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Becoming... Annual Report 2015–16


Foreword At Liviende Veranto, we deliver quality personalised support if you’re living with disability. In Tasmania, we provide: ❱❱

the highest quality service

❱❱

highly trained, experienced staff

❱❱

tailored support for your unique personal challenges

❱❱

specialised support if you’re living with an acquired brain injury

❱❱

one-on-one and home-based support

❱❱

day options.

WHY PEOPLE CHOOSE US At Liviende Veranto: ❱❱

we listen

❱❱

our solutions are custom-made for you

❱❱

our people are highly trained and ‘can-do’

❱❱

we stay on track, together

❱❱

we keep you in the loop

❱❱

you’ll find us in Hobart and Launceston

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we have 60 years’ experience.

BUT MOST OF ALL… we provide quality services. We do what we promise. We don’t cut corners. We go the extra mile. We consistently deliver the best possible outcome, so that you can live the life you want.


Liviende Veranto // Annual Report 2015-16

CONTENTS From the CEO

02

From the Chairperson

08

About us Our name

10

Our story

10

Our services

13

Goals, vision and values

15

Our strategic plan 2016–19

17

The people we support

18

Our community and supporters

26

Vale 29 The year in review

30

Portfolio reports

31

Corporate governance and management

40

Treasurer’s report 2015-16

64

Annual financial report

67

Glossary 92

As support plans become more personalised due to the NDIS, support workers find their routines changing in ways they might not have imagined before.

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Liviende Veranto // Becoming…

Reflection and direction

FROM THE CEO

Key factors in the successful delivery of this commitment were: the Board’s establishment of a Transition and Culture committee, specifically delegated to monitor and meet the best interests of key stakeholders; and a robust and transparent communications strategy. This proactive approach was enhanced by the evolutionary development of the leadership structure, which simultaneously addressed business portfolio needs and complemented management’s skillsets.

The organisation’s achievements in 2015–16 have been extraordinary. This watershed year has been one of growth, change and the attainment of important goals. Most visibly, we merged to form Liviende Veranto, relocated our administrative headquarters to Lampton Avenue, opened The Zone and established the Liviende Veranto enterprise agreement (EA). BECOMING ONE Officially launched at the 2015 Annual General Meeting (AGM) on 3 December 2015, our new organisation was created through a true merge – the bringing together of two equals, Liviende and Veranto. The organisations’ shared foundational values and cultural alignment underpinned their complementary networks, knowledge and expertise. The result – Liviende Veranto – is an entity where the whole is far greater than the sum of its parts. From day one, the two Boards made it clear that no stakeholder would be disadvantaged. They met regularly to make sure the organisational interests prevailed, and that the merger was a positive for the people we support and their families, our employees and our directors.

Portfolio managers then worked with their teams to address system priorities and develop team culture; at the same time, forging organisational communication pathways and connectivity. Most importantly, our employees’ enthusiastic support for the merger cannot be overstated. Again, working for the common good established the can-do Liviende Veranto culture and work practice we are seeing today. Integration is never instantaneous, so, naturally there is considerable project work to be done. However, the speed and quality of the progress, to date, has surprised and delighted me. At every level of the organisation, our people’s buoyancy, generosity, assurance and teamwork have been key to the successful amalgamation, thus far. A landmark achievement illustrating the success of the merge was the establishment of the Liviende Veranto EA. Positive support for the EA from our employees was demonstrated through their vote in favour of the agreement.


Liviende Veranto // Annual Report 2015-16

The Honourable Jacquie Petrusma, MP launches Liviende Veranto.

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Liviende Veranto // Becoming‌

LAMPTON AVENUE AND THE ZONE These two projects were inextricably linked. The new solution emerged as a result of the dual challenges of identifying a suitable location for The Zone and meeting the accommodation needs of our growing administration.

After our long history physically working alongside the residents of Oakdale Lodge, moving our offices to Lampton Avenue was disconcerting. However, handing over the former administration space to house The Zone more than balanced any reservations. The result was truly uplifting.


Liviende Veranto // Annual Report 2015-16

Matt Smith and Cassie Allan, Tasmanian contestants from the House Rules television series, were a godsend in turning The Zone we visualised into a reality. At a level above and beyond what any of us expected, they volunteered many, many hours to create an upbeat and inviting environment for the young people we support.

Harnessing their energy, imagination, skill and sponsorship contacts, they delivered a truly person-centred community access service designed specifically for youth. Further, they achieved this on time and on budget. You can read more about the project on page 14. I extend to Matt and Cassie our heartfelt thanks.

The Premier, Will Hodgman, said The Zone is a great example of the practical benefits of the NDIS for Tasmanians with a disability. ‘The Zone provides a great space for young people to meet and catch up and enjoy a greater sense of independence,’ Mr Hodgman said.

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Liviende Veranto // Becoming…

BECOMING BIGGER All our portfolio areas have made notable achievements, both in a ‘business as usual’ capacity and via their contributions to a successful merger. Each of these accomplishments directly enhances the lives of the people we support. You can read about these results in our portfolio reports beginning on page 30. I sincerely thank all involved for their hard work and quality outcomes. At the same time, each team has played its part in managing significant business growth through the steady intake of National Disability Insurance Scheme (NDIS) participants. This has not been smooth sailing, given the substantial software challenges associated with the NDIS implementation. Each individual and team, without exception, worked patiently and tirelessly to meet deadlines and achieve the outcomes necessary to make sure Liviende Veranto was NDIS-ready. The perseverance and resilience of everyone involved is something to be proud of. BECOMING MORE ENGAGED Pleasingly, Liviende Veranto secured a small amount of project funding through the Tasmanian Association of Hospice and Palliative Care. The focus of the project was to engage with people living with disability, their families and with industry professionals to discuss death and dying. We frequently focus on what constitutes a good life. However, as a society, the conversation about having a ‘good death’ can be confronting. Yet this topic is vitally important, especially for those living with disability. We believe our research is a first for Tasmania and belongs at the forefront of the national discussion about death and dying. So, we have established a community of practice (CoP) in Tasmania and we’re seeking to sponsor a national CoP. I’m gratified that the success of this pioneering project has led to further funding, so our work in this vital area continues.

GRATITUDE One of the most satisfying roles that I have as CEO is to acknowledge the commitment and support of employees as they mark milestones in years of service. We benefit greatly from having people who achieve 10, 15, 20 and 25 years of service. They hold a wealth of knowledge, exemplify our organisational values and encourage and mentor new employees – with every year of experience, these employees exponentially enhance the lives of the people we support. Congratulations to all who have achieved their personal milestones and best wishes for your continued accomplishments within our organisation. You can read more about them on page 62. Our Acorn Branch continue their themed fundraising morning teas, with all proceeds benefiting the people we support. The events’ popularity has meant a move from the traditional venue at Oakdale Lodge to the larger hall in the Eastside Lutheran College, next door. While we are extremely grateful for the Acorn Branch’s financial support, we equally value its members’ friendships with the people we support. Further, the Rosny Park Bowls Club uphold their decades old tradition of an annual fundraising bowls day at their club. We greatly appreciate their hospitality and generosity.


Liviende Veranto // Annual Report 2015-16

IN CONCLUSION

Chairperson, Ginna Webster, retires from the Board at the 2016 AGM. Ginna has been a Director for seven years and has led the Board for the past three years with clear vision and purpose. Ginna epitomises the qualities many leaders only aspire to, and she does so with dedication, collegiality and insight. I value her wisdom, humour and friendship. It is said that we learn from everyone we meet – from Ginna, I have learnt an incredible amount. As we farewell her, I extend to her my deepest appreciation and best wishes. My thanks also to Jennifer Lee who retired from the Board in 2015 after six years of service; to Margot Maddock who served as an appointed director during the 2014–15 year; and to Noel Davidson, a long-serving Board member with Liviende and, subsequently, with Liviende Veranto. Noel retired from the Board, earlier this year, marking many years’ commitment to the people we support. Further, Brenton West is retiring from the Board and moving with his family to take up a position in a community service organisation in Mildura. I thank Brenton for his commitment as a Director and wish him every success in his new role. SADNESS It is with sadness that we acknowledge those members of the Liviende Veranto family who have passed. We are grateful for the years of friendship and companionship we have enjoyed; and we’re comforted by the memories of happier times and of those traits that made them unique. An acknowledgement of those who have passed is included later in the report.

We are truly fortunate to have people of exceptional calibre throughout the organisation. I wish to acknowledge and thank our employees for their loyalty to Liviende Veranto and their devotion to the people we support. These are the people who bring our values to life and shape our organisation’s culture. I’m particularly grateful to the senior leadership team for their unwavering commitment and staunch tenacity in bringing Liviende Veranto to the forefront of the disability services sector in Tasmania. In particular, I extend special thanks to my colleague and Deputy CEO, Janette Martin, whose commitment, vision and wise counsel I value greatly. Leadership is paramount, especially during times of great change. The Directors of Liviende Veranto have worked tirelessly to achieve a solid Board culture. They have embraced contemporary governance practices and consistently delivered on their promises to the people we support, to our employees and to the organisation. Finally, this year has been one of shifts and transitions. Many of the changes have been exciting, inspiring and full of potential. Others have been bittersweet. And a handful have left our community heavy hearted. When I reflect on this year, the thought that comes through most strongly for me is that while these 12 months have held many ‘lasts’, ‘closed doors’ and ‘epilogues’, each of these endings makes way for a new beginning. Looking forward into the 2016–17 financial year, I am filled with energy, conviction and positivity, not just about the seeds we have sown – but also about all that Liviende Veranto promises to become.

Paul Byrne Chief Executive Officer

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I consider myself very lucky to have been offered a position on the Board of, then, Oakdale Services. It has been both a professionally and personally rewarding experience.

FROM THE CHAIRPERSON I am very proud to have been part of this organisation for the last seven and a half years. My final annual report contribution as Chairperson seems the perfect opportunity to reflect on my time on the Board. At the end of 2008, I felt it was time to give something back to the Tasmanian community but I was unsure of exactly what I wanted to do. What I was certain about was that any organisation I volunteered for would have to share my key values: that everyone, regardless of who they are, should be treated with respect and dignity and have the opportunity to fulfil their potential. I still have clear memories of CEO, Paul Byrne, showing me around Oakdale Lodge, which immediately struck me as a place full of love and friendship. After that visit and my subsequent conversation with Paul and the Board, I walked away hoping that the organisation would feel as though I had something to offer.

It’s an understatement to say that there have been many significant changes since 2008. Oakdale Services became Veranto in 2011 and, of course, last year, the organisation became Liviende Veranto. The success of the merger means we are now in a strong position to deal with the challenges and opportunities of the NDIS environment. Thanks to the positive intent of both Boards, the dedication of our management team and the enthusiasm of our staff, what could have been a difficult transition has been remarkably easy. It was clear to me from the launch of our new organisation, last year, that we had absolutely made the right decision. The NDIS has been described as the single biggest social reform in Australia since the rollout of Medicare. I am glad that Liviende Veranto is well placed to help deliver a modern healthcare program which invests in the future of people living with a disability. I would like to thank everyone who has worked so hard to make sure the only impact on the people we support has been positive.


Liviende Veranto // Annual Report 2015-16

We are exceptionally well led by our CEO, Paul Byrne, Deputy CEO, Janette Martin and their management team. They are all committed to our values and demonstrate them every day. The excellence of the services we deliver is a direct reflection of the quality of our front-line staff. We have some remarkable individuals working as a team to achieve outstanding outcomes, from top to bottom. I have witnessed wonderful acts of kindness and seen how far our people will go to provide opportunities to allow the people we support to live the sort of lives we take for granted. Our Directors come from diverse backgrounds but they have all demonstrated an unwavering desire to enhance the lives of the people we support and have all given so much of their own time. Some organisations find it difficult to recruit Board members; my experience is that we have always had people willing to volunteer. As a result, I am lucky to have shared the Board table with incredibly talented, warm and wise individuals from whom I have learnt a great deal. I would like to thank them for their support. While I am looking forward to having a bit more spare time after November (perhaps my guitar playing will finally improve), I am sad to be moving on. It has been a pleasure and a privilege to serve on the Board and I am grateful to have had an opportunity to contribute in a small way to a fantastic organisation.

Ginna Webster Chairperson

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Liviende Veranto // Becoming…

About us

Taking responsibility for full lives OUR NAME

OUR STORY

Our name tells the story of where we’ve come from and what we do.

In 2015, Liviende merged with southern-based organisation, Veranto, to form Liviende Veranto.

Veranto is derived from the Dutch word verantwoordelijkheid. When translated to English, broadly means something like responsibility, duty, obligation, accountability and liability. We have distilled this and take it to mean responsibility. Liviende is an ancient word that was used commonly before 900AD. It has variously meant, ‘having life’, ‘being alive’ and ‘flowing freely’ (in the way that water does). Over time, it has come to mean ‘living life to the fullest’ – and we use it in that context. So, Liviende Veranto is all about taking responsibility for supporting people in living their lives to the fullest. A not-for-profit company limited by guarantee, Liviende Veranto is registered as a public benevolent institution under Section 78 of the Income tax assessment act, 1936.

In the 2016–17 financial year, the organisation will rebrand as Li-Ve Tasmania.


Liviende Veranto // Annual Report 2015-16

LIVIENDE

VERANTO

Liviende Incorporated, formerly Northern Residential Support Group, was established in 1991 and formally incorporated on 23 January of that year.

The origin of Veranto is tied to the history of the then Retarded Children’s Welfare Association (RCWA). Established in 1952, the RCWA set up employment opportunities and accommodation for young people with intellectual disability during the 1950s and 60s.

The organisation was established in response to the Community Integration Project (CIP), which aimed to return the residents of the Willow Court Centre to their communities of choice. This was achieved by setting up community managed, supported residential options. The CIP also accepted responsibility for supporting people already living in community-based housing. Liviende Incorporated was the first community managed, CIP funded, residential support service in Tasmania. The service began with two houses. It now manages six group homes and a community access program in Launceston; and a group home, residential units and a community support program in Hobart. In the early days, the then Liviende Incorporated’s committee of management undertook almost every duty except direct care. Committee members managed payroll, accounts, staff recruitment, government liaison, and even maintenance and general odd jobs in and around the houses. By the mid-1990s, the organisation restructured to operate according to contemporary business practices. The committee moved away from day-to-day tasks and adopted a governance model of operation focusing on organisational viability, and strategic planning and direction.

Yallambee Hostel was opened in 1956 to provide accommodation for out-of-town children attending special education in Hobart. In 1970, after the RCWA bought land at Warrane, it founded Oakdale Lodge to provide accommodation for people working at the nearby sheltered workshop. When the RCWA wound up in 1992, a number of separate, independently managed not-forprofit organisations were created. Oakdale Lodge Yalambee was set up to manage Yallambee and the Lodge. This later became Oakdale Services Tasmania. In 2011, Oakdale Services Tasmania once again evolved to become Veranto – the change in identity reflecting Veranto’s status as a modern organisation, focused on people. As mentioned above, in 2015, Veranto merged with northern-based organisation Liviende Incorporated to form Liviende Veranto. Although the much loved Oakdale Lodge remains a vibrant feature of the Liviende Veranto community, the organisation is now a company with a much expanded portfolio of services. These range from 16 group homes statewide to community access (CA) programs and to services supporting those with acquired brain injury (ABI).

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Liviende Veranto // Annual Report 2015-16

We focus on staff matching – for instance, pairing workers and people we support who align based on their culture, interests, personality, language and even gender.

