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Annual Report 2012/2013


Bianca Breda and Angela Farrell

Contents About Veranto................................2 Achievements and Recognition.....3 Chairman’s Report.........................8 CEO Report...................................10 Strategic Plan.............................. 13 Our People.................................... 14

Management Reports Individual Support ..............................22 Workplace Giving ................................23 Operations..............................................23 Human Resources.............................. 24 Health & Safety....................................25 Information Systems..........................25 Acorn Branch Report...................26 Treasurer’s Report.......................28 Quality Assurance........................ 31 Vale..............................................32 Financial Report..........................33


ABOuT veranto eranto is a leader in the V Tasmanian disability services sector, enriching the lives of people living with a disability, and offering support and assistance to their families. Veranto currently provides support to 80 people through a combination of accommodation, day support, in-home support and respite services at sites from Blackmans Bay to New Norfolk. Our longest running service is our major residential facility, Oakdale Lodge, which is home to over 35 people. In recent years, several new services have been developed including the New Norfolk based transition to Veranto Seniors Lifestlye Options.

Veranto is a progressive, values based organisation, committed to continuous improvement, and always looking for new and innovative ways to deliver services and provide support to people living with disability. We currently employ 146 people, who share our commitment to providing quality services with a focus on the people we support. We have a long history of providing leadership in disability services, initially as part of the Retarded Children’s Welfare Association from 1952, then becoming Oakdale Services Tasmania in 1988, and in 2011, became Veranto lifestyle assistance. This change in identity was made to reflect Veranto’s status as a modern organisation, with a focus on people however the values and culture that have underpinned the organisation in all of its forms, remain unchanged and inform everything we do.

Our Services • Acquired Brain Injury Accommodation Services (ABI) – providing a home for people with ABI • Acquired Brain Injury Community Access Services (ABI) – providing community access options for people with ABI • Community Living Program – accommodation service for people with disabilities to live in their own homes in the community • Facilitation, Planning & Case Management 2

• Independent Living Units – a more independent home lifestyle option for people with disabilities • In-Home Support/ Individualised Support Packages • Oakdale Lodge – our major residential facility, home for people with disabilities for many years • Youth Services – accommodation services for teenagers and young adults with disabilities • Transitional Support & Respite Services

Veranto places the people we support at the forefront of all we do and, through consultation, work with people to meet their personal goals and aspirations. We strive to maximise the quality of life enjoyed by every person through offering a range of services tailored to meet the diverse and changing needs of people and their families. Veranto seeks to not only ensure the health and wellbeing of people, but is also dedicated to ensuring that each individual achieves their full potential. This is achieved through an inclusive environment, engaging not only the person, but also their family and friends, as an integral aspect of person centred development.

How to contact us:

03) 6244 8846 contactus@veranto.org www.veranto.org 7 Acorn Drive, Warrane TAS 7018 or PO Box 3130, Rosny Park TAS 7018 Follow us on Facebook Twitter and YouTube!

• Veranto Lifestyle Options – Social and Leisure Program delivered from Oakdale Lodge • Veranto Seniors Lifestyle Options – Community access options for older persons with a disability delivered from New Norfolk


ACHIEVEMENTS AND RECOGNITION

Years of Service 25 years – Paul Byrne 20 years and over – Roy Archer, Kathy Tauber, Maxine Stewart, Ian Hopkins 15 years and over – Michelle O’Sullivan, Fiona Maxwell, Angela Farrell 10 years and over – Lia Verbunt, Leanne Whitney, Janine King, Tracey Percival -Ingram, Pascale Byrne, Susan Davis, Sonya Fisher The Acorn Branch, which is celebrating 30 years under that name, has been honoured by the naming of a section of the driveway entrance to Oakdale Lodge – now named Acorn Drive. The road was transferred from Veranto ownership to the Clarence Council and in so doing was required to be renamed. As there are so many ‘Oakdale’ references around, it was fitting that the entrance to our property be aptly named and so the street address is now number 7 Acorn Drive.

Leanne Whitney, Tracey Percival-Ingram, Maxine Stewart and Lia Verbunt

Susan Davis

Kathy Tauber and Paul Byrne

Retirement Pam Harrison retired during the year, recording a remarkable 22 years of service.

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Awards Maxine Stewart was a finalist in the Tasmanian National Disability Services Support Worker of the Year Award. Veranto was awarded a High Commendation in the 2012 Employer of Choice Awards. Our aim for 2013 will of course be to go one better; to be named as an ‘Employer of Choice’. The current Veranto Strategic Plan has, as one of the five goals, To Invest in Our People. This refers to all of our people, including our employees, and highlights the ethos of Veranto that people are our most valuable asset.

Board Member Resignation: Geoff Harper – In October 2012 our longest serving Director of 10 years of service resigned from the Board, ending 10 years of dedicated voluntary service to the organisation. During this time, Geoff served in a number of roles on the Board and was a member of a variety of committees.

Life Members: Margaret Geeves Betty Dunkley

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Leo Joseph and Cassy O’Connor

On a cold winter’s afternoon, Cassy O’Connor MP, Minister for Human Services and Community Development visited the Cottage, New Norfolk. It was a great opportunity for Cassy to meet everyone at the Cottage but also a chance to discuss the project and what the Veranto Seniors Lifestyle Options program offers.


Community Relationships The Friends School for their student volunteers - tree planting and daffodil day and Stuart Maughan talked to year 11 and 12 students about living with a brain injury. Tasmanian Skills Institute and Hobart College and their students undergoing work experience and hosting community days Rotary Bellerive – Stuart Maughan again talked about living with a brain injury

UTAS Law and BSW students undertaking projects Tasmanian Health Organisation – South: Community Engagement Advisory Group (CEAG) Australasian Society for Intellectual Disability, Tasmania Rosny Bowls Club for their fundraising efforts at their Annual Veranto Bowls Day Biggest Morning Tea

Bunnings BBQ fundraiser for participation in the Relay for Life and raising $2600 Sailability for weekly sailing The Knitting group send bandages overseas Making skirts for Christmas Boxes Dog walking for the dogs home Bandana Day Gary’s Laneways

Stuart Maughan & Lottie

City to Casino Fun Run team

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Paul and Rodney Howe who spoke on behalf of the people we support

Paul Byrne’s 25th Anniversary n Tuesday 2 July 2013, 140 O people attended a function at the Bahá’í Centre to celebrate 25 years of service to Veranto by our CEO Paul Byrne. The celebration was attended by many of the people supported by Veranto, staff, volunteers, current and previous board members, Paul’s family, colleagues from across the disability sector, the Minister for Human Services and Community Development Cassy O’Connor and the Shadow Minister for Human Services Jacquie Petrusma.

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A number of speakers and presentations on the night highlighted the passion and commitment that Paul has demonstrated throughout his service to the organisation and emphasised not only the high esteem in which Paul is held, but also his genuine interest in, and the strong connections he has fostered with, all of the people we support. In today’s world it is rare for any employee to remain with an organisation for such a period of time, but Paul has not only achieved this, but continues to

fulfil his role with a strong drive to achieve the best possible outcomes for people living with a disability. “The Board, staff, people we support, families and stakeholders of Veranto all recognise the significance of this milestone for Paul, and for the organisation, and we wanted to do something special to say congratulations and thank you to Paul on such a significant achievement” said Anne-Marie Stranger, Chair of the Veranto Board, in her comments on the night.


VSLO presenting the card they made

Having originally commenced work with the organisation as a disability support worker, Paul moved into the role of CEO in 1988 and has played a very significant role in developing and positioning the organisation as an innovator and leader in the field. Paul has built a very strong and dedicated team who all share Veranto’s commitment to person centred thinking and are incredibly passionate about maximising opportunities available to people living with a disability.

Highlights of the evening included a video presentation compiled by the people we support, in which they each delivered personal messages for Paul, and a heartfelt speech from Minister O’Connor In wrapping up the formal part of the evening, Ms Stranger concluded “Paul is an inspiration to all of us, and the success that Veranto has achieved can be largely attributed to his dedication, for which everyone in attendance at the event is incredibly grateful”. The cake

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CHAIRMAN’s REPORT ommunities include people C living with disabilities. At Veranto we focus on our people not their disabilities by enabling individuals and their families to make a choice and have control over their lives. Veranto is an organisation that has been delivering exceptional leadership across the disability sector and enriching the lives of our people with a disability for the past forty three years. It is my pleasure to present the 2012 -13 Annual Report. Looking back on the year, the first six months were extremely busy for the Board with the continuing assessment of the Veranto – Optia merger. The decision to withdraw from the negotiations late in 2012 was not taken lightly and it challenged the strength and resolve of the Board. I would like to take the opportunity to thank our Directors, CEO, senior management and staff for their tireless work and commitment to the merger process and also acknowledge the work that Optia committed to the process. The early part of 2013 was a difficult time for all concerned as we regained our equilibrium and refocussed on setting a new strategic plan for the coming few years. It was a great example of staff, management and the Board working together to emphasise what is important to all of us at Veranto – our culture and the people we support. The plan places great emphasis on the full implementation of person centred thinking and training to ensure we do what we say we do.

