Assisi Annual Report 2022-23 by assisicentre

a tua cura è il nostro privilegio

ANNUAL REPORT 2023

Your Care is Our Privilege

ANNUAL REPORT ROSANNA, AUSTRALIA

2022 - 2023

MACLEOD

This report you will read contains stories of our lives the care we now need and that which is received

VIEWBANK

ciao@assisicentre.com.au

Rosanna Train Station

230 Rosanna Rd.

HEIDELBERG Austin Hospital

www.assisicentre.com.au

ASSISI AGED CARE

A RD.

As you read the pages ahead look beyond what has been said to everything that you hold dear and to those that brought you here

LOWER PLENTY RD.

ROSANNA

HEIDELBERG HEIGHTS

Culture and identity here remains strong as our shared journeys help us belong

(03) 9455 1199

GREENSBO

Macleod Train Station

ROSANN

Assisi is now my home yes I may be older but I am not alone

ROUGH H WY.

La Trobe University

Yar ra R

ive

Donate Today Your contributions make a difference. All donations are tax-deductible.

BULLEEN Heidelberg Train Station Assisi acknowledges Victora's Aboriginal and Torres Strait Islander communities and their rich culture. We pay respect to the Ancestors, Elders and Communities of the Wurundjeri Woiwurrung people, the custodians of the land on which we deliver our residential aged care services.

Assisi acknowledges Australia's migrants and

+ refugees for their cultural, economic and political

contributions to this nation as they seek a better life for themselves and their families.

Acknowledgements Auditor: SW Accountants & Advisors Bankers: National Australia Bank Printers: AM-PM Print Content, Photos & Design by: Assisi Aged Care

CONT ENTS 02

ORGANISATIONAL REPORT

A YEAR IN STORIES

Message from the Board Chair & Chief Executive Officer

Consumer focused service delivery

A story of community commitment

Tracking the measures of quality care

The governing body & its priorities

Meeting our regulatory obligations

Connections for effective operations

Meeting our fiduciary responsibilities

HISTORICAL MILESTONES

BOARD GOVERNANCE

ORGANISATIONAL STRUCTURE

QUALITY OF CARE REPORT

COMPLIANCE

MISSION To provide professional and compassionate care for those in our community through the prudent delivery of services that respect equality and individuality.

VISION Our vision is directed by our Italian heritage, our community responsibilities and Christian ideals, showing respect for the contribution of our elders in our lives. This guides us to provide the best possible emotional, physical and spiritual care for the frail aged of our Italian community.

FINANCE REPORT

2023 Annual Report

MESSAGE F ROM T HE CHAIR & CEO There are milestones in Assisi’s journey towards a centre of excellence in 2023 that must be highlighted. The first was the Aged Care Quality and Safety Commission’s (ACQSC) three-year quality standards review as legislated by the Aged Care Act 1997. Four assessors arrived unannounced on the 18th January and attended for three days. The outcome was a brilliant achievement, the result of an extraordinary amount of work in maintaining best practice service delivery and sustaining facility wide quality improvement initiatives. Passing all the eight national aged care quality standards and meeting the 42 associated requirements. In the absence of any recommendations this demonstrates Assisi’s absolute commitment to providing quality care. The second is the financial result. Through our well developed and managed business improvement plan we achieved a financial surplus accounting for a comprehensive positive result of $1.57 million. This demonstrates a marked improvement on prior years. By comparison the 2

Annual Report 2023

2022 and 2021 results reported a loss of $450,000 and $1.29 million, respectively. To continue a negative financial trend could have put us in fragile territory. Instead, we remain a viable business, enabling a stronger future for our not-for-profit organisation proudly supporting the Italian Melbourne community. We commend the efforts of those responsible in implementing these business strategies. The third is the widely publicised Aged Care Reform that addresses the 148 Royal Commission recommendations and meets public expectations enabling better outcomes for ageing people. To date the current Minister for Aged Care, the Hon. Anika Wells MP, has rapidly progressed 69 of the Commission’s recommendations with 100 reform projects. We applaud the Minister’s unreserved dedication in the pursuit of major sector wide change. Noticeably the reforms are compliance focused with the new Australian National Aged Care Classification (AN-ACC) funding model, 24/7 Division 1 Registered

Nursing care, 200 care minutes per resident per day, a provider star rating system, more frequent and expanded quality and financial data, new consumer engagement processes and board director appointment requirements. We welcome a government funded 15% pay increase to direct care workers, however certain roles still remain underpaid. The reform timelines have been challenging to meet, specifically in the lead up to financial year end and amidst a broader national aged care workforce shortage. We now focus on significant recruitment for the first quarter of 2024. In regard to 24/7 Registered Nursing, Assisi identified this professional necessity many years ago; importantly this is now Commonwealth funded. Concurrently, considerable time was invested in understanding the new AN-ACC funding model. We established a combined business and clinical team, supported by contracted specialists to advance clinical care documentation requirements. COVID-19 continued to influence the

care environment. Whilst its health impact has been downgraded at a community level it remains a serious concern for older persons. Infection control directives from State and Commonwealth departments have all but ceased and we are now navigating this territory with increased reliance on our own, fortunately well developed, internal infection control skills.

From a Board perspective we appointed new member, Viviana Lazzarini. Viviana has an extensive background in aged care policy. We were saddened by Sharon Donovan’s sudden resignation due to ill health and subsequent passing. Sharon was an aged care nursing leader in the not-for-profit sector and ensured Assisi was aware of and met its governance obligations.

A dedicated project is to ensure that residents affected by dementia reside within a contemporary internal and external care environment with their needs better understood. Staff and family perspectives are being gathered to inform minor building changes in 2024. This is supported by Swinburne University led research.

A heartfelt thanks to the staff and Executive team for their tireless efforts with excellent outcomes during 2023. Also sincere appreciation to our wider Assisi family – residents, families, volunteers, students and Board Directors who continue to dedicate their time supporting our endeavours to become a trusted, reliable and community focused aged care provider of positive difference.

There were several changes across the leadership team. Raelene Pearce, Director of Care, resigned at year end to travel interstate. We thank Raelene for her contribution, especially in the lead up to ACQSC review. Raelene was replaced by Victoria Salegumba. Victoria brings an exceptional level of experience and wisdom and we look forward to her leadership.

Importantly this year was the 30year anniversary of the Assisi Vision. In 1992 Commonwealth and State government dignitaries, including former State Governor Sir James Gobbo (Patron) and our then Prime Minister the Hon. Paul Keating in partnership with Melbourne’s

Italian community heralded the formal beginnings of Assisi at the former Rosanna Road convent. This extraordinary foresight demonstrated maturity in multicultural policy by recognising the needs of ageing immigrants to maintain their cultural identity. The staged building of the Assisi Aged Care Centre followed. May we remain strong and true to this vision now and into the future.

Don Smarrelli Board Chair

Peter Birkett Chief Executive Officer

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HISTORICAL MILESTONES

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For 30 years the Assisi Centre has provided Melbourne’s elderly Italian population with culturally sensitive and inclusive care. In 1987 Supreme Court Judge Sir James Gobbo AC, CVO, QC commissioned a study focusing on the needs of the Italian community in Victoria. Urgent among its findings was the lack of culturally appropriate care for an ageing Italian population. In 1990 the ‘Assisi Homes for the Aged’ was founded, and the community came together to raise funds towards construction. By March 1991, the 11-acre site of the beautiful 1920’s former Sisters of Mercy novitiate convent in Rosanna was purchased. A remarkable $3.7 million was donated towards Assisi’s construction. A Gallery of Honour now recognises the generosity of many individuals and associations within the Italian community, with engraved marble plaques within the former convent. Significant patrons include the Grollo

family, Fred Liuzzi, Cav. Uff. Carlo Valmorbida and the Scalabrinian Fathers. With the support of Sir James Gobbo, these community raised funds were matched by a $3.7 million Federal Government grant. One rainy Sunday in 1992 marked construction beginnings of the Assisi Centre. Patrons and dignatories including the then Prime Minister the Hon. Paul Keating MP and Premier of Victoria Hon. Joan Kirner MP gathered to witness Catholic Archbishop of Melbourne, the Most Reverend Sir Frank Little, bless the foundation stone. In 1993 construction was completed and the first 90 bed Hostel was opened. The beds quickly filled, and some of the first residents of the Hostel remain with Assisi today.

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An extract from the speech of Prime Minister, the Hon. Paul Keating MP at the March 1992 ceremony to mark the commencement of construction. Each time we welcome to this country people who have been bold enough to move their homes, their affections and their allegiances across the world, I think we are the bolder for it. When people start a new life here they give new life to the nation as a whole. That is the history of this country. Migration has been our lifeblood and our strength. The energy and initiative migrants bring is vital to our economic health. The cultural diversity they bring makes us richer in countless ways. They open our eyes and our minds to the rest of the world. Quite simply migration makes Australia a better place, and better in the eyes of other nations. Italian people have been models for all Australians in the community spirit they have brought, their religious values, their commitment to family values and in their care for the aged. The Assisi Home for the Aged bears witness to all these things and I am therefore honoured and very grateful for your invitation to become your patron. Today I can assure the Italian community and all Australians, whatever their national origin, that we remain committed to encouraging that climate of cultural diversity and freedom, tolerance and mutual respect, which are the true aims of multi-culturalism. … the Assisi home is certain to be a model of what can be done by communities, and how they can work together with government. For their vision and dedication, I congratulate all those people who have taken on this project, and wish them well in the future stages of its development.