Our services

WHAT WE OFFER LIVING

LIFE

❱❱

Shared housing

❱❱

❱❱

Independent living units

❱❱

Oakdale Lodge large residential

❱❱

LIFESTYLE

The Zone – day options for young adults

❱❱

Case management

❱❱

In–home assistance

The Cottage – day options for older adults

❱❱

Daily living and life skills

❱❱

The Lodge day options program

Individual plans

❱❱

❱❱

Specialised support models in:

❱❱

One-on-one support

❱❱

dementia

❱❱

acquired brain injury

❱❱

palliative care

NDIS SERVICES Liviende Veranto is registered to provide the following support under the NDIS:

Number of NDIS service users ❱❱

Accommodation support: 95

❱❱

Accommodation/tenancy

❱❱

Community access/social participation: 126

❱❱

Assist - life stage, transition

❱❱

❱❱

Assist – personal, activities

❱❱

Assist – travel/transport

Community support (including therapy, early childhood intervention and case management): 13

❱❱

Daily tasks/shared living

❱❱

Respite: 0

❱❱

Development – life skills

❱❱

❱❱

Household tasks

Other: case management, in-home help, daily living and life skills

❱❱

Participate community

❱❱

Training – travel independence.

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WHERE WE ARE The head office of Liviende Veranto is located at 26 Lampton Avenue, Derwent Park, Tasmania and the Northern office is located at 7–9 Cameron Street, Launceston, Tasmania. SHARED HOUSING Our shared housing is statewide: North

South

❱❱

Trevallyn

❱❱

Blackmans Bay

❱❱

Youngtown

❱❱

Kingston

❱❱

Riverside

❱❱

Mornington

❱❱

Prospect

❱❱

Firthside

❱❱

Newnham

❱❱

Hobart

❱❱

Relbia

❱❱

Moonah

❱❱

Kingston

❱❱

Lenah Valley

❱❱

Glenorchy

❱❱

Lindisfarne

DAY OPTIONS Our day option programs are run from: ❱❱

The Zone - Warrane

❱❱

The Cottage – New Norfolk

❱❱

Oakdale Lodge – Warrane.

NDIS SERVICES Our NDIS services are also statewide.

LAUNCHING THE ZONE – A 2015–16 HIGHLIGHT We’ve flipped the idea that people with disability should fit in with our programs; instead, we support people to do what they want to do and help them reach their goals. If someone wants to drive a car, study law or go parachuting, we’ll work with them to make it happen. Launched on 23 March 2016 and jointly opened by the Premier, the Hon. Will Hodgman and the Minister for Human Services, the Hon. Jacquie Petrusma, The Zone is a unique day offering in Tasmania for young adults aged 18 to 28. Yes, it offers fussball, air hockey, indoor bowls and the video games – but it’s mostly about choice. At The Zone, young adults living with disability can decide how they want to spend their time. The funky space was designed by Tasmanian House Rules stars, Matt Smith and Cassie Allan and features a range of activities and excursions – for instance, a picnic at the Salmon Ponds or fun at Inflatable World – plus a fish tank, beanbags, hip wall stickers and a make-up station. THE ZONE VIDEO We are so proud of the The Zone that we’ve made video about it, so if you’d like a virtual tour, you can see it on our website at www.livetasmania.org


Liviende Veranto // Annual Report 2015-16

Goals, vision and values

a new direction

Our main activities during the course of the financial year were to provide accommodation and care services for people with disabilities. The merge between Liviende and Veranto to form Liviende Veranto did not change the nature of the activities but it did significantly increase the scale of activities.

PRE-MERGER

VERANTO

Before the merger, the status was, as follows:

Vision

Citizenship through respect, dignity and opportunity.

Purpose

To enrich the lives of people living with disability.

LIVIENDE Vision/mission statement To enable individuals to exercise their right to live in the community and to fully participate in community life. To ensure all participants have opportunities that will enable them to develop as individuals.

Principles Innovation, integrity, respect and quality. Goals

Service provider of choice Right people, right job Values-driven grown High reputation and profile.

Stanley Henry loves to read. This Disney book is one of his favourites.

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POST-MERGER

Strategic framework – 11 April The management team worked together to refine the framework. Collaborating meant that everyone:

2016 STRATEGIC GOALS At its strategic planning day in March 2016, the Liviende Veranto Board and senior leadership team determined the following goals: ❱❱

reputation based on personcentred thinking

❱❱

NDIS (National Disability Insurance Scheme) effective systems, processes and technology

❱❱

values-based growth

❱❱

innovation in systems and models of service

❱❱

workforce capability.

❱❱

was clear about the meaning and focus of the strategic framework

❱❱

understood how they would contribute

❱❱

committed to playing their role in implementing the plan and achieving the outcomes.

Values workshop – 14 July A cross-section of employees and stakeholders were invited to a values workshop to help articulate and develop a clear and meaningful set of organisational values that would guide our decisions, actions and behaviours. The outcome from the day was the draft values and their definitions. Workshop participants were asked to report back to their colleagues and to explain the values.

The previous organisations’ goals align with the new ones, however, the 2016 goals not only reflect the merger between Liviende and Veranto but also the new focus on the NDIS. The previous organisations’ goals align with the new ones, however, the 2016 goals not only reflect the merger between Liviende and Veranto but also the new focus on the NDIS.

Values steering group – 11 August This group met to refine the draft values. The group comprised:

The newly formed Liviende Veranto has developed a new vision, purpose and suite of values. How we developed the new values

❱❱

the CEO

❱❱

Deputy CEO

❱❱

Manager – HR

Articulating a clear and meaningful set of organisational values is a vital strategic step for any professional organisation. These principles guide all organisational decisions, actions and behaviours, now and in the future.

❱❱

Manager Advocacy & Engagement

❱❱

Director, Sue Leitch

❱❱

Hexagon Principal, Graham Flower.

Strategy workshop – 4 March

Transition and Culture Committee meeting – 16 August

The Board and senior leadership team engaged Hexagon Pty Ltd to help develop a clear strategic direction and focus for Liviende Veranto. A draft framework, including a proposed set of key milestones for 2016, was reviewed, refined and endorsed at the March Board meeting.

The Board’s Transition and culture committee determined to recommend the draft values and definitions to the Board. Board of Directors approved the values – 24 August Throughout the organisation, we are living and embedding our vision, purpose and values en route to achieving our goals.

ORGANISATIONAL VALUES DEVELOPMENT TIMELINE 4

11 MARCH

APRIL

14 MAY

JUNE

JULY

11 16

24

AUGUST


Liviende Veranto // Annual Report 2015-16

OUR STRATEGIC PLAN 2016–19 OUR VISION A world free from labels OUR PURPOSE Empowering you to live life your way OUR VALUES Authentic

Bringing all of yourself to our work

Infectiously positive

Showing a sense of what’s possible to every person and situation. Being passionate

Spirit of togetherness

Creating a sense of belonging to the Li-Ve Tasmania family

Resourceful

Striving for excellence in an ever-changing world. Leaders in excellence

Respectful

Encouraging and valuing everyone’s uniqueness

OUR GOALS 1. Reputation based on person-centred thinking 2. NDIS effective systems, processes and technology 3. Values based growth 4. Innovation in systems and models of service 5. Workforce capability You can see the 2015 goals we reached in the Directors’ report on pages 68 - 73.

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The people we support our reason for being SNAPSHOTS STANLEY HENRY

ROBYN GREEN

Stanley’s room at The Lodge is a cosy space, filled with books and maps. So, it’s no surprise to hear that two of his favourite things are reading and travelling. He visited London for the 2012 Olympics with a group from The Lodge and he plans to fly to the Gold Coast for the 2018 Commonwealth Games. As a regular swimmer himself, Stanley is most looking forward to watching some big league aquatic events.

I have lived at The Lodge since it opened in 1970. I like it because I can spend time with my friends, including the two Lodge cats, PJ and Jake, and my budgie, Ben.

Stanley’s 2015–16 highlight was visiting his brother, Peter, in Melbourne, where they ate Breaky Rolls at Maccas and went shopping together.

I like holidays. Last year, I went on The Ghan. We had our meals on the train and also slept on it for two nights. In January, I went to Gumleaves with a big group from The Lodge. We stayed in a bush area and made a fire to toast marshmallows. I’ve also been to Launceston and on a Sydney cruise. I enjoy my job at the Mail House in Glenorchy. I’ve worked there for 47 years! I am saving money to travel somewhere new.


Liviende Veranto // Annual Report 2015-16

PHILLIP BROAD

PETER REID

Phillip is a barrel of energy, riding around 100km each week on his bike, shooting hoops, playing soccer and football. He’s also a waterboy for the local football club. This year’s sporting highlight was being included in the state AFL Inclusion team and playing an exhibition game in Melbourne at half time during one of the big games.

Open heart surgery this year has given Peter a new lease of life. When it comes to the V8 Supercars, Peter is a diehard Holden fan and a keen visitor to Symmons Plains. He’s also an enthusiastic Hawthorn club member (with the t-shirt, scarf, hat, jacket, posters and other paraphernalia to prove it). He always goes to the team’s local games. Peter has a softer side, too. He likes to shop, help outside with gardening and he also takes care of his friend, Carly, especially when she’s unsteady on her feet.

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THE SYLVAN GUYS Four young men call our Sylvan property home. Though they’re all around the same age, their hobbies, interests, lifestyles and personalities couldn’t be more different. Brandon loves fishing and playing golf – but, most of all, he loves watching Netflix and YouTube on his smart TV. Damian’s TV is a bit outdated, so he’s saving up for a better one. He loves pizza, soft toys and playing Doom on his PS4. He is especially looking forward to his birthday, next month, as his sister has promised him a Deadpool t-shirt. Their housemate, Atilla, is taking a break from his two gardening and maintenance jobs to enjoy a two month European jaunt, with his family. And Sam enjoys catching up with friends at the Aurora dance, having a (ginger) beer with the next door neighbours and riding his bike. One of his favourite things to do is to shoot video inside a carwash and play it back on his iPad. Passionate about aircraft, Sam says the highlight of the coming year will be his trip to north Queensland to experience an air show. Because they’re so different, the lads find the best way to get along is for each to do his own thing, then come together for activities like going to the movies, catalogue delivery, giving the garden a makeover and sharing evening meals. They have a roster so the household chores are evenly divided. All in all they agree that life at Sylvan is pretty darn good.


Liviende Veranto // Annual Report 2015-16

Sam and Damian with their support worker, Mostyn (centre).

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Liviende Veranto // Annual Report 2015-16

NUMBER OF PEOPLE WE SUPPORT Our largest area of support is accommodation and our largest growth area is NDIS participants wanting community access, skill development and training. 2012 TO 2016

79

Veranto

2012

31 Liviende

81

80 Veranto

Veranto

2013

2014

41

44

Liviende

Liviende

121

170 2016

Veranto

Liviende Veranto

2015

36 Liviende

61

109 MALES

BY GENDER

FEMALES

BY AGE (6 - 83 YEARS) 0-10

11-20

21-30

31-40

41-50

51-60

61-70

71-80

81-90

6

10

21

9

21

24

23

5

2

5

23

34

13

28

29

31

6

1

2015

2016

5

23

Veranto

Veranto

IN NDIS

2014

1

Liviende

47

2015

2

Liviende

2016

Liviende Veranto

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Liviende Veranto // Becoming…

OUR YEAR – BECOMING MORE PERSON-CENTRED GOALS ACHIEVED BY THE PEOPLE WE SUPPORT In 2015-16 the people we support dreamed, planned and reached their goals. Some were big, others were small but all goals were achieved via Liviende Veranto’s person-centred approach. The people we support and Liviende Veranto worked together in tangible and meaningful ways to deliver amazing outcomes. Here are some of them:

❱❱

adopted some pet chooks

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talked to TAFE students about his ABI

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wrote a paper called What makes a good support worker? Put yourself in our shoes.

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cooking goodies to raise funds for the dogs’ home

❱❱

scheduled regular massages for relaxation

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learnt to swim

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enjoyed theatre productions like Celtic thunder

maintained diet around lactose intolerance and gluten sensitivity

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selected and bought a new chest of drawers for the bedroom

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landed a job one day a week

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completed a CPR course

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travelled around Tasmania and to the mainland

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caught fish

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participated in the bocce state championship

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attended the annual Speak Out conference

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visited Agfest

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went sailing

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joined Facebook to catch up with family and friends

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joined the LINC


Liviende Veranto // Annual Report 2015-16

A SPECIAL MENTION Sandra Palmer was presented with a certificate recognising her 40 years of service for her employer Oak Industries. Congratulations to Sandra on a great achievement and a lot of hard work over 40 years.

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Our community

ACKNOWLEDGING OUR SUPPORTERS ROSNY PARK BOWLS CLUB

THE ACORN BRANCH

Each year we are fortunate that the Rosny Park Bowls Club Ladies Section holds an event to contribute funds to Liviende Veranto. We acknowledge their enduring commitment over many decades. They truly embody the principle of supporting their community.

The funds the Acorn Branch raised brought many benefits to Liviende Veranto and the people we support. They helped purchase valued and tangible items, such as furniture and household items. They also supported celebrations, for instance, the end of year Christmas function, to help bring the Liviende Veranto community together. But by far the greatest gift the Acorn Branch brings to Liviende Veranto is the gift of friendship.

PICKAWALL This year, we have gratefully received sponsorship from Pickawall who supply premium removable wallpaper. This organisation kindly donated the striking wall art for The Zone.

We sincerely thank the Acorn Branch for their commitment to the organisation and the people we support.


Liviende Veranto // Annual Report 2015-16

THE ACORN BRANCH ANNUAL REPORT FOR 2015–16 It gives me great pleasure to present this, the 34th annual report of the Acorn Branch, Liviende Veranto.

A casserole lunch was held on 21 August, at which our new entertainer, Fiona Hutchison, showed her skills.

We have once again had a very effective year of fundraising.

We have used some of the money raised to purchase a defibrillator for The Lodge. We have also donated money towards a new cupboard, an outdoor setting for The Lodge and the paint to brighten up the barbecue area. Additionally, we have paid $400 for an air hockey game and fish tank for The Zone.

A morning tea with a fashion parade by Allure by the Bay was such a success that we have organised another, featuring the summer collection, for September. We held a wonderful Christmas morning tea with a professional rendition of A humble gardener, written and produced by Philip, Jacqui Crouch’s husband. Our final morning tea for the year featured another of Philip’s creations, the hilarious Holiday hi-jinks. Thanks to Philip. Also, thank you to Jan Storr hosted a Veducci clothing party and donated the proceeds to the club. Everyone who attended enjoyed the Christmas party. Our pirate-themed Music while you munch barbecue proved very popular. Sadly, we said farewell to Tim and Julie who have entertained us and shown such rapport with the residents over the last few years. We wish them both well for their future.

My heartfelt thanks go to all Acorn members for their support during the past year. I’d like to make special mention of Maureen McDonald for the extra workload that she has assumed. Further, I offer a word of gratitude to Valda Izbicki for everything she does to make my job easier. I would also like to thank those members of the public whose help over the years has allowed us to maintain our support of Liviende Veranto clients for over 32 years. Last but not least, I thank the residents for allowing us into their lives. We are proud to class you amongst our friends. Gwen Kingston Acorn Branch President

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GIVING BACK Between our staff and our residents, we’ve done some good things for the community, including fundraisers for: ❱❱

Australia’s biggest morning tea

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Genes for jeans day

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Walk for a wish (complete with a cheer squad)

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Mother’s day classic fun run and walk

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Movember

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Relay for life

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Steptember

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Operation Christmas child

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Bandana day

Also, The Lodge day options participants baked and donated biscuits weekly for Loui’s Van and The Lodge donated all their old blankets and towels to the dogs’ and cats’ homes.

OUR GIVING WORKPLACE Operating in many workplaces around the world, workplace giving is an optional, nofuss fundraising program where employees contribute to worthy causes. For participating staff, a nominated amount is deducted from each fortnight’s pay and placed into a fund to support the organisation’s chosen nonprofit cause. At Liviende Veranto we are proud of the fact that 23% of our employees give to our workplace giving fund when the average is 5%. The high rate of giving may be because rather than giving the money to an external non-profit organisation, our employees choose to give the money back to the people we support. That’s right – unlike other fundraising programs, we see a direct result because we spend the money on the people at Liviende Veranto. It means we can deliver on some of their dreams. In the past, we have paid for holidays, new furniture and day trips.