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Veranto strives for financial break even on service delivery and as with many like organisations financial sustainability is dependent upon alignment of funding to the current cost of service delivery. Our changing client demographic increases our risk in this area and we work hard to engage with service providers and government to ensure clients are assessed appropriately and funds are available to meet individual circumstances. This year our financial results have shown a notable improvement on prior years. This is the result of improved operational efficiency, management and workforce engagement along with the ability to work with government on realistic funding arrangements. Moving forward, our aim is to maintain a strong balance sheet and reduce operating activities that incur year on year losses. We need to concentrate on revenue generation and continually improving our quality and breadth of services to meet the needs of current and potential clients. A highlight this year was the announcement of a first stage pilot in Tasmania of the much awaited DisabilityCare Australia. It is unclear at this early stage how the full DisabilityCare rollout will impact on our organisation and the service changes required ensuring we continue to be a strong player in the sector. It is an exciting time with many opportunities for the disability community and service providers.

Current and future generations living with disabilities depend on Veranto, other service providers and government to develop sustainable organisations and viable service delivery models. The next few years will challenge us to think differently, seize opportunities and be brave enough to take the tough decisions. Organisations are only as good as the people who work and support them and Veranto is no exception. During the year, we said goodbye to some special Veranto family members. Geoff Harper our longest service board member resigned after 10 years to pursue a life of adventure on the road with partner Sue. Geoff will be remembered for organising the regular board client dinners and his tireless support of residents, and for keeping the board focussed on process. It is with much sadness that we note the passing of Betty Rayner, Helen Hoori, Simon Holmes, Fred Goninon a former board member of 10 years, Marylyn Geeves who was one of the original residents of Oakdale Lodge moving into the lodge 1970, and Norma Pecats a wonderful supporter for over 50 years of people living with a disability. We offer our condolence to their families and friends and hope that there is comfort in knowing that their loved ones left a deep footprint in the fabric of Veranto life.


Early in 2012 we welcomed a new Director Todd Hitchins. Todd brings expertise in finance and recruitment and a high level of enthusiasm and an interest in disability service delivery. In June we welcomed Liz Brown to the Board. Liz has experience in senior management roles in the private hospital sector and is keen to contribute within the not for profit sector. As always we are very much indebted to the great work undertaken by the Acorn Branch. This group of special people have worked tirelessly for thirty one years to ensure that our people have those little extras and lots of fun events to celebrate. In tribute to their work, the Clarence Council has renamed the road leading to Oakdale Lodge - Acorn Drive. Congratulations, on thirty one magnificent years working as a group to support and enhance the life of the Veranto family.

My thanks go to my fellow Directors who give many hours of their time freely in serving on committees and attending to governance of the organisation. I would like to especially thank Deputy Chair Jennifer Lee and Treasurer Ginna Webster for their support and dedication to continually improve our governance practices and financial reporting. I would like to thank the CEO Paul Byrne, senior management team and staff for continuing to provide services that are flexible and responsive to the changing needs of our people and ensuring that we remain a leading disability service provider. I also thank all those organisations that support Veranto in so many ways including the Rosny Bowls Club who have given so generously over many decades.

Since joining the Veranto Board in 2006, I have seen the organisation grow in expertise, maturity and confidence through the stewardship of the Board during some difficult and challenging times. This is my last term as Chair and it has been both humbling and an honour to serve in this role over the past three years and I thank you all for this privilege. I am proud to have led an organisation that is well positioned and prepared for the challenges the disability sector will face in the future.

Anne-Marie Stranger Chairman

John Morga, Rory Jones and Troy Pearn

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CEO REPORT Introduction The 2012-13 year was a challenging yet successful one for Veranto. Most notably, there were the intensive discussions which resulted in the decision not to merge with Optia, the adoption of Person Centred Thinking (PCT) as a new and improved approach to delivering services and the work to prepare Veranto for

operating under the new systems of DisabilityCare Australia which started rolling out in Tasmania in July. Veranto is ready to embrace the national operating environment of DisabilityCare Australia’s insurance scheme which will give people and families living with disability more choice and control over services and resources.

Of course, Veranto could not deliver the high quality of care and services it does without its dedicated Board of Directors, staff, volunteers, friends and supporters. Through their work, they continue to ensure that the needs of the people we support are at the heart of everything Veranto does.

Acknowledging the Commitment The contribution of the Veranto Board of Directors in 2012/13 has been invaluable. Each of them committed an exceptional level of time, knowledge and expertise, particularly in the latter half of 2012 as the merger discussion with Optia peaked. After the decision was made not to merge with Optia, the Board turned its focus to the future for Veranto with the development of the 2013 Strategic Plan. The plan ensures Veranto continues

to focus on current services while positioning the organisation for the evolving marketplace where the purchaser of services will choose their provider. The Board’s energy and commitment has been admirable and my sincere thanks go to Chairman Anne-Marie Stranger, Deputy Chairman Jennifer Lee, Secretary Arthur Jones, Treasurer Ginna Webster and directors Sue

Leitch, Jonathan Eadie, Sarah Patterson and new directors Todd Hitchins and Liz Brown. I also wish to record my thanks to Geoff Harper who retired from the Board in October 2012 after ten years of service. Anne-Marie is stepping down as Chairman after this meeting and I wish to thank her for her personal commitment to Veranto and her leadership during her chairmanship.

Senior Staff I would like to thank the management team and staff for their commitment and support throughout the year. I would like to make particular mention of the senior management team; Roy Archer, Kathy Tauber and Ian Hopkins for their professionalism and leadership throughout the year. Thanks also to Alison Hall, my Executive Assistant for her

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work in support of the Board and committees and for her efficiency in keeping me organised. The high quality of the services Veranto provides to the people we support is a direct reflection of the ongoing commitment and dedication of all staff. Julie Reeves, Rodney Howe and Peter Harvey


Person Centred Thinking This year we began embedding Person Centred Thinking (PCT) throughout the organisation, as per one of our key goals in the Strategic Plan. PCT is a

philosophical change to the way we conduct business. Around half of our staff members have now been trained in this approach and the remainder will be trained by

the end of 2013. Its application is being closely monitored across all services.

Services for the People We Support Veranto continues to evolve as the beneficial effects of embedding PCT are felt throughout the organisation. Some additional recurrent funding (to cover the 2012 deficit) for Oakdale Lodge has gone some way to meet the changing needs of residents. Imminent retirement of several people we support instigated us to combine the previous aged care program and day support into Veranto Lifestyle Options.

The aim is to meet the diversity of need while providing a range of community and home-based activities in a seamless format. The focus for providing support is based on the needs of the individual as opposed to their age. Initiatives such a Gary’s Laneways (named after the inimitable Gary Lane) continue his commitment to support the community by making direct contributions to Kennerley

Homes and the Holman Clinic. More broadly there has been support for Bandana Day, Breast Cancer, the Relay for Life, the Rainbow Crafts Day, the Biggest Morning Tea and of course the Veranto team for the City to Casino Fun Run. Contributing to your community is integral to being part of your community. Across all program areas the focus is to support people to meet their individual aspirations.

Tasmania. The quarterly advocate visits to each site and subsequent reports to the Board have been an invaluable mechanism to

ensure, that together with our other external and internal review systems, the people we support have a voice.

of contemporary practice. Staff members participate in both compulsory and elective training and opportunities were made available for them to attend the Tasmanian National Disability Services (NDS) Support Workers’ Conference and other training

and conference opportunities. Our strength lies in the skills of our workforce and so the commitment to continuous improvement is reflected in training and in participation in a number of industry committees, particularly through NDS.

Visiting Advocate Program A key component of ensuring service quality has been the Visiting Advocate Program as a formal engagement with Advocacy

Professional Development A hallmark of our services over many years has been a commitment to professional development. Board members lead by example with their enthusiasm for training and recognition of the importance of maintaining knowledge at the highest level

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Vale It was with great sadness but also fond memories that we farewelled one of the original residents of Oakdale Lodge, Marylyn Geeves. We were equally saddened at the passing of one of our newer people, Simon Holmes, who passed

away at such a young age. Helen Hoori, mother of Mathew and Betty Rayner, mother of Ian and N&M Editor Graeme are also in our memories. Former director of ten years’ service Fred Goninon is remembered for his services

to Veranto, as is Norma Pecats – a lady I describe as an icon for dedicating more than 50 years of service to people living with a disability (with at least 30 of those years dedicated to Oakdale Lodge).

My thanks also to Brian Brain, Sally Giblin, Mary Keller and Disability Services representative Karen Keogh for their work on the Person Centred Policy Committee. This is a key role as it underpins PCT engagement across the organisation. The News and Muse newsletter to members, families and the friends of Veranto fulfils a critical role in showcasing the activities of Veranto throughout the year. Editor Graeme Rayner gives generously of his time, skill and expertise to bring each edition to life; thank you Graeme.

