Revenue and Other Income

Revenue from continuing operations

2016

$

2015

$

Operating Revenue

- Government grants 28,647,387 25,021,925

- Brokerage received 152,145 64,270

- Client contributions 1,601,713 1,352,562

- Fee for service 5,107,420 2,625,351

35,508,665 29,064,108

Other revenue

- Interest received 367,053 423,408

- Net Gain/(Loss) on sale of assets 52,604 (167,481)

- Other income 319,982 87,590

739,639 343,517

(a) Capital Grants - Building Construction

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

(b) Donations Received - Transport Vehicles and Cash Reserves

2016

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

2015

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

5 Cash and Cash Equivalents

Cash on hand 5,000 4,780

Cash at bank 1,812,676 1,190,031

Short-term deposits 7,950,000 9,130,000

9,767,676 10,324,811

22


CareWest Ltd

ABN 13 160 259 512



6 Trade and Other Receivables

2016

$

2015

$

CURRENT

Trade receivables 1,283,653 551,566

Provision for impairment (3,324) (20,919)

1,280,329 530,647

Other receivables 593,800 644,154

Total current trade and other receivables 1,874,129 1,174,801

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

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

7 Other Assets

CURRENT

Prepayments 285,014 107,958

Other current assets 59,981 45,867

344,995 153,825

8 Property, plant and equipment

LAND AND BUILDINGS

Freehold land

At cost 3,551,333 3,661,333

Total land 3,551,333 3,661,333

Buildings

At cost 1,967,933 495,829

Accumulated depreciation (25,934) (3,208)

Total Buildings 1,941,999 492,621

Capital Works in Progress

At cost 1,710,260 594,850

Total land and buildings 7,203,592 4,748,804

23


CareWest Ltd

ABN 13 160 259 512



8 Property, plant and equipment continued

PLANT AND EQUIPMENT

2016

$

2015

$

Plant and equipment

At cost 707,385 597,188


Total plant and equipment 126,790 89,238

Motor vehicles

At cost 4,530,381 3,213,440

Accumulated depreciation (2,081,943) (1,699,398)

Total motor vehicles 2,448,438 1,514,042

Office equipment

At cost 34,438 34,438


Total office equipment 15,608 19,226

Improvements

At cost 548,231 548,231


Total improvements 78,035 141,338

Total plant and equipment 2,668,871 1,763,844

Total property, plant and equipment 9,872,463 6,512,648

24


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25


CareWest Ltd

ABN 13 160 259 512



9 Intangible Assets

2016

$

2015

$

Brand names

Cost 135,224 135,224

Accumulated amortisation and impairment (135,224) (109,105)

Total Intangibles - 26,119

10 Trade and other payables

CURRENT

Trade payables 979,253 762,611

GST payable (54,375) (242,308)

Accrued employment costs 891,320 1,259,102

Accrued oncosts 323,551 120,093

2,139,749 1,899,498

11 Borrowings

NON-CURRENT

Secured liabilities:

Market Rate Facility 100,000 -

Business Loan 2,300,000 2,100,000

2,400,000 2,100,000

12 Reserves

(a) Asset replacement reserve

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

(b) Amalgamation equity reserves

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

26


CareWest Ltd

ABN 13 160 259 512



13 Capital and Leasing Commitments

(a) Operating Leases

2016

$

Minimum lease payments under non-cancellable operating leases:

- not later than one year 693,536

- between one year and five years 650,287

1,343,823

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

(b) Capital Commitments

2016

$

2015

$

Contracted commitments for:

Building Construction Contracts 361,057 231,388

14 Key Management Personnel Disclosures

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

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

15 Related Parties

(a) Interest in subsidiaries

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

(b) Transactions with related parties

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

27



CareWest Ltd

ABN 13 160 259 512



16 Events after the end of the Reporting Period

Amalgamation with other service providers

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

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

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

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

28

CareWest Ltd

ABN 13 160 259 512



17 Parent entity

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

The financial information for the parent entity, CareWest Ltd has been prepared on the same basis as theconsolidated financial statements except as disclosed below.

2016

$

2015

$

Statement of Financial Position

Assets

Current assets 12,358,310 11,303,758

Non-current assets 3,403,397 2,522,476

Total Assets 15,761,707 13,826,234

Liabilities

Current liabilities 4,714,538 6,336,222

Non-current liabilities 282,171 605,973

Total Liabilities 4,996,709 6,942,195

Equity

Retained earnings 9,831,543 5,866,131

Total Equity 9,831,543 5,866,131

Statement of Surplus or Deficit andOther Comprehensive Income

Total profit or loss for the year 3,880,959 833,430

Total comprehensive income 3,880,959 833,430

29


1 Elvis and Anthony Wan-Lum at the 2015 Parkes Elvis Festival

2 Rural landscape near Bathurst NSW

3 CareWest preschoolers Jayde O’Reilly and Marcus Kennewell

4 Kelvin Howarth with Home Modifications and Maintenance’s Phil Evans

COVER PHOTOS


Documents

Annual t r o p Re · NDIS and in the new aged care system from 2017. Key developments included implementing a new rostering system, updating our HR information system, upgrading our