Liviende Veranto // Annual Report 2015-16

VALE 1 JULY 2015 TO 30 JUNE 2016

We are sad to report the loss of some members of the Liviende Veranto community. We extend our deepest sympathies to friends and families of those who we lost. Ian Rayner, a resident at The Lodge, died suddenly on 7 November 2015. Dzintars ‘Zinty’ Jurvics started support with Liviende in 2014 and sadly passed away on the 30 December 2015. Iris Watt, mother of The Lodge resident, Maree passed on 8 January 2016. We were privileged to support Karen Hervey in the home she shared with her husband. She passed away on 26 January 2016. A valued member of the Liviende Veranto team, Katrina Newell passed away after a long battle with cancer on 10 April 2016. Janine Smith had lived at The Lodge since she was 16 years old. She passed away on 25 April 2016 at age 61. Leo ‘Taddy’ Joseph was a resident of The Cottage. He died peacefully on 13 May 2016 at age 86.

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The year in review Key achievements and portfolio reports KEY ACHIEVEMENTS ❱❱

Move to Lampton Office

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HR e-documents

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Merger

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Policy/procedure/forms merging – ongoing

Appointment of Advocacy and engagement officer in the north

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Network migration – everyone on same network

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Ageing with a disability – Dying to Talk meetings and forums

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Email migration – everyone on same email

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Opening The Zone

Fire evacuation drill with Tasfire and emergency evacuation plan completed

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Finalist in the ‘Beyond Compliance Award’ at the 2015 Worksafe Tasmania Awards.

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Video conferencing – shared facilities north and south

Project funding through the Tasmanian Association of Hospice and Palliative Care for a community of practice.

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Payroll migration – everyone on same payroll with new EA rules

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Financial systems migration

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Staff survey

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Parents, supporters, guardians’ feedback survey

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New intranet for whole organisation – underway

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QA successful audits

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Strategic plan development – many staff and Board have been engaged in this process

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Values workshops across organisation – creating values for Liviende Veranto

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Preparing for NDIS and transitioning of participants/group homes

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Rostering project – in development

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New enterprise agreement

NOT YET COMPLETED 1. Full policy merge – more urgent, competing priorities as well as unplanned activities such as legacy data work – NDIS readiness preparation, network migration, payroll and finance system migrations. 2. Group home review and process alignment – work has commenced and practices have been harmonised across some areas – a full review has been delayed due to settling in of organisational structure to best meet NDIS future flexibility and needs. 3. Rostering implementation – unplanned software platform upgrade NAV 2016 identified by software provider to enable rostering to be implemented – resultant work on legacy data 4. Intranet/extranet – competing priorities, complexity of potential platform choice and cost of new platform.


Liviende Veranto // Annual Report 2015-16

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OPERATIONS It is with pleasure that I provide the Operations report for 2015–16. The year has been exciting, especially as it marks the beginning of a great new organisation – the result of two very wellrespected Tasmanian disability service providers merging. As with any merger, our natural excitement about the fresh opportunities and new directions was tempered by a degree of apprehension. However, the business of integrating the way the former organisations provided services has gone very smoothly. This can mainly be attributed to the wonderful leadership of the Liviende Veranto Board and the CEO, the positive commitment of the portfolio managers and service managers, and the openness and willingness of our employees providing direct support to embrace change. It has been very pleasing to see an increasing integration between the northern and southern offices with alternating team meetings and visits from management. Everyone has worked tirelessly to ensure that the merger in no way adversely affected the people we support. Additionally, I’m delighted that the number of people for whom we provide support continues to grow. Further, we are looking forward to raising our profile in the north of the state. From the beginning, both former entities were committed to a true merger of systems, rather than an automatic takeover of one by the other. Consequently, a great deal of time and resource has been devoted to reviewing each policy and procedure and making sure that one combined best‑practice document results. In a few areas, we consciously adopted the most effective system. This has applied, in particular, to the organisation’s IT and payroll systems.

The extension of scope we were granted under our ISO accreditation and our subsequent successful recertification audit reassured us that our new systems were robust. While the merger has been our primary priority throughout the year, the preparation for the full rollout of the National Deputy CEO, Janette Martin Disability Insurance Scheme (NDIS) has also been high on our agenda. The NDIS brings a very positive shift in control for people living with disability – and not before time. However, for service providers the NDIS presents a very different way of conducting business. We are rising to that challenge. My special thanks go to each member of the Operations team for their loyalty to the organisation and their dedication to the people we support.


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QUALITY AND COMPLIANCE The Liviende and Veranto merger meant we had to begin managing our northern office and homes under the former Veranto quality management system. In March, our certified auditors, BSI Group ANZ Pty Ltd undertook an extension to scope audit. This meant looking Manager – Quality and compliance, at a sample of our Kathy Tauber northern group homes and office processes. As both organisations were certified to ISO:9001 (the world’s most widely recognised quality management system) the process was very smooth. The ISO:9001 2008 standards have recently been updated. The most important changes to the standards are an emphasis on risk management and the management team being more involved in running the organisation’s processes through sound leadership. As we have always been very strong in these areas, we have decided to transition to ISO:9001 2015 by the end of 2016.

In June, we completed our regular surveillance audit. Further, I have carried out 14 internal audits in the past financial year and I am confident that the transition audit that we must undergo will pose no problems. We have already completed our readiness review. Merging the former Liviende and Veranto policies and procedures is considerable work but the project is well underway. The compliance side of this portfolio includes making sure our staff have the necessary qualifications and certificates to carry out their duties according to organisational policy and the law; and that our buildings have the necessary certificates and fire safety checks. We moved into our new head office late last year. TasFire approved our fire evacuation plan and we completed the required fire warden training for Lampton Avenue. So, we have wardens in place, should we need them. COMPLIMENTS AND COMPLAINTS Compliments received: 53 ❱❱

From families – 23

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From health professionals – 9

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From other services providers – 7

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From miscellaneous sources – 14

Complaints received: 4


Liviende Veranto // Annual Report 2015-16

ADVOCACY AND ENGAGEMENT The Advocacy and Engagement portfolio area has grown significantly since the merger and the management role is now statewide. Centralising intake has allowed for more streamlined processes. We will further develop these during the 2016–17 year. The advent of the NDIS has also impacted our approach to engagement. It has prompted us to tailor our internal processes to suit the new environment, making them quicker, smoother and more adaptable. Our methods have necessarily become more customer- and person-centred. Person-centred thinking (PCT) has been a long held priority for both former organisations. We plan to review current operational practices in this area and establish further training for staff, so we can further embed PCT. The merger has provided a fantastic opportunity to review the two organisations’ systems. This is particularly true for evaluating the ways we receive and act on feedback from people we support, families and external stakeholders. Going forward, in this space we will focus on firming up and embedding new participant and family feedback frameworks to provide robust and targeted operational direction.

Revising our current practices has allowed us to provide better quality support for people. We have reviewed our policies and procedures and sought opportunities to augment our communication channels. Further, we have evaluated our personal planning processes and aligned these more closely to people’s NDIS planning.

Manager – Advocacy and Engagement, Natalie Rose

The volume of our advocacy and engagement work has increased – we’re handing more enquiries, supporting more people and managing larger package sizes. We have needed to improve and strengthen internal processes to manage these increases. Additionally, to provide quality support while managing capacity and resources, we have needed to work more closely with the finance and operations areas. In addition, a key focus for the portfolio a is to develop more business in the greater Launceston area. To this end, we recently began recruiting for additional Launcestonbased support.

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IT AND WHS WORKPLACE HEALTH AND SAFETY (WHS) WHS activity during this financial year has been minimal due to the demands of merging and becoming NDIS ready. Before the merger, Veranto had aligned its WHS system to the new WHS Act. When our insurers audited the organisation, they found ‘…that the Veranto WHS system scored 94 points on the 100-point quiz scale, which indicates that WHS systems are in place. This is one of the highest scores seen during this year’s risk survey program.’ Since the merger, we have compared policies and procedures from both organisations and these are close to being amalgamated into the new Liviende Veranto WHS system. Initial attempts to form a statewide WHS committee have not yet met expectations, so we will undertake a campaign to bring this objective to a satisfactory position, shortly. In the meantime, our extensive range of risk control methods continue to be fully implemented, statewide. Essential work, such as submitting revised fire evacuation plans for all of our accommodation sites based on new fire evacuation standards also continues to be completed, fulfilling our regulatory requirements. We were very pleased to be a finalist in the ‘Beyond Compliance Award’ at the 2015 Worksafe Tasmania Awards.


Liviende Veranto // Annual Report 2015-16

INFORMATION TECHNOLOGY (IT) It has been a very busy year in our one-man IT department with many projects undertaken, some completed and some still in progress. The first project was to move our administration from Oakdale Lodge and Melville Street to one new location in Lampton Avenue. To make this move we needed to purchase some new IT equipment and undertake cabling work in the new building. We also needed to secure a fit-for-purpose internet connection capable of delivering a stable connection to our servers for all of our programs, and also capable of running our new phone system which is now internet-based. The next major project was the merger. For the merger to be successful it was very important that the new statewide organisation be on the same system and everyone working from the same environment. We refreshed outdated equipment and expanded the Veranto server’s capability, so that it could handle the workload of the new organisation. An important aspect of the business has been becoming NDIS ready from a business system perspective. Three years ago we started preparing ourselves by purchasing CIMSability and Dynamics NAV software. As we have grown accustomed to the software and as the NDIS environment became better known, we decided to embark on a project to further refine our use of these powerful software packages. The project is commonly known as the ‘payroll and rostering project’ and the work involved is significant.

The result we are working towards will enable our weekly CIMSability rosters to both pay our employees and invoice NDIS for work we have done via Dynamics NAV. We expect this project to be complete by November. Other merger related IT projects include Manager – IT and rebranding our website, WHS, Ian Hopkins merging the two existing Intranets into one new intranet/extranet, expanding the internet based telephony system to the Launceston office and to those of our accommodation facilities with the NBN installed. We have come a long way since I started my employment with Liviende Veranto. Back in 1993 we had one computer, an Apple Mac Classic, which the CEO and manager shared. Now we have a modern server which is virtualised into 20 different servers, 100 computers, 25 iPads and around the same number of smart phones. What will our system look like in 20 years’ time?

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MARKETING AND COMMUNICATIONS Marketing and communications is a relatively new area for Liviende Veranto but with the advent of the NDIS, it has become a priority, and the Board has formed a Marketing and Communications committee. Starting with a profile raising strategic plan, this portfolio delivered some big-ticket outcomes. We launched the new organisation in November 2015 with a lively and well-attended event. Manager – Marketing and Communications, Joanna Rosewell

Similarly, The Zone launch attracted over 100 attendees, including a good representation of state and federal politicians as well as representatives from targeted stakeholders, such as NDIA and Baptcare.

We were gratified by the Board’s adoption of our proposed organisational name, Li-Ve Tasmania and we are excited about the rebranding project we’ll undertake in the early stages of next year. Also during 2016–17, our Careers in Disability project, funded through the Tasmanian Community Fund (TCF) took a step forward with the appointment of Project Manager, Anna Holliday, to oversee the venture. We also gained approval for an extension from the TCF. Further, our careers expos continued to receive considerable engagement. Our internal focus retained positive traction with our weekly e-newsletter, Li-Ve Employee news. Going forward we’ll be looking at measuring engagement. We’re also looking at strategies for embedding the new organisational values across the organisation. Finally, we were sad to farewell Joanna Rosewell from the marketing and communications space in June. However, we look forward to appointing a new, full time marketing manager, early in the new financial year.

Admin Assistant, Krystal Oates and Alf Archer at the 2015 Launch of Liviende Veranto


Liviende Veranto // Annual Report 2015-16

PROJECTS Liviende Veranto’s agility, change management and positive workforce culture enabled a phenomenal number of projects and tasks to be achieved throughout the 2015–16 year. As Projects Officer, I was originally tasked with merging and developing policies Projects Officer, and procedures for the Alex Kemp former organisations. This work is ongoing and has been balanced with new and competing priorities driven by external influences, as the NDIS rollout started. External factors and the drive to seek organisational efficiencies have seen the successful merge of software systems including network migration, payroll and financial systems integration, and a software platform upgrade enabling the introduction of a rostering and real time NDIS invoicing to better place the organisation in a NDIS environment. Jane Tyler makes a new friend at the petting zoo Danny Smith manning one of our careers expos stalls

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HUMAN RESOURCES

Manager – Human Resources, Rachel Jansen

The Human Resources (HR) portfolio’s performance has been integral to the recent merger. We have concentrated on acknowledging and supporting the change process as two well-aligned cultures came together. We prioritised advancing statewide relationships and strengthening common purposes.

Very early in the piece, there was a clear imperative to look at how the HR portfolio interacted and engaged with other portfolio areas. It was also critical to identify the best ways to support employees and nurture the business across the state. The process was reasonably organic – relationships were being established, and key systems and processes started to evolve and merge.

It was also readily apparent that there was a progressive commitment from our Board, Executive, Senior Leadership and Management teams to embrace the change with energy and conviction, to ensure the people we support could continue to live the lives they want. We discussed ‘everything HR’ at weekly team catch ups and monthly portfolio meetings. Structured meetings with other portfolio areas made sure all matters regarding our most valuable assets – our employees – were prioritised, shared and actioned. Further, the HR team established centralised records, generating administrative and communication efficiencies. Liviende Veranto recognises the need to invest in the development of its people and we continue to encourage and support apprenticeship enrolments in the sector. It is pleasing to note that 27 employees completed a Certificate III, IV or Diploma across Individual Support and Disability, during the year. Liviende Veranto also continues to provide learning and development solutions for employees more broadly, investing in outcomes from training in medication administration, manutention, stoma care, diabetes and epilepsy awareness, supervision and leadership (to name a few).

Joy Weston, Melissa Moore, Mary Holowenko, Jenny Smith and Julie Reeves


Liviende Veranto // Annual Report 2015-16

Early in 2016, we began negotiations with HACSU to establish a modernised enterprise agreement. With most employees voting in favour of the proposed EA, we submitted the document to the Fair Work Commission. It was approved and was set to become operational from 20 July 2016. (This was timed to align with the centralisation of payroll processing, established concurrently.) The EA is a significant milestone that provides a contemporary industrial framework, more closely reflecting the increasingly flexible workforce the organisation needs to employ under the NDIS. Work continues in this space – focusing on compliance and fair practice – as the HR portfolio grapples with the industrial and legal complexities presented under the new system. As the organisational strategic plan 2016–19 came to fruition, the HR portfolio began to establish its 2016–18 strategy. The team sought feedback via a survey of representatives from other portfolios about core HR functions and their perceived performance. The outcomes were discussed in an open forum at the start of the HR planning day, and set the foundation for a meaningful and productive meeting. Graeme Flowers, from Hexagon Consulting, was engaged to facilitate the day and, with some further research and work by the team and a subsequent and final planning session, the Human Resource strategy 2016–18 was established.

Two key outcomes of the strategy were defining the function and position of the HR portfolio within a growing organisation of 306 employees; and outlining the broad accountabilities for each team member. Liviende Veranto is now supported by 3.3 permanent full time equivalent (FTE) HR consultants – that is, two senior HR consultants (1.8 FTE) and 3 HR consultants (1.5 FTE) – and a Manager HR (0.8 FTE). The Manager – HR is responsible for strategy and leadership, and each team member is responsible for one of our key areas, including: workforce attraction and recruitment; engagement – performance and development; remuneration; training and HR system development; and reward and recognition. All members of the team provide generalist HR support at their respective levels. I wish to thank each member of the HR portfolio (including our temporary HR assistant) for all that we have achieved to date. I’m grateful for their spirit and ongoing allegiance to Liviende Veranto and the people we support.