While technically falling outside the period of this report, I wish to thank most sincerely everyone who offered their good wishes and support for the unexpected celebration of my 25th anniversary at Veranto. The kind words offered by the Minister the Honourable Cassy O’Connor, Chairman AnneMarie Stranger on behalf of the Board, Kathy Tauber on behalf of our staff, Maureen McDonald on behalf of the Acorn Branch and most particularly from Rodney Howe on behalf of the people we support were received with humility but also great pride in Veranto. Thank you all.

Further Thanks I extend warmest thanks to the Acorn Branch members who have recently completed 31 years of service, friendship and support to Veranto. This amazing group of ladies (and a few blokes who make up the support team for some events) continue to give their time to organise functions and raise funds for the direct benefit of the people we support. For several decades members of the Rosny Park Bowls Club have held an annual fundraising day and afternoon tea for representatives of the Board and the people we support. Our sincere thanks to the club members for their commitment to Veranto.

Paul Byrne Chief Executive

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Our

vision:

Leadership and choice in disability services –

Our principles:

innovation

integrity

We will: – seek opportunities and challenges – be creative and adaptable

We will: – uphold ethical practice – be honest, transparent and accountable

quality

respect We will: – value each person as an individual – actively listen

Our

We will: – be person centred – achieve excellence through best practice

purpose:

To enrich the lives of people living with a disability

Our goals:

goal 1

goal 2

To be a sustainable business

To be person centred

goal 3 To be a reputable brand

goal 4 To achieve excellence in governance, leadership and process

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OUR PEOPLE

Scott Percival Sam Gallagher

Kayleen Harwood

Robert Helps

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When I first came to live at Veranto, I had no interest in communicating with people. There was very little information passed on and no one really had any idea how I could communicate. It wasn’t until one of my support team saw me darting my eyes back and forth on a word search that they knew I could read. From here they wrote on a white board, nod for yes and shake head for no. I like to communicate in a relaxed way and enjoy humour. I don’t like to be pressured to communicate. Communication with me is a commitment – if you ask a question and I respond, follow it through. Trust is very important. It took me over 12 months to build trust with my support team. When I am in the right mood I can pick and choose CDs and DVDs, play Uno and Trouble, discuss holiday ideas and pick my flavour of Isosauce at lunch time. Even more importantly I can tell you when I am in pain or unwell and when I want to be left alone. The future – I have had the opportunity to provide input in the recruitment of my staff. I am also working on developing my IPad skills. With assistance I have sent a number of email but also enjoy using a piano app. Just because I do not communicate with words does not mean I cannot communicate. Take the time to get to know me. I am a whole person.


David Chandler

Graeme Cross

I was given the opportunity to work with Piper, a training assistance dog and trainer Brent. Being someone who uses a wheelchair provided Piper and Brent the chance to practice some of the skills needed for Piper to become an assistance dog. I made a commitment to training 2 days a week for 6 weeks. Piper and I practiced lots of different tasks including; picking up the TV remote from the ground and giving it back to me, taking my socks off and turning on light switches. I would call a command such as ‘release’ and she would take biscuits off my knee. Needless to say I’d leave training covered in Pipers slobber! I’ll never forget the time Piper was told off by Brent for not listening to one of his commands. She came running under my chair wouldn’t come out from underneath until I told her to! I’d love to see where Piper is now and who she is helping. Working with Piper was so much fun. Sometimes I wish she was my dog but I know she is helping someone else out there. I would love the opportunity to do it again.

I first moved to Nolan when I was around 10 years old. I live with 3 other house mates and our beloved dog Bonnie. Veranto, with the support of my family, have assisted me to transition right through school and I now attend a community access program 5 days a week. I have been on a number of holidays around Tasmania but have also been to Queensland. I love everything to do with power tools, swimming, hanging out with the guys, motorbikes, fast cars, dancing, reading, drift cars and cooking.

Reid Free

Sandra Palmer

Matthew Hoori

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Stuart Maughan , Tanya McCarthy and Scott Percival

Peter Steen

David Gigney

Damian Witte What is your favourite movie? I really like horror movies. What is your favourite band? The Beatles. Where is your favourite place to go on holiday? Gold Coast. If we came to your house for dinner, what would you cook? That’s a hard one‌ probably lasagne. What was your favourite subject at school? Woodwork. What hobbies do you have? Gaming, watching movies, collecting figures and collectables. How long have you been with Veranto? 2012.

Ray Miller

Troy Pearn

Hartmuth Pallavicini and Brianna Kean

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Caralyn Gay What is your favourite band? I like country music, especially Kasey Chambers. What is your favourite movie? I have lots! Twilight, Vampire Diaries, Harry Potter and X-Men. If we came to your house for dinner, what would you cook? Probably Tacos, although I would cook whatever you liked. Sometimes people can’t eat certain foods so you have to be careful. What did you want to be when you were little? To be in a band. If you were stuck on a desert island, what 3 things would you take with you? Food, Water and ummm… probably a hat? What was your favourite subject at school? Although this wasn’t a ‘subject’ I really enjoyed helping out in the Prep classes. What hobbies do you have? Horse Riding, soccer, watching TV and having movie nights. What places have you lived at? Pontville, Tasmania and East Gippsland, Bairnsdale in Victoria. If you were a superhero what powers would you have? That’s easy! I’d be really fast and strong! The thing you like best about Veranto is….The nice people. How long have you been with Veranto? 2011.

John Morgan My dog, Gizmo and I share a very special bond. It was love at first sight! When I first met Gizmo at the Lost Dogs Home, she jumped up beside me on the bench and snuggled up to me. I asked her “would you like to come home with me little dog?” I often tell Gizmo of the story of how I met her. I went to the dog’s home and “I looked and I looked and then I saw you [Gizmo]”. She is devoted to me and sleeps on my bed every night. She is loyal, smart and sees me as “her person”. We have even featured in the Tasmanian Mercury! I am responsible for her care and take her for walks at Dru Point and along the beach. As I walk along the beach there are frequent calls of ‘hello John and Gizmo’ from other dog walkers who have got to know me. I love Gizmo, Gizmo’s my dog.

Brendan Craig

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Bec Henderson I’m a country girl at heart. I grew up surrounded by orange trees in the Riverina District, NSW and packed apricots for pocket money, when I was a child. I love gardening, craft, and making goat’s milk soap. At the Veranto/Hopes respite unit, I have recently made 2 batches of goat’s milk soap with oatmeal, and am on the lookout for customers.

Janelle Triffit

Cleve Mitchell

Anne and Simon We have known each other for a very long time. We lived together at Oakdale Lodge for a number of years before becoming a couple. After a trip to New Zealand we starting dating and then got engaged. In 2010 we got married. The ceremony was down on the boardwalk at the Casino. We were so happy to be surrounded by family, friends and supporters. In 2013, we had the opportunity to move out of Oakdale Lodge, downstairs to our own unit. This has been a great chance to have our own space and really be a ‘married couple’. In 2015, for our 5 year anniversary we are going to spend a week holidaying in Victoria. 18

Janelle Smith and Julie Reeves

Ian Rayner


SENIOR MANAGEMENT

Paul Byrne CEO

Roy Archer MANAGER – OPERATIONS

Ian Hopkins Manager – Projects and IT Kathy Tauber manager – HR & QA

MANAGEMENT TEAM Back row (L–R): Natalie Rose Co-ordinator Individual Support Anthony Ozols Co-ordinator Community Living Leanne Whitney Co-ordinator ABI Front row (L–R): Melissa-Jane Moore Co-ordinator Oakdale Lodge Tracey Percival Ingram Manager – Oakdale Lodge Absent: Sonya Fisher Co-ordinator Community Living Ange Gough Co-ordinator HR

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Board of Directors

Arthur Jones Secretary

Committees: Person Centred Policy Review Committee

Anne-Marie Stranger Chairman

Committees: Ex Officio on Governance and Finance Audit & Risk Management, Marketing & Communications

Ginna Webster Treasurer

Jonathan Eadie Director

Committees: Governance, Finance Audit & Risk Management

Committees: Person Centred Policy Review Jennifer Lee Deputy Chairman

Committees: Governance, Finance Audit & Risk Management, Marketing & Communications

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Sarah Patterson Director

Committees: Finance Audit & Risk Management

Sue Leitch Director

Committees: Governance, Person Centred Policy Review, Marketing & Communications

Todd Hitchins Director

Committees: Finance Audit & Risk Management

Liz Brown Director (joined june 2013)

Geoff Harper (Resigned 29/10/2012) Director

Acknowledgement of Committee Members Person Centred Policy Review Committee: Karen Keogh, Mary Keller, Sally Giblin and Brian Brain (resigned June 2013) 21


MANAGEMENT REPORTS Individual Support A range of programs and processes are in place to ensure the people Veranto support have their concerns heard and acted upon. These include the Visiting Advocate Program, a commitment to plain English documentation and promotion of the principles of Person Centred Thinking (PCT). The Visiting Advocate Program ensures individuals have ease of access to an advocate and action is taken on unresolved issues. Advocates visited sites on a quarterly basis, with follow up visits and action as necessary. Within 48 hours of each visit advocates provided a report detailing the outcomes of the visit and identifying any issues or concerns. Quarterly reports of activities and findings were also provided.

