CONTENT S

2 / / CHAIR'S REPORT //

4 / / C H I E F E X E C U T I V E OF F IC E R’ S R E P ORT //

7 / / ORGANISATIONAL STRUCTURE //

8 / / FINANCIAL REPORT S //

5 / / MANAGER'S REPORT //

2 / / CHAIR'S REPORT //

CHAIR'S REPORT

ANNE BROWN

Congratulations are very much in order as we present this, the 25th Annual Report for Multicultural Aged Care Inc. (MAC) on behalf of the Board of Management. This is my third and final year as Chair of MAC and I must say, from the bottom of my heart that I have loved every moment. I have met some wonderful dynamic people who have been so supportive to me in my role as Chairperson.

Congratulations to Rosa and the MAC team for exceeding their key performance indicators set in the 2017 – 2018 MAC Strategic Plan. This year we updated our Strategic Plan: 2018 – 2023 to better reflect the focus on major aged care reforms, compliance and consumer directed care.

I wish to thank retiring member:

Anna Howard (Migrant Women’s Lobby Group and former Chairperson of MAC for a number of years)

I must say we will miss Anna’s beautiful smile as well as the breadth of knowledge and skills she brought to aged and community care.

Sector Focussed

Regular Engagement

Continuing Education

Better Informed

/ / CHAIR'S REPORT // 3

During the year we promoted the Multicultural Hub, updated our branding with a new logo, began planning for our 25th anniversary celebrations and participated in the filming of a documentary about MAC, involving students from UniSA in readiness to celebrate MAC’s 25th anniversary.

Board members’ attendance at network and community group events was higher than ever with many unforgettable events to remember. We also have the extension of CHSP funding until June 2020 which also added greater financial stability for the future.

The single framework for accreditation standards across residential, community and home care services is in its implementation stages. As a result, MAC and generalist organisations have been providing training and resources to navigate the changes and to ensure that older people from CALD community groups continue to receive culturally appropriate care.

I thank the CEO Rosa, the MAC Board, the Executive members for their involvement in engaging with the CALD aged and community care across the sector.

Although beyond the time frame of the 2017-2018 annual report, a personal highlight in my role as Chairperson was the celebration of MAC’s 25th anniversary and the reception hosted by the Governor, His Excellency, the Honourable Hieu Van Le AC and Mrs Le. This elegant affair was a very special gathering of people from diverse community groups coming together to celebrate the contribution that MAC as an organisation has made to multiculturalism in aged care.

In October this year, I retired as CEO of Pennwood. This coincides with my retirement from the MAC Board and my role as Chair. Many thanks to you all: for your wisdom, friendship, knowledge and sharing your ideas; together we have achieved great things.

Working with the MAC team has been the highlight of my career and I wish MAC my very best wishes for the future.

T h e M A C B o a r d o f M a n a g e m e n t a n d C E O a t t h e 2 0 1 7 A n n u a l G e n e r a l M e e t i n g

CHIEF EXECUTIVE OFFICER’S REPORTROSA COLANERO

4 / / C H I E F E X E C U T I V E OF F IC E R’ S R E P ORT //

T HA N K S T O F U N DI N G B ODI E S F OR G R A N T SMAC receives funding from the Department of Health, Partners in Culturally Appropriate Care (PICAC) Program and the Commonwealth Home Support Program (CHSP). The funds and workplans provide the resources and framework so that MAC can deliver on its organisational and operational objectives. The strong and collaborative working relationship with funding bodies contributes the foundation to the success of the work of MAC.

R E S OU RC E S SU PP ORT T H E M AC V I SION A N D M I S SIONThe resources make it possible for older people from CALD backgrounds to access information and services; CALD community groups to deliver targeted services to their older people and, aged and community care service providers deliver culturally targeted care. The resources make the realisation of the vision, mission and objectives of MAC possible.

F O C U S SI N G ON OL DE R PE OPL E F ROM DI V E R SE C U LT U R A L A N D L I N G U I ST IC BAC KG ROU N D SMAC Board members, stakeholders and staff are dedicated to supporting CALD older people living the lifestyle of

their choice and accessing culturally appropriate aged and community care information and services. This is MAC’s vision!

A DV I SI N G ON AG E D A N D C OM M U N I T Y C A R E N E E D S The MAC Board and Team provided advice to governments, peak bodies and generalist organisations on the aged and community care needs of older people in CALD community groups by:

• promoting the use of current demographic profiles in planning service responses;

• promoting the development principles of engagement which are reflective of and responsive to the needs of older people from CALD backgrounds;

• providing fact sheets and checklists on cultural diversity models;

• supporting collaborations and partnerships between CALD community groups and generalist service providers;

• delivering papers on cultural diversity and aged and community care; and

• contributing cultural perspectives to aged and community care policies and practices.

