To be a leading provider of holistic and accessible health, lifestyle, and wellness services, evolving around the needs and expectations of our community.
Burnie Brae acknowledges the traditional custodians on whose lands we walk, work and live, including those of the Turrbul and Jagera nations, and pay our respect to their Elders past, present and emerging.
We acknowledge the important role Aboriginal and Torres Strait Islander peoples continue to play within our community.
Burnie Brae is committed to being an inclusive organisation. We recognise that we work across diverse communities and welcome and encourage participants from all backgrounds and experiences.
We strive to embrace the diversity of people from all ages and genders, Aboriginal and Torres Strait Islander peoples, culturally and linguistically diverse groups, the LGBTIQA+ community, people seeking asylum, refugees, and people living with a disability.
About this Report
This annual report is an overview of the operational and financial performance of Burnie Brae from 1 July 2023 to 30 June 2024.
Our annual report is designed to provide a snapshot of a year in the life of Burnie Brae: to celebrate success, identify learnings, and encapsulate how we weave our values into everything we do.
It is a compilation of a planning and reporting framework that guides how we prioritise and deliver programs and services.
The foundation of this framework is the Burnie Brae Strategic Plan 2023-2028 that consolidates our future direction and provides focus to four areas on which to deliver and measure our achievements.
Our four key focus areas
How the report is put together
Compiling the annual report is a team effort where our people contribute content guided by statutory requirements and their achievements against the five-year strategic action plan.
The Senior Leadership Team reviews the content for accuracy, style, and ease of understanding, and the board endorses the final version.
The financial information is audited by Bentleys Brisbane (Audit) Pty Ltd.
Where to find the report
The report can be found on our website at www.burniebrae.org.au/about-us/annual-reports.
These areas articulate where and how our focus aligns with the organisational vision.
Focused growth
Grow our impact and footprint so that we can meet the needs of even more older Australians.
Sustainable business
Deliver services in an efficient and sustainable way so that we can continue to grow our offering and impact.
Customer-led service improvement
Innovate our product and service offering and deliver experiences that marry consumer needs and preferences.
Operational excellence
Build our people, leadership, technology, and data capability to enable seamless and integrated experiences that support both our consumers and workforce.
About Burnie Brae
'Burnie Brae' was the name given to the original homestead built by the Hamilton family on the centre's present site. The 20-acre block was purchased by Andrew Hamilton in about 1873. After the house was demolished in 1952, the block became Annand Park, and the park was named Burnie Brae Park in 1997.
Burnie Brae Centre opened in 1984 following seven years of dedicated fundraising by the Rotary Club of Chermside. It was quickly established as a cornerstone of the community renowned for its vibrant atmosphere and diverse range of activities. These early years laid the foundation for the centre's role as a warm and welcoming space for community members of all ages.
A significant milestone occurred in 1994 with a major expansion project, funded in part by the government. This expansion included the addition of essential facilities such as a day respite centre and home
maintenance office, enabling Burnie Brae to significantly increase its reach and impact within the community.
As the needs of the community continued to evolve, so did the offerings. The introduction of Café Connect in 2009 provided a social hub for community members and in 2011, the launch of the Healthy Connections exercise clinic diversified our services by promoting health and wellness among our members.
A significant partnership with the Brisbane City Council led to the revitalisation of the Burnie Brae Park into a recreational space for the community.
Since its inception in 1984, Burnie Brae has achieved significant milestones with an unwavering commitment to improve and maintain a great quality of life for the people in its community.
Our vision
An empowered and connected community of older adults living their best lives.
Our mission
To be a leading provider of holistic and accessible health, lifestyle, and wellness services, evolving around the needs and expectations of our community.
Our values
n Collaboration
n Compassion
n Integrity
n People-focussed n Quality
Burnie Brae sketch and photo with Blacksmith shop. Images courtesy of Ian Hamilton and State Library of Queensland.
Where we work
Burnie Brae is approved to offer services in the Brisbane North 1 and Cabool 1 planning regions of the Australian Government’s Department of Health Aged Care Planning Regions. These boundaries became effective in April 2018 and are based on Statistical Area Level 2 boundaries from the Australian Bureau of Statistics Australian Statistical Geography Standard 2016.