As the Coordinator of Individual Support my role is to provide the people we support with opportunities to raise issues and to ensure delivery of services are informed by individuals’ feedback. I work across all sites, taking the opportunity to visit each site twice a month. Regular resident meetings, thorough compliments and complaints processes and individual catch-ups are just some of the ways to ensure individuals’ voices are heard and improve quality of service. A large number of our Quality Assurance policy documents now have plain English and easy English versions to enable accessible communication to everyone in the organisation. A key focus is on policies that directly affect people we support.

Another focus of my role is to implement and promote the principles of PCT, and help embed it throughout the organisation. Veranto has engaged Paradigm to Empowerment to assist Veranto staff to become trainers in PCT training. Ian Hopkins, Sonya Fisher, Anthony Ozols and I are now trained to deliver this training. The aim is for all employees to be trained so that PCT becomes a natural way of providing services. Personal Planning is also a key part of PCT. I attend on average four personal plans a month across the organisation. Every individual we support has an opportunity for a Personal Plan every six months, or sooner if required. Natalie Rose Co-ordinator – Individual Support

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Workplace Giving The Veranto workforce is made up of many generous and caring people. Proof of this is the fact that some 28% of employees make regular monetary contributions to Veranto projects through the Government’s Workplace Giving tax benefit scheme. The number of Veranto employees making regular contributions is far in excess of the national average of 8%. After nearly six years of participating in Workplace Giving Veranto’s employees have donated $36,000. Some $12,500 has been spent on projects directly

benefiting particular people or sites. Currently 40 employees contribute to the Workplace Giving fund with 10 new employees signing up so far this year. Projects funded have included: • Gardening/Landscaping at Alicia Road; • Gardening/Landscaping and outdoor setting for Veranto Seniors Lifestyle Options; • Household set up for Sylvan Court; • Household goods for Burwood Drive;

• Clothes for an individual; • Holidays for three individuals, two with life limiting illnesses; and • Bedroom furniture and clothes for an individual. Anybody can join the Veranto Workplace Giving fund, including employees of other organisations where the Workplace Giving facility is available. For further information email us at admin@veranto.org. Ian Hopkins Manager – Projects & IT

Operations We responded to a great number of challenges and intense change during the year. I am justifiably proud of our staff for their contributions and service delivery during the year. There were many areas of exceptional performance. We have continued to work well with Gateway Services, the Department of Health and Human Services, doctors, families and other services to provide support, guidance and on some occasions, material assistance to the people we support. While the overall level of support and the effort employed is reassuring and impressive, with budgetary pressures the number of support hours has continued to fall in some areas. Continued growth in both the number of staff members and the number of people we support is due to the quality of our service.

We have challenged all staff to adopt the philosophy of person centred thinking and for this to be second nature in the way we support our people. We have given staff the training and the tools to reach this goal. Why are we so interested in person centred thinking? Because personcentered planning and thinking process is a core component of quality service delivery. It is a process-oriented approach to empower people. It focuses on the strengths and interests of an individual, as well as their needs. Ultimately it puts the person in charge of defining the direction for their lives, not on the systems that may or may not be available to serve them.

As this will be my last year with Veranto I would like to thank everyone for their support over the years, I am quite confident that the company will grow and remain a leader in the field. Roy Archer Operations Manager

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Human Resources The last year was an interesting and fulfilling one for Human Resources. We improved our performance management system by adding action plans and conducting bi-monthly faceto-face reviews. We now have a robust and thorough Performance Management system to encourage all employees to reach their full potential. Recruitment and retention has not differed very much from last year. We have not faced problems recruiting suitable staff. Around 60% of our staff have formal qualifications or are working towards achieving a qualification. Training remains a key area of focus for Veranto with the following compulsory or elective training being offered to staff over the year: • Person Centred Thinking • PART (Predict, Assess and Respond to Aggressive/ Assaultive Behaviour) • Mental Health First Aid • Dementia • Dysphagia • Positive Approaches to Behaviours of Concern • Working with Families • Dealing with Difficult People • Pain Management & Palliative Care • Hydration, Nutrition & Bowel Management

• Workplace Bullying & Harassment • Non-Verbal Communication • The Keyworker Role • Document Writing • IABA (Applied Behaviour Analysis) • Fire Training • Manutention • Promoting Sleep • Advocacy • Skin Integrity & Continence • First Aid • Food Safety & Infection Control • Healthy Body Systems & Administration of Medication.

Our Employee Representative Group met regularly throughout the year and had input into several new policies. We hope to attract more staff to join this group. It is a great platform for staff to have a say and be involved in the delivery of services. ERG Committee Members: Karin Mucci – Lodge Caitlin Jenkins – Domestics Sonya Fisher – Sunlea Leonie Williams – VSLO Nick Linturn – ABI Tina Chandler – Firthside Craig McCarthy – Burwood Sue Glover – Alicia Maxine Stewart – Pottery Jennifer Pritchett – Sylvan Our congratulations to those staff Angela Farrell – Nolan members who earned certificates Valda Izbicki – Admin and diplomas in the last year. Human Resources has had quite a Several staff members also few celebrations this year, with five attended workshops, seminars of our staff welcoming their new and conferences including the babies. True Colours Conference on Autism Milestones have also been in Adelaide and the Australian celebrated over the year with Human Resources Institute World two staff members reaching 20 Convention in Melbourne. Many staff members have also completed years of service, one staff member re-certification training throughout reaching 15 years of service and another two staff reaching their the year. 10th years of service. Of course we We believe comprehensive training also celebrated our CEO’s 25th year is crucial to enable and assist our with this wonderful organisation. staff to deliver a quality service Finally, HR launched its newsletter to the people we support. Veranto this year which the staff named entered the Employer of Choice Awards held last year. Although we HR Puff n’ Stuff. It is a bi-monthly newsletter and not too serious. did not gain Employer of Choice, we did earn a Highly Commended award. Kathy Tauber Manager – Human Resources and QA

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Health & Safety The Work Health and Safety Act (2012) took effect on 1 January 2013 and a presentation on its implications was given to all employees, managers and Board members. Work began on reviewing Veranto’s Health and Safety Management System to ensure it complies with the new Act and on merging health and safety policies into the Quality Assurance system.

Accident and incident data showed a significant increase in the number of falls recorded, primarily due to decreasing mobility skills with the increasing age of the people we support.

Health and Safety Committee Members: Kelly Nichols (Oakdale Lodge), Kerrilyn Parker (Oakdale Lodge), Catherine Plunkett (ILU), Ann Burns (VSLO), Ray Chandler (Sylvan), Fiona McRae (Burwood), Tina Chandler (Firthside\Management), Ian Hopkins (Manager Projects and IT) and Paul Byrne (CEO). Ian Hopkins Manager Projects & IT

Information Systems All 146 Veranto employees have individual access to the IT system with a personal Veranto email address allowing a high level of privacy and a professional approach to communication. The system currently operates with two servers which support all our 40 computers. It’s a very stable IT system with no major system disruptions occurring in the last year. Most minor issues were addressed promptly. Microsoft Lync, a corporate computer communications system was introduced in the middle of 2012 to make communication between sites more cost effective. Veranto switched its Internet Service Provider from Internode to Telstra due to service level difficulties with Internode. New iPads were purchased for Board members with their existing iPads passed on to some of the

management team. This allows the management team to become familiar with tablet technology as it becomes increasingly widely used. An increasing number of people Veranto supports are also using iPads and this requires an increase in staff knowledge. As we work towards ensuring we are ‘business ready’ for the introduction of the DisabilityCare Australia funding model we are researching replacement business systems software. We have looked at a large number of options and have identified a preferred option for further examination. It is hoped that the new system will be rolled out in two stages with the first commencing late in 2013 and the full system coming into operation at the beginning of the next financial year.