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To meet growing demand, an additional 30 bed nursing home wing was built alongside in 1997. A further $21.3 million major rebuild was completed in 2014, upgrading Assisi’s facilities to meet a wider range of care needs in a contemporary environment. A $5 million donation was also received from the Armando Poli Charitable Trust in memory of Armando’s late parents. The home was expanded again by an additional 30 beds bringing the total aged care places to 150. Three hundred guests gathered to witness longstanding patron, Sir James Gobbo, officially declare the facilities opened.

Next Stages This year Assisi became an approved provider of Commonwealth Home Care services, with our new program expected to launch in 2024. Long term plans for expansion include an on-site retirement village and support services (design schematic pictured). Assisi could not be where it is today without the commitment and generosity of our community. With continued support, our future is bright.

... the Assisi home is certain to be a model of what can be done by communities ... - Prime Minister, the Hon. Paul Keating MP

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BOARD GOVERNANCE T

he Assisi Board of Directors is strengthened by a diversity of qualifications, skills and experience. This ensures Board deliberations are undertaken with a high level of financial literacy, and knowledge in areas of clinical and quality practice, the regulatory environment, and risk management. Assisi is well prepared to navigate the

evolving challenges within the aged care sector, enabling it to remain viable and provide contemporary, best practice care.

Board of Directors Sub-Committees Nominations

Chief Executive Officer

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Development Finance & Audit

Clinical Governance

Investment Advisor

Clinical Advisors

BOARD CHAIR

Don Smarrelli OAM Appointed: 2004

Don is the principal of Lawcorp Lawyers which he founded in 1979, and a member of the Council for Multicultural Australia, an advisory body to the Federal Government for raising awareness and understanding of multiculturalism. He was a founding member and subsequent President of the Toccolan Club (1990), an Italian community organisation focused on fundraising for medical research. He also sits on the board for the Centre for Multicultural Youth (CMY), and the Australian Multicultural Foundation. In 2007 Don was awarded a Medal of the Order of Australia (OAM) for services to multiculturalism and the community.

CLINICAL GOVERNANCE CHAIR

FINANCE & AUDIT CHAIR

Clare Grieveson

Don Pasquariello

Clare is the Chief Executive of Southern Cross Care in Western Australia, a provider of aged residential and home care, retirement, disability and mental health services. She has a clinical background, with over 20 years’ experience in the health industry including senior management roles at Monash Health and the Victorian Department of Health and Human Services.

Don is a Senior Partner of Deloitte, one of the world’s largest professional services and advisory firms. As Partner of Deloitte Asia Pacific Audit & Assurance, he is the current Market Leader of the Victorian Audit & Assurance practice. Don is one of Deloitte’s most experienced senior audit & accounting partners. He has a strong understanding of public and private company reporting, risk management, corporate governance and of the complexities associated with the management of the audit of multi-national operations of Australian listed companies.

BSc (Hons) Lon MHSM GCLACC GAICD, AICGG Appointed: 2018

She was the Executive Director Quality, Safety and Innovation at Mercy Health until 2021, responsible for leadership in staff safety, Work Cover, consumer experience, quality, clinical risk, service improvement and innovation.

FCA, FCPA, MAICD, FINSIA Member: Nominations Appointed: 2013

Don is also Board Director of Jesuit Education Australia Limited and Co.As.It.; and also a Member of the Audit Committee for St Vincents Institute of Medical Research Limited.

Sauro Antonelli AM

Cavaliere Ufficiale, KMG Member: Clinical Governance, Nominations, Development Appointed: 1994 Sauro has been involved with Assisi Aged Care since its inception in 1990 and was the inaugural Secretary of the organisation’s Committee of Management. He has been President of the Assisi Board over two periods, totalling seven years. In 2008, in recognition of over 40 years’ work in the Italian community, Sauro was awarded a Medal in the Order of Australia (AM). Sauro is also on the Board of Co.As.It. (Italian Welfare organisation), is Chair of the Patronato INAS in Australia and volunteers as a biographer with Eastern Palliative Care.

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Ruth Richardson Clark

Sharon Donovan

Joe Gangi

Viviana Lazzarini

CA, GAICD Member: Finance & Audit Appointed: 2020

MBA, BN, GDipMid, GAICD Member: Clinical Governance Appointed: September 2021 Resigned: November 2022

BE(Chem), MBA, CPE, GAICD Member: Finance & Audit Appointed: 2021

BA, GDipPolicyLaw Appointed: 2023

Ruth is a strategic finance executive with over 20 years experience in branded consumer businesses across education, cosmetics, technology and food. She has lived and worked in Australia and Belgium, with additional business experience in six European countries and New Zealand. Currently Ruth is the CFO for Campion Education (Aust) Pty Ltd.

Sharon had more than 20 years of experience at executive level in public and private health services, with expertise in clinical and corporate governance, clinical and corporate risk management, change management and process redesign. Sharon had a Bachelor of Nursing, with a Postgraduate Midwifery certificate and Masters of Business Administration. Sharon resigned as a Director on 28 November 2022 and sadly in early 2023 passed away.

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Joe has over 30 years experience in business management and corporate governance in both private and public sectors. His current board roles include: • Non-Executive Chairman of Webcentral Group Ltd (ASX: WCG) • Member, Industry Advisory Committee- RMIT University, Faculty of Chemical and Environmental Engineering Joe is an Executive Director of a consulting firm providing technical and project governance advice to both Private and Government clients. His corporate experience is focused on risk management, offering advice on risk mitigation and business sustainability strategies.

Viviana has more than 20 years of leadership experience in the Victorian health and human services sector with extensive knowledge of health service performance, governance, risk management and resource allocation. Since February 2022 she has been Manager, Governance, Department of Health. Viviana is an experienced business owner and joined the Board of Assisi Aged Care in May 2023.

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ORGANISAT IONAL ST RUCT URE Board of Directors Board Secretary

Chief Executive Officer

Medical Consultation

Director of Care

Quality Manager

Clinical Care Manager

Lifestyle & Activities

Nurse Unit Managers

Pastoral Care

Registered Nurses

Volunteers

Enrolled Nurses Catering

Executive Team: (L to R) Infrastructure Manager Lou Tarquinio, Management & Workforce Specialist Andrea Dunlop, Director of Care Victoria Salegumba, Finance Manager Tracey Scanlon, Chief Executive Officer Peter Birkett

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Personal Carers Hotel Services Contracted Allied Health

Workforce & Management Specialist

Finance Manager Accounts

Administration Payroll Admissions Business Systems IT & Projects Human Resources

Infrastructure Manager Maintenance Gardening

Leadership Team: (rear L to R) Clinical Care Manager Sahdev Patel, Community & Communications Officer Gemma Leombruni, Lifestyle Supervisor Tina Belvedere, Chef Manager Robert Molino, Hotel Services Supervisor Lawrence Ferguson, Nurse Unit Manager Ashley Yin, Quality Manager Apel Mahmud, Nurse Unit Manager Ramandeep Kaur and (absent) Jineesh Thomas

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Peter Birkett Chief Executive Officer

Victoria Salegumba Director of Care

BCom, RN, RM, MBA, MCHSM, MAICD

Bsc(Nursing), RN, GCertMgt, GCertNurs(CritCare)

Peter has extensive experience in health service management and governance from both the metropolitan and rural sectors. Significant was his development of a sustainable combined not-for-profit and public sector community based organisation, Hesse Rural Health, known for its internationally recognised dementia environment. Peter has collaborated with government and regulatory bodies on national projects to lift the business and quality profile of aged care, and partnered with LaTrobe University (Melb), the University of Umea, Sweden, and the University of Oslo, Norway, to advance research into Person Centred Care and Thriving. Peter is also a graduate of the Executive Leadership Program at the Saïd Business School, Oxford University.

Victoria is a Registered Nurse with over two decades of experience in a broad range of roles including critical care, nursing management, operational management at both aged care facility and regional level and quality assessment of aged care homes nationally. With a great passion for aged care, her vision is to provide best practice care in the residential setting to enable residents to continue to live fulfilling lives.

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Andrea Dunlop Workforce & Management Specialist BAppSc (OT), GDipHlthEd, GDipPsych, MHlthSc(CommHlth), ARI Andrea brings to Assisi clinical, human resource, project, quality and organisational management skills from mental health, public administration, rural health and aged care. She is trained in conflict coaching & mediation, and is an Honorary Adjunct Lecturer, La Trobe University for person centred research partnerships.

Lou Tarquinio Infrastructure Manager

Tracey Scanlon Finance Manager

BCom, CA

Lou brings many years of experience in facilities and project management, coordinating preventative and reactive maintenance programs, security and physical asset operations for Assisi’s extensive Rosanna site. This ensures a safe and productive environment for employees and residents.

Tracey is a Chartered Accountant and finance & business professional with over 20 years experience across a number of diverse industries. Her previous experience has seen her provide both financial and commercial input into a variety of business strategies for continuous improvement, implementing procedures towards effective and efficient business operation.