Brisbane North
Our Partners and Connections
Community
n ADA Australia
n Aged and Community Care Providers Association
n AlayaCare
n All About Living
n Alzheimer’s Queensland
n Anglicare Southern Queensland
n Australian Catholic University
n Australian Community Transport Association
n Australian Institute of Company Directors
n Australian Red Cross
n BallyCara
n Bentleys
n BlueCare
n Bolton Clarke
n PHN Brisbane North
n Care Connect
n Carers Queensland
n Centacare
n Co.As.It Community Services Ltd
n Communify Queensland
n Foodbank Queensland
n Footprints Community
n Greek Orthodox Community of St George, Brisbane
n Griffith University
n HUR Australia
n Institute for Urban Indigenous Health
n Jubilee Community Care
n Kedron-Wavell Services Club
n Lions Clubs of Brisbane
n Loqui Speech Pathology
n Metro North Health
n MicroChannel
n National Australia Bank
n Optus
n Orcoda Limited
n Ozcare
n Queensland Aged and Disability Advocacy Service
n Queensland Health
n RizeUp Australia
n Royal College of Healthcare
n RSL LifeCare
n SignUp
n St Vincent’s Care Services
n Suncare Community Services
n The Prince Charles Hospital
n Thomson Geer Lawyers
n Trevor-Roberts
n UKG
n Wesley Mission
n World Wellness Group
n Zoom
Government
n Australian Government – Aged Care Quality and Safety Commission
n Australian Government Department of Health and Aged Care
n Australian Government Department of Social Services
n Queensland Government Department of Child Safety, Seniors and Disability Services
n Queensland Government Department of Housing, Local Government, Planning and Public Works
n Queensland Government Department of Treaty, Aboriginal and Torres Strait Islander Partnerships, Communities and the Arts
n Hon. Anika Wells MP (Minister for Aged Care. Minister for Sport) (Federal Member for Lilley)
n Mr James (Jimmy) Sullivan (Member for Stafford)
n Councillor Danita Parry, Brisbane City Council (Marchant Ward)
n Councillor Adam Allan, Brisbane City Council (Northgate Ward)
Message from the Chair & Chief Executive Officer
We are proud to present the Burnie Brae Annual Report 2023-2024 as we reflect on the past year.
This year has been one of resilience, growth, and unwavering commitment to our mission of being a leading provider of holistic and accessible health, lifestyle, and wellness services.
We continuously aim to enhance the lives of seniors and the broader community. It has also been a year of unity amongst our board, staff, clients and members. For that, we thank every one of you.
Some of our key achievements this year have been in the investment in internal digital systems upgrading to an integrated human resource system as well as implementing the AlayaCare system to manage care services.
These are state of the art, secure and innovative applications that will greatly assist Burnie Brae to deliver
efficient and quality services to clients and members.
We have continued to expand our home care packages, aged care, and allied health services to cater to an increasing number of clients in both the Brisbane North and Caboolture regions.
By investing in our workforce and infrastructure, we have ensured that we can meet the diverse needs of our community effectively. Our team of dedicated professionals continues to deliver personalised care, fostering independence and wellbeing among our clients.
Community engagement remains at the heart of Burnie Brae’s mission. This year we have strengthened our partnerships with local organisations, healthcare providers, and community groups to extend our reach and impact, ensuring that more people benefit from our services.
Our social activities, wellness programs, and support groups provide valuable opportunities for people to connect, share experiences, and build lasting relationships.
As we look to the future, we are excited about the opportunities that lie ahead. Our strategic plan focuses on continuing to innovate and expand our services, ensuring that we remain responsive to the evolving needs of our community. We are committed to leveraging technology to enhance our service delivery, making our programs more accessible and effective.
We also recognise the importance of sustainability in our operations. Burnie Brae is dedicated to implementing environmentally friendly practices and promoting sustainable living within our community. Our ongoing efforts in this area reflect our commitment to create a better future for generations to come.
Our achievements are due to the unwavering support of our board and staff including, volunteers, clients, members and partners. We are deeply grateful for your dedication, hard work, and belief in our mission. Your contributions have been instrumental in helping us navigate challenges and achieve our goals.
Burnie Brae remains steadfast in its commitment to enhancing the quality of life for seniors and the broader community. As we move forward, we will continue to strive for excellence, innovation, and inclusivity in all that we do. Together, we shall continue to build a stronger, healthier, and more connected community.