We also purchased Microsoft Office 2013 through Connecting Up which is a discount software provider for not-for-profit organisations. VOIP (Voice Over Internet Telephony) is to be considered when the National Broadband Network is rolled out as a way of decreasing telephone costs. Veranto increased its social media presence ahead of the introduction of DisabilityCare Australia. The aim is to better market ourselves to the increasing number of people who use social media to gain information. Veranto has a Facebook page, Twitter account and a YouTube channel. Ian Hopkins Manager Projects & IT

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ACORN BRANCH REPORT t gives me great pleasure to Ireport present this, the 31st annual of the Acorn Branch, Veranto. The need to recruit new members is still our main concern. The club was very pleased to welcome Penny Bacon as a new member. Sadly we farewelled long time resident, Charles Mitchell, ex member Claire Woods and George Rowbottom (husband of past member, Jean,) and Oakdale Father Christmas for many years. We have once more had a very successful year of fund raising. Our first extremely popular event was a high tea. We held a wonderful Christmas morning tea with our famous

cast of club members and friends presenting our Aussie version of ‘The Night before Christmas’. A ‘Music while you Munch’ BBQ was invaded by gnomes of every shape and size. A tribute to all mothers was the theme for a very successful winter morning tea. Thank you Deb Byrne for coordinating the fashion parade, and also to the models who so kindly volunteered their services. The Caring Quilters gave us several beautiful quilts, some of which we have given to the residents and others have been raffled or sold. $5000 towards the cost of air conditioners was donated to the lodge. A casserole lunch at the Lodge was enjoyed by all who attended.

We continued our highly anticipated Christmas party and once again our thanks go to Margaret Roberts for buying the gifts for all the residents. The highlight of the year was the celebration of Paul’s 25 years of service to Oakdale/Veranto. The residents’ emotive and memorable presentation could not have been bettered and was an indication of how we all feel about our CEO. We were all thrilled when the Clarence Council renamed the road up to the Lodge, Acorn Drive, as acknowledgement of the Acorn Club’s commitment over many years.

Office Bearers President: Gwen Kingston Vice President: Joan Leverett Secretary: Maureen McDonald Treasurer: Marilyn Pinkard

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My heartfelt thanks go to all members for their support during the past year. A special mention must be made of Maureen McDonald, Marilyn Pinkard, Margaret Roberts, Joan Leverett and Maria Noble for the extra work loads that they have assumed. A special word of gratitude to Valda Izbicki for everything that she does to make my job easier. Thank you Valda. Last but not least, thank you residents for allowing us into your lives and home. Gwen Kingston President

Back row (L–R): Maria Noble , Joan Leverett, Barbara Tait, Jill Cooley, Mary Donaldson Front row (L–R): Margaret Roberts, Gwen Kingston , Maureen McDonald , Marilyn Pinkard

Office Bearers President: Gwen Kingston Vice President: Joan Leverett Secretary: Maureen McDonald Treasurer: Marilyn Pinkard

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treasurer’s report am pleased to deliver the Treasurer’s Report, which covers the Isituation Company’s activities for 2012/13 and outlines the predicted financial for the financial year 2013/14.

Financial Year 2011/12 The final Statement of Comprehensive Income for 2012/13, shown with the 2011/12 comparison, is incorporated in the Auditor’s Report. For those who prefer a more detailed overview, I refer you to this Report, which is incorporated in the Annual Report. I am pleased to report a positive change in our financial position over the last 12 months. In 2011/12 we experienced a loss of $182,069 whereas this year we have a surplus of $269,315. There was also a net gain of $119,534 on the revaluation of land and buildings. Therefore the total comprehensive income for the year is $388,849.

However, it is important to explain the $269,135 surplus in the context of Veranto’s activities for the last financial year. The operating profit is actually $45,000, largely due to only 10 months’ workers’ compensation insurance ($26.5k) and no Keyman insurance ($13.4k). This results from a change in our accounting methods. These matters have both been covered in Finance Audit & Risk Management Committee (FA&RM) notes and account for $39.9k of the operating profit. We received donations of $164k and $38k interest on our investments which do not form part of our operating income. In addition, we received the grant for the bus for $67.8k which is on our Profit &

Loss as non-operating income. This will be expended in the 2013/14 financial year, but as a capital item. In terms of cash at hand, the Balance Sheet showed a total of $1,003,741 in the bank at the end of June 2013. This included provisional sums, funds for wages due early in the 2013/14 financial year and funds for the purchase of an accessible bus. Due to the uncertainty created around funding last financial year, there was a need to reduce any unnecessary spending and the main area of focus was in relation to consumables, etc. All Veranto staff are to be commended for their vigilance in this area which resulted in an underspend of $30.9k for 2012/13.

Projected Financial Position 2013/14 The 2013/14 budget was provisionally endorsed by the Board on 15 July 2013. Projected Operating Income for 2013/14 is $8.055M with government grants of $7.125M representing our biggest income percentage. Projected Operating Expenditure for 2013/14 is $8.358M with wages anticipated to be 82.45% of our expenditure at $6.891M.

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The Board’s provisional endorsement was due to a projected deficit of $302,700 and includes provision of $120,000 for a software upgrade, full year salary allocation for both Operations Manager and Deputy Operations Manager positions, full annual leave coverage and full replacement requirements for motor vehicles, whereas only the two buses will require replacement in 2013/14.

It is noted that the projected budget also reflects the need to allocate even very minor costs extremely accurately due to the implementation in the future of the DCA. Therefore, the projected deficit is a ‘worse case scenario’, which, although realistic, is expected to improve.


I can advise that there are sufficient funds in reserve ($713.8K) to cover the projected deficit; the majority of these funds have been allocated for capital works.

After protracted negotiations and discussions with DHHS, it was quite a relief to receive funding of $339,000 to cover the deficit for the Lodge. The delay in the receipt of this funding was of concern to the Board, the Finance, Audit and Risk Management Committee and senior management of Veranto.

However, negotiations are ongoing for funding to cover ongoing increasing costs and meeting changing support needs, including the introduction of the ‘wake shift’ for the Lodge.

New Terms of Reference for FA&RM Committee In accordance with my recommendation in last year’s annual report, the scope and terms of reference for the old Finance Committee have undergone a

significant transformation to encompass the elements of audit and risk management. The effect of this change is a more strategic approach for the FA&RM

Committee that focuses on the finance areas of the Business Plan and allows time for sufficient consideration of risk management.

The first process will have commenced by the time of the Annual General Meeting. (b) Secondly, a recommendation related to the calculation of LSL provisions with BDO recommending Veranto use the probability method rather than using the full cost of LSL from year one. Veranto and BDO have reviewed both methodologies and there is little difference between the two methods of calculation. The Auditor has agreed that our process is appropriate and in the short term, Veranto will monitor the LSL provisions using both methods with a view to staying with the full cost approach.

(c) Finally, the Auditor recommended that regular property valuations be undertaken with the last valuation occurring in 2007. As a result, the FA&RM Committee developed a policy that was endorsed by the Board to implement regular property valuations every 3 years. Valuations have since been completed on all properties.

Auditor Recommendations In February 2013, the Board met with our Auditor Craig Stephens from BDO. There were a number of issues arising from the last audit that required further discussion in the FA&RM Committee meeting. Whilst it was pleasing to note that there were no specific weaknesses with regard to our financial controls and no specific areas of concern, there were three key issues that stood out for the FA&RM Committee. (a) Firstly, the Auditor suggested that an internal audit process was worth considering and whilst this would be an additional cost it would identify any specific areas of concern particularly around the higher risk areas of payroll, purchase procedures and client funds.

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Additional positions In June 2013, we welcomed Simone Hart to the FA&RM Committee in her new role as Veranto Accountant in a job-sharing arrangement with Sue O’Brien. The addition of Simone’s position recognises the requirements of the position and

ensure that Veranto dedicates sufficient resources to this area. I am sure Sue is also pleased to have some additional support in her role. A long held goal for Veranto has been the addition of a Deputy

Operations Manager position, which I am happy to say, has recently been filled by Nicole Cumine. This is an essential position and I am pleased that we have been able to make room for it in the budget.

This is my last year as Treasurer as I have always believed that for the sake of good governance such positions should be time limited. The FA&RM Committee has undertaken a strong succession process and we will continue to work towards a more strategic program as well as focusing on the key elements of sound financial management. I wish the incoming Treasurer and other members of the FA&RM Committee all the best in the future and extend any support I can provide. As in previous years, I would like to sincerely thank Sue O’Brien for her continued dedication, professionalism and her timely and relevant advice to myself and the FA&RM Committee and the Board. Early indications are that certainly Simone will be an excellent addition to the team and I thank her for her work to date on the Committee.

For the last three years, Paul has consistently demonstrated strong financial leadership skills for which I as Treasurer am extremely grateful. He has been extremely easy to work with and he has been very patient when other priorities have unavoidably intervened. I would also like to thank Alison Hall for the excellent executive support she has provided over the last 2 years. And finally, a big thank you to the other members of the Finance Audit & Risk Management Committee - Anne-Marie Stranger, Jennifer Lee, Sarah Patterson and more recently Todd Hitchins for their continued hard work and commitment.