A YEAR IN STORIES 16 In Search of a Better Life 18 The Sardinian Lounge Unveiled 21 NGV ‘Melbourne Now’ 22 A Common Thread 23 On Location 24 The Master Craftsman 25 Enabling Design 26 Recruiting to Expand Care 28 Assisi Castagne Festival 30 Chiro(practice) Thursdays 31 Aged Care Employee Day 32 Our Point of Difference 34 A MET Party 36 Admissions 37 38 40 41 42

Experience Counts Workforce Education Understanding Learning Needs Pastoral Care Artwork on display in the Sardinian Lounge (see pg 18)

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In Search of a Better Life Hailing from the small village of Abano Terme in the Province of Padova, in the Veneto region, Noemi recently celebrated a remarkable 100 years. One of Assisi’s five centenarians, Noemi entered Assisi on the 8th of October 2018. From age 18 Noemi worked as a nurse in Padova, when she met and later married Arturo. Their married life began by setting up a self-sufficient farm with a small vineyard for wine making. While rural life was back breaking work, it was enjoyable in its simplicity. Arturo decided to travel to Australia, initially for a short term, seeking work to supplement their income. He soon realised that Australia afforded better opportunities and made the decision to relocate his family. Noemi arrived in December 1958 with their two children, Adriana and Gastone, travelling by sea on the ‘Roma’. After a 30-day journey with a brief sojourn in Fremantle, they set foot on Australian soil in Melbourne . The family lived in Carlton,

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then Clifton Hill before finally settling in a more spacious house in Thornbury. While their new adopted home afforded more opportunities, it was by no means an easy life. Noemi and Arturo knew hard work only too well. Noemi worked in factories while fostering a home for her family, and Arturo laboured up to six days per week as a plasterer.

Noemi recalls that any spare time was spent on her passion of knitting, keeping her family in many ‘one of a kind’ creations. She never used a pattern, preferring to design her own. Her other interest was reading about the British royal family; Queen Elizabeth in particular, as the two eldest royal children are similar in age to her own.

Precious family time spent together made it all worthwhile, including bus travel to various destinations in those early days, preparing sumptuous feasts at Christmas time and reaping the rewards of a vegetable garden.

Today, Noemi is grateful to have the love and affection of her two children, six grandchildren and six great, great grandchildren. Truly a life well lived!

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The Sardinian Lounge Unveiled

On the 15th of August 2023 Assisi hosted a luncheon for members of the SCA and several other guests, before revealing the dedication and officially opening Assisi’s Sardinian Lounge. Peter Birkett and Chair, Don Smarrelli, officiated. Paul Lostia, the president of the SCA, was thrilled that his vision has been realised. He said, “the SCA is most appreciative, extremely grateful and honoured to be part of the Assisi family, within its prestigious surrounds, as it gives the opportunity to contribute in a small way towards

the most-worthy and rewarding task of caring for the elderly.” Don Smarrelli, on behalf of the Board, expressed his gratitude for the SCA’s long term voluntary financial and other commitment to the Centre, also complimenting its committee for their numerous cultural initiatives such as the student exchange program. Paul Lostia, in turn, thanked the Assisi Board and Management for allowing the SCA to co-locate its clubrooms and for agreeing to formalise such recognition with the dedication of the Sardinian Lounge. The Sardinian Lounge is in the Padre Pio unit, and takes in views of the Dandenong Ranges. A display consists of photos, paintings and books depicting the history of the beautiful

L’ISOLA DI SARDEGNA THE ISLAND OF SARDINIA

PRESENTED TO THE

Sardinian Cultural Association (Vic.) Inc. GIVEN ON THE FIFTEENTH DAY OF AUGUST 2023 IN RECOGNITION OF ITS GENEROUS CONTRIBUTION OVER MANY YEARS TO ASSISI AGED CARE.

Sardinia

“This land resembles no other place. Sardinia is something else. Enchanting spaces and distances to travel - nothing finished, nothing definitive. It is like freedom itself.” D H Lawrence, 1921

DON SMARRELLI

ENTRE LIM IC

D ITE

CHAIR

ASS IS

Assisi and the Sardinian Cultural Association (SCA) have had a long partnership. Over the years the SCA has donated substantially to Assisi. Since 2002, the SCA Clubrooms have been situated in the former ‘Sisters of Mercy’ Convent. In the early days, the SCA regularly held social events in the hall, which now forms part of the aged care building.

CHIEF EXECUTIVE OFFICER PETER BIRKETT

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From the archive of Fototeca di Sardegna

and fascinating Island of ‘Sardegna.’ A digital display of photos spanning 50 years and dating back as early as 1910, provides valuable insight into life and traditions of the Sardinian people. The certificate of recognition presented to the SCA acknowledges the contributions of the Sardinian Society to Assisi and includes the words of English writer and poet D. H. Lawrence:

“This land resembles no other place. Sardinia is something else. Enchanting spaces and distances to travel - nothing finished, nothing definitive. It is like freedom itself.” - D. H. Lawrence .

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Jenna Lee’s Balarr (To Become Light)

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NGV ‘ Melbourne Now ’ A highlight on this year’s event calendar was the NGV’s ‘Melbourne Now’ Exhibition at Federation Square. A vast, sprawling experience, the exhibition featured light installations, photography, paintings, ceramics, fashion, and video art, all created by over 200 local artists and designers. Residents were glad to rest for a coffee and cake afterwards at The Atrium. Outings occur four days per week and the calendar is full of rich experiences, including the Banyule Seniors and the Italian Film Festivals. Outdoor destinations were popular,

including the St Kilda Beach Pavilion, Elwood Beach, Finn’s Reserve in Templestowe, Beasley’s Nursery & Cafe, Studley Park Boathouse, Shrine of Remembrance, Royal Botanic Gardens, the Four Beans Cafe and a cruise along the Yarra River. One of the most rewarding aspects of these outings is the ability for residents to actively reminisce. On visiting Elwood Beach, you might hear Serafina Perri fondly recounting trips made decades earlier on the No. 246 bus from Clifton Hill, all in a quest for mussels along the foreshore.

Taree MacKenzie’s Pepper’s ghost effect, circles, 4 variations 2023

Sean Hogan’s Volume 1 – White and black wall installation

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A Common Thread Eight extraordinary individuals willingly volunteer their time, with one sole purpose. The common thread is compassion and knowing that they make a positive difference. Elizabeth De Amicis, an Assisi stalwart spanning over 20 years, assists with bus outings Tuesday and Thursday afternoons. She is also on hand to support those attending mass on

Wednesdays and Sundays and flexibly helps out wherever else is needed. Renata Brugnoli also assists with Mass. Her post mass social gatherings are eagerly anticipated. Renata and Elizabeth share homemade cakes and biscuits during resident ‘coffee club’ and thoughtfully drop off some delicious treats for the Administration team to share.

Lilian Antonelli, former President of the Women’s Committee, continues to generously volunteer her time. Together with Dr Renato Vecchies, a past visiting doctor to Assisi, they attend every Tuesday afternoon enticing active participation in the ‘Resident Choir.’ With their patient guidance, voices once quiet find their melody, harmonising into a beautiful chorus.

In the Library, Sofia Pane diligently leads the knitting group. Amongst the clickity clack of knitting needles, stories freely flow, encouraging lively discussions and forging of friendships. Vanda Schirripa commandeers the activity room, facilitating ‘tombola’ sessions. Tombola is serious business amongst the residents, who do not take kindly to interruptions. Vanda brings her own brand of enthusiasm to the game, delighting participants, winning or otherwise. Metta MacNeil, a relative newcomer to the volunteer team generously provides one-on-one emotional support. Her gentle presence and listening ear offer solace to many residents. Janilla Dal Santo accompanies residents on Wednesday bus trips; an important part of the lifestyle program. The dedication, companionship and devotion demonstrated by volunteers, past and present, cannot be underestimated. We are forever grateful for their ongoing commitment and support. Thank You.

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On Location What do two teenagers who have mysteriously been turned into science wizards, a 1920’s Melbourne gangster, a returned serviceman who has risen from the dead and a 1980’s television newsreader have in common? These are the plot lines in local television productions that have used Assisi’s historic convent buildings and garden surrounds as authentic filming backdrops over the past ten years.

Underbelly: Squizzy was the first to film in 2012 using the facilities to represent a convent where Squizzy Taylor’s girlfriend sought refuge with the Nuns. Then came the Wicked Science adolescent series in 2013,

and in 2017 Glitch Season 2, where a ghost grappled with his past. Most recently, Werner Film Productions produced the second ABC series of The Newsreader, the highly successful and popular sixpart television drama set around momentous events of 1980’s Melbourne.

rights protests were featured in the series which followed the tumultuous personal lives of three newsreaders Geoff, Helen and protégé Dale in the cut-throat television and news industry. The Assisi convent received extensive coverage masquerading as a drug rehabilitation facility. The Newsreader premiered on ABC TV and is available on iView.

The 1987 federal election, the bicentenary celebrations and gay

Assisi received a small license fee in exchange for agreeing to the filming.

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The Master Craftsman Learning more about the incredible life Gabriele has led and the long list of skills acquired during his 98 years, it serves as a reminder of the importance of meaning to find fulfillment. Prior to migrating to Australia, under the tutelage of a master craftsman, Gabriele became expert in carpentry, applying his skills in coach building and crafting wagon wheels, wine barrels and furniture. At a young age and thirsty for knowledge, Gabriele was easily able to absorb and learn a skill simply by watching. This gift would serve his future well. In Australia in the 1950’s, Gabriele’s ambitions, pursuit of interesting careers and of course, providing for his family, saw him working in a timber mill, creating mouldings, architraves and parquetry. He also acquired skills in a variety of industries, such as, manufacture of knives and blades, metal work, welding and concreting, even starting his own business in the construction industry. It seemed however, that Gabriele’s passion lay in woodwork. This skill saw him working in the luxury vehicle repair industry, where cars of an early era had timber inlays and panels.

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Gabriele spent a short time learning the art of making guitars and other instruments. He continued this craft in his home workshop. The last two guitars he made were for each of his grandsons. Undeniably, a rich and fulfilling life, which cannot be simply summed up in a few paragraphs.

Prior to entering Assisi in April this year, Gabriele was still very active at home, tending to his extensive garden. Recently, Gabriele, with the assistance of the lifestyle staff, has commenced a gardening project, beautifying the garden beds in the St Catherine unit; fulfilling his love of gardening.