Anne Copeland Chair
Andrew Watson Chief Executive Officer
15% increase in Home Care Packages
53% growth in Allied Health Services
53% increase in Home Care Package Revenue
Year in Review
The 2023-2024 financial year was a period of growth and innovation for Burnie Brae following a significant staffing restructure to ensure sustainability of the business. The organisation was enhanced by progress on strategic initiatives and an expansion of services to enrich the lives of our clients and community.
40th birthday celebration
In March 2024, Burnie Brae celebrated 40 years of service in the Chermside community. Throughout the month, we hosted a series of events and activities that highlighted our enduring commitment to clients, members, staff, and the community.
These celebrations honoured our rich history and the strong relationships we have built over the decades, while also reflecting on our enduring dedication to supporting and engaging with the community we serve.
Service expansion and innovation
Considerable progress was made in expanding the allied health programs through integration with home care packages. Our home care services also saw growth, with a focus on personalised care that supports independence and wellbeing for seniors in the Brisbane north region.
Community engagement
Burnie Brae continued to strengthen its ties with local organisations, healthcare providers, and community groups. Our social and lifestyle programs flourished, offering a diverse range of activities that promote social inclusion and reduce isolation among seniors. Educational and knowledge sessions, as well as activities including fitness and lifestyle, ensured opportunities for our clients and members to interact within the community as well as at our 60 Kuran Street, Chermside centre.
Operational excellence
Investments in our workforce and infrastructure ensured we could meet the growing demands of our clients. This included the implementation of AlayaCare, a leading-edge client management system for our care services teams as well as UKG, automating human resources and payroll for the business.
We focused on staff development through the establishment of the Burnie Brae Leadership Program, ensuring our team members are equipped with the skills and knowledge necessary to manage and lead. Additionally, efforts to implement sustainable operational practices underscored our commitment to our clients, members and the community.
Financial performance
Burnie Brae maintained a stable and strong financial position throughout the year, enabling investment in new programs and services. This prudent resource management and a focus on cost-effective service delivery set alongside sound governance from the board and senior leadership team, enabled Burnie Brae to achieve its goals and the long-term sustainability and expansion of the organisation.
Looking Ahead
Burnie Brae remains committed to innovation, community engagement, and excellence in service delivery. Our strategic plans for the coming year include, further service expansion, particularly in the areas of health and wellness, and a continued effort to enhance the quality of life for seniors.
In summary, the 2023-2024 financial year was a successful and transformative period for Burnie Brae, setting the stage for continued growth and impact in the years to come.
Board of Directors
Five board directors guide our strategic direction, governance, and provide expert industry advice.
Anne Copeland Chair (from November 2023)
A member of Burnie Brae since 2017, Anne Copeland has dedicated her life to the field of nursing. A registered nurse, midwife, and a child health nurse, her career includes various management and leadership roles in public and private acute hospitals, and in aged care. Anne has served on boards including as chair of the Queensland Nursing Council from 2005 – 2010 and chair of the Nursing and Midwifery Board of Australia from 2009 – 2013.
Belinda Llamas
Non-Executive Director
Belinda Llamas brings a 20-year career in risk management, work health and safety, human resources, and business management to Burnie Brae. Her particular interests are in systems maintenance, simplifying compliance, growth, and longterm planning.
Carolyn
Robinson
Non-Executive Director
A registered nurse with more than 50 years’ experience, Carolyn Robinson’s expertise and contributions to the nursing profession were recognised with a Vice Chancellor’s Award from QUT, and as a Fellow of the Royal College of Nursing, Australia.
Belinda Sutherland Non-Executive Director
Belinda Sutherland is an experienced allied health professional, leader and qualified occupational therapist. Belinda’s work history has included working across acute, rehabilitation and community settings in Australia and overseas.
Steven O’Donoghue
Non-Executive Director
Steven O'Donoghue is a highly accomplished executive leader and business professional with more than 20 years’ experience managing teams in the financial services industry. He holds a MBA, a MBus(AppFin), is a Certified Financial Planner, is a graduate of the Australian Institute of Company Directors, and co-owns a growing podiatry practice.
Retirement – Neville Mew
In August 2023, Neville Mew resigned after 12 years on the board, which included eight years as chair. His guidance not only shaped the direction of Burnie Brae but inspired everyone to strive for excellence.