DEV E LOPI N G T H E M AC ST R AT E G IC PL A N 2 0 1 8 - 2 0 2 3Multicultural Aged Care Inc. (MAC) successfully and enthusiastically delivered on the priorities, outputs and outcomes of its Strategic Plan 2012-2017 and has developed the MAC Strategic Plan 2018-2023. MAC is already achieving the goals, objectives and measures of the MAC Strategic Plan 2018-2023 which has incorporated the priorities of MAC and funded programs outcomes and accountability requirements.

I N C ON C LU SIONMAC continued to build on many achievements and played a leadership role in inspiring the sector to foster initiatives in developing a cultural diversity aged and community care framework so that older people from diverse cultural and linguistic backgrounds receive culturally appropriate aged and community care services and service providers are better equipped to deliver those services.

To MAC Team members, thank you for your dedication and energy so that through your work in implementing the program outcomes and outputs the achievements of the MAC Strategic Plan were possible.

My personal thanks to the Board members of MAC for their commitment and generosity of time in contributing to achieving the mission and vision of MAC.

MANAGER’S REPORT

MARIA JOHNS

/ / TITLE // 5

A wellness and reablement approach was embedded in the MAC sector support and training programs with successful outcomes. Aged and community aged care sector agencies continue to have an interest in up to date information, resources and training to engage effectively with their CALD clients. MAC has also continued with the delivery of tailored workshops to Commonwealth Home Support Program (CHSP) funded CALD agencies on the Home Care Standards expected outcomes and requirements, and provided one on one support to some agencies.

Quarterly networking opportunities provide ongoing platforms for service providers both generalist and CALD agencies, to meet and network with CALD community groups and service users. Current ‘hot topics’ and sector reform updates were regular agenda items. This included updates on – the National Aged Care Alliance; FECCA; CHSP developments; carers space; Department of Health; Carers Specialist Subject Matters Expert Group; amongst others. Both NCAS and CACN held discussion forums on a number of topics pertaining to CALD ageing and aged care needs, strengthening the sector and developing solutions to the gaps in the aged care reform processes.

SECTOR SUPPORT

NETWORK OF CALD AGEING SERVICES AND THE CALD AGEING CONSUMER NETWORK

/ / MANAGER'S REPORT // 5

Better practice training and information sessions delivered and facilitated by MAC included various CHSP compliance sessions, Data Exchange support, information sessions on frailty in community languages, continuous improvement, governance, and lifestyle specific support. MAC’s generalist sector engagement includes working with over 40 organisations, with networking, training, and information sessions embedded with CALD Perspectives.

I WOULD LIKE TO TAKE THE OPPORTUNITY TO THANK

YOU FOR YOUR ASSISTANCE THIS YEAR. I ATTENDED THE

SPIRITUALITY TRAINING DAY AS WELL AS BORROWING SOME OF YOUR CULTURAL ARTICLES

WHICH I USED FOR MY SPECIFIED CULTURAL DAYS. M A C w o r k e d w i t h a n d / o r a s s i s t e d

t h e f o l l o w i n g o r g a n i s a t i o n s :

100+ TRAINING SESSIONS

60,500 PIECES OF INFORMATION

29 NETWORK SESSIONS

21,500 NEWSLETTERS SENT

PIC

AC

YE

AR

IN N

UM

BE

RS

6 / / TITLE //

In late 2017, the Centre for Cultural Diversity in Disability (CCDD), was established.

The Centre is intended to:• Raise awareness and stimulate discussion about the

experiences of people from CALD backgrounds and the NDIS.

• Provide a forum for the sharing of information and resources for organisations that provide services to CALD clients

• Provide a forum for networking and information exchange on better practice processes for managing services to CALD clients

• Identify and respond to learning and development needs of managers, coordinators of disability programs

CCDD has facilitated three successful and ground breaking symposiums. These symposiums attracted several high profile attendees including Dr David Caudrey the Director of the SA Disability Policy Unit, DCSI; the President and the CEO of the National Ethnic Disability Alliance (NEDA); politicians Hon. Kelly Vincent and the Hon. Katrine Hildegard; Robert Bria from Multicultural SA and Mayor of Norwood and several CEO’s and Board chairs/presidents. Participants included representatives from NDIS, NDS, DCSI Disability Policy Unit and as well as representatives and service users of disability service providers

MAC’s social support program continues to go from strength to strength with a strong emphasis on wellness and reablement. Favourite activities includes ageing and aged care related information, group quizzes, and various group games; key event crafts such as Melbourne Cup fascinator making, lantern making in for the Moon Lantern festival, mindfulness jars, singing and dancing to the Love Duet.