Enabling Design Environments can be enabling and empowering, or impeding, frustrating and disempowering according to Architect Kirsty Bennett. Our surroundings send messages and we respond to them. We have all experienced how a poorly lit, cluttered or obscured door can impact us. However, as she recently explained to staff, when someone has an impairment, such as dementia, their ability to interpret and self-manage the environments around them is often compromised. Thoughtful and functional design is essential and as human service professionals we have a role to play.

Kirsty’s multi-method research has involved environment design analysis, individual and group space auditing, and observation of physical cues in the St Claire internal and courtyard social spaces. In 2023 she has surveyed staff to better understand their perspectives and has undertaken workshops for staff and families. Kirsty explains that when it comes to improving access to the outdoors for older people (with or without dementia), staff are often cautious,

worried about other risks such as a resident falling or becoming lost. They may respond by restricting outdoor access. By doing so, they can inadvertently increase risks to health and well-being, denying the resident the benefits of the outdoors and limiting personal freedoms. Access can be improved and risks can be reduced through functional and enabling design.

met with the Board and Executive Team to recommend environmental changes in and around the St Claire environment. The principles of effective design in human service environments have been wellresearched. It does not have to involve a costly redesign, simple changes can make all the difference. Improving our knowledge is the first step.

Kirsty, along with Allen from Allen Kong Architect Pty Ltd, this year

Kirsty, a Swinburne University PhD candidate, is researching ways to use design to encourage people living in Residential Aged Care, in particular, to experience the outdoors. Research indicates that physical and visual access to nature assists people to recover from illness, reduces stress, lowers blood pressure, helps maintain the sleep-wake cycle, and improves absorption of vitamin D from sunlight, which is important for maintaining strong bones.

2023 Annual Report

nt Episodes

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episodes

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Recr ui

72%

successful

Recruiting to Expand Care

Assisi is in a better starting position than many to meet new workforce targets. From 1st October 2023 aged care providers must ensure at least one registered nurse is rostered across the 24-hour period and provide 200 care minutes per resident, with 40 minutes delivered by a registered nurse. To aspire to higher star ratings for care minutes, intensive recruitment has been undertaken. Assisi is also increasing the enrolled nursing profile to improve clinical leadership, with confidence future nursing reporting criteria will broaden. Recruitment outcomes have been positive, increasing the permanent workforce. Candidates have been sourced via external advertisement, organisational website, internally managed expression of interest database, and professional networks. Recruitment agencies have been used on two occasions for senior roles. s Adverti sed

17 roles

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EMPLOYEE HANDBOOK

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candidates 26 Annual Report 2023

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A on

forms, policies, communication systems, roles & responsibilities and workflows. This will continue into 2024.

dverti sed Ro le

administration staff will be recognised in the next workforce funding phase of the wage value case. Areas of focus will be the transition from hard copy personnel files to electronic human resource information systems, and a renewed Enterprise Bargaining Agreement after its expiry in November 2023.

r ve

Rate

14%

Unfi ll ed

Roster shift times have also been reviewed to provide 30 minutes of overlap time between shifts for improved handover, meetings and education opportunities. This was possible following government investment in the wage value case with a 15% pay rise for direct care workers (nursing, care and lifestyle) in June. We are hopeful food, cleaning, maintenance, laundry, and

Tur no

A dedicated workforce project is the ‘Employee Journey’. This project focuses on 60 key steps and decision points in the employment journey from hire to departure, improving processes, information transfer and overall employee experience. It aims to streamline recruitment and onboarding, examining key triggers,

Not for Profit (NFP) entity Single-site employer Catholic faith-based service Italian monoculture Organisational reputation for caring Organisational reputation for friendly workforce Fixed rosters Permanent part-time employment Cultural and psychological safety Grounds and facilities Proximity to public transport Available parking NFP salary packaging Professional development & training opportunities Positive student experiences

Candidate fields overall remain strong despite broader aged care sector workforce shortages. Assisi’s status as a faith based, single site, not for profit facility with proximity to reliable transport are among the candidates’ reasons for choosing Assisi. Staff turnover rates are significantly less than sector wide reports of up to 30%.

Most Co

Candidate Reasons for Choosing Assisi

ns at Year E iti o nd

vacancies

turnover

PCW episodes

2023 Annual Report

Assisi Castagne Festival Traditions are the essence of culture and identity. For Assisi it is important to foster these traditions wherever possible. While the obvious customs are observed, we found that chestnut time is quite exciting for Assisi residents. So much so, that a bus trip to the Dandenongs to buy plump and luscious chestnuts was an absolute must. What ensued was a complete clearing of supplies from the local grocer. ‘Castagne’ are a renowned part of Italian cuisine, and roasting them is a deeply rooted tradition dating back centuries. In the northern hemisphere, chestnuts come into season in late September and early winter, but in Australia the season runs from March through to July.

28 Annual Report 2023

Following the much-anticipated excursion, to extend the excitement of ‘castagne’ season, Chef Manager Robert Molino and his catering team prepared 10kgs of both roasted and boiled chestnuts. Once cooked, it was time to enlist the services of willing residents to remove the little morsels of bliss from their shells. When this painstaking task was complete, it was time for the devouring to begin. Friday Happy Hour was the perfect opportunity for the Castagne Festival to culminate. An absolute success, and which, no doubt will be become an annual event.

2023 Annual Report

Chiro(practice) Thursdays Thursdays have been a very special day at Assisi. Fourth and fifth year chiropractic students provided an onsite ‘clinic’ to Assisi residents. Up to six students spend four hours each Thursday over a 12-week rotation. The activities area is temporarily transformed into a treatment room and interested residents can make a chiropractic appointment. But make no mistake, there is nothing pretend about this student run clinic. Under the guidance of their supervisor, and after providing information and obtaining client consent, the students take a thorough history, identify any primary concerns, perform an examination, formulate a working diagnosis, and commence a treatment plan. Most of the focus is on soft tissue concerns and techniques can include guided exercise, ultrasound and massage. Shannon is in his 4th year of study. He says visiting an aged residential facility introduces students to a clientele they wouldn’t routinely encounter in

30 Annual Report 2023

practice. ‘It’s highly unusual for people over 80 years to seek out chiropractic interventions, perhaps because they expect their ailments are irreversible due to the ageing process.’ However this is not the case according to Shannon, for while the applied techniques may be a little less invasive, the results can be just as impressive for increasing range of movement and decreasing pain. Thursdays are eagerly anticipated. One day when the students arrived they were met with roaring round of resident applause. In total Assisi hosted 64 student placements also including Latrobe University Nursing and those undertaking Certificate III in Individual Support and Certificate IV in Leisure and Health from other registered training providers. In 2024 Assisi will additionally welcome RMIT’s osteopathy students, expanding choices for allied health treatment.

Aged Care Employee Day Taking some time to celebrate is an important way to ensure staff feel valued for their daily efforts. On Monday 7th August, Aged Care Employee Day, staff enjoyed a fully catered morning tea. Residents Salvatore and Teresa addressed a staff group gathering explaining how the care they received makes a huge difference to their lives. The heartfelt thanks welled up even the most stoic eye. Staff were invited to reflect on their own personal reasons for working in aged care by answering a competition question, ‘Why do you like being an aged care employee at Assisi?’ Salvatore and Teresa judged all entries submitted. Entries were so good, they demanded CEO Peter Birkett increase the total prize pool from three to five gift vouchers. Moments like these put a spotlight on what can sometimes be a very challenging industry to work in.

Why I Like Being an Aged Care Employee

Caring for seniors is perhaps the greatest responsibility we have. Those who have walked before us have given so much and made possible the life we are all enjoying. Too often we underestimate the power of a touch, a smile and a kind word. A listening ear [is] an honest compliment of the smallest act of caring. - Jessica

2023 Annual Report

Our Point of Difference New Chef Manager Robert Molino has already made lasting improvements in Assisi’s menu and kitchen operations since commencing in March this year. With an impressive 22 years working as a Catering Manager and Chef in private and public hospitals across Victoria he had lots to draw upon when venturing into aged care for the first time in his career. Robert was working at the worldleading Peter MacCallum Cancer Centre as Head Chef when he was attracted to the possibility of working at Assisi. Robert was one of 56 candidates to apply for the role in December 2022 at a time when chefs across the hospitality sector realised, after public health lockdowns, that aged care offered the advantages of secure employment. Robert says, ‘I was attracted to residential aged care given the stability of the resident population in comparison to shorter stays in acute hospitals. This is both a challenge and offers inherent rewards if you get it right’. Robert has already increased variety in the menu options, built good relationships with contractors,

32 Annual Report 2023

developed a more cohesive catering team and increased Chef 1:1 time with residents. His quiet demeanour and good listening skills make him popular. ‘My father was Italian, so the Molino name gets me a few points as far as the residents are concerned, even if my fluency in Italian is limited’. He says, it’s a false assumption that the Assisi resident community only wants to eat Italian cuisine. ‘They are broadening their palates all the time and their tastes have evolved since many arrived in the 50’s’. Thus, Robert is very encouraging of his team to experiment with new menu items. We have a Scottish, Vietnamese, Filipino and a French chef who regularly trial different options. Food related complaints have reduced significantly under this leadership. He humbly suggests ‘it’s a team effort’. Providing high quality meals is Assisi’s point of difference, spending $49 per resident per day against a national benchmarked industry average of $38 inclusive of labour. Food is culture.