Neville Mew’s legacy will continue to inspire us and we are confident that the principles and values he instilled within Burnie Brae will remain at its core. We wish Neville happiness, good health, and the enjoyment of everything he has been looking forward to doing.
New company secretary
Li (Connie) Gao was appointed as company secretary of Burnie Brae Ltd in August 2023.
Connie joined Burnie Brae in 2021 and holds the dual roles of head of finance and company secretary. Ms Gao is a Certified Practising Accountant and has completed the Board and Company Secretary Course with the Australian Institute of Company Directors. Connie brings extensive financial expertise and a strong focus on governance and performance processes to the board, making her a key contributor to the organisation’s success.
Board of Directors Proceedings
Our Committees
Setting up a Quality Care Committee and a Consumer Advisory Committee are requirements of amendments made to the Aged Care Act 1997 that followed recommendations of the Royal Commission into Aged Care Quality and Safety .
Quality Care Committee
The role of the quality care committee is to support and inform the board, help with problem-solving, and suggest improvements. It must operate in accordance with the Aged Care Act and Accountability Principles 2014 , report to the board at least every six months about the quality of aged care for each of its services and give feedback about the quality of aged care as requested.
The Quality Care Committee has met three times since it commenced in August 2023 and reported to the board on each occasion with recommendations for improvements to the quality and safety of care being provided.
Foundation members: Amanda Mundy, Jennifer Rogers, Paul Bosisto, Aaron Kishan, Nick Smith, Gerry Perez, Sandra Jewel.
Thank you to each member of the Quality Care Committee for your time, integrity and unique skills and experiences that you have brought to the committee and the outcomes that have been achieved.
Consumer Advisory Committee
The Consumer Advisory Committee (CAC) will integrate perspectives and experiences from both aged care clients and service members to use as feedback on our service delivery. The primary objectives of the CAC include codesign and feedback; complaints and improvement; and advice to leadership.
The establishment of a CAC underscores our dedication to align with aged care legislation and our commitment to continuous improvement. Through collaborative engagement and ongoing feedback, we will deliver high-quality, responsive care that meets the needs of our clients and service members.
Despite an initial challenge to recruit members, the first CAC meeting was held in May 2024. The founding members are Dianne Beard, Jill Hawkins, Denise Martin, Elizabeth Taylor and Myra Gilbert. The committee is led by Head of Care Services, Aynsley Johnson and supported by Service Delivery Coordinator, Cassie Day.
Thank you to the founding committee members for their generous gift of time, their insights and advice have already proven invaluable.
Senior Leadership Team
Andrew Watson Chief Executive Officer
Andrew Watson is a seasoned senior executive with over 25 years of experience, specialising in leadership, project management, and change management. He has successfully led transformative projects in aged care, food manufacturing, and sports. With a Master of Business Administration, Andrew excels in implementing strategic initiatives, driving organisational change, and building high-performing teams.
Aynsley Johnson Head of Care Services
Aynsley has a degree in Human Services and Social Science and almost 20 years' experience in the community sector working across government, private providers and consultancy. Her passion is within the not-for-profit space. With initial foundations in complex case management, through to leadership roles and now overseeing several of Burnie Brae's aged care funding streams, Aynsley is an advocate for social inclusion, health, and wellbeing among older adults.
Karen Stewart-Smith Head of Allied Health Healthy Connections
Karen holds a MCEP, BAppSc(HMS) and has spent more than 30 years in the health industry including 13 years at Healthy Connections. Her experience lies in developing and implementing creative health solutions, and fostering supportive, community-driven services. Karen has worked tirelessly to create a supportive workplace with an emphasis on education and mentorship to foster growth, development, and the delivery of exceptional client services.
Amanda Mundy Head of Quality
Amanda Mundy is an experienced quality professional with 15 years supporting organisations with funding body standards and legislation compliance. She is passionate about continuous improvement and consulting with workers to drive meaningful change. Her expertise covers work health and safety, governance, organisational policy writing, emergency management planning, developing and delivering training, incident investigation and analysis of systems and processes. Amanda has a proven track record of supporting organisations through periods of significant regulatory change.