Jeannie Shoobert and Peter Harvey

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Corporate governance and management


Liviende Veranto // Annual Report 2015-16

OUR BOARD GINNA WEBSTER Chairperson from AGM 2010 Elected: 28 September 2009. Committee membership: Executive, Governance, ex-officio member of Finance, Audit and Risk Management, Marketing and Communications, Transition and Culture Ginna has been employed by the Tasmanian Department of Justice since 2002 and is currently Deputy Secretary – Administration of Justice in the department. Previously, as Director of Community Corrections, Ginna was responsible for the strategic direction of the organisation in working with offenders to reduce re-offending and contribute to a safer Tasmania. Prior to moving to Community Corrections, Ginna worked in the Tasmania Prison Service as the Manager, Organisation Development. In this role, she was responsible for staff training and professional development, policy, recruitment, project management and leadership development. From 2003 to 2006 Ginna managed the transition from the old Risdon Prison to the new Risdon Prison complex. From 1984 to 2002 Ginna worked for the Australian Customs Service in Hobart, Darwin, Sydney and Canberra. She worked for many years as a detector dog handler before being appointed Inspector of the NSW Dog Unit, the largest unit in Australia. Just before leaving Customs, Ginna was responsible for the Drug Detection Technology Training Unit, based in Canberra. During her time in Customs, Ginna travelled to Fiji, New Zealand, Canada, USA and China in her capacity as both a trainer and a practitioner. Ginna is the Chair of Tasmanian Leaders, a not-for-profit organisation that delivers the Tasmanian Leaders Program which aims to make Tasmania a better place to live, work, do business and contribute to the community through developing the state’s emerging leaders. Ginna enjoys travel, skiing, golf and bushwalking.

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LIZ SWAIN Deputy Chairperson from AGM 2015 Appointed: 4 November 2015 Committee membership: Governance (Chair), Transition and Culture Qualifications: MBA Primary Metallurgy Diploma, Applied Science Diploma, Advanced Management Diploma, Graduate Diploma in Management, Diploma in Frontline Leadership, GAICD Liz retired in 2012 from Rio Tinto after 43 years in a range of engineering, technical, research and development, training and management roles in operations, engineering and maintenance at the Bell Bay aluminium smelter. During her industrial career, Liz was a role model for women in engineering and the first female to be employed by Rio Tinto, in this field. In 1987, Liz was Tasmanian Business Woman of the Year in recognition of her leadership role in industry and management of change in the workplace. Board positions have included: ❱❱

Director and Chair, Esk Water (2000– 2009), merged with BLW in 2008–9

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Director, Ben Lomond Water (2008–2013)

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Director, Rio Tinto Employee Benefits (2006), Chair (2011–12)

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Chair, Northern Residential Support Group (2004), rebranded Liviende in 2012, merged with Veranto in 2015

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Director, Maxsel Pty Ltd – family business (1996)

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Director/Chair, Heritage Isle Credit Union (2013)

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Chair, Beau Vista Villas Body Corporate (2013)

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National judge and referee (life member) Tasmanian Diving (1990)

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Director, Rural Help @ Hand (2014) Chair (2015)

Liz has extensive experience in governance, audits, risk mitigation and rebranding, and has participated both within Rio Tinto and on several boards with restructuring, mergers and significant change management processes. Liz is married to Max, with two adult children and enjoys travel, grey nomading, walking, swimming, boating, scuba diving, gardening and reading. Liz joined the Board in November 2015 and was elected Deputy Chairperson at the 2015 AGM.


Liviende Veranto // Annual Report 2015-16

ELIZABETH SKIRVING Treasurer from AGM 2015 Appointed: 4 November 2015 Committee membership: Finance, Audit and Risk Management (Chair from 2015 AGM), Marketing and Communications Qualifications: BBus, CA, GAICD, ICANZ Elizabeth is Chief Executive Officer of Rural Business Tasmania. At the helm of the organisation since 2006, she has, during this time, been a key advocate for rural Tasmanian business enterprises, regularly reporting based on practical first-hand knowledge on emerging trends in the industry. Elizabeth regularly liaises with federal and state government representatives. Graduating with a Bachelor of Business in 1993 and as a Member of the Institute of Chartered Accountants and Institute of Company Directors, Elizabeth worked for nine years in the business services divisions of chartered accounting firms Coopers & Lybrand and Johnson & Breward. Holding senior accounting positions for four years with Tasmanian Forestry companies North Forest Products P/L group and Gunns Limited, Elizabeth oversaw the provision of financial information for Target Statement of the Rio Tinto Ltd takeover in July 2000 and the eventual sale for $335,000,000 of North Forest Products P/L to Gunns Limited. Elizabeth consulted for a short time as Financial Accountant for The Van Diemen’s Land Company, a large mixed farming operation, as it expanded into significant dairy development. In 2004, she served as National Administration Manager for Australian Women in Agriculture. Elizabeth has significant local community involvement including extensive corporate governance, skills and general board experience with various bodies and currently sits on the Board of Liviende Veranto (Treasurer), Tasmanian Small Business Council (Treasurer), Council of Small Business of Australia (Director) and Heritage Isle Credit Union (Director). Additionally, she has served on the Boards of various local organisations. She continues her 26-year involvement with Rural Youth Organisation Tasmania and its Agfest field days and provides business advice and auditing support to many local not for profits including Encore Theatre Company. Elizabeth’s financial and management skills are complemented by her understanding of the Tasmanian rural community. Liz’s family has owned Fairbanks farm at Cressy for the last 150 years. The 1,000 acre property has traditionally run 2,500 Coopworth/Poll Dorset sheep and grown a variety of crops. Elizabeth is part of the fifth generation to own the property. As a shareholder and Board Director of the family group of companies, she remains actively involved in its business operations. Former Liviende Treasurer, Elizabeth joined the Board in November 2015 and was elected Treasurer at the 2015 AGM.

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BRENTON WEST Company Secretary from 4 November 2015 Elected: 3 November 2014 and retiring in October 2016 Committee membership: Governance, Finance, Audit and Risk Management Qualifications: Combined Bachelor of Arts and Business degree, GAICD Brenton West is currently the Chief Executive Officer of the Southern Tasmanian Councils Authority (STCA), the peak body representing the 12 southern councils. Brenton has previously worked as a senior political adviser for a federal senator, undertaking media, policy and parliamentary duties. It was through this role that Brenton developed a strong interest in the community and disability sector. Brenton holds a combined Bachelor of Arts and Business degree (BBus/ BA), majoring in Political Science and Human Resource Management and is a Graduate of the Australian Institute of Company Directors Course (GAICD). He is currently studying a Master of Business Administration (MBA) and also serves on the Board of the regional tourism organisation, Destination Southern Tasmania. Brenton joined the Board in April 2014 and was elected to the position of (Company) Secretary/Public Officer at the 2014 AGM. TODD HITCHINS Director and Treasurer from 3 November 2014 to 4 December 2015 Elected: 30 September 2013 Committee Membership: Finance, Audit and Risk Management (Chair from November 2014 to 4 December 2015) Qualifications: B Comm with majors in Marketing and International Business, GAICD Todd is a Business Manager with Hays Specialist Recruitment – the largest specialist recruitment agency within Australia and a global leader within the sector. In this role, he manages the recruitment of human resources, policy and strategy, and marketing and digital professionals in southern Tasmania. He believes that ‘the right job can transform a person; the right person can transform a business’. Before joining Hays in 2010, Todd had a successful career in business banking. He started his career with Westpac in Melbourne, returning to Tasmania after several years and joining ANZ in 2005. Todd’s strengths in marketing and financial analysis are underpinned by an interest in economics and a passion for social equality. More recently, he has honed his skills in team leadership and strategic planning. He holds a Bachelor of Commerce with majors in Marketing and International Business. Todd has a young family including an over-indulged golden retriever. He is a member of the Lions Club of Clarence and enjoys cricket and reading in his (minimal) spare time.


Liviende Veranto // Annual Report 2015-16

SUE LEITCH Director Elected: 20 September 2010. Company Secretary 3 November 2014 to 4 November 2015 Committee membership: Governance, Marketing and Communications, Transition and Culture (Chair) Qualifications: B Pharm, GAICD Sue is a pharmacist with 30 years’ experience in both community pharmacy and industry support. Currently Sue is CEO of the Council on Ageing – Tasmania (COTA), a peak body for older Tasmanians. She was formerly Pharmacist Consultant for the Guild Pharmacy Academy of the Pharmacy Guild of Australia National Secretariat. This role involved training and continuing education for pharmacy assistants and pharmacists, and intern training for graduate pharmacists preparing for registration. Previously, she held the position of Acting Director of the Pharmacy Guild of Australia, ACT Branch. This involved work with rural and remote health, indigenous health and continuing government negotiations on health funding, policy and legislation; Acting Director of the Pharmacy Guild of Australia Northern Territory Branch, and Consultant Pharmacist for the Pharmacy Guild of Australia, Tasmanian Branch. Sue also served two terms as Acting Branch Director for the Tasmanian Branch. Her professional interests are in positive ageing, sociology and ageing policy, education and training, lifelong learning, medication management in the older community, population health and eHealth. She has served on the Tasmanian Branch Committee of the Pharmacy Guild of Australia and the State Council of the Pharmaceutical Society of Australia, Tasmanian Branch, both in executive positions. She has also served on the Pharmacy Board of Tasmania. Sue studies Italian language and is a mosaic artist. This combined interest led to study tours to Italy in 2009 and 2012. She is state representative of the Mosaic Association of Australia and New Zealand. Sue is married with two adult sons, a very spoilt border collie and a noisy cockatiel. Sue joined the Board in November 2009 and was elected Deputy Chairperson for 12 months at the 2014 AGM after holding the position of (Company) Secretary following the 2013 AGM.

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PHIL DEWIS Director Elected: 3 November 2014 Committee Membership: Marketing and Communications (Chair) Phil is currently the Sales Manager for Elite Appliances. He has an extensive background in sales/marketing, business development and senior management. He has held senior positions with companies such as Myer, Fitzgeralds, Sanitarium Heath Foods and Blundstone Footwear. Phil enriches the Liviende Veranto Board with his skills in brand development, channel segmentation, consumer strategy, marketing strategy, customer service delivery and competitor analysis. His passion for people and his drive to be a positive active member of society help him be an asset to the Liviende Veranto Board. SASKIA HOBBS Director Elected: 3 November 2014 Committee membership: Transition and Culture Qualifications: BA (Economics/Management majors), GDip(IR), Masters (HRM), CAHRI, FAICD Saskia is a human resources professional driven by a desire to enable people to achieve their potential. With a successful career working in and across a number of industries and sectors, Saskia has successfully helped organisations transform their human resource operations and improve employee engagement and business performance.   Currently employed as the Organisational Development Advisor for the Catholic Education Office, Saskia is responsible for the development and implementation of key people management interventions to enhance people effectiveness and education delivery across Catholic Education in Tasmania. In her former roles and consulting service, Saskia has contributed to organisations’ stability, sustainability and success through attracting and hiring talent, diversity management and employee relations, and preserving and enhancing culture through employee engagement programs, leadership coaching and developing integration and reward strategies that align culture, behaviour and performance with key business imperatives.


Liviende Veranto // Annual Report 2015-16

ROBERT HOOD Director Appointed: 4 November 2015 Member of the Liviende Board since 2010, merged with Veranto 2015 Committee membership: Transition and Culture Robert retired in 2004 and has spent most of his working career in the Grocery and Allied Trades Industry in Tasmania, working in territory and sales management for Kelloggs, Kraft and Reckitt and Colman. Robert has served the community in Rotary for over 15 years, being a past President and Paul Harris Fellow of the Rotary Club of Lindisfarne. In 2010, Liviende Inc. was expanding and an opportunity to join its Board of Management followed, where Robert served for five years. Robert is married to Patricia, and has three daughters and two grandsons. He spends most of his spare time doing voluntary work around the state. He also pursues his favourite hobbies of gardening and reading. KELLIE DEAN Director Elected: 3 December 2015 Committee Membership: Governance, Transition and Culture Qualifications: BA LLB, FGIA, MAICD Kellie is a legal and governance executive with broad range of experience across corporate governance, legal and compliance, risk, strategic planning and human resources. Currently Corporate Services Manager for Tasracing, the principal racing authority in Tasmania, Kellie brings to the Board valuable legal and compliance expertise, most particularly across mergers and acquisitions, and corporate governance. She was formerly Legal Services Director and Company Secretary for M2 Group, an ASX-listed telecommunications and energy company (acquired by Vocus Communications). Kellie has also developed valuable skills in establishing and rolling out transition and integration strategies, in addition to providing leadership during periods of fast growth and change.

DIRECTOR MOVEMENTS Jennifer Lee retired 3 December 2015 Margot Maddock was appointed 2 February 2015 and retired 3 December 2015 Noel Davidson was appointed 4 November 2015 retired 7 April 2016

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CORPORATE GOVERNANCE Liviende Veranto is a strong advocate for good corporate governance and we are committed to the principles of transparency, accountability and integrity for the benefit of our members, the people we support, our employees and all other stakeholders. In adopting governance practices, Liviende Veranto takes into consideration a number of best practice guidelines and principles, including: ❱❱

minimum standards required by Australian Charities and Not-for-Profits Commission (ACNC) for registered charities (of which Liviende Veranto is one)

❱❱

Good Principles and Guidance for Non-forProfit Organisations issued by the Australian Institute of Company Directors (AICD)

❱❱

ASX Corporate Governance Council’s principles and recommendations.

For the purposes of this report, we summarise our governance practices by using the principle headings adopted by the AICD.


Liviende Veranto // Annual Report 2015-16

ROLES AND RESPONSIBILITIES The Liviende Veranto Board of Directors is responsible for the organisation’s overall performance in achieving its objectives and legal obligations. Operating under a Board Charter, the key responsibilities for our Board are: ❱❱

❱❱

reviewing and approving corporate strategies, the annual budget and financial plans; overseeing and monitoring organisational performance and the achievement of Liviende Veranto’s strategic goals and objectives;

❱❱

liaising with Liviende Veranto external auditor;

❱❱

appointing and assessing the performance of the Chief Executive Officer and overseeing succession plans for the senior executive team;

❱❱

enhancing and protecting the reputation of Liviende Veranto;

❱❱

reviewing and overseeing systems of risk management and internal control, and legal compliance,

❱❱

overseeing the processes for identifying significant risks facing Liviende Veranto and that appropriate and adequate control, monitoring and reporting mechanisms are in place; and

❱❱

reporting to, and communicating with, members.

The CEO, Paul Byrne is responsible for the general management and leadership of Liviende Veranto, including day-to-day operations. Supported by Deputy CEO, Janette Martin, Paul is accountable to the Board for the achievement of stated objectives and is responsible for reporting to the Board monthly, as well as keeping Directors informed of key matters. The Delegations Policy is a document which sets out the matters and financial expenditure limits reserved for the Board, CEO, Deputy CEO and other Liviende Veranto employees.

The Board delegates responsibility to a number of Board committees to assist it in carrying out its responsibilities, to ensure effective performance in specific areas. Directors sit on Board committees and report to the Board periodically. The Board committees include: ❱❱

Finance, Audit and Risk Management

❱❱

Governance

❱❱

Marketing and Communications

❱❱

Transition and Culture

❱❱

Person-centred Policy Review (committee of the CEO)

The CEO, Deputy CEO and other Liviende Veranto employees also attend Board committee meetings, providing insight and information to Directors on matters subject to discussion and approval. BOARD COMPOSITION The Liviende Veranto Board is made up of a group of individuals with a mix of skills, knowledge and experience. Directors come from a diverse range of professions and industries, and they all share the Liviende Veranto values. The Board undertakes a skills assessment periodically to confirm the current range of skills and highlight where gaps may lie. This ensures the Liviende Veranto Board possesses the right skill set for the organisation to support its strategic direction, challenges and opportunities. Directors are appointed to the Board based on their skills, experience and cultural fit. New directors undergo an induction to ensure they have the information they need to contribute positively to Board deliberations. From 30 June 2016, the Liviende Veranto Board has been made up of 10 directors, including a Chair and Deputy Chair. Director appointment and re-election processes are governed by the organisation’s Constitution, and directors are elected at the annual general meeting. We consider all our directors to be independent.