2023 Annual Report

A MET Party: Celebrating Quality Achievements What on earth is a MET Party? It’s a celebration with gelati, donuts, pizzas, a spinning wheel, competitions, laughter, prizes, a beaming Board Chairman and residents looking in amused bewilderment as staff takeover their Auditorium. Still confused? Some context may assist. Commonwealth-funded aged care services must satisfy eight (8) quality standards with 42 requirements every three years to be permitted to continue service delivery as an Approved Provider. The short form, ‘accreditation’ can result in shared palpitations and an anticipatory panic with all that is at stake. Knowing that we are good at what we do is not enough – we must have the accumulated evidence; audits, improvement plans, monitoring, consumer feedback, surveys, reporting, communications, meetings, effective governance and more. Sources must triangulate for assurance. It is an arduous, tedious, and exhausting process involving significant input from everyone. Thus, when the Aged Care Quality and Safety Commission informed us we had MET all standards and associated requirements following their

34 Annual Report 2023

unannounced quality review on the 18th to 20th January this year, there was widespread relief throughout the staff and leadership group. The extensive 64-page report concluded Assisi’s residents received ‘safe and effective personal and clinical care…’ and ‘…overall consumers and representatives confirmed they are made to feel like partners in ongoing care’, and that Assisi’s ‘… care is best practice and optimised for their health and wellbeing’. CEO Peter Birkett recorded a message on You Tube and shared

1. Consumer Dignity & Choice

6 Requirements

MET

2. Ongoing Assessment & Planning

5 Requirements

MET

3. Personal Care & Clinical Care

7 Requirements

MET

4. Services & Supports for Daily Living

7 Requirements

MET

5. Organisations Service Environment

3 Requirements

MET

6. Feedback & Complaints

4 Requirements

MET

7. Human Resources

5 Requirements

MET

8. Organisational Governance

5 Requirements

MET

Who says quality cannot be fun? it privately with the staff group following the good news. He said, ‘having no unmet requirements is not common across the broader aged care industry … Each member of our staff whatever your role may be, is in part and together, responsible for this extremely positive result. Such outcomes are only delivered to organisations that can demonstrate they work as a team and understand person-centred care.’ This was reason to celebrate. But what should we call an event to celebrate our meeting all these standards? A MET Party of course. On Thursday the 2nd of March the celebrations lasted all day. Gelato, ice cream and donuts were presented in

the 8 colours of the aged care quality standards. The Auditorium was also colourfully decorated and the Auxiliary spinning wheel transformed into a quality wheel. With each spin staff must answer a quality-related (and sometimes completely unrelated but fun) question. Vouchers and other prizes were donated by Chemist Warehouse. Chairman Don addressed the staff, reflecting on the prior challenging years, and congratulated the staff on their contributions and hard work. It was an appetising way to unwind after our long journey to reaccreditation. Some facilities meet the quality standards, at Assisi we eat them !

2023 Annual Report

Admissions The demand for places at Assisi has increased exponentially in the post COVID period.

In 2024 Assisi will commence its newly approved home care service. This will provide opportunity for those wishing to remain home just a little longer.

En q

Respite is much sought after at Assisi, as a means of an introduction to the alternate lifestyle.

u ir

ies

398 verbal

It can offer a prospective resident insight into what could be expected from a longer stay. In many cases finding comfort in having some control in decisions affecting the next phase of their life.

People’s reticence to leave their homes during the pandemic is understandable. However, with renewed confidence, came the realisation their needs could be better met in aged care. While care requirements are a major factor in the decision-making process, the need for company and socialisation is equally important.

Many families book well in advance, especially primary carers, who may be planning overseas or extended holidays.

permanent

ions iss

respite

128 tours

36 Annual Report 2023

g Ave ra

Respi te t

ies

rm Pe

anent Tran sit

n io

En q

Often, residents choose to remain permanently after experiencing respite at Assisi.

u ir

ions iss

36%

conversion

pancy ccu

97%

occupancy

Experience Counts Towards the middle of 2023, riding the wave of the successful reaccreditation, Assisi experienced another clinical leadership change with the resignation of Raelene Pearce. Raelene had been with Assisi for two years; her first as Clinical Care Coordinator and Nurse Educator and the second as Director of Care. The CEO and Board were challenged to source a replacement in a sector starved of experienced managers post the Royal Commission into Residential Aged Care. However, CEO Peter Birkett says it was a much easier task to sell a successful service to interested candidates than one with problems, so our recent reaccreditation was a clear benefit. Sourced by Eligo Group, Victoria Salegumba emerged as a standout and impressed at each of the three recruitment phases, which included meetings with CEO, Board, Executive Staff, and a facility walk-a-round. Victoria is a degree-qualified registered nurse with over 25 years of senior executive, clinical nursing, quality management and quality assessor experience in the aged care sector. She has managed in facilities with up to 320 beds and held regional operations roles in multi-site facilities,

overseen commissioning of new facilities and has valuable experience managing independent living units. The experience that Victoria brings is important for Assisi in this unprecedented period of regulatory change in aged care, CEO Peter Birkett said. Her understanding of the sector, regulation and depth of skill provides stability, strength, and a backdrop from which to accurately evaluate new initiatives and possibilities vital to keeping us sustainable. Victoria is working closely with Sahdev Patel, Clinical Care Manager and Apel Mahmud, Quality Manager to maximise quality clinical and care outcomes.

a few of many objectives she has set to measure her own success. Excellence in aged care involves teamwork and Victoria’s collaborative style is sure to provide a foundational platform for excellence.

Victoria says she was attracted to Assisi as a single site not-for-profit employer during this phase of her career, recognising the increased potential proximity offers in making a direct difference to residents’ quality of life. ‘Having previously worked nearby I knew Assisi well and was interested in the opportunities offered in a uniquely monocultural Italian environment.’ Strengthening a respectful model of care that provides reassurance to residents and families and having staff with greater knowledge of Italian language are just

2023 Annual Report

Workforce Obtaining feedback provides an opportunity to better understand and meet workforce needs. In April staff were invited to complete a feedback survey. Eighty-seven (87) responses were received, a pleasing completion rate of 57%. Results identified high levels of alignment to the mission and values of Assisi, and a staff belief that the work they undertake is meaningful, makes a positive difference to residents and is conducive to personcentred care. Staff believe care is of high quality, education and training is available and relevant to work conducted, find the staff newsletter to be informative, are satisfied with how COVID-19 risks are managed, have the necessary equipment available to do their job well and feel Assisi is a safe workplace.

Employee Feedback Assisi is a resilient organisation, responsive to change, with committed teams that genuinely care about residents and each other.

Assisi puts people first and culture second. This refers to both residents and staff and is something I find of value working here. I am not merely a number.

Assisi is the best place to work where everybody are welcomed and felt at home.

Assisi does well by improving the way the facility is run.

38 Annual Report 2023

An action plan identified areas for improvement including the quality of manager and supervisor feedback, clarity of workplace directions, the approachability of managers, greater consideration of employee suggestions and a perceived need for increased staffing resources. Since the survey was undertaken increased resourcing from additional funding received has already made a difference in this area.

Gender & Age

Years of Service

100 100

10 Years Luiga Cannata

Male Female

80 80

Grazia Mamone Debbie Smith

15 Years

60 60

Casey Hale

20 Years

40 40

Terrence Fitzpatrick Khaali Weheliye

20 20

Saido Yusuf

30 Years

Yea r

Teresa Mirabilio

der

Yea r

Employment Type Part Time Casual Full Time

2023 127

2022 114 0

50 50

100 100

150 150

200 200

2023 Annual Report

Education Assisi aims to ensure the workforce is competent, trained and equipped to deliver the care and provide necessary supports residents require. Assisi’s workforce training program includes mandatory online (Ausmed), practical workshop and practical competencies according to workgroup. The program is designed in accordance with the Aged Care Quality and Safety Standards. The paid mandatory online program occurs across a 12-month timeframe with topics tailored to workgroups. Compliance rates are now consistently between 96-100% attributable to strong administrative follow-up with overdue reminders and management action at 30, 60 and 90 days. Monthly reporting is provided

str

Completion rates for 2023

20 40 Annual Report 2023

tio

Inf

isi ini m M

98%

99%

96%

ag em ict en ive nP t re P r ve a cti nti ce on M s & an Co W da ntr or to kp ol ry la Re ce Se po rio He rti us ng al th Inc & M id Sa ed en fe tR ica ty es tio po n ns Sa eS fe ty Bu ch em lly ing e ,H Ha (SIR S) ar nd as Ho Hy sm gi en w en to t& E e D l d Di e e sc al r Ab rim wi Sy us th ina mp e Un Co t i to o de mp n m in rst M la the an int an di s ag W ng em the ork en tD Dy plac ur e ing ing P r En oc do es s fL ife Ca re

98%

Mandatory Online Programs

Annual practical workshops and competencies include fire and emergency, manual handling, hand hygiene and for relevant care staff only, medication management. Compliance in these areas are >95%. Food and chemical safety are repeated on a less frequent cycle.

There were 1,902 additional educational attendances during the year. These included workshops conducted by external specialists and internally conducted toolbox sessions in response to a targeted need. For example, 14 nursing staff attended the full-day session, ‘Assessment and Management of Clinical Deterioration in the Elderly’ delivered by Simon Plapp, Educational Consultant at St Vincent’s Private Hospital. Other topics included; management of diabetes, pain management in the older person, improving handover and handling infectious linen. Particular topics may also be individually assigned resulting from incident management.

100%

Pa i

100

to responsible managers. Other recommended (optional) Ausmed training modules are scheduled each month according to workgroup. A monthly voucher is randomly drawn for an employee who completes the scheduled recommended modules and is announced in the regular staff newsletter. This incentive was introduced during 2023.