Andrew Christopher Head of IT and Member Services
Andrew Christopher has more than 26 years of experience at Burnie Brae where he has taken on multiple roles across the business. As an experienced information technology professional, he leads the organisation’s IT and member services team and has successfully overseen significant software implementations in finance, care services, and transport.
Cindy Hayer Head of Human Resources
Cindy has a BBus(HRM) and more than 20 years’ experience in human resource management in the not-for-profit space. Cindy is passionate about effective people management and is dedicated to fostering positive workplace dynamics and aligning human resources strategies with organisational goals.
Connie Gao Head of Finance
Connie is a highly experienced professional in the accounting and finance sector. She holds a Master of Commerce in Professional Accounting and the designation of Certified Practising Accountant with more than 15 years of expertise. Connie has completed the Board and Company Secretary Course through the Australian Institute of Company Directors. Her extensive financial knowledge, along with her strong emphasis on governance and management, positions her as an invaluable asset to the organisation’s success.
Organisational Chart
Strategic Planning
Four key focus areas set the strategic direction of Burnie Brae:
Focused growth
Grow our impact and footprint so that we can meet the needs of even more older Australians.
Sustainable business
Deliver services in an efficient and sustainable way so that we can continue to grow our offering and impact.
Customer-led service improvement
Innovate our product and service offering and deliver experiences that marry consumer needs and preferences.
Operational excellence
Build our people, leadership, technology, and data capability to enable seamless and integrated experiences that support both our consumers and workforce.
We have 16 strategic initiatives that drive the performance and evaluation of our work. Using a roadmap of three horizons we will deliver these initiatives in a thoughtful and considered way.
Horizon 1 Horizon 2 Horizon 3
Laying the foundation
Will set us up for long term success by putting in place key enablers for our future aspiration. Growing our impact
Will enable accelerated growth and delivery of services and experiences that are more difficult to implement however will add value to our community.
Towards best practice
Enables us to continue to innovate and strive for better practice to deliver high quality services and experiences, positioning Burnie Brae as a provider of choice.
Performance Report
Horizon 1
1 January 2024 – 31 December 2024
Laying the foundation
Will set us up for long-term success by putting in place key enablers for our future aspiration.
1.2 Grow our home care package and allied health disciplines footprint in the Brisbane region. Integrate allied health into the home care package offering and create opportunity for ‘top up’ fee for service for all consumers
Focused Growth n Home care packages increased by 13% with revenue up by 53%.
n Allied health growth of 45%.
n Built stakeholder/referral pathway promotion group that covers Brisbane North and Moreton Bay (hospitals).
n Promotion of home care packages and allied health in Brisbane North and Moreton Bay.
2.2 Evaluate the services that do not create value for Burnie Brae. Consider decommissioning or finding innovative ways to make products viable and/or reduce risk to Burnie Bray. This includes considering a more strategic way to leverage government funding, restructuring, subletting or outsourcing products and services.
Sustainable Business Hair salon outsourced to owner business.
2.3 Develop a strong employee value proposition that supports Burnie Brae to attract and retain the most skilled and experienced employees aligned to the organisation’s values and mission.
Sustainable Business
n Support worker recruitment reviewed and updated. Job advertisements made more appealing. Advertisements placed in more places. Locations and profiles reviewed.
n 30 key positions attracted and retained by above-award pay.
n CPI pay rise for above award employees in July 2023.
n Our leadership program, Healthy Connections and support worker mentoring program, and Healthy Connections professional development program enhanced our employee value proposition by encouraging employees to feel valued and part of the business’ investment. Networking and collaboration opportunities are encouraged.
n 14 people participated in the leadership program facilitated by Trevor-Roberts.
n Mentoring offers guidance to navigate career paths for increased job satisfaction and retention.
n Mentorship identifies development opportunities for future leaders and streamlines staff into the leadership program.
n Healthy Connections student practicum placements allow us to observe students’ clinical skills, adaptability, and how they align with our clinic’s values before offering them employment. It is also a chance to mentor and shape future professionals to meet the clinic’s needs. This model has led to successful staff recruitment.
2.4 Update our brand architecture to ensure our brand aligns to our business model and proposition to consumers, employees and volunteers.