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PURPOSE AND STRATEGY The Liviende Veranto Board is responsible for considering and approving the organisation’s strategic direction and plans, as well as its vision, mission and values. Facilitated by an external consultant, the Board undertakes an annual strategic planning day together with the CEO, Deputy CEO and management team. This ensures a balance of views and insight, while also providing an opportunity to enhance relationships between directors and management and articulate our different roles within the organisation. We recently undertook a values workshop with a broad set of stakeholders, including directors, management, a cross section of employees and the people we support. It was an inclusive process where sharing ideas and thoughts was encouraged and supported. Once the strategic direction and plans are in place and communicated, the Board supports management in its delivery of the plans and monitors performance against objectives.

RECOGNITION AND RISK MANAGEMENT Reviewing and monitoring risk is a critical function of any Board and the Liviende Veranto Board has a sound process for risk management. Managing risk ensures that our organisation is able to do what it needs to do, is financially robust, provides a safe and enjoyable place to work, and is able to provide the appropriate level of care to the people we support. We maintain a risk register, which the Board regularly reviews and reports on. Quality assurance is also an important function within Liviende Veranto and ensures that our organisation complies with necessary policies and procedures. ORGANISATIONAL PERFORMANCE When agreeing our strategic direction and plans, the Liviende Veranto Board and management team also determine and agree goals to measure success (including financial and non-financial). These goals and objectives are reported on monthly to the Board. The CEO is also accountable to the Board for achieving these goals and objectives at his annual performance evaluation.


Liviende Veranto // Annual Report 2015-16

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BOARD EFFECTIVENESS

INTEGRITY AND ACCOUNTABILITY

The structure of the Liviende Veranto Board, role of Board committees, as well as contemporary and best practice Board administration and meeting practices, assist in the operation of an effective Board.

The Liviende Veranto Board receives timely and quality information to enable it to effectively review and monitor financial performance and progress against objectives, and make informed decisions. The structure and content of this information is driven by directors in consultation with management.

As noted, the use of committees allows the Board to effectively carry out its responsibilities in specific areas and provide recommendations to the Board for decision. Members of committees are most often skilled in the particular area of responsibility, facilitating constructive discussions and decision making. The committees operate under a charter and annual schedule of work, and report to their fellow directors at each Board meeting. We recognise the importance of and value of efficient and quality board administration practices, including appropriate form agendas, minutes, Board papers and reports. We further recognise and deal with conflicts of interest and encourage open, relevant and respectful discussions. The Board undertakes a formal evaluation each year, which is facilitated by an external consultant. We take active steps in improving our performance and governance practices. Professional development for directors is also actively encouraged and supported. In early 2016, the Liviende Veranto Board participated in a development day which included a MyersBriggs assessment of our communication styles, as well as identifying areas for personal performance improvement and governance effectiveness.

Our financial reports are audited by an external audit each year. KPMG undertake the audit and meet and report to members of the Finance, Audit and Risk Management committee, and the Board. ORGANISATION BUILDING The Liviende Veranto Board operates in the best interests of the organisation, our members, employees and the people we support. In addition to serving our director duties at law, we are passionate and believe in our vision and purpose. We ensure we have the appropriate range of skills, capacity and resourcing, as well as capability across the organisation. We also provide support and counsel to the CEO and his team, where we can. This is necessary to ensure Liviende Veranto is in the right position to achieve its objectives and deliver on its vision and purpose. Our Transition and Culture Committee was established when we merged in late 2015. This committee has been monitoring the schedule of work integration across the organisation, with a particular focus on ensuring we have the right resourcing and skills, and support for our teams as they assimilate.


Liviende Veranto // Annual Report 2015-16

CULTURE AND ETHICS

ENGAGEMENT

Liviende Veranto has a culture which is inclusive, values driven, supportive and passionate about supporting people living with a disability. This culture exists across the Board, management team and employees.

Liviende Veranto’s stakeholders include directors, employees, members, people we support and their families, volunteers, suppliers, unions, government and its agencies, and the broader community.

Our person-centred approach is at the core of everything we do – our support operations and policies, decision-making and how we engage and communicate.

We actively and positively engage with all our stakeholders and value the quality reputation Liviende Veranto has gained from this engagement.

We have a well-defined code of conduct and deal appropriately with conflicts of interest.

The annual general meeting is a great forum for interaction with our members and it’s a popular event in our calendar. The Board enjoys this contact and the opportunity to communicate our achievements.

LIFE MEMBERSHIP Liviende Incorporated 2012

Cyril Cosslett

Veranto AGM 2013

Gwen Kingston Tony Kingston Joan Leverett Maureen McDonald Don Mitchell Shirley Palmer Margaret Roberts Barbara Tait Tom Watt Iris Watt Rob Allen Geoff Harper Ian Eadie

Veranto AGM 2014 Note, all life memberships awarded under Liviende Incorporated and Veranto carry over to Liviende Veranto.

Anne-Marie Stranger Arthur Jones

Veranto AGM 2015

NIL

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People management ORGANISATIONAL CHART

BOARD

CEO

Executive Assistant

Deputy CEO

Human Resources

Manager

IT & WHS

Manager

Senior Consultants x2 Consultants x3 Admin Assistants x2 Admin Officer HR Assistant

Quality & Compliance

Manager

Marketing & Comms

Manager

Service Manager

Finance

Manager

Manager

Officer

Accountants x3

Operations

Admin Assistant

Service Manager

(South)

Coordinators x2

Admin Assistant

Team Leaders x2

Team Leaders x4 Disabililty Support Workers Domestic Staff

(vacant)

Manager

Service Manager

(Oakdale Lodge, ILU, Day Option, Group Homes)

Health Liaison Officers x2

Advocacy & Engagement

(North)

Coordinators x3 Program Leader Team Leader Team Leaders x8 Disabililty Support Workers

Services Coordinator Rostering Coordinator North Coordinators x2 Disabililty Support Workers


Liviende Veranto // Annual Report 2015-16

SENIOR LEADERSHIP TEAM (SLT) PAUL BYRNE CEO Paul is the Chief Executive Officer of Liviende Veranto. With over 30 years’ experience in the disability sector, Paul has a keen interest in the enhancement of organisational culture and the application of business systems, particularly as they interface with services provided under the National Disability Insurance Scheme (NDIS), to people living with disability. Paul has been closely engaged with National Disability Services at both a state and national level, with a focus on ageing and disability, workforce issues and the introduction of the NDIS, actively lobbying for Tasmania to be a launch site. Paul is currently Chair of the NDS Tasmanian Division, a Director on the NDS Board and Chairperson of the NDS National Workforce Committee. He is also a member of the NDS National audit and risk committee. In 2010, Paul had the opportunity to visit a number of disability organisations in the UK, USA and Canada. Exposure to the success of Dimensions (UK) in promoting personcentred thinking across a large award-winning organisation instilled in Paul a desire to embed this philosophy throughout Liviende Veranto. Paul is a Director of the Tasmanian Council on Intellectual Disability and is a Fellow of the Australian Institute of Company Directors. JANETTE MARTIN Deputy CEO Janette has over 25 years’ experience in the labour market and disability sectors in both Victoria and Tasmania. She was previously the Chief Executive Officer of Liviende Incorporated and she became the Deputy Chief Executive Officer of Liviende Veranto when the two organisations merged in November 2015. Janette is particularly interested in the rollout of the National Disability Insurance Scheme within the accommodation sector and was a member of the NDIS Tasmania Task Force instrumental in securing Tasmania as a trial site. Janette was, for a number of years, a member of the state executive of National Disability Services (NDS) Tasmanian Division. IAN HOPKINS Manager – IT and WHS Ian is currently the Manager – Information technology and work health and safety. Ian started work with Liviende Veranto as a disability support worker in June 1993 and has filled numerous positions in the organisation since then, including Team Leader, Oakdale Lodge, Coordinator – Ageing in Place, Manager – Projects and IT and Manager – Veranto Seniors lifestyle options.

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NICOLE CUMINE Manager – Operations Nicole joined Liviende Veranto as Deputy Operations Manager in August 2013 and transitioned to the role of Operations Manager in February 2014. Nicole has over 10 years of management experience, gained predominantly in the finance and mining sectors both in Australia and overseas. Nicole has a passion for the people we support and has relished the opportunity to apply her knowledge and skills to the disability sector. Nicole has a strong network in the sector and a keen focus on change management and continuous improvement as we transition to full roll out of the NDIS. RACHEL JANSEN Manager – Human Resources Rachel Jansen is Manager Human Resources and joined Liviende Veranto in this position in February 2009. Rachel’s role is statewide and provides leadership to a team of HR consultants who proactively support Liviende Veranto’s people to achieve the organisation’s goals and initiatives. Further, this role ensures that the human resource strategic goals are met, capability is developed throughout the workforce and compliance is achieved within the legal and industrial relations context. Rachel is passionate about leading and enabling her team to create a smooth system that addresses the key HR transactional functions, while continually supporting and empowering staff and improving practices in collaboration with the broader organisation. In doing so, she believes, the quality and consistency of service delivery will be achieved and maintained. Before joining Liviende Veranto, Rachel operated her own business and worked in both the public and private sectors in positions that included: HR support, HR consultancy, business development and divisional management for a local recruitment firm. Rachel holds a Bachelor of Arts, Bachelor of Commerce and an MBA. NATALIE ROSE Manager– Advocacy and Engagement Natalie joined Liviende Veranto in 2007, working at Oakdale Lodge. In 2011, Natalie became Coordinator of Individual support. This role evolved into Manager Advocacy and Engagement. This position provides the people we support with opportunities to raise issues, and to ensure the delivery of services are informed by individuals’ feedback. Natalie works across all sites, reporting directly to the CEO. In this role, Natalie is responsible for the intake of new people we support, implementing and monitoring person-centred practices, ensuring the people we support and their families are involved with service delivery, and internal advocacy. Before joining Liviende Veranto, Natalie worked within the disability sector, locally and internationally, including in the United Kingdom. Natalie has also worked in the areas of aged care, mental health and housing, and has gained experience in case management, advocacy and policy development. Natalie has a Bachelor of Social Work, and a Graduate Certificate of Management.


Liviende Veranto // Annual Report 2015-16

KATHY TAUBER Manager – Quality and Compliance Kathy is Manager – Quality and Compliance and Lead Auditor. In the course of her 24 years with the organisation, she has held the positions of disability support worker, Coordinator – Oakdale Lodge, Coordinator – Oakdale Youth Services and ABI, and Manager – Human Resources. At times, she has relieved other coordinators and been Acting Operations Manager. Early on in her time with the organisation, she successfully managed the former Star Tasmania for three months when the manager took extended leave. Along the way, Kathy has earned Diplomas in Disability, Disability Services Management, Human Resources, Business Management and a Certificate IV in Lead Auditing. Over the years, she has completed many courses in disability support and related fields. Apart from overseeing our quality management system, Kathy is responsible for compliance, such as ensuring police certificates and Working with Children registrations are current. JOANNA ROSEWELL Manager – Marketing and Communications Joanna Rosewell worked in the marketing and communications space for 10 months. With a Masters in Journalism, Media and Communications, she was highly skilled at relationship building, communications and collaboration skills. Among other positions, she was a member of the UTAS 125 Homecoming Week committee, a council member at Jane Franklin Hall, Chair of the Jane Franklin Hall Alumni committee. Before she joined us, Joanna enjoyed a role as Business Manager, Development at Cosmos Tasmania from June 2012. Earlier, she was Project Manager, Marketing for the Richmond Fellowship, Tasmania, Relationships Coordinator at the Royal Australian College of GPs, Program Manager, Adult Education Department of Education and Director of Studies at the Tasmanian College of English. We were sorry to see her leave but wish her all the best in her new role as Acting Principal of Jane Franklin Hall.

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ALEX KEMP Projects Officer Alex joined Liviende Veranto so she could align her personal values with the Liviende Veranto values. Her most satisfying contribution to the organisation is enriching of lives of the people we support.

EQUAL OPPORTUNITY As an equal opportunity employer, Liviende Veranto believes that: ❱❱

treating people fairly has a positive impact on staff and the people it supports, and enhances our intent to remain an employer of choice

❱❱

equal opportunity principles are in line with our aim to get the best from our people and give them the greatest opportunity to do their work well.

A qualified project manager and member of the Australian Institute of Project Managers, Alex is also a qualified CPA. Alex has had a career spanning across government, commercial and not for profit organisations; and borne out of an aptitude for numbers, people and making a value difference. Alex has been described as ‘possessing excellent collaboration and skills in team building and engaging people from all types of background and with different (and sometimes competing) objectives’. She thrives on working with people and in team environments with shared vision. She is personally rewarded when goals are achieved. Key aptitudes: ❱❱

❱❱

❱❱

❱❱

collaboration and team building – understanding that high performing teams can deliver exceptional results

Fair treatment is: ❱❱

treating people as individuals without making judgements based on irrelevant personal characteristics

❱❱

creating a work environment free from discrimination, harassment, bullying and victimisation

❱❱

allowing all employees to work to their full potential

❱❱

making decisions based on merit.

All employees and the individuals that we support are covered by equal opportunity law and our equal opportunity policy, which deals with: ❱❱

direct and indirect discrimination

❱❱

sexual harassment

training and skills transfer – understanding that people learn in different ways

❱❱

health and safety

❱❱

victimisation

diplomacy, tact and discretion and a focus on achieving outcomes

❱❱

rights and responsibilities

❱❱

complaints.

ability to relate to people, establish a rapport and build teams and teamwork quickly

Alex is motivated by a desire to make a difference, foster strong working relationships and work with organisations that live and breathe their core values.


Liviende Veranto // Annual Report 2015-16

OUR EMPLOYEES SNAPSHOT TOTAL EMPLOYEES

306 TOTAL

EMPLOYEES

12.9% STAFF TURNOVER

MADE UP OF

168

118 casual

20

full-time

part-time

162

full-time equivalent

FLU SHOTS This year we offered our first free influenza vaccine clinic. Eighty nine staff – around 28% of our workforce – signed up for a free flu shot.