Understanding Learning Needs During the year all staff were invited to complete a workforce education and training survey. Forty-three responses were received, a response rate of 27%. Results overall revealed high levels of satisfaction with Assisi’s approach to workforce learning. Effectively dealing with challenging behaviours, psychological safety in the workplace, communication with Italian-speaking residents, managing workplace stress, best practice documentation for aged care, first aid and improving time management were topics staff would like to learn more about. An action plan was developed to address areas for improvement.

Questions

Agreement

I can easily manage to complete all my required education and learning activities

79%

I feel supported in completing required learning at Assisi

79%

I understand that education marked as mandatory for my workgroup is based on legislative, regulatory and quality of care requirements in aged care

100%

I would like more time to participate in learning activities during my rostered work time

63%

I feel confident in my use of the Ausmed online learning platform

95%

Language is not a barrier for me to learn effectively at Assisi

100%

I feel the amount of learning and educational activities expected and delivered at Assisi is 86% adequate to provide person centred care to residents

I would like to participate in more variety of learning and education activities

60%

I find the fortnightly staff newsletter to be a valuable source of information regarding my training and education requirements and scheduled training events

91%

10.

When I commenced at Assisi I received a satisfactory orientation to my new role

85%

Staff Survey Responses

I am impressed with how serious Assisi takes learning compared to other places I have worked. I really enjoyed gaining the opportunity to do the medication administration course last year as it has allowed me to expand my skillset and gain knowledge.

2023 Annual Report

Pastoral Care Spiritual and pastoral care are important elements in the make-up of Assisi. Religion is integral in the lives of many Italians and therefore important for people choosing Assisi as their home. Religious services include the Holy Rosary daily and Mass is celebrated twice weekly on Wednesdays and Sundays. Additionally, important religious holidays and feast days are observed and celebrated. These spiritual comforts matter to many residents. To fulfil Catholic tradition the Easter period is additionally celebrated through religious events on Holy Thursday, Good Friday and Easter Sunday. The Easter ceremony of the symbolic ‘washing of the feet’

42 Annual Report 2023

occurred, this humbling event officiated through our spiritual leader Father Vito and pastoral care team of Sister Jiji and Sister Analyn. In May, Assisi was pleased to host Sister Flaviana, Assistant Delegate Superior of the Claretian Sisters, travelling from the Philippines, together with Sister Rosa, from San Carlo Home for the Aged. The purpose of Sister Flaviana’s month long visit was to gain insight into how pastoral care remains relevant in local communities. The visit also served as an introduction to Sister Judit, who replaced Sister Analyn, following the conclusion of her placement.

2023 Annual Report

44 Annual Report 2023

QUALIT Y OF CARE REPORT 46 Clinical Governance 47 Clinical Incident Management 48 Medication Management 50 Effective Skin Care 50 Allied Health 51 Falls Prevention & Management 52 Restrictive Practices 53 Infection Prevention & Control 54 Nutrition & Weight Loss 55 Regulatory Reforms 55 Our Carbon Footprint 56 Feedback

2023 Quality of Care Report

Clinical Governance

Le a I

uality or Q f nt ip rsh veme de pro m

Consum er & Pa Enga rtne g rsh e ip

ness of Operations Busi

VALUES Residents first Excellence in care Staff development Professionalism Empathy Customer service Teamwork re

46 Quality of Care Report 2023

Other locally determined data is also collected and monitored. This Quality of Care Report provides a summary of outcome areas. All data reported pertains to the July 2022 to June 2023 year.

tive Workforce Effec

Monitoring of clinical quality indicators is integral to clinical governance. As a Commonwealth Government subsidised residential aged care service, Assisi participates in the National Aged Care Mandatory Quality Indicator Program.

Data is submitted quarterly for monitoring and benchmarking in the following expanded areas: • pressure injuries • physical restraint • unplanned weight loss • falls and major injury • medication management • activities of daily living • incontinence care • hospitalisation • workforce • consumer experience • quality of life.

nt me s

Clinical governance describes the accountabilities held to measure, monitor, review and continuously improve service quality, meet regulatory requirements, and achieve the best possible outcomes for each aged care consumer. Clinical governance oversight is provided by the Board of Directors and Clinical Governance Subcommittee. This is detailed within Assisi’s Clinical and Quality Governance Framework operating across six domains; Clinical and Care Practices, Leadership for Quality Improvement, Consumer Engagement and Participation, Risk Management, Effective Workforce, and Business of Operations.

C li

nic

al P

ra ctic e

Risk M

g ana

Clinical Incident Management Effective incident management and systems are fundamental to clinical governance. Incidents are identified, recorded, and investigated and action plans, wherever necessary, are implemented. Clinical incident data forms the basis of many mandatory quality indicators. There were 815 clinical incidents, a reduction of 229 from the prior year.

Serious Incident Response Scheme (SIRS)

sexual contact or inappropriate sexual conduct. Reporting timeframes are in place. There were 32 incidents reported to the SIRS this year. All the incidents were thoroughly investigated. Clinical reviews were conducted by the senior clinical team and other professionals such as a geriatrician and wound specialist. Dementia Support Australia were involved wherever necessary. Control measures were implemented to prevent reoccurrence, and reviews provided opportunities for improved practice or workforce learning. No adverse outcomes were noted, or recommendations proposed following the ACQSC review.

The Serious Incident Response Scheme (SIRS) requires certain incidents to be reported to the ACQSC for regulatory review to prevent aged consumers from experiencing abuse and neglect. Reporting categories include psychological or 120 120 emotional abuse, missing consumers, neglect, theft or financial coercion, unexpected death, unexplained 100 100 absence from care, and unlawful

Clinical Incidents

2022 2023

8080 6060 40

June

July

2023 Quality of Care Report

Medication Management 97

8080

6060 50 4040

2020

20 48 Quality of Care Report 2023

Medication Errors

Antipsychotic medication is sometimes prescribed to manage the symptoms of a diagnosed mental health or other condition. In elderly people their effects can be adverse and careful consideration is required as to whether this is the most appropriate treatment strategy. Nine percent (9%) of residents were prescribed antipsychotic medication where psychosis had not been diagnosed; 1% above the national average [8%].

A best practice initiative has been to refer all residents who were prescribed antipsychotic medication by their GP for additional review by a geriatrician or psychiatrist. The aim is to reduce antipsychotic prescriptions wherever it is safe and appropriate to do so. This occurs in consultation with the family or nominated resident representative.

100 100

The Quality Use of Medications (QUM) program offers permanent residents an annual Residential Medication Management Review (RMMR). Consultant Pharmacist, Melinda Smith, reviews residents referred by their GP to ensure appropriate and safe prescribing, minimising adverse reactions or

Use of Antipsychotic Medication

Best Practice Initiative

Quality Use of Medications

drug interactions. Significant health status changes also prompt review by general practitioner, geriatrician, psychiatrist, the Austin Inreach Team or other specialist medical professionals.

Medications commonly prescribed to manage individual conditions in older persons can sometimes cause unintended harm. All medication errors are recorded, investigated and plans actioned. Errors averaged 4.17 per month, lower than the previous year. Omitted dose is the most commonly occurring error. Careful monitoring can minimise potential adverse medication impacts.

2023 Quality of Care Report

Effective Skin Care People with decreased mobility have a higher risk of pressure injuries. Skin inspection and care, regular position changes, effective hygiene and continence management are important prevention strategies. Specialised pressure relieving mattresses and other equipment can assist those at higher risk, supported by physiotherapy review. Six percent (6%) of residents experienced pressure injuries, compared to a national average of five percent [5%]. Identified skin injuries are documented in progress notes

Allied Health Assisi has engaged a number of Allied Health services to meet specialised needs. These include Optometry through Healthcare 2 You (pictured), Speech Pathology through Dr Jill Lesic and Associates, Podiatry through Plena Healthcare, Physiotherapy through PhysioSafe, Dietetics through Lisa Sossen & Associates and Dental through the Mobile Dental Service.

50 Quality of Care Report 2023

and reported via incident risk management systems. Pressure injuries are staged according to severity and referred to Assisi’s wound consultant, Jan Rice, wherever necessary. Another common skin problem in older persons is incontinenceassociated dermatitis (IAD). There were no reported occurrences of IAD this year; 4% lower than the national average. Regular staff education regarding skin observation and effective care strategies are undertaken.

Falls Prevention & Management People aged over 80 years have the highest risk of falls and fractures. Mobility, strength, and overall health condition are risk factors. Assisi’s comprehensive falls management procedure aims to reduce incidents and outcome severity. Fall prevention strategies include use of appropriate lighting, dietary review, safe footwear, incontinence management, and specialised equipment, such as movement

sensors. Physiotherapy is available onsite to assess, review and recommend tailored prevention measures. A new Mobility Coordinator role is an additional planned improvement. Falls totalled 457, which was lower than the previous year. Thirtythree percent (33%) of residents experienced one or more falls, compared to a national average of thirty-one percent [31%].

Falls 2022

150 150

2023

120 120

9090 6060 3030

r4 Q ua

rte

r3 Q ua

rte

r2 rte Q ua

Q ua

rte

2023 Quality of Care Report

Restrictive Practices Restrictive practices limit personal dignity, freedom of choice and movement. In some circumstances this can represent a breach of the Charter of Care Recipients’ Rights. Types include environmental (secure coded door), mechanical (bed rails or tray tables), chemical (some medications), physical (use of physical force), or seclusion (isolated confinement). A restrictive practice must be a last resort measure to prevent harm, and only undertaken in consultation with health practitioners. Twentyone percent (21%) of residents were subject to restrictive practices, compared to a national average of twenty percent [20%]. Assisi’s securely coded St Claire Dementia Unit explains why a higher percentage of residents are subject to restrictive practices.