Sustainable Business
n Healthy Connections integrated with the Burnie Brae brand to broaden its service to add more specialised health services including preventative health and rehabilitation to meet growing community needs.
n Brand integration has meant a pooling of resources such as facilities, and administrative support, to enable comprehensive care without duplicating resources, enhancing efficiency and reducing costs.
n Healthy Connections can now access Burnie Brae’s community reach and established trust within aged care and wellness programs.
n Cross-promotion with brands is expected to drive engagement, encouraging clients to utilise complementary services.
n Burnie Brae’s community activities, social programs, and support services will be linked with the rehabilitation and fitness services provided by Healthy Connections.
n Combined branding ensures we are positioned to attract strong talent interested in community-focused services.
n The Burnie Brae brand’s association with high-quality health services provided by Healthy Connections will enhance its image as a comprehensive care provider into the future.
4.4 Conduct a review of our operating model to ensure that we have the right people, processes and technology needed to deliver our services in an efficient and sustainable manner.
Operational Excellence
Changes and efficiency implementation practices included:
n UKG to automate payroll and HR processes for onboarding and recruitment.
n AlayaCare Implementation.
n ExFlow implementation to streamline invoice approval and data entry process.
n HCP claiming process.
n Staffing restructure.
n Senior leadership – KPIs and reporting.
4.5 Build our governance capability and maturity by developing a fit-for-purpose governance framework. We will ensure our board has the right skills, experience and qualifications to govern Burnie Brae effectively.
Note – Reporting period
Operational Excellence
The business and governance framework was reviewed in 2022 by KPMG. The framework complies with the Department of Health and Aged Care and the Aged Care Commission’s requirements. The efficiencies gained following the review are higher visibility and transparency of operations across the business by all levels of staff and the board members.
The reporting period for these strategic initiatives aligns with the original Burnie Brae Strategic Plan 2023-2028, which indicated reporting periods as calendar years. This annual report covers six months of the strategic plan from the 1 January 2024 to 30 June 2024. The board is in the process of amending the plan to change the reporting periods to align with the financial year calendar.
Measuring our Success – a journey
Our performance framework will enable the organisation to accurately track and measure the progress of its strategic initiatives.
In 2022, KPMG was engaged to review and analyse our operations. Outcomes of the review included a current analysis report and a strategic plan. The strategic plan suggested a set of indicators to measure success based on four pillars: focused growth, sustainable business, customer-led service improvement, and operational excellence.
These indicators rely on data collected over time to track performance. Since the strategic plan was adopted, it has been necessary to upgrade and establish new systems for finance, transport, care services, and in HR and payroll that are capable of producing reliable and meaningful data.
While the intention was to begin reporting against these measures of success in the 2023-24 financial year, the groundwork of system set-up and user education, and management of change throughout the organisation has taken precedent.
In the coming year, we are engaging Stewart Brown to commence benchmarking the home care package service where we expect to bed-in meaningful data collection for performance measurement in this sector.
It is anticipated that performance reporting in this format will commence in 2025-26.
Our Services
We provide quality funded care and services to assist people to stay living at home when their independence is challenged by health issues or other circumstances.
Our focus is on safety, wellness, and capability, with care planning tailored to individual goals, strengths and preferences.
Care Services
Support at Home – cleaning, household tasks, personal care, socialising, companionship, transport and outings, allied health, home maintenance and repairs, and wellbeing.
Home Care Packages – government-funded program in Australia designed to support older individuals who need assistance with daily living activities while remaining in their own homes.
Transport services – a door-to-door transport service to help clients get to the shops, appointments, activities and other events that matter to them. The transport service accommodates people of all ages and needs, including disability access and mobility aids.
Flexible Respite Care – day respite, supported outings and in-home respite care providing temporary relief for caregivers with short-term care for people who need support due to age, illness or disability.
Allied Health Services
Helping people achieve their health goals and enhance their quality of life with an individual tailored approach by a team of dedicated, qualified specialists. Services include:
n Exercise physiology
n Physiotherapy
n Remedial massage
n Hydrotherapy
n Specialised clinical groups
n Audiology
n Podiatry
Member services
Centre activities – such as dance classes, art, card, and board games.
Community nursery – offering a range of plants for sale. All profits are returned to the local community.
Technology training – lessons to help people feel confident with technology.
Events and day trips – special day trips for seniors to theatre performances, exhibitions and other events.
Travel Connections – a team of travel advisors and itinerary planners.
Cafe Connect – onsite café in Chermside provides a place to gather and enjoy delicious food.