Looking towards the future I am pleased that our budget situation this financial year is vastly improved from the previous year but as explained earlier, the surplus is quite misleading and we must be careful not to allow this to create a false sense of security. We still haven’t achieved our aim of diversification and really addressed the issue of long term financial security. This must be the aim of the incoming Board and over time the FA&RM Committee should focus more on strategic issues and identification of opportunities and risks. The ongoing funding issue with DHHS must be resolved soon as all current Board members are rightly nervous about the lack of certainty around funding for the Lodge. This is a matter that will most likely have to be taken up by the incoming Chair and Treasurer together with the CEO.

30

Ginna Webster Treasurer


quality assurance eranto undertakes two internal Quality Assurance (QA) audits V and one external surveillance audit each year to ensure consistency, reliability, accountability and external validation of service quality. A re-certification audit is conducted every three years with the next one due in June 2014. The audits focus on different areas each time, but always include management commitment, quality policy & objectives, management review and client focus. The Quality Management System is certified under ISO:9001.

Internal audits are focussed on areas that we want to monitor or as a follow up from the external audit. Veranto has been certified for 12 years now and in that time a robust system has been established to underpin everything we do. The system itself covers policies, procedures, work instructions and forms. This means that almost every document we use is controlled.

Our QA system is accessed through our Intranet, so is available to staff at all times. It also ensures that the current versions of all documents and forms are used. Kathy Tauber Manager – HR & QA

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VALE Marylyn Geeves who was one of the ‘originals’ at Oakdale Lodge, having moved in at the time the facility opened way back in 1970, was also one of the true characters of the Lodge and will be fondly remembered for her sometimes wicked sense of humour and a particularly engaging irreverence that never left us guessing what she was thinking. Fred Goninon served on the Board for ten years from 1992. I had the honour of speaking at Fred’s funeral to enlighten those who may not have known of the significant contribution Fred made during his term as a Director. Notably, a theme that emerged from several speakers was that many did not know of all of Fred’s commitments and achievements – even his family only recently discovered the extent of just how committed to serving his community Fred really was. Fred was an initiator, prompting and encouraging change to this organisation to ensure contemporary business practices were engaged in maturing our business practices.

32

In some areas of our community, the term icon is perhaps too readily attributed but most definitely not when describing Norma Pecats. Norma was a true icon for her fifty years of support for Tasmanians living with a disability and for her endless friendship and tireless support of Veranto. Norma’s CV is one of the most comprehensive in the history of this organisation and its affiliates through the former RCWA. Norma brought a keen mind, a great sense of humour, a desire to make things better and a critical editorial eye to every role she accepted (I still can’t use the word ‘which’ without thinking of Norma and trying to re-write the sentence). The Veranto community has recently said farewell to Betty Rayner, mother of client Ian and n&m editor Graeme. Betty and her late husband Bill were great supporters of Yalambee and thereafter of Oakdale and both were involved in committees and support groups over many years. Betty passed away on October 31st, aged 93, after a short illness and her funeral was attended by family

and friends, including members of the Veranto community. Betty will be missed by all who knew her. Simon Holmes passed away peacefully on Thursday 8th November a week and a half after his 18th birthday, surrounded by his loving family, his favourite teacher and Angela. Simon had a wicked sense of humour and will be greatly missed by everyone who knew him. Helen Hoori, Matt’s mother, passed away in RHH after a long illness on the 23rd October. Matt is an only child and will miss her greatly, as will everyone who knew her including the staff at Burwood Drive. The funeral was held on the 31st October and attended by family, friends and staff from Veranto. Helen would have been so proud of Matt that day for the way he carried himself and the beautiful tribute he paid to her, written in his own words. Paul Byrne Chief Executive


Veranto Financial Report ABN 72 867 597 283

For the Year Ended 30 June 2013 Directors’ Report.........................................................................................................34 Directors’ Declaration................................................................................................38 Statement of Profit or Loss and Other Comprehensive Income...................39 Statement of Financial Position...............................................................................40 Statement of Changes in Equity .............................................................................41 Statement of Cash Flows..........................................................................................42 Notes to the Financial Statements..........................................................................43 Auditor’s Independence Declaration.....................................................................58 Independent Audit Report.........................................................................................59

33


Directors’ Report 30 June 2013 Your directors present this report on the Company for the financial year ended 30 June 2013.

1. General information

2. Business review

Directors

a. Principal Activities

The names of each person who has been a director during the year and to the date of this report are: Names Appointed/Resigned Anne-Marie Stranger Appointed 18/12/2006 Appointed 1/1/2009 Jonathan Eadie Arthur Jones Appointed 21/3/2005 Appointed 1/1/2009 Ginna Webster Jennifer Lee Appointed 1/1/2009 Susan Leitch Appointed 23/11/2009 Appointed 20/9/2010 Sarah Patterson Todd Hitchins Appointed 5/2/2013 Elizabeth Brown Appointed 4/6/2013 Resigned 29/10/2012 Geoff Harper Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

The principal activities of Veranto during the financial year were to provide accommodation and services for people with disabilities. No significant change in the nature of these activities occurred during the year. The Principles of Veranto are: • Innovation We will: • Seek opportunities and challenges • Be creative and adaptable • Integrity We will: • Uphold ethical practice • Be honest, transparent and accountable • Respect We will: • Value each person as an Individual • Actively listen • Quality We will: • Be person centred • Achieve excellence through best practice

The Company’s long-term objectives are to: • Be a sustainable business • Be person centred • Be a reputable brand • Achieve excellence in governance, leadership and process

34


Directors’ Report 30 June 2013

2. Business review (continued) a. Principal Activities (continued)

b. Operating Results

To achieve these objectives, the Company has adopted the following strategies: • Business sustainability has been a clear point of focus for both the Board and senior management, throughout the period. Implementation of Unit Pricing by the Department of Health & Human Services (DHHS) has adjusted some funded areas however, the application by DHHS of an appropriate funding methodology to our large residential facility, Oakdale Lodge, has been a protracted process. Additional funding was received during the reporting period to meet the 2011/12 deficit, yet the balance of funding required to provide residents of the Lodge with an equitable level of support, as identified in the Business Case submitted to DHHS in April 2011, is yet to be realised. The Board and senior management continue to advocate strongly, for these essential resources.

The surplus for Veranto amounted to $269,315. (2012: $182,069 deficit)

• Veranto has continued to adopt Person Centred Thinking (PCT) embracing the principles of PCT throughout the organisation. Four senior staff are accredited trainers and all staff will have completed the training by the end of 2013. More than 50% of staff had completed the training by 30th June 2013

e. Auditors Independence Declaration

c. After Balance Date Events No matters or circumstances have arisen since the end of the financial year which significantly affected or may significantly affect the operations of Veranto, the results of those operations or the state of affairs of Veranto in future financial years. d. 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 2013 the number of members was 38. (2012: 52)

A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 is set out at page 58.

• The proposed merger between Veranto and Optia, noted in the last report did not proceed as previously outlined to members and other stakeholders. Veranto continues to seek opportunities to build relationships with allied organisations to strengthen services and business systems. • The development of a one year Strategic Plan for 2013 was a conscious decision to reflect the dynamic environment in which we are now operating. While the roll-out of DisabilityCare Australia (DCA) is outside of the reporting period, preparation for the implementation of the DCA commenced with the development of the Strategic Plan in February 2013 and is continuing as we look at new systems and services in readiness for the full implementation of DCA. 35


Directors’ Report 30 June 2013

3. Director Information a. Information on Directors Name Position ANNE-MARIE STRANGER Director (Chairperson)

JENNIFER LEE

Director (Deputy Chairperson)

ARTHUR JONES

GEOFFREY HARPER

Director (Secretary) Director (Treasurer) Director

JONATHAN EADIE

Director

SUSAN LEITCH

Director

SARAH PATTERSON

Director

TODD HITCHINS

Director

ELIZABETH BROWN

Director

GINNA WEBSTER

36

Qualifications/Experience M PH, MB BSc (Hons), B Bus (HA), Dip PM, Dip ADR, Dip FDR, Cert Mediation, GAICD Executive & Senior Management roles in the Public Health Sector. Executive Manager – Tasmanian Public Service. BA (Hons), Masters of Public Administration Assistant Director – Department of Justice – Tasmanian Public Service. Senior Consultant – Social Sustainability – GHD. Program Manager – Tasmanian Public Service. Senior Management – Health Administration. Manager – Tasmanian Public Service. Director – Tasmanian Public Service. Diploma of Business Management Commonwealth Public Servant. Small Business Owner Diploma of Management Sales and Marketing Executive - Print Media. B Pharm, MAICD CEO, COTA (Council on the Ageing) Tasmania Consultant Pharmacist for the Pharmacy Guild of Australia – Tasmanian Branch. Acting Director of the Pharmacy Guild of Australia – Northern Territory Branch. Acting Director of the Pharmacy Guild of Australia - ACT Branch. Bachelor of Law and Arts, Graduate Diploma in Legal Practice Team Leader – Dept. of Treasury and Finance. Policy Analyst – Dept of Premier and Cabinet. Bachelor of Commerce with majors in Marketing and International Business. Team Manager Hays Specialist Recruitment. Business Banking Bachelor of Applied Science (Nursing) and Graduate Diploma in Organisational Development and Training, GAICD Senior Management roles including education in Hospitals.