Serbian, Filipino, Hungarian, Polish, and Maltese, CSHP priority social support groups continue to engage with their older people and deliver culturally appropriate care. Wellness and reablement are a regular part of the program planning with daytrips to Clare, the Barossa, and Victor Harbour being some of the favourite activities.

These community partnerships have proven to be very successful, allowing the groups to focus on their clients, members and culturally appropriate program delivery, all the while feeling positive and secure that the reporting requirements and quality review processes are in the responsible hands of MAC.

Multicultural Hub is the community arm of MAC. The Hub continues to provide a place for CALD community groups to meet and network. Multicultural Hub also supports the Filipino Seniors Cultural Ambassadors Group, LIKAS, a Filipino volunteer visitors group. LIKAS volunteers have identified members of their community whose families are isolated and not accessing services. The Hub also supports organisations such as FICSA and MWLG.

CENTRE FOR CULTURAL DIVERSITY IN DISABILITY

CHSP SOCIAL SUPPORT GROUP PROGRAM

MULTICULTURAL HUB

6 / / M A NAG E R’ S R E P ORT //

C a f e 9 4 c l i e n t s p a r t i c i p a t i n g i n a t a i c h i d e m o n s t r a t i o n

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EXECUTIVE

Anne BrownSerbian Community Welfare Association of SA IncChair

Vikram MadanFederation of Indian Communities of SAVice Chair & MAC Ambassador

Madeleine WilliamsMaltese Aged Care Association (SA)Treasurer

Mel OttawayUniting CommunitiesSecretary

Remo PorcaroAssociazione Nazionzale Famiglie degli Emigrati (ANFE)Executive member

BOARD OF MANAGEMENT

Peta BraendlerACSA

Robyn BurtonECH

Vesna HaracicCity of Salisbury

Anna HowardMigrant Women’s Lobby Group of SA

Dante JuantaFilipino community

Con KatsambisSt Basil’s Homes SA

Luisa StentaGreek Orthodox Community of SA Inc

Jacinta RobertsonAnglicare SA

Vivien ShaeChinese Welfare Services

BOARD MEMBERS

Richard DeaneAuditor

Maria EliadisDisability consultant

Jen GilbertBoard Executive Assistant

HypercoreIT consultants

Wanmei JiangProgram Support Assistant

Panayoula ParhaQuality Officer

Rinaldi & CoAccountant

Arthur SalamonSalamon Consulting

PROGRAM SUPPORT CONSULTANTS

MAC TEAMMAC STAFF

Rosa ColaneroChief Executive Officer

Maria JohnsManager, Community Services

Peony BrownPrograms Support Officer

Agnieszka ChudeckaMulticultural Learning Development Manager

Vicki KanakarisMulticultural Learning Development Coordinator

Nellie RasgidoLibrary Support Officer

Shannon TahenyInformation and Resources Coordinator

/ / ORGANISATIONAL STRUCTURE / / 7

BALANCE SHEET for the year ended 30 June 2018 2018 2017

Current assets Cash and Cash Equivalents Trade and Other Receivables Other Current Assets Total current assets

Non-current assets Property, plant and equipment Total non-current assets Total assets

$124,661$42,936$7,849

$175,446

$26,684$26,684

$202,130

$79,796$37,433$9,317

$126,545

$29,415$29,415

$155,960

Current liabilities Trade and Other PayablesProvisions Other Current Liabilities

Total current liabilities Total liabilities

Net assets

$43,364$64,728

$113

$108,205$108,205

$93,926

$35,575$41,811

$1,292

$78,679$78,679

$77,282

Members' funds Retained earnings $93,926 $77,282

Total members' funds $93,926 $77,282

8 / / FINANCIAL REPORT S //

FINANCIAL REPORT SINCOME STATEMENT for the year ended 30 June 2018 2018 2017

INCOMEGrant Income $750,194

$750,194$748,108$748,108

EXPENSES Administration Client Services and Program Delivery Costs Depreciation Expense Salaries and Employment Expenses

$102,113$249,445

$2,731$449,270$803,559

$119,441$252,271

$1,651$485,242$858,605

OTHER INCOME Interest Received Other Income

$892$69,117$70,009

$1,357$109,950$111,307

Net profit Retained earnings at the beginning of the financial year

$16,644$77,282

$810$76,471

Retained earnings at the end of the financial year $93,926 $77,282