Rates of Physical Restriction (%) annual prevalence

Physical Restraint Physical Restraint Exclusively by Secure Areas

52 Quality of Care Report 2023

Assisi (average) 21.30

National (average) 20.53

(80th percentile)

20.53

16.72

27.55

National 33.99

The Victorian Government declared COVID-19 was no longer a pandemic on 12th October 2022. Transmission veracity and infection severity are reducing due to increased public immunity and treatment effectiveness. After almost three years this is great news. However, COVID-19 outbreaks are still occurring in the wider community. Older persons remain more vulnerable and aged care facilities must ensure additional protections. There have been significant public health changes to definitions and response.

There have been three (3) COVID-19 outbreaks and several COVID-19 exposures this year. However, no resident has developed significant COVID-related complications.

An outbreak of Respiratory Syncytial Virus (RSV) occurred in June. There were five (5) residents infected.

In a residential care setting two or more residents testing positive via PCR or RAT within a 72-hour period is classed as an ‘outbreak’ according to the Department of Health & Ageing. Within a public setting presence of COVID-19 is considered an ‘exposure’, including situations where a staff member or visitor to aged care facilities becomes infected.

In May three (3) residents developed Scabies, an itchy, highly contagious skin disease caused by an infestation of the itch mite Sarcoptes scabiei. Direct skin-to-skin contact is the mode of transmission.

Three or

Each outbreak has been reported to and managed in consultation with the Local Public Health Unit (NEPHU). Cohorting of staff, altered movement pathways, alternative meal and laundry delivery and dining spaces, ventilation strategies including fresh air and air scrubbers, and additional PPE stations were among the management strategies implemented to reduce the spread of infection. Red, amber and green zoning provided visual reminders for escalated PPE requirements to staff and visitors, including the need for gowns, N95 face masks, and protective face shields.

Three or

Other Infections & Outbreaks

Assisi COVID-19 Outbreaks

96%

residents

VID Vaccina CO ti o re

Living with COVID-19

Infection Prevention & Control

VID Vaccina CO ti o re

100% staff

These outbreaks were also managed well in consultation with NEPHU. The outbreak period was minimal, and all the residents fully recovered. There were ‘nil’ adverse outcomes. Regular cleaning of residents’ rooms, ensuites, and communal spaces is also an essential part of infection prevention and control measures. Targeted deep cleaning is also undertaken.

The peer-based SPOTTER program reporting PPE noncompliance continues to be effective. Random compliance auditing of staff RAT monitoring cards is also undertaken.

2023 Quality of Care Report

Nutrition & Weight Loss Weight loss in older people can be a sign of deteriorating health and may occur due to specific illness, chronic disease and mood & behavioural disturbances. Residents are weighed regularly and monitored. The Mini Nutritional Assessment (MNA) helps identify risks of malnourishment and formulate action strategies supported by GP, Dietetic or Speech pathologist review. Energy and protein foods or supplements and texture modified foods for residents with swallowing

difficulties are common specialist recommendations. ‘Significant Unplanned Weight Loss’ (equal to or greater than 5% of body weight in a 3-month period) and ‘Consecutive Weight Loss’ is reported quarterly to the National Aged Care Mandatory Quality Indicator Program. Eight percent (8%) of residents experienced unplanned weight loss; one percent [1%] below the national average.

Rates of Weight Loss (%) annual prevalence

Significant Unplanned Consecutive Unplanned

54 Quality of Care Report 2023

Assisi (average) 7.58 5.23

National (average) 8.35 8.56

National (80th percentile)

12.19 12.57

Regulatory Reforms Aged care reform and regulatory compliance obligations have progressed significantly in response to the Aged Care Royal Commission.

Our Carbon Footprint

Assisi’s Board and Executive team continue to maintain their awareness of provider compliance requirements and has a plan for adoption.

Progress

Key Change

Deadline

National Aged Care Mandatory Quality Indicator Program quarterly reporting

July 2023

Achieved

24/7 Registered Nursing

July 2023

Achieved

Quarterly data submission for Star Ratings

July 2023

Achieved

(as at 30th June)

Mandatory 200 minutes of care time per resident October 2023 (including 40 Registered Nursing minutes)

In Progress

Governance requirements for Board clinical representation

December 2023

Achieved

Governance attestation of suitability for key personnel

October 2023

Achieved

Fair Work Commission Wage Value Case Round 2

June 2023

Achieved

Consumer Advisory Body Establishment

December 2023

In Progress

Governing for Reform in Aged Care Training Program

Not Specified

Ongoing

Review of Aged Care Worker Banning Order Register

December 2022

Achieved

During 2023 Assisi completed an upgrade from incandescent and fluorescent lighting to LED. This was enabled through the state government Victorian Energy Upgrades (VEU) program.

highly efficient reducing electricity usage by between 70% and 80%. It is also much brighter than incandescent and fluorescent lighting and globes can last up to 30 times longer than other traditional light globes.

While this work commenced in 2019, completion was delayed due to the COVID-19 pandemic where only essential maintenance contractors were permitted on site. Overall, Assisi replaced 930 lights: 820 internally and 110 externally.

In conjunction with the installation of our 300 kWp rooftop solar power station, which commenced producing power in October 2021, Assisi has significantly reduced its power usage from the grid as well as its carbon emissions. Our electricity costs have halved, saving close to $100,000 per annum.

LED lighting (light emitting diode) is

2023 Quality of Care Report

Feedback Assisi recognises that feedback allows a better understanding of the perspectives of others and drives opportunities for improvement. Feedback may be provided to any staff member directly who will escalate it to an accountable supervisor or manager in line with procedures. Alternatively, feedback forms are available in English and Italian and may be deposited confidentially in secure boxes located throughout the facility. The Director of Care and Chief Executive Officer also welcome the direct receipt of complaints. Assisi aims to review and action all feedback promptly and correspond with those raising matters in an open and transparent manner. The Clinical Governance Committee review feedback and the Board review all formal complaints.

Feedback by type

Compliments

Formal Complaints Suggestions

Concerns

130

120

150

120

150

56 Quality of Care Report 2023

150

There were 139 occasions of feedback; of these there were 34 complaints, 11 formal complaints, 70 suggestions and 24 compliments.

Words of Appreciation

We thank you for your dedication, kindness, compassion and commitment in looking after our Mum over the past 6 years. The love and care showed towards our mum is appreciated and we thank you for all the fantastic work you do. - Resident family

COMPLIANCE KEY PERSONNEL

OPERATIONS REPORTING

Assisi has considered the ‘Suitability Matters’ for Key Personnel as defined in section 8C of the Aged Care Quality and Safety Commission Act 2018, and is satisfied that they are suitable to be involved in the provision of aged care.

In accordance with amendments to the Aged Care Act 1997 effective from 1st December 2022, Assisi was compliant with its governance responsibilities and submitted an Operations Report to this effect on 30th October 2023.

Independent Non-Executive Board Directors

GOVERNING BODY STATEMENT

Don Smarrelli OAM

Board Chair

Don Pasquariello

Finance & Audit Chair

Clare Grieveson

Clinical Governance Chair

I, Don Smarrelli, certify that Assisi Aged Care has complied with all its responsibilities under the Aged Care Act 1997, and the requirements under the Aged Care Quality and Safety Commission Act 2018.

Sauro Antonelli AM

Member

Sharon Donovan

Member

Joe Gangi

Member

Viviana Lazzarini

Member

Ruth Richardson Clark

Member

Don Smarrelli, Board Chair 30th October 2023

Executive Personnel Peter Birkett

Chief Executive Officer

Victoria Salegumba

Director of Care

Raelene Pearce

Director of Care (former)

Tracey Scanlon

Finance Manager

2023 Quality of Care Report

F INANCE REPORT 59 Introduction 60 Director’s Declaration 61 Independent Auditor’s Report 65 Statement of Profit or Loss and Other Comprehensive Income 66 Statement of Financial Position 67 Statement of Changes in Equity 68 Statement of Cash Flows

Artwork: Yuria Okamura’s Temple of Nature at the NGV

58 Financial Report 2023

Introduction The aged care sector has experienced continued unparalleled financial pressures due to the ongoing pandemic, preparation for the implementation of upcoming Aged Care Reforms and changes in Government funding. Despite these market uncertainties, Assisi has sustained its business approach to ensure ongoing operations are viable. Our 2023 comprehensive result was a profit of $1.57 million, which was a significant improvement on the 2022 deficit of $450 thousand. Assisi has benefitted from its investment strategies, and with improvement in the general economy has received considerably more investment income than the previous year. Additionally, there have been gains in the market value of the Assisi Portfolio. With the continuing pandemic, Assisi incurred expenditures in managing the direct impacts of COVID-19. These expenditures are able to be reimbursed via Government Grants. However, as at year end grants to

the value of over $548 thousand had yet to be received & are therefore not recognised in the 2023 financial statements. Assisi held $42.7 million in Refundable Accommodation Deposits for residents at 30th June. A strong Liquidity Management Policy is maintained, and the Investment Management Strategy is reviewed annually to ensure returns are earned within its parameters. JBWere continue as external investment advisors. Assisi has set a long term and moderately conservative investment strategy, ensuring the protection of refundable accommodation deposits and bonds while maximising income and meeting Commonwealth prudential requirements.