Directors’ Report 30 June 2013

3. Director Information (continued) b. Meetings of Directors During the financial year, 14 meetings of directors and 20 sub-committees meetings were held. Attendances by each director during the year were as follows: BOARD MEETINGS Eligible to attend 14 14 14 14 14

Director Anne-Marie Stranger Jennifer Lee Arthur Jones Ginna Webster Jonathan Eadie

Number attended 10 14 8 12 12

Director Susan Leitch Sarah Patterson Todd Hitchins Elizabeth Brown Geoff Harper

Eligible to attend 14 14 5 1 5

Number attended 11 11 4 1 4

FINANCE, AUDIT & MARKETING & CLIENT POLICY RISK MANAGEMENT COMMUNICATIONS COMMITTEE COMMITTEE COMMITTEE Eligible to Number Eligible to Number Eligible to Number Eligible Number attend attended attend attended attend attended to attend attended GOVERNANCE COMMITTEE

Director Anne-Marie Stranger Jennifer Lee Arthur Jones Ginna Webster Jonathan Eadie Sue Leitch Sarah Patterson Todd Hitchins Elizabeth Brown Geoffrey Harper

2

1

11

6

3

1

2

2

8

8

3

3

2

2

2

2

11 11 2

4

1

4 4

3 3

11 7 2

3 3

2 3

1

1

Signed in accordance with a resolution of the Board of Directors.

Anne-Marie Stranger Jennifer Lee Chairman Director Dated this 19th day of August 2013 37


Directors’ Declaration 30 June 2013

The directors’ of the Company declare that in the directors’ opinion:

a. There are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable; and b. The attached financial statements and notes thereto are in accordance with the Corporations Act 2001, including compliance with accounting standards and giving a true and fair view of the financial position as at 30 June 2013 and the performance for the year ended on that date of the Company. Signed in accordance with a resolution of the directors made pursuant to s.295 (5) of the Corporations Act 2001. On behalf of the directors

Anne-Marie Stranger Jennifer Lee Chairman Director Dated this 19th day of August 2013

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Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 30 June 2013

2013 $

2012 $

7,848,198 117,148 (6,389,760) (244,611) (154,813) (12,799) (894,048) 269,315

6,961,607 126,104 (5,915,905) (265,037) (162,221) (18,780) (907,838) (182,069)

Surplus after income tax expense for the year attributable to the members of Veranto

269,315

(182,069)

Other comprehensive income for the year Items that will not be reclassified to profit or loss: Net gain on the revaluation of land and buildings

119,534

Items that will be reclassified to profit or loss: Net gain on the revaluation of available-for-sale financial assets

Other comprehensive income for the year, net of tax

388,849

(182,069)

Revenue Other revenue Employee costs Depreciation, amortisation and impairments Household expenses Finance costs Other expenses Surplus before income tax expense Income tax expense

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

Note 9 9

11

Notes to the financial statements are on pages 43 to 57.

39


Statement of Financial Position As at 30 June 2013

Note ASSETS Current assets Cash and cash equivalents Trade and other receivables

Total non-current assets TOTAL ASSETS LIABILITIES Current liabilities Trade and other payables Borrowings Provisions

1,956,832 133,840 2,090,672

1,308,825 12,936 1,321,761

5

3,138,230 3,138,230

3,081,866 3,081,866

5,228,902

4,403,627

6 7 8

621,096 98,867 567,961 1,287,924

248,893 104,948 485,246 839,087

7 8

81,453 210,655 292,108

91,368 213,151 304,519

1,580,032

1,143,606

3,648,870

3,260,021

3,529,336 119,534 3,648,870

3,260,021

Total current liabilities Non-current liabilities Borrowings Provisions Total non-current liabilities TOTAL LIABILITIES NET ASSETS EQUITY Retained Earnings Asset Revaluation Reserve TOTAL EQUITY Notes to the financial statements are on pages 43 to 57.

40

2012 $

3 4

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

2013 $

14 14

3,260,021


Statement of Changes in Equity For the Year Ended 30 June 2013

Retained Earnings $ Balance at 1 July 2011

Asset Revaluation Reserve $

Total $

3,442,090

3,442,090

(182,069)

(182,040)

Other comprehensive income for the year

Total comprehensive income for the year

(182,069)

(182,069)

3,260,021

3,260,021

269,315

269,315

119,534

119,534

269,315

119,534

388,847

3,529,336

119,534

3,648,870

Surplus after income tax expense for the year

Balance at 30 June 2012

Surplus after income tax expense for the year Other comprehensive income for the year Total comprehensive income for the year Balance at 30 June 2013

Notes to the financial statements are on pages 43 to 57.

41


Statement of Cash Flows For the Year Ended 30 June 2013

2013 $

2012 $

847,230 (6,849,851) 6,769,374 117,148 883,901

941,309 (6,823,742) 6,035,166 126,104 278,837

Net cash (used in)/generated from investing activities

222,228 (442,126) (219,898)

600 (190,912) (190,312)

Cash flows from financing activities: Proceeds from borrowings Repayment of borrowings Net cash (used in)/generated from financing activities

92,605 (108,601) (15,996)

65,551 (103,036) (37,485)

Net increase in cash held and cash equivalents held Cash and cash equivalents at beginning of financial year Cash and cash equivalents at end of financial year

648,007 1,308,825 1,956,832

51,040 1,257,785 1,308,825

Note Cash flows from operating activities: Receipts from customers and rendering of services Payments to suppliers and employees Operating grant receipts Interest received Net cash (used in)/generated from operating activities Cash flows from investing activities: Proceeds from sale of Property, Plant and Equipment Payment for Property, Plant and Equipment

Notes to the financial statements are on pages 43 to 57.

42

3


Notes to the Financial Statements For the Year Ended 30 June 2013

The financial report is for Veranto as an individual Company, incorporated and domiciled in Australia. Veranto is a company limited by guarantee.

1. Statement of Significant Accounting Policies General information The financial statements of Veranto for the year ended 30 June 2013 were authorised for issue in accordance with a resolution of the directors on 19 August 2013 and covers Veranto as an individual entity as required by the Corporations Act 2001. Veranto is a not-for-profit entity for the purpose of preparing these financial statements. The financial statements are presented in Australian dollars.

Basis of Preparation The financial statements are general purpose financial statements which have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements, other authoritative pronouncements of the Australian Accounting Standards Board and the Corporations Act 2001. The directors have determined that Veranto is permitted to apply the Tier 2 reporting requirements (Australian Accounting Standards – Reduced Disclosure Requirements) as set out in AASB 1053 Application of Tiers of Australian Accounting Standards because it is a not-forprofit private sector entity. As such, the directors have early adopted AASB 2010-2 Amendments to Australian Accounting Standards Arising from Reduced Disclosure Requirements from 1 July 2012. AASB 2010-2 only mandatorily applies to annual reporting periods commencing on or after 1 July 2013. The early adoption of AASB 2010-2 has had no impact on amounts recognised in the financial

statements and related notes because it merely requires less disclosures for these general purpose financial statements, which have been prepared using Australian Accounting Standards - Reduced Disclosure Requirements, than if these financial statements were prepared using Australian Accounting Standards. 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. The accounting policies have been consistently applied, unless otherwise stated.

Critical Accounting Estimates The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company’s accounting policies. 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 2.

New, revised or amending Accounting Standards and Interpretations adopted The Company has adopted all of the new, revised or amending Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) that are mandatory for the current reporting period. The Company does not anticipate early adoption of any of the above Australian Accounting Standards.

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

1. Statement of Significant Accounting Policies (continued) Any significant impact on the accounting policies of the company from the adoption of these Accounting Standards and Interpretations are disclosed below. The adoption of these Accounting Standards and Interpretations did not have any significant impact on the financial performance or position of the company. The following Accounting Standards and Interpretations are most relevant to the company: AASB 2011-9 Amendments to Australian Accounting Standards - Presentation of Items of Other Comprehensive Income The company has applied AASB 2011-9 amendments from 1 July 2012. The amendments requires grouping together of items within other comprehensive income on the basis of whether they will eventually be ‘recycled’ to the profit or loss (reclassification adjustments). The change provides clarity about the nature of items presented as other comprehensive income and the related tax presentation. The amendments also introduced the term ‘Statement of profit or loss and other comprehensive income’ clarifying that there are two discrete sections, the profit or loss section (or separate statement of profit or loss) and other comprehensive income section.

a. Comparative Figures Where required by Accounting Standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year. When the Company applies an accounting policy retrospectively, makes a retrospective restatement or reclassifies items in its financial statements, a statement of financial position as at the beginning of the earliest comparative period must be disclosed.

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b. Property, Plant and Equipment Each class of property, plant and equipment is carried at cost or fair value as indicated, less, where applicable, any accumulated depreciation and any impairment losses.