HR Coordinator, Ange Gough

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VERANTO EXCELLENCE The Peter Harvey Employee Excellence Awards were introduced at Veranto in early 2015 to celebrate those employees who, individually or collectively, demonstrate excellence by going ‘above and beyond’ in fulfilling the organisational values. Due to the November merger, the organisation placed its awards program on hold. However, because it’s vital to acknowledge standout success, the program will be reintroduced in 2017. Team Leader Craig McCarthy with Perter Harvey

Coordinator Leanne Whitney with Peter Harvey

Oakdale Lodge Support Worker Kathy Tainsh with Peter Harvey and CEO Paul Byrne


Liviende Veranto // Annual Report 2015-16

All recipients from inception Quarter 1

Winners ❱❱

Martina Doran

Letter of commendation ❱❱ ❱❱ ❱❱

Amanda Thompson Philip Atherton Sonya Fisher

Letter of recommendation

❱❱

Alvin Lee Diana Drummond Jeannie Shoobert Lyn Crosswell Marlon Esguerra Michael Woollaston Rory Jones Sharon Newton

❱❱

Sarah Robins

❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱

2

❱❱ ❱❱

3

Leanne Whitney Sonya Fisher

❱❱ ❱❱ ❱❱

Amelia Williams Sharon Newton Sophie Halton Tameka Allen

ABI Team ❱❱ Alvin Lee ❱❱ Cory Benjamin ❱❱ Debra Williams ❱❱ Jeffrey Won ❱❱ Jessica Smith ❱❱ Julie Heron ❱❱ Justin Burrage ❱❱ Laura Dart ❱❱ Leanne Whitney ❱❱ Nick Linturn ❱❱ Rebecca Limmer ❱❱ Steve Cuanter ❱❱ Susan Davis ❱❱ Joseph Taban Baranaba ❱❱ Tania McCarthy

Pottery Road Team ❱❱ Amy Dalton ❱❱ Anthony Ozols ❱❱ Helen Mount ❱❱ Jo Bedelph ❱❱ Kate Rumney ❱❱ Martina Doran ❱❱ Maxine Stewart ❱❱ Rebecca Limmer ❱❱ Sharon Newton ❱❱ Sophie Halton ❱❱ Stacey Maxwell ❱❱ Tameka Allen

Gold

Silver

❱❱ ❱❱

Craig McCarthy Karin Mucci

❱❱

❱❱

Jordan Goss

Firthside Team ❱❱ Andrew Barlow ❱❱ Fiona Van Bekkem ❱❱ Fiona Maxwell ❱❱ Jessica Smith ❱❱ Jordan Goss ❱❱ Justine Duku ❱❱ Kellie Evans ❱❱ Leanne Whitney ❱❱ Matthew McClay ❱❱ Nelson Lodiong ❱❱ Peter Hanssen ❱❱ Stephen Pottinger ❱❱ Tameka Allen ❱❱ Yoona Welling Sunlea Team ❱❱ Anthony Ozols ❱❱ Cheryl Richardson ❱❱ Craig McCarthy ❱❱ Jordan Goss ❱❱ Lyn Crosswell ❱❱ Martina Doran ❱❱ Rory Jones ❱❱ Sarah Robins ❱❱ Sharon Newton ❱❱ Sonya Fisher ❱❱ Terrence Billet ❱❱ Vera Sreckovic Bronze ❱❱ ❱❱ ❱❱

4

❱❱

Kathy Tainsh

❱❱

James Taubman

Daniel Howlett Kellie Caines Paul Dolzan

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YEARS OF SERVICE In 2015–16 we congratulated the following employees for their lengthy years of dedicated service to Liviende Veranto. Length of Service 2015-2016 10 years

Carolyn Burn, Sharon Clarke, Carly Peters, Daniel Howlett, Debra Williams, Geoff Harper

15 years

Robyn Triffett, Christine Gordon, Shane Van Veen,

20 years

Fiona Maxwell, Janine King, Kenneth Elliott, Angela Farrell

25 years

Patricia Gray


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Treasurer’s report 2015-16 I present the Treasurer’s report for the year ended 30 June 2016 with a sense of achievement. The year brought considerable work in consolidating the financial assets and records of two organisations into one, whilst also working towards a new platform required with full rollout of the NDIS to commence 1 July 2016. Lead by our CEO, Paul Byrne and Deputy CEO, Janette Martin, and with admirable work from the Finance Team, the organisation has met the challenges faced in achieving a comfortable result. Additional costs in merger and transition, together with changing packages of support have required adaption with employee costs being the largest of financial outlay. This is in part an investment in the future as appropriate recruitment and skills development in our key resource (our staff) are imperative to business growth.

CASH CONTRIBUTORS

STATEMENT OF FINANCIAL POSITION

Our financial position remains strong with a movement of $291,689 in Total Equity. Asset growth of $1.5 million is primarily contributed through cash and property, plant and equipment increases. Our cash position has grown by $885,418. This was due to a large cash injection received from the merger offset by operating and investing activities. Investing activities consumed the most significant use of cash with outlays primarily for property, plant and equipment (mainly through motor vehicle fleet acquisitions and change over) which then increased the asset base by $569,933. Our liabilities also grew considerably by $1,221,068 primarily in the employee benefits ($695,209). Significant movement was also seen in other components with accrued expense, trade payables, GST Liability also recording $100,000+ increases. These related to the larger operating entity and timing components.

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000 Net cash from

Cash and cash equivalents 1/7/15

Operating activities used

Investing activities used

Financing activities delivered

Acquired via merger delivered

Cash and cash equivalents 30/6/16


Liviende Veranto // Annual Report 2015-16

STATEMENT OF SURPLUS OR DEFICIT The changing nature of our revenue source together with additional costs to prepare and grow the organisation should be taken into perspective when considering our financial performance for 2015/16. The decline in surplus by some 37% from $351,804 (2014/15) to $220,554 given these parameters is a solid achievement. The increasing revenue of NDIA, together with the overall growth (159%) relates not only to the increased services from the merger but through the hard work of the organisation in business development particularly in the NDIA space. This has seen a 3% growth in NDIA share of income with a corresponding 2% share drop in services revenue. Government grants remain stable sitting both in last and this financial year around the 85% mark. Revenue Source

2015-16

2014-15

Growth

$13,256,660

$8,282,395

160%

NDIA

$688,945

$133,121

518%

Rebates

$770,384

$404,576

190%

Services revenue

$615,009

$617,603

0%

Interest

$175,672

$142,724

123%

Donations, rental and other

$264,692

$182,845

145%

$15,771,362

$9,763,264

160%

Government & other Grants

The increased service growth comes at a cost with employees scaling up and also ensuring readiness for future growth and NDIA change. FINANCIAL MILESTONES A number of achievements within the financial framework have been achieved for the financial year ended 30 June 2016 and these include: ❱❱

Development of a suite of financial policies

❱❱

Consistent budget and reporting requirements met

❱❱

Considerable streamlining and strengthening of our systems and process to ensure efficient, reliable capture and invoicing for services provided

❱❱

Integration of two financial systems and structures

❱❱

Development of pricing tools to ascertain viability of packages including non performing areas

❱❱

Ensure consistent services pricing aligning with NDIA pricing model

❱❱

Building workforce sustainability (training and recruitment) in a financially viable format

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AUDIT We continue to engage KPMG for audit services with regular meetings within operational staff and at Board committee level as appropriate. Audit work was undertaken throughout the year to ensure consistent and timely review; particularly given the changes undertaken by the organisation. RISK MANAGEMENT Review and further development of our Risk Management register has been undertaken by the Management team and reviewed regularly by Board and committee. Further review to ensure effective risk platforms are ongoing. GOVERNANCE AND 2016-17 The Finance, Audit and Risk Management Committee met regularly throughout the year with considerable discussion on financial position, risk parameters and operational impacts. Continuous improvements and review of items to ensure efficient use of our financial resources was undertaken at all meetings. I wish to sincerely thank Brenton West, Todd Hitchins and Ginna Webster for their contributions to the FA&RM Committee and considerable time invested. I would also like to sincerely thank the Finance Team – Sue O’Brien Simone Hart, Betty Border and Krystal Oates. Through sometimes challenging periods, the team has worked consistently to deliver quality financial reports and ensure operational deadlines are met. The oversight and leadership of Paul Byrne has been significant in his work in the Finance area and this is appreciated. The budget for 2016-17 will see further investment in the future growth of the organisation and thus tight financial results will continue and the organisation will continue to ensure that viability of the organisation does not negate the overriding reason we are all involved in Liviende Veranto – for the people we support.

Elizabeth Skirving B.Bus CA GAICD Treasurer


Liviende Veranto // Annual Report 2015-16

Annual financial report 30 JUNE 2016

Directors’ report

69

Statement of financial position

74

Statement of profit or loss and other comprehensive income

75

Statement of changes in equity

76

Statement of cash flows

77

Notes to the financial statements

78

Directors’ declaration

89

Independent auditor’s report

90

Lead auditor’s independence declaration

91

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DIRECTORS’ REPORT For the year ended 30 June 2016

The directors present their report together with the financial report of Liviende Veranto (the Company), for the financial year ended 30 June 2016 and the auditor’s report thereon. 1. DIRECTORS The directors of the Company at any time during or since the end of the financial year are: Ginna Webster – Chairperson Chair Tasmanian Leaders

Elected 28/9/2009

Currently: Deputy Secretary – Department of Justice Formerly: Director, Community Corrections (Tas) Susan Leitch – Deputy Chairperson 3/11/2014 to 3/12/2015 B Pharm, GAICD

Elected 20/9/2010

Currently: Chief Executive – COTA Tas Formerly: Consultant Pharmacist for the Pharmacy Guild of Australia – Tasmanian Branch Elizabeth Swain – Deputy Chairperson from 3/12/2015 MBA, Diplomas in Primary Metallurgy, Applied Science, Advanced Management, Frontline Leadership. Grad. Diploma in Management. GAICD

Appointed 4/11/2015

Currently: Company Director of several Organisations Formerly: Management role at Rio Tinto (Bell Bay Aluminium) and 43 years in numerous leadership, technical and management roles Brenton West - Company Secretary BA Bus, GAICD

Elected 3/11/2014

Currently: CEO, Southern Tasmanian Councils Authority Formerly: Senior Political Adviser Todd Hitchins – Treasurer 3/11/2014 to 3/12/2015 B Com , M-Marketing and International Business, GAICD

Elected 30/9/2013

Currently: Manager Hays Specialist Recruitment Formerly: Business Banking Elizabeth Skirving – Treasurer from 3/12/2015 BBus, CA

Appointed 4/11/2015

Currently: Chief Executive, Rural Business Tasmania Inc. Formerly: Accountant Roles Phillip Dewis Tasmanian Leaders Program

Elected 3/11/2014

Currently: Sales Manager Elite Appliances Formerly: Category Manager – Crisp Ikin Agencies Saskia Hobbs BA(Econ –Mgt Majors), GDipIR, MHRM, CAHRI, MAICD Currently: Organisational Development Adviser – Catholic Education Office

Elected 3/11/2014


Liviende Veranto // Annual Report 2015-16

Robert Hood

Appointed 4/11/2015

Retired Formerly: Sales Management, Food and Grocery Industry Kellie Dean

Elected 3/12/2015

BA, LLB, Grad Dip Applied Corp Governance, MAICD Currently: Corporate Services Manager, Tasracing Formerly: Legal Services Director, Company Secretary – M2 Group Ltd Noel Davidson

Appointed 4/11/2015

Communications Officer/Electrician

Resigned 7/4/2016

Jennifer Lee

Elected 28/9/2009

BA, M-Public Administration Director - Department of Justice Formerly: Acting Director – Consumer Affairs and Fair Trading Margot Maddock

Resigned 3/12/2015 Appointed 2/2/2015

BCom, CPA, MAICD Practice Manager, Simmons Wolfhagen Formerly: Administration/Financial Manager at The Solicitors’ Trust and the Law Society of Tasmania

Resigned 3/12/2015

2. PRINCIPAL ACTIVITIES The principal activities of the Company during the course of the financial year were to provide accommodation and support services for people with disabilities. The merge between Liviende Incorporated and Veranto to form Liviende Veranto did not change the nature of the activities but it did significantly increase the scale of activities.

Principals and activities The Company’s Principals through the period were:

In 2015 the Veranto Strategic Plan had the following Goals:

❱❱

Innovation;

❱❱

Service provider of choice;

❱❱

Integrity;

❱❱

Right people, right job;

❱❱

Respect; and

❱❱

Values-driven growth; and

❱❱

Quality

❱❱

High reputation and profile.

In March 2016 the Liviende Veranto Board determined the following Goals: ❱❱

Reputation based on Person Centred Thinking

❱❱

NDIS (National Disability Insurance Scheme) effective systems, processes and technology

❱❱

Values based growth

❱❱

Innovation in systems and models of service

❱❱

Workforce capability

Alignment can be seen between the two sets of Goals, however, it is evident that the 2016 Goals not only reflect the merger between Liviende Incorporated and Veranto but also the focus on the NDIS.

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3. REVIEW OF OPERATIONS AND RESULTS OF THOSE OPERATIONS

❱❱

Achievement of the 2015 Goals is evidenced by: ❱❱

❱❱

❱❱

Liviende Veranto continues to enjoy steady growth through new NDIS participants engaging us to provide their support. The opening of The Zone, a community access service designed to meet the needs of younger people, was in response to a clear demand. There is a specific model of service that has been welcomed by younger participants and their families. The merge provided the opportunity to structure the organisation and in particular, the management team to meet the emerging needs of Liviende Veranto within the NDIS environment. All employees from Liviende Incorporated (with the exception of one person who chose to retire) moved across to Liviende Veranto. All staff, particularly in management roles, were engaged in meaningful roles matching their skills with the needs of the people we support and the company. The opportunity has existed for Liviende Veranto to grow at a rate higher than we currently enjoy. However, a clear decision has been taken to ensure the needs of the people we support, of the potential participants and our employees, are met. Values based growth at a rate that is strategically sustainable has been achieved.

Finalising system development to ensure efficiency as the NDIS continues towards full roll-out over the next three years. The aim is to have clear process from service delivery to updating participant records, populating timesheets through to invoicing and payment. Efficient systems to underpin high quality service models.

❱❱

Expansion of NDIS intake through the Launceston area through the appointment of a project officer dedicated to advocacy and engagement.

❱❱

Advocacy and Engagement

❱❱

Operations

❱❱

Human Resources

❱❱

IT

❱❱

Quality and Compliance

❱❱

Marketing and Communications

❱❱

Workplace Health and Safety

❱❱

Finance

❱❱

The head office functions of Liviende Veranto relocated to 26 Lampton Avenue Derwent Park. The space vacated at Southern Branch House adjacent to Oakdale Lodge continues to house The Lodge administration and the balance of the building was substantially redeveloped for The Zone.

❱❱

IT and phone systems were upgraded to accommodate the relocation of administration and expanded again to incorporate the Cameron Street office in Launceston and the services spread across the city.

❱❱

Software development has continued to support the expanded business locations and NDIS requirements.

❱❱

A project to merge the quality systems from the two former organisations has continued to ensure the best components of each system are brought forward into Liviende Veranto. This process has been audited by our external ISO auditors.

❱❱

The Board and SLT undertook a Strategic Planning session in March 2016 and the Board completed a Professional Development day focussing on Governance and enhancing relationships. Both activities were facilitated by Graham Flower of Hexagon Pty Ltd.

❱❱

Stakeholder surveys were undertaken with the families of the people we support and with our employees.

Pursuit of the 2016 Goals continues. To date outcomes against those goals have included: ❱❱

Workforce capability has been enhanced through the merger as the expertise across Liviende Veranto is broader than in the individual organisations could sustain. Portfolio responsibilities across the Senior Leadership Team (SLT) cover:


Liviende Veranto // Annual Report 2015-16

4. SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS The merge to form Liviende Veranto did not change the core functions of the organisation but did increase the scale of the business by 50%. In the opinion of Directors, the state of affairs of the Company remain sound.

5. MEMBERS GUARANTEE The Company is limited by guarantee. If the Company is wound up, the Constitution states that each member is required to contribute a maximum of $10 each towards any outstanding obligations of the Company. At 30 June 2016 the number of members was 51 Members and 15 Life Members. (2015: 59)

6. EVENTS SUBSEQUENT TO REPORTING DATE On July 1 2016, the NDIA (National Disability Insurance Agency) launched a new portal; the interface between the Agency, NDIS Participants and service providers who needed to claim for payment of services. In broad terms, the portal fell well short of design specifications and failed to the extent that claims for payment of services were not able to be processed. Organisations such as Liviende Veranto incurred significant levels of debt from services provided but unable to lodge invoices for payment. This issue remained for the first two and a half months of the 2016/17 year. Following significant pressure from the disability sector, the NDIA and the Federal Government have moved to resolve the technical issues with the portal. Liviende Veranto has incurred significant expense relating to IT support and to the work-hours required internally to address this issue. Liviende Veranto will continue to seek compensation from the NDIA for the unreasonable costs incurred. Following the Strategic Planning session held by the Board in March 2016, it was determined to ensure the values of Liviende Veranto truly reflected our culture, representatives from across the organisation were invited to participate in a workshop. 26 people met on July 14 2016 and developed a draft set of Values that have been subsequently endorsed by the Board.