Australian Charities & Not-For-Profits Commission (ACNC). As such, it has complied with all obligations required by the ACNC Governance Standards. This includes the audit, unqualified, of the 2022-23 financial statement undertaken by SW Accountants and Advisors. The following financial reports summarise Assisi’s performance for the year. The complete set of financial statements is available on request, or on the ACNC website.

Assisi Centre Limited is a public company limited by guarantee under the Corporations Act 2001 and is registered with the

2023 Financial Report

ASSISI CENTRE LIMITED ABN 33 929 275 686

DIRECTORS’ DECLARATION The directors of the Company declare that: 1.

The financial statements and notes, as set out on pages 7 to 32, are in accordance with the Australian Charities and Not-for-profits Commission Act 2012 and: a.

b. 2.

comply with Australian Accounting Standards - Simplifed Disclosures; and give a true and fair view of the financial position as at 30 June 2023 and of the performance for the year ended on that date of the Company.

In the directors’ opinion, there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

This declaration is made in accordance with a resolution of the Board of Directors.

60 Financial Report 2023

Take the lead

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ASSISI CENTRE LIMITED Opinion We have audited the financial report of Assisi Centre Limited (the Company) which comprises the statement of financial position as at 30 June 2023, the statement of profit or loss and other comprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies, and the directors’ declaration. In our opinion, the accompanying financial report of Assisi Centre Limited is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012, including: a. giving a true and fair view of the Company’s financial position as at 30 June 2023 and of its financial performance for the year then ended, and b. complying with Australian Accounting Standards – Simplified Disclosures and Division 60 of the Australian Charities and Not-for-profits Commission Regulations 2022.

Basis for Opinion

Brisbane Level 15 240 Queen Street Brisbane QLD 4000 T + 61 7 3085 0888

Melbourne Level 10 530 Collins Street Melbourne VIC 3000 T + 61 3 8635 1800

Perth Level 25 108 St Georges Terrace Perth WA 6000 T + 61 8 6184 5980

Sydney Level 7, Aurora Place 88 Phillip Street Sydney NSW 2000 T + 61 2 8059 6800

SW Audit ABN 39 533 589 331. Liability limited by a scheme approved under Professional Standards Legislation. SW Audit is an independent member of ShineWing International Limited.

sw-au.com

2023 Financial Report

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the Company in accordance with the auditor independence requirements of the Australian Charities and Not-for-profits Commission Act 2012 and the ethical requirements of the Accounting Professional & Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Information Other than the Financial Report and Auditor’s Report Thereon The directors are responsible for the other information. The other information comprises the information included in the Company’s annual report for the year ended 30 June 2023, but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing, so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the Directors for the Financial Report The directors of the Company are responsible for the preparation and fair presentation of the financial report in accordance with the Australian Accounting Standards – Simplified Disclosures and the Australian Charities and Not-for-profits Commission Act 2012, Division 60 Australian Charities and Not-for-profits Commission Regulations 2022 and for such internal control as the directors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error. In preparing the financial report, the directors are responsible for assessing the Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Company or to cease operations, or has no realistic alternative but to do so.

62 Financial Report 2023

Take the lead

Auditor’s Responsibilities for the Audit of the Financial Report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

Take the lead

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: 

  



Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

2023 Financial Report

Take the lead

SW Audit Chartered Accountants

Hayley Underwood Partner Melbourne, 27 October 2023

64 Financial Report 2023

Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 30 June 2023 2023 $

2022 $

Residential Care Revenue

16,393,946

15,271,350

Other Income

2,222,331

1,173,590

Total Revenue

18,616,277

16,444,940

(11,389,162)

(11,814,127)

Depreciation and Amortisation

(908,387)

(1,737,890)

Catering Provisions

(785,033)

(751,285)

Facility Cleaning & Support Programs

(757,945)

(742,443)

Resident Care & Support Programs

(561,480)

(798,749)

Other Costs of Accommodation

(521,460)

(376,233)

Communication & Administration

(884,924)

(885,472)

(2,319,668)

(1,525,494)

(14,733)

(4,124)

(18,142,792)

(18,635,817)

473,485

(2,190,877)

1,095,226

(1,540,244)

Fair Value Gain on Revaluation of Freehold Land and Buildings

8,081,055

Impairment of Bed Licences

(4,800,000)

Total Comprehensive Profit / (Loss) for the Year

1,568,711

(450,066)

Total Comprehensive Profit (Loss) Attributable to Members of the Company

1,568,711

(450,066)

Revenue

Expenses Employee Benefits

Imputed Interest Charge on RADs & Bonds Other Total Expenses Operating Profit / (Deficit) for the Year Fair Value Gain on Financial Assets Measured at FVTOCI

2023 Financial Report

Statement of Financial Position As at 30 June 2023 2023 $

2022 $

ASSETS

LIABILITIES

Current Assets

Current Liabilities

2023 $

2022 $

850,341

768,085

Cash and Cash Equivalents

4,045,405

4,469,764

Trade and Other Payables

Trade and Other Receivables

3,003,600

2,692,267

Employee Benefits

1,676,605

1,806,044

370,789

243,172

Financial Liabilities

42,723,875

43,269,994

7,419,794

7,405,203

Total Current Liabilities

45,250,821

45,844,123

Prepayments Total Current Assets Non-Current Assets

Non-Current Liabilities

Property, Plant and Equipment

62,712,042

63,432,538

Employee Benefits

465,277

290,844

Financial Assets

26,016,497

24,160,750

Total Non-Current Liabilities

465,277

290,844

Total Non-Current Assets

88,728,539

87,593,288 Total Liabilities

45,716,098

46,134,967

NET ASSETS

50,432,235

48,863,524

Retained Earnings

1,898,888

1,425,403

Reserves

48,533,347

47,438,121

Total Equity

50,432,235

48,863,524

Total Assets

96,148,333

94,998,491

EQUITY

66 Financial Report 2023

Statement of Changes in Equity For the Year Ended 30 June 2023 Asset Revaluation Reserve

Retained Surplus

Investment Revaluation Reserve

Total

Balance at 1 July 2021

3,616,280

43,787,778

1,909,532

49,313,590

Deficit Attributable to Members

(2,190,877)

3,281,055

(1,540,244)

1,740,811

Balance at 30 June 2022

1,425,403

47,068,833

369,288

48,863,524

Balance at 1 July 2022

1,425,403

47,068,833

369,288

48,863,524

Profit Attributable to Members

473,485

Other Comprehensive Income

1,095,226

1,898,888

47,068,833

1,464,514

50,432,235

Total Other Comprehensive Income

Balance at 30 June 2023

2023 Financial Report

Statement of Cash Flows For the Year Ended 30 June 2023 2023 $

2022 $

Receipts from Residents and Government

14,609,153

13,301,469

Payments to Suppliers and Employees

(14,908,398)

(15,804,114)

Interest Received

85,867

15,056

Rental Income

94,149

82,327

Fundraising, Donations & Bequests Received

45,336

49,068

Net Cash Used in Operating Activities

(73,893)

(2,356,194)

(188,712)

(255,992)

820

Purchase of Investments

(2,823,805)

(3,843,257

Proceeds from Sale of Investments

2,063,283

3,158,144

958,307

781,642

9,893

(159,463)

Net Movement in Trust Funds Held on Behalf of Residents

(6,708)

17,907

Proceeds from Refundable Accommodation Deposits / Bonds

11,132,175

13,087,716

Repayment of Refundable Accommodation Deposits / Bonds

(11,485,826)

(15,464,371)

Net Cash Used in Financing Activities

(360,359)

(2,358,748)

Net Decrease in Cash and Cash Equivalents Held

(424,359)

(4,874,405)

Cash and Cash Equivalents at Beginning of Year

4,469,764

9,344,169

Cash and Cash Equivalents at End of Financial Year

4,405,405

4,469,764

CASH FLOWS FROM OPERATING ACTIVITIES

CASH FLOWS FROM INVESTING ACTIVITIES Purchase of Property, Plant and Equipment Proceeds from Disposal of Property, Plant & Equipment

Income from Investments Net Cash Provided by / (Used in) Investing Activities CASH FLOWS FROM FINANCING ACTIVITIES

68 Financial Report 2023

MACLEOD

This report you will read contains stories of our lives the care we now need and that which is received

VIEWBANK

ciao@assisicentre.com.au

Rosanna Train Station

230 Rosanna Rd.

HEIDELBERG Austin Hospital

www.assisicentre.com.au

ASSISI AGED CARE

A RD.

As you read the pages ahead look beyond what has been said to everything that you hold dear and to those that brought you here

LOWER PLENTY RD.

ROSANNA

HEIDELBERG HEIGHTS

Culture and identity here remains strong as our shared journeys help us belong

(03) 9455 1199

GREENSBO

Macleod Train Station

ROSANN

Assisi is now my home yes I may be older but I am not alone

ROUGH H WY.

La Trobe University

Yar ra R

ive

Donate Today Your contributions make a difference. All donations are tax-deductible.

BULLEEN Heidelberg Train Station Assisi acknowledges Victoria's Aboriginal and Torres Strait Islander communities and their rich culture. We pay respect to the Ancestors, Elders and Communities of the Wurundjeri Woiwurrung people, the custodians of the land on which we deliver our residential aged care services.

Assisi acknowledges Australia's migrants and

+ refugees for their cultural, economic and political

contributions to this nation as they seek a better life for themselves and their families.

Acknowledgements Auditor: SW Accountants & Advisors Bankers: National Australia Bank Printers: AM-PM Print Content, Photos & Design by: Assisi Aged Care

a tua cura è il nostro privilegio

ANNUAL REPORT 2023

Your Care is Our Privilege

ANNUAL REPORT ROSANNA, AUSTRALIA

2022 - 2023