Property 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). 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 revaluation surplus in equity. Revaluation decreases that offset previous increases of the same class of assets shall be recognised in other comprehensive income under the heading of revaluation surplus. All other decreases are charged to the statement of profit or loss and other comprehensive income. Any accumulated depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset.

Plant and equipment and motor vehicles Plant and equipment is measured on the cost basis less depreciation and impairment losses. The carrying amount of plant and equipment is reviewed annually by directors for indications of impairment. If any such indications exist, an impairment test is carried out, and any impairment losses on the assets recognised.


The cost of fixed assets constructed within the economic Company includes the cost of materials, direct labour, borrowing costs and an appropriate proportion of fixed and variable overheads. 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 group and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the statement of profit or loss and other comprehensive income during the financial period in which they are incurred.

Depreciation The depreciable amount of all fixed assets including buildings and capitalised lease assets, but excluding land, is depreciated on a straightline 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. Property 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 restoration, rehabilitation and decommissioning costs.

The depreciation rates used for each class of depreciable assets are: Class of Fixed Asset Buildings Furniture, fixtures and fittings Motor vehicles

Depreciation Rate 2% 13–33% 15%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance date. Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains and losses are included in the statement of profit or loss and other comprehensive income. When revalued assets are sold, amounts included in the revaluation reserve relating to that asset are transferred back to the statement of profit or loss and other comprehensive income 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 higher of 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 revaluation reserve relates to that asset.

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

1. Statement of Significant Accounting Policies (continued) c. Impairment (continued) In assessing value in use, the estimated future cash flows are discounted to their present value using a pretax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted. Where it is not possible to estimate the recoverable amount of an individual asset, the Company estimates the recoverable amount of the cashgenerating unit to which the asset belongs. 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. Financial Instruments Issued by the Company Financial assets and financial liabilities are recognised on the Company’s statement of financial position when the Company becomes a party to the contractual provisions of the instrument.

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Trade Receivables Trade receivables are measured at initial recognition at fair value, and are subsequently measured at amortised cost using the effective interest rate method. 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. Cash and Cash Equivalents Cash and cash equivalents comprise cash on hand and demand deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value. 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.

e. Cash and Cash Equivalents Cash and cash equivalents include cash on hand, and demand deposits. Cash equivalents are shortterm, 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.


f. Employee Benefits Wages and salaries and annual leave Liabilities for wages and salaries, including nonmonetary benefits, and annual 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. Long service leave The liability for long service leave is recognised in current and non-current liabilities, depending on the unconditional right to defer settlement of the liability for at least 12 months after the reporting date. 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 using the projected unit credit method. 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 national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

g. 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.

h. 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.

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

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

1. Statement of Significant Accounting Policies (continued) i. Revenue (continued) Other revenue Other revenue is recognised when it is received or when the right to receive payment is established.

j. 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 to entities in 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 the statement of profit or loss and other comprehensive income 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 the statement of profit or loss and other comprehensive income 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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k. 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.

l. 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.


2. Critical judgments 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 other than goodwill and other indefinite life intangible assets The company assesses impairment of non-financial assets other than goodwill and other indefinite life intangible 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 or value-in-use calculations, which incorporate a number of key estimates and assumptions. Long service leave provision As discussed in note 1, the liability for long service leave is 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.

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

3. Cash and Cash Equivalents

Cash at bank Petty cash Short-term bank deposits

2013 $

2012 $

1,003,741 2,500 950,591 1,956,832

504,310 2,500 802,015 1,308,825

2013 $

2012 $

4. Trade and Other Receivables Current Trade receivables (i) Allowance for doubtful debts

Other receivables Prepayments and other assets

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115,667 –

9,334 –

18,173 133,840

3,602 12,936


5. Property, Plant & Equipment 2013 $ Land and buildings At valuation (2007) At valuation (2012) Additions – at cost Less accumulated depreciation Total land and buildings

2012 $

– 2,535,000 16,331 (65,521) 2,485,810

2,503,000 – 825,509 (902,382) 2,426,127

11,687

9,952

Furniture, fixtures & fittings At cost Less accumulated depreciation Total plant and equipment

526,826 (384,784) 142,042

481,381 (306,016) 175,365

Motor vehicles At cost Less accumulated depreciation Total motor vehicles

754,979 (256,288) 498,691

739,648 (269,226) 470,422

3,138,230

3,081,866

Capital works in progress

Total property, plant and equipment

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

5. Property, Plant & Equipment (continued) (i) Movements in Carrying Amounts

Balance at the beginning of the year Additions Disposals Transfers Depreciation expense Revaluations Carrying amount at the end of the year

Land and buildings & capital WIP $ 2,436,079 16,331 – – (74,447) 119,534 2,497,497

Furniture, fixtures & Motor vehicles fittings $ $ 175,365 470,422 45,590 380,234 – (260,714) – – (78,913) (91,251) – – 142,042 498,691

Total $ 3,081,866 442,155 (260,714) – (244,611) 119,534 3,138,230

(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 11 October 2012 and 16 October 2012 at $2,200,000 and $335,000 respectively.

6. Trade and Other Payables 2013 $ Current Unsecured Liabilities Trade payables (i) Accrued expenses & other payables Client funds PAYG withholding GST liability

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143,764 273,715 – 72,038 131,579 621,096

2012 $

60,969 7,925 8,000 68,742 103,256 248,893


7. Borrowings 2013 $ Current Asset Purchase Loan Loan – Buses Loan – Motor Vehicles

Non-Current Asset Purchase Loan Loan – Buses Loan – Motor Vehicles Total Borrowings

2012 $

22,459 28,798 47,610 98,867

20,512 26,344 58,091 104,948

14,073 26,038 41,342 81,453 180,320

36,532 54,835 – 91,368 196,316

567,961 210,655 778,616

485,246 213,151 698,397

8. Provisions Analysis of Total Provisions Current Non-current

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013 2013 $

2012 $

Services revenue Rental revenue Operating grants Other grants Donations Profit/(loss) on sale of assets Rebates Other income Total revenue

562,989 11,799 6,624,415 212,774 164,924 30 271,595 (330) 7,848,197

539,995 9,017 6,034,634 5,272 170,024 (26,989) 229,079 576 6,961,607

Interest received Total other revenue

117,148 7,965,345

126,104 126,104

9. Revenue

10. Profit for the year includes the following expenses: Depreciation of non-current assets

244,611 244,611

265,037 265,037

12,799 12,799

18,780 18,780

11. Finance Costs Interest on obligations under asset purchases

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12. Capital and Leasing Commitments

(i) Finance Lease Commitments Payable – minimum lease payments: – not later than 1 year – between 1 year and 5 years – less future finance charges Present Value of minimum lease payments

2013 $

2012 $

110,922 81,806 192,728 12,410 180,318

117,747 99,021 216,768 20,453 196,315

7,459 16,784 24,243

7,459 24,243 31,702

(ii) Operating Lease Commitments (a) Non-cancellable operating leases contracted for but not capitalised in the financial statements. Payable - minimum lease payments:

– not later than 1 year – between 1 year and 5 years

a) The non-cancellable operating leases relate to rental of office equipment and housing accommodation for clients.

13. 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 Veranto.

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Notes to the Financial Statements (continued) For the Year Ended 30 June 2013

14. Retained Earnings

Balance at the beginning of financial year Profit for the financial year Asset Revaluation Reserve Balance at the end of the financial year

2013 $

2012 $

3,260,021 269,315 119,534 3,648,870

3,442,090 (182,069) – 3,260,021

15. Key management personnel disclosures Compensation The aggregate compensation made to directors and other members of key management personnel of the company is set out below:

2013 $ Aggregate compensation

151,193

2012 $ 173,236

16. Segment Information The Company’s only industry is to provide services to clients in Tasmania. Such services include accommodation and disability support services to clients.

17. Related Parties During the financial year the Company undertook no transactions with related parties.

18. Events after the Reporting Period There have been no events after the reporting period until the date of this report that have had a significant impact on the operations or financial statements of the Company.

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19. Contingent Liabilities Estimates of the potential financial effects of contingent liabilities that may become payable: 2013 $

2012 $

Unfunded Sick Leave Provision 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. The total liability for unfunded non-vesting sick leave at balance date is: The amount of $201,606 for 2012/13 financial year is related to two employees from whom the Company holds keyman insurance.

554,769

511,421

20. Company Details (i) Registered office and principal place of business The registered office and principal place of business of the Company is: Veranto 7 Acorn Drive Warrane, Tasmania (ii) Principal Activities The principal activities of Veranto during the financial year were to provide accommodation and services for people with disabilities.

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Auditor’s Independence Declaration

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Independent Auditor’s Report

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Independent Auditor’s Report (continued)

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7 Acorn Drive, Warrane TAS 7018 PO Box 3130, Rosny Park TAS 7018 www.veranto.org

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