The Company name of Liviende Veranto reflects the intention of the Board and senior executive to ensure that in bringing our two organisations together it was a true merger. Liviende Veranto is difficult to articulate and explain. In the NDIS environment we need a clear name and brand. The Board endorsed the trading name Li-Ve Tasmania. The brand will be formally launched at the 2016 Annual General Meeting of Members. Other than the matters discussed above, there has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material and unusual nature likely, in the opinion of the directors of the Company, to affect significantly the operations of the Company, the results of those operations, or the state of affairs of the Company, in future financial years.

7. LIKELY DEVELOPMENTS Liviende Veranto will trade as Li-Ve Tasmania and strive to ensure values based growth in accordance with the Values endorsed by the Board, being: ❱❱

Authentic

❱❱

Infectiously positive

❱❱

Spirit of togetherness

❱❱

Resourceful

❱❱

Respectful

Further information about likely developments in the operations of the Company and the expected results of those operations in future financial years has not been included in this report because disclosure of the information would be likely to result in unreasonable prejudice to the Company.

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8. MEETINGS OF DIRECTORS During the financial year, 11 meetings of directors and 29 sub-committees meetings were held. Attendances by each director during the year were as follows. The Person Centred Policy Review Committee, which is a committee of the CEO, was temporarily suspended for the year due to the merging of policies undertaken as part of the merger. Attendances by each director during the year were as follows:

BOARD MEETINGS Eligible to attend

Number attended

Ginna Webster

11

11

Susan Leitch

11

9

Elizabeth Swain

7

7

Brenton West

11

9

Todd Hitchins

11

10

Elizabeth Skirving

7

7

Phillip Dewis

11

8

Saskia Hobbs

11

8

Kellie Dean

9

9

Robert Hood

7

7

Noel Davidson

4

4

Jennifer Lee

4

2

Margot Maddock

1

1

Director


Liviende Veranto // Annual Report 2015-16

GOVERNANCE COMMITTEE Director

FINANCE, AUDIT & RISK MANAGEMENT COMMITTEE

MARKETING & COMMUNICATIONS COMMITTEE

TRANSITION & CULTURE COMMITTEE

Eligible Number Eligible Number Eligible Number Eligible Number to attend attended to attend attended to attend attended to attend attended

Ginna Webster

8

6

Susan Leitch

8

7

Elizabeth Swain

5

5

1

1

Brenton West

5

3

11

9

Todd Hitchins

3

2

11

10

7

7

Elizabeth Skirving Phillip Dewis

3

1

Saskia Hobbs

3

2

Kellie Dean

6

5

11

1

1

5

3

5

0

5

5

5

5

5

5

5

4

5

3

5

5

5

3

5

4

1

Robert Hood Noel Davidson Margot Maddock

2 3

2

3

9. LEAD AUDITOR’S INDEPENDENCE DECLARATION The Lead auditor’s independence declaration is set out on page 93 and forms part of the directors’ report for the financial year ended 30 June 2016. This report is made out in accordance with a resolution of the directors:

Ginna Webster Elizabeth Skirving Chairperson Treasurer Dated this 6th day of October 2016

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Liviende Veranto // Becoming‌

STATEMENT OF FINANCIAL POSITION As at 30 June 2016

Note

2016

2015

Cash and cash equivalents

5

3,703,348

2,817,930

Trade and other receivables

6

310,330

252,925

4,013,678

3,070,855

3,677,726

3,107,793

Total non-current assets

3,677,726

3,107,793

Total assets

7,691,404

6,178,648

In dollars

Assets

Total current assets Property, plant and equipment

8

Liabilities Trade and other payables

7

1,223,022

648,824

Loans and borrowings

9

221,640

47,909

10

1,089,885

665,811

2,534,547

1,362,544

9

303,752

31,207

10

429,220

158,085

7

-

494,615

732,972

683,907

Total liabilities

3,267,519

2,046,451

Net assets

4,423,886

4,132,197

4,295,973

4,004,284

127,913

127,913

4,423,886

4,132,197

Employee benefits Total current liabilities Loans and borrowings Employee benefits Deferred Income Total non-current liabilities

Equity Retained earnings Asset Reserves Total equity

The Notes on pages 78 to 87 are an integral part of these financial statements.


Liviende Veranto // Annual Report 2015-16

STATEMENT OF SURPLUS OR DEFICIT AND OTHER COMPREHENSIVE INCOME For the year ended 30 June 2016

Note

2016

2015

Revenue

11

15,595,690

9,620,540

Other income

12

175,672

142,724

(12,976,201)

(7,820,940)

Depreciation

(452,553)

(320,804)

Administration costs

(559,177)

(263,685)

Household expenses

(191,651)

(160,516)

Insurance expenses

(508,187)

(294,674)

Motor Vehicle Expenses

(170,181)

(114,605)

(66,509)

(104,278)

(579,672)

(329,435)

Finance costs

(46,677)

(10,899)

Surplus before income tax expense

220,554

343,425

-

-

220,554

343,425

-

8,379

-

8,379

220,554

351,804

In dollars

Employee costs

Training and development expenditure Other expenses

Income tax expense Surplus after income tax expense for the year attributable to the members

Other comprehensive income Items that will never be reclassified to profit or loss Revaluation of property, plant and equipment

Other comprehensive income, net of tax

Total comprehensive income/(loss) for the year attributable to the members

The Notes on pages 78 to 87 are an integral part of these financial statements.

8

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Liviende Veranto // Becoming…

STATEMENT OF CHANGES IN EQUITY For the year ended 30 June 2016

Attributable to members of the Company Asset Revaluation Reserve

Retained earnings

Total equity

119,534

3,660,859

3,780,393

-

343,425

343,425

Other comprehensive income

8,379

-

8,379

Total comprehensive income

8,379

343,425

351,804

127,913

4,004,284

4,132,197

In dollars

Note

Balance at 1 July 2014 Total comprehensive income Surplus after income tax expense for the year Restated

Balance at 30 June 2015

Attributable to members of the Company

In dollars

Note

Balance at 1 July 2015

Asset Revaluation Reserve

Retained earnings

Total equity

127,913

4,004,284

4,132,197

-

220,554

220,554

Total comprehensive income Surplus after income tax expense for the year Net take on increment arising from merger

19

-

71,135

71,135

Other comprehensive income

8

-

-

-

-

291,688

220,554

127,913

4,295,973

4,423,886

Total comprehensive income Balance at 30 June 2016

The Notes on pages 78 to 87 are an integral part of these financial statements.


Liviende Veranto // Annual Report 2015-16

STATEMENT OF CASH FLOWS For the year ended 30 June 2016

2016

2015

2,630,876

1,155,026

12,184,384

9,573,039

(15,542,145)

(9,946,587)

175,672

142,724

(551,213)

924,202

371,955

21,017

(1,165,176)

(146,035)

(793,221)

(125,018)

Proceeds from Borrowings

532,349

-

Repayment of borrowings

(351,635)

(168,372)

180,714

(168,372)

(1,163,720)

630,812

Cash and cash equivalents at beginning of the Financial year

2,817,930

2,187,118

Cash acquired via merger

2,049,138

-

3,703,348

2,817,930

In dollars

Note

Cash flows from operating activities Cash receipts from customers and rendering of services Operating grant receipts Cash paid to suppliers and employees Interest received Net cash from (used in) operating activities Cash flows from investing activities Proceeds from sale of property, plant and equipment Acquisition of property, plant and equipment Net cash used in investing activities Cash flows from financing activities

Net cash from (used in) financing activities Net increase (decrease) in cash and cash equivalents

Cash and cash equivalents at the end of the financial year

The Notes on pages 78 to 87 are an integral part of these financial statements.

5

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NOTES TO THE FINANCIAL STATEMENTS 1. REPORTING ENTITY Liviende Veranto (the “Company”) is a company limited by guarantee and is domiciled in Australia. The Company is a not for profit entity whose principle activities are to provide accommodation and support services for people with disabilities.

2. BASIS OF PREPARATION (a) Statement of compliance In the opinion of the directors, the Company is not publicly accountable. The financial statements are Tier 2 general purpose financial statements which have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements adopted by the Australian Accounting Standards Board and the ACNC Act 2012. These financial statements comply with Australian Accounting Standards – Reduced Disclosure Requirements. The financial statements were authorised for issue by the Board of Directors on 6 October 2016.

(b) Basis of measurement The financial report has been prepared on an accrual basis and is based on historical costs, except for the revaluation of certain non-current assets and financial instruments that have been measured at fair value.

(c) Use of Judgements and estimates The preparation of financial statements in conformity with Australian Accounting Standards requires management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods affected. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are disclosed in note 4.

(d) Functional and presentation currency These financial statements are presented in Australian dollars, which is the Company’s functional currency.

3. SIGNIFICANT ACCOUNTING POLICIES The accounting policies set out below have been applied consistently to all periods presented in these financial statements.

(a) New or revised Australian Accounting Standards and Interpretations not yet adopted Any new or revised Australian Accounting Standards or interpretations that are not yet mandatory have not been early adopted. The adoption of these Accounting Standards and Interpretations are not expected to have any significant impact on the financial performance or position of the Company.

(b) Property, Plant and Equipment (i) Recognition and measurement Each class of property, plant and equipment is carried at cost or fair value as indicated, less, any accumulated depreciation and any impairment losses. Freehold land and buildings are shown at their fair value (being the amount for which an asset could be exchanged between knowledgeable willing parties in an arm’s length transaction, based on recent market transactions).


Liviende Veranto // Annual Report 2015-16

3. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (b) Property, Plant and Equipment (continued) (i) Recognition and measurement (continued) In periods when the freehold land and buildings are not subject to an independent valuation, the directors conduct directors’ valuations to ensure the carrying amount for the land and buildings is not materially different to the fair value. Increases in the carrying amount arising on revaluation of land and buildings are recognised in other comprehensive income and accumulated in the Asset Revaluation Reserve in equity. Revaluation decreases that offset previous increases of the same class of assets shall be recognised in other comprehensive income and deducted from the Asset Revaluation Reserve. All other decreases are charged to the statement of profit or loss and other comprehensive income. Plant and equipment is measured initially at cost. Cost includes all directly attributable expenditure incurred including costs to get the asset ready for its use as intended by management, and an estimate of any expenditure expected to be incurred at the end of the asset’s useful life, including any restoration, rehabilitation or decommissioning costs. (ii) Subsequent costs Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Company and the cost of the item can be measured reliably. All other repairs and maintenance are charged to profit or loss during the financial period in which they are incurred. (iii) Depreciation The depreciable amount of all fixed assets including buildings and capitalised lease assets, but excluding land, is depreciated on a straight-line basis over their useful lives (commencing from the time the asset is ready for use). Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements. The depreciable amount is the carrying value of the asset less estimated residual amounts. The residual amount is based on what a similar asset of the expected condition of the asset at the end of its useful life could be sold for. The useful lives of property plant and equipment are: ❱❱

Buildings 50 years

❱❱

Furniture, fixtures and fittings

❱❱

Motor vehicles 7 years

❱❱

Leasehold improvements

2-8 years 50 years

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance date. (iv) Disposals Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains and losses are included in profit or loss in the year that the item is derecognised. When revalued assets are sold, amounts included in the Asset Revaluation Reserve relating to that asset are transferred back to retained earnings as part of the profit or loss on disposal.

(c) Impairment At each reporting date, the Company reviews the carrying values of its assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the statement of profit or loss and other comprehensive income, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease to the extent that the Asset Revaluation Reserve relates to that class of assets.

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3. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (c) Impairment (continued) Where the future economic benefits of an asset are not primarily dependent on the asset’s ability to generate net cash inflows and where the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of the asset. Where an impairment loss subsequently reverses, the carrying amount of the asset or cash generating unit is increased to the revised recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised in prior years. A reversal of an impairment loss is recognised as income in the statement of profit or loss and other comprehensive income, unless the relevant asset is carried at a revalued amount, in which case the reversal is recognised as a revaluation increase.

(d) Trade Receivables Trade receivables are measured at amortised cost less any provision for impairment. Amortised cost is the total receivable less any amounts received and impairment losses. Appropriate allowances for estimated irrecoverable amounts are recognised in profit or loss when there is objective evidence that the asset is impaired. The allowance recognised is measured as the difference between the asset’s carrying amount and the amount expected to be recovered.

(e) Trade Payables Trade payables are initially measured at fair value, and are subsequently measured at amortised cost. Amortised cost is the initial amount payable less any repayments.

(f) Cash and Cash Equivalents Cash and cash equivalents include cash on hand, and demand deposits. Cash equivalents are short-term, highly liquid investments that are readily convertible to known amounts of cash, which are subject to an insignificant risk of changes in value and have a maturity of three months or less at the date of acquisition. For the purposes of the statement of cash flows, cash and cash equivalents include cash on hand and in banks and investments in money market instruments.

(g) Employee Benefits

Short-term employee benefits Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leave expected to be settled within 12 months of the reporting date are recognised in current liabilities in respect of employees’ services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled.

Defined contribution plan Obligations for contributions to defined contribution plans are expensed as the related service is provided. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in future payments is settled.

Other long-term employee benefits The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are recognised in non-current liabilities, provided there is an unconditional right to defer settlement of the liability. The liability is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on high quality corporate rate with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

(h) Provisions Provisions are recognised when the Company has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.


Liviende Veranto // Annual Report 2015-16

3. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (i) Borrowing Costs Borrowing costs directly attributable to the acquisition, construction or production of assets that necessarily take a substantial period of time to prepare for their intended use or sale, are added to the cost of those assets, until such time as the assets are substantially ready for their intended use or sale. All other borrowing costs are recognised in the statement of profit or loss and other comprehensive income in the period in which they are incurred.

(j) Revenue Revenue is recognised when it is probable that the economic benefit will flow to the Company and the revenue can be reliably measured. 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), returns, trade allowances and other duties and taxes paid.

Grants Government grants are recognised at fair value where there is reasonable assurance that the grant will be received and all grant conditions will be met. Grants relating to expense items are recognised as income over the periods necessary to match the grant to the costs they are compensating. Grants relating to capital items are also recognised as income in the year in which it is received. Any funds attributable to work still to be completed are carried forward as deferred grants income as recognised in note 7. In the circumstances where the terms of the grants stipulate that any unexpended funds are to be returned to the government , these unexpended funds are held as deferred revenue amounts until such time as they are returned to the funding body and/or the funding body permits the Company to retain the unexpended funds. Where the terms of the grant do not stipulate that unexpended funds are to be returned to the funding body they are recognised as revenue once all agreed project outcomes and specified work has been completed.

Interest Interest revenue is recognised on an effective interest rate method in relation to the outstanding financial asset.

Other revenue Other revenue is recognised when it is received or when the right to receive payment is established.

(k) Leases Lessee Leases of fixed assets where substantially all the risks and rewards incidental to the ownership of the asset, but not the legal ownership, that are transferred the Company are classified as finance leases. Finance leases are capitalised at the inception of the lease by recording an asset and a liability at the lower of the amounts equal to the fair value of the leased property and the present value of the minimum lease payments, including any guaranteed residual values. Lease payments are allocated between the reduction of the lease liability and the lease interest expense. The interest expense is recognised in profit or loss so as to achieve a constant periodic rate of interest on the remaining balance of the liability outstanding. Leased assets are depreciated on a straight-line basis over the shorter of the asset’s useful life and the lease term. Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor, are charged to profit or loss on a straight line basis over the lease term. Lease incentives under operating leases are recognised as a liability and amortised on a straight line basis over the lease term.

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3. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (l) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of goods and services tax (GST), except: I.

Where the amount of GST incurred is not recoverable from the taxation authority, it is recognised as part of the cost of acquisition or an asset or as part of an item of expense; or

II. For receivables and payables which are recognised inclusive of GST. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables. Cash flows are included in the statement of cash flows on a gross basis. The GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the taxation authority is classified within operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

(m) Income Tax No provision for income tax has been raised as the Company is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997. Accordingly, no deferred tax assets and liabilities are recognised in the statement of financial position.

4. CRITICAL JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY

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

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

Impairment of non-financial assets The Company assesses impairment of non-financial assets at each reporting date by evaluating conditions specific to the Company and to the particular asset that may lead to impairment. If an impairment trigger exists, the recoverable amount of the asset is determined. This involves fair value less costs to sell which incorporate a number of key estimates and assumptions.

Employee benefits provision The liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account. During the reporting period the Company changed the discount rate in the employee benefit liability calculation from the Australian government bond rate to the high quality corporate bond rate and applied this change as a change in accounting estimate. This change was necessitated by developments in the Australian business environment that confirmed there is a sufficiently observable, deep and liquid market in high quality Australian corporate bonds to satisfy the requirements in AASB 119 Employee Benefits. There was not material financial impact


Liviende Veranto // Annual Report 2015-16

4. CRITICAL JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY (CONTINUED)

Deferred income In the circumstances where the terms of the grants received stipulate that any unexpended funds are to be returned to the government in the event the specified work has been completed. At the end of the financial period any funds deemed to be unexpended are held as deferred income amounts until such time as they are returned to the funding body.

5. CASH AND CASH EQUIVALENTS 2016

2015

2,395,742

1,653,243

Undeposited Funds

4,619

455

Petty cash

4,050

3,350

Short term bank deposits

1,298,937

1,160,882

Cash and cash equivalents in the statement of cash flows

3,703,348

2,817,930

2016

2015

188,626

199,812

Prepayments and other assets

65,995

46,442

Accrued Income

55,709

6,671

310,330

252,925

2016

2015

Trade payables

254,606

150,666

Accrued Expenses and other payables

263,479

134,492

PAYG withholding

176,604

132,711

GST Liability

241,595

165,855

Deferred Income (including deferred grant income)

286,738

65,100

1,223,022

648,824

In dollars

Cash at Bank

6. TRADE AND OTHER RECEIVABLES In dollars

Trade debtors

Other Receivables

7. TRADE AND OTHER PAYABLES In dollars

Current liabilities

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8. PROPERTY PLANT AND EQUIPMENT (i) Movements in Carrying Amounts Land and buildings

Furniture, fixtures & fittings

Motor vehicles

Leasehold improvements

Total

3,776,593

854,500

799,760

-

5,430,853

1,700

283,897

810,201

68,405

1,164,203

Acquired via merger

-

250,968

493,022

-

743,990

Disposals

-

(1,756)

(820,848)

-

(822,604)

3,778,293

1,387,609

1,282,135

68,405

6,516,442

1,382,801

581,063

359,196

-

2,323,060

-

233,672

261,582

-

495,254

75,546

199,452

162,554

14,029

451,581

Revaluation

-

-

-

-

-

Disposals

-

(887)

(430,292)

-

(431,179)

1,458,347

1,013,300

353,040

14,029

2,838,716

At 1 July 2015

2,393,792

273,437

440,564

-

3,107,793

At 30 June 2016

2,319,946

374,309

929,095

54,376

3,677,726

In dollars

Cost/ Valuation Balance at 1 July 2015 Additions

Balance at 30 June 2016 Accumulated depreciation and impairment losses Balance at 1 July 2015 Acquired via merger Depreciation

Balance at 30 June 2016 Carrying amounts

(ii) Revaluation of Land and Buildings The land & buildings at both ‘Oakdale Lodge’ and Pottery Road, Lenah Valley were revalued by independent valuation firm, Saunders & Pitt, on 21 May 2015 and 14 May 2015 at $2,010,000 and $390,000 respectively. Formal revaluations on land and buildings are generally performed on a three year basis.


Liviende Veranto // Annual Report 2015-16

9. LOANS AND BORROWINGS This note provides information about the contractual terms of the Company’s interest-bearing loans and borrowings, which are measured at amortised cost 2016

2015

125,074

-

Loan- Motor Vehicles

66,535

-

Loan- Server

30,031

31,983

-

15,926

221,640

47,909

240,473

-

63,279

-

-

31,207

303,752

31,207

525,392

79,116

In dollars

Current Loan- Buses

Loan- Software Non-current Loan- Buses Loan- Motor Vehicles Loan- Server

Total Borrowings Terms and conditions of outstanding loans are as follows: In dollars

Finance leases

Nominal interest Year of Currency rate maturity

30 June 2016

30 June 2015

Face value

Carrying amount

Face value

Carrying amount

Equipment Loan Fixed Rate- Liveware and CimSability

$A

6.57%

2016

-

-

15,926

15,926

Equipment Loan Fixed Rate- Hi & Ducat

$A

5.08%

2020

115,430

115,430

-

-

Equipment Loan Fixed Rate- Golf wagon

$A

5.04%

2018

66,120

66,120

-

-

Equipment Loan Fixed Rate- Ducat

$A

5.07%

2021

85,529

85,529

-

-

Equipment Loan Fixed Rate- F50EP

$A

4.99%

2018

28,685

28,685

-

-

Equipment Loan Fixed Rate- Sprinter

$A

5.04%

2018

164,589

164,589

-

-

Equipment Loan Fixed Rate- E42ZA

$A

6.33%

2018

17,605

17,605

-

-

Equipment Loan Fixed Rate– E30VQ

$A

5.71%

2016

17,403

17,403

Equipment Loan Fixed Rate- Server

$A

6.54%

2017

30,031

30,031

63,190

63,190

525,392

525,392

79,116

79,116

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9. LOANS AND BORROWINGS (CONTINUED) (a) Terms and debt repayment schedule The Company maintains the following lines of credit: 2016

2015

CBA Credit Card Facility

2,500

-

NAB Credit Card Facility

24,600

24,600

630,000

300,000

657,100

324,600

CBA Credit Card Facility

221

-

NAB Credit Card Facility

15,715

13,918

489,480

79,116

505,416

93,034

CBA Credit Card Facility

2,279

-

NAB Credit Card Facility

8,885

10,682

140,520

220,884

151,684

231,566

Asset Finance

Facilities Utilised at Reporting Date:

Asset Finance

Facilities Not Utilised at Reporting Date:

Asset Finance

Interest on Credit Card Facility is charged at prevailing market rates. At 30 June 2016 the rate was 18.50% per annum

(b) Finance lease liabilities Finance lease liabilities are payable as follows. 2016

2015

Within one year

242,635

51,445

Between one and five years

321,902

32,237

-

-

564,537

83,682

Less future finance charges

(39,145)

(4,566)

Present Value for minimum lease payments

525,392

79,116

2016

2015

Liability for long service leave

581,675

236,174

Liability for annual leave

508,210

429,637

1,089,885

665,811

429,220

158,085

In dollars

More than five years

10. EMPLOYEE BENEFITS In dollars

Current

Non-current Liability for long service leave


Liviende Veranto // Annual Report 2015-16

11. REVENUE 2016

2015

615,009

617,603

39,583

11,919

12,372,666

7,741,231

Other grants (ii)

883,994

541,164

NDIA Income

688,945

133,121

Donations

195,623

174,251

Profit/(loss) on sale of assets

(19,471)

(4,053)

Rebates

770,384

404,576

Other income

48,957

728

Total revenue

15,595,690

9,620,540

In dollars

Services revenue Rental revenue Operating grants(i)

(i) The Company was awarded government grants totalling $12,697,944 (2015:$8,027,323) for providing various disability services with unexpended funding to be returned at the completion of the agreement. As at 30 June 2016 the Company has recognised deferred revenue of $207,011 (2015: $494,615) for the unexpended funds in relation to the grants. (ii) A further grant was received for individual service plan programs amounting to $558,716 (2015: $398,254) conditional on providing the allocated care hours to various individuals As at 30 June 2016 the Company has recognised deferred revenue of $69,002 (2015 $32,657) for the service hours yet to be completed. (iii) During the year a donation was received of $28,566 of which $24,921 had been expended by 30 June 2016. A further grant was received of $45,144 of which $21,671 had been expended by 30 June 2016.

12. OTHER REVENUE In dollars

Interest received – operational Interest received – non-operational Total other revenue

2016

2015

137,617

104,929

38,055

37,795

175,672

142,724

13. OPERATING LEASES (i) Future minimum lease payments At 30 June, the future minimum lease payments under non-cancellable operating leases were payable as follows. 2016

2015

Within one year

136,097

34,700

Between one and five years

235,873

-

-

-

371,970

34,700

In dollars

More than five years

14. ECONOMIC DEPENDENCE The Company is dependent on the annual government grants to enable it to continue its operations. At the date of this report the Board of Directors has no reason to believe the government will not continue to support Liviende Veranto.

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15. RELATED PARTY TRANSACTIONS (i) Key management personnel compensation The key management personnel compensation was $229,221 for the year ended 30 June 2016 (2015: 144,649).

(ii) Key management personnel and director transactions During the financial year the Company undertook no transactions with related parties

16. SUBSEQUENT EVENTS No matter or circumstance has arisen since 30 June 2016 that has significantly affected, or may significantly affect the Company’s operations, the results of those operations, or the Company’s state of affairs in future financial years.

17. CONTINGENT LIABILITIES Estimates of the potential financial effects of contingent liabilities that may become payable: In dollars

2016

2015

966,928

571,672

Unfunded Sick Leave Provision The total liability for unfunded non-vesting sick leave at balance date is:

Sick leave has not been provided for in the financial statements as it is non-vesting. Hence, in the instance an employee ceases to be employed, the unutilised entitlements for sick leave cannot be cashed-out.

18. COMPANY DETAILS Registered office and principal place of business

Liviende Veranto

The registered office and principal place of business of the Company is:

26 Lampton Avenue Derwent Park, Tasmania 7009

19. MERGER WITH LIVIENDE INCORPORATED On the 3rd of November 2015 the Company merged its operations with the former standalone operations of Liviende Incorporated. The merger was separately approved by the members of each organisation and was facilitated by the new merged Board. As the merger was completed by two mutual entities without the payment / receipt of consideration, the merger has been accounted for in accordance with AASB 3 Business Combinations whereby the fair value of the assets and liabilities of Liviende Incorporated transferred to the Company on the 3rd of November have been recorded in the Companies’ books as at that date. The net position arising from the transfer has been recorded in equity of the Company. $’000 The identifiable assets and liabilities assumed were: Cash (net of overdraft) Receivables

2,049,138 93,559

Property, plant and equipment

248,736

Creditors

(200,490)

Deferred grant income

(1,302,950)

Employee benefits

(551,297)

Borrowings

(265,562)

Recognised in equity

71,134


Liviende Veranto // Annual Report 2015-16

DIRECTORS’ DECLARATION In the opinion of the directors of Liviende Veranto (‘the Company’): (a) the financial statements and notes that are set out on pages 78 to 87 are in accordance with the ACNC Act 2012, including: (i) giving a true and fair view of the Company’s financial position as at 30 June 2016 and of its performance, for the financial year ended on that date; and (ii) complying with Australian Accounting Standards – Reduced Disclosure Requirements and the ACNC Regulations 2013. (b) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable. Signed in accordance with a resolution of the directors: Dated this 6th day of October 2016

Ginna Webster Elizabeth Skirving Chairperson Treasurer

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INDEPENDENT AUDITOR’S REPORT to the members of Liviende Veranto We have audited the accompanying financial report of Liviende Veranto (the company), which comprises the statements of financial position as at 30 June 2016, and statements of profit or loss and other comprehensive income, statements of changes in equity and statements of cash flows for the year ended on that date, notes 1 to 18 comprising a summary of significant accounting policies and other explanatory information and the directors’ declaration. This audit report has also been prepared for the members of the Company pursuant to Australian Charities and Not-for-profits Commission Act 2012 and the Australian Charities and Not-for-profits Commission Regulation 2013 (ACNC) (collectively the Act and Regulations).

Directors’ responsibility for the financial report The Directors of the company are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards and the Act and Regulations. The Directors’ responsibility also includes such internal control as the Directors determine necessary to enable the preparation of the financial report that gives a true and fair view and is free from material misstatement whether due to fraud or error.

Auditor’s responsibility Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Company’s preparation of the financial report that gives a true and fair view in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness

of the Company’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial report. We performed the procedures to assess whether in all material respects the financial report gives a true and fair view, in accordance with Australian Accounting Standards - Reduced Disclosure Requirements, and the ACNC, which is consistent with our understanding of the Company’s financial position and of its performance. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Independence In conducting our audit, we have complied with the independence requirements of the Australian Charities and Not-for-profits Commission Act 2012.

Auditor’s opinion In our opinion, the financial report of Veranto is in accordance with the Australian Charities and Notfor-profits Commission Act 2012 including: (a) giving a true and fair view of the Company’s financial position as at 30 June 2016 and of its performance for the year ended on that date; and (b) complying with Australian Accounting Standards-Reduced disclosure requirements and the Australian Charities and Not-forprofits Commission Regulation 2013. KPMG

Leigh Franklin Partner Hobart 6 October 2016


Liviende Veranto // Annual Report 2015-16

AUDITOR’S INDEPENDENCE DECLARATION to the directors of Liviende Veranto Auditor’s Independence Declaration under subdivision 60-C section 60-40 of Australian Charities and Not-for-profits Commission Act 2012

To: the directors of Liviende Veranto I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 30 June 2016 there have been: (i) no contraventions of the auditor independence requirements as set out in the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and (ii) no contraventions of any applicable code of professional conduct in relation to the audit. KPMG

Leigh Franklin Partner Hobart 6 October 2016

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Glossary Acquired brain injury (ABI)

Brain damage which occurs after birth, caused by trauma including but not limited to strokes, viral disease or injury

Community access (CA)

Day support programs

Community living program (CLP)

Originally the name for a group of three Veranto houses, Sanders (now Alicia), Pottery and Sunlea, to highlight residents’ move away from Yalambee Hostel into smaller houses in the community. The name has stuck at Liviende Veranto, now referencing accommodation services, more broadly

Department of Health and Human Services (DDHS)

Tasmanian state government department which administers individual support packages

Group houses

There are 10 group houses in the greater Hobart area and six in the north. Each is a typical suburban home accommodating three or four people

Independent living unit (ILU)

Three units below the Oakdale Lodge facility, housing those who want to live independently but with support available

Individual support package (ISP)

State government funding given to a person to meet their disability support needs

Lodge day service options (LDSO)

A day support program for residents at Oakdale Lodge

National Disability Insurance Agency (NDIA)

The Federal government agency created to administer the NDIS

National Disability Insurance Scheme (NDIS)

A Federal government initiative providing individualised funding to people with permanent and significant impairment. In Tasmania, the scheme was trialled with 15 to 24 year olds. A full rollout starts in 2016–17

Person-centred thinking (PCT)

A set of values, skills and tools placing the person at the centre. It is used to get to know someone, what they find important and what they want out of life

Oakdale Lodge (The Lodge)

Based at Warrane, The Lodge is home to 34 Liviende Veranto residents each enjoying a separate bedroom and sharing common areas

Respite

The provision of short term support to people living with disability, giving their family members a break from primary carer responsibilities


Liviende Veranto // Annual Report 2015-16

Retarded Children’s Welfare Association (RCWA)

Later called the Retarded Citizen’s Welfare Association, the RCWA was the founding organisation of modern-day Liviende Veranto. It was instrumental in Tasmania in establishing work and living opportunities for people with intellectual disabilities. Dissolved in 1992, the RCWA reinvented itself as the Tasmanian Council for the Intellectually Disabled (TCID)

Staff match

Matching the shared interests and characteristics of our staff and the people we support.

The Cottage

A day support program based at The Cottage in New Norfolk for senior people we support

TLDO

The Lodge Day Options

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Acknowledgements Content Alison Hall and Jennifer McKenzie Design Walker Designs Photography Jack Robert-Tissot and Domin8 Designs Printing Print Tasmania


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Liviende Veranto // Annual Report 2015-16

95


26 Lampton Ave, Derwent Park, PO Box 1003, Moonah TAS 7009 P 03 6227 5400 F 03 6227 5454 7–9 Cameron St, Launceston P 03 6325 5900 F 03 6331 3522 E contactus@livetasmania.org W livetasmania.org

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