Hair salon – skilled hairdressers onsite
Care Services Report
What we provide
n Home Care Packages
n Support at Home
n Transport Services
n Flexible Respite
What we achieved
Home Care Packages
Increased by 13%
The 2023-2024 financial year marked a period of growth and resilience for the Home Care Package program, which expanded to approximately 260 packages.
To support the growth and enhance service delivery, the team was significantly expanded. Administrative and nursing capacity was increased and we welcomed new care coordinators to the team, who brought fresh perspectives and expertise.
Commonwealth Home Support Programme (CHSP)
CHSP funded services include in-home and centrebased respite; social support, including individual and group based; domestic assistance; home maintenance and modifications; transport; and personal care.
This year, data indicates a growing need across our region for in-home and community-based subsidised services.
Most service delivery hours were spent on home modifications, transport, home maintenance and domestic assistance (cleaning). This confirms a
common understanding across the industry that home safety, driving/getting around in the community, cleaning, and gardening are the first support service items an older person will need as they age.
The care services team were involved in a successful aged care funded services quality audit in February 2024. Burnie Brae was compliant across all eight Australian Government aged care quality standards. Congratulations to all involved in achieving this outcome.
Burnie Brae undertook a significant transition from Telstra Health’s HCM to AlayaCare, a leading-edge client management system. AlayaCare offers a modern, integrated platform, enhanced functionality, and scalability. It benefits our clients by providing efficient communication and coordination of services, more personalised care planning, increased transparency and access to care information, and streamlined data administration, reducing delays and errors.
Flexible Respite Care Services
The respite team received a well-deserved You are ACE acknowledgment from the Aged and Community Care Provider Association for its exceptional efforts in fostering intergenerational connections through a pen-pal program with local Craigslea State High School and respite centre clients.
Challenges
Home Care Packages
Several clients transitioned to residential care or no longer needed a package requiring continuous adjustments to our service delivery and client management strategies.
The national limited release of new package funds level contributed to a more modest growth rate than anticipated.
Commonwealth Home Support Programme (CHSP)
Community need continued to out-weigh the provision of funding. However, with renewed flexibility arrangements, Burnie Brae was able to ensure minimum service needs were met in certain service types (personal care, social support), while also distributing funding to areas that needed more than others, such as home maintenance and allied health.
Looking Ahead
Home Care Packages
Next year, the team is well-positioned to continue its positive trajectory. We expect further growth into the Moreton Bay region and a close working relationship with Burnie Brae’s Healthy Connections team for preventative care and services funded via home care packages.
Internal focus will shift towards understanding and preparing for required reform changes as the government finalises provider requirements under the new aged care legislation, revised aged care standards and changes to the delivery of the Home
Statistics and Trends
Care Package program. This will include education and structure review internally, and education and support for clients and the community.
Commonwealth Home Support Programme (CHSP)
Burnie Brae continues to monitor for opportunities to increase its funding in high-need service types such as allied health and home maintenance through avenues such as new grants.
We will continue to provide community education to clients and members to ensure their understanding of the current funding available to them as they age, but also any upcoming reform changes that may impact their future aged care services.
In the Spotlight –ELDAC Linkages Project
This year, Burnie Brae successfully participated in and completed the End-of-Life Directions for Aged Care (ELDAC) Linkages Project in collaboration with the Queensland University of Technology (QUT). This pivotal initiative enhanced our capabilities and resources related to end-of-life care, advanced care planning, and helping clients manage life-limiting illnesses.
Goals and achievements:
Broadening stakeholder network: To expand our stakeholder network and bolster internal staff support and education. This involved providing training and resources to help teams effectively navigate conversations about end-of-life issues, monitor deterioration, and understand the significance of advanced care planning.
Staff training and development: A key component of the project was to enrol the intake and review team, clinical team, and home care package care coordinators in the Program of Experience in the Palliative Approach placement program. This intensive two-day training enhanced their practical skills and knowledge in palliative and end-of-life care.
Policy and procedure development: A comprehensive advanced care planning policy and procedure has been developed to establish clear guidelines and practices to support advanced care planning conversations across the organisation.
Impact and Outcomes:
Improved knowledge and confidence: Reflection survey data collected at the end of the project indicated a marked improvement in knowledge and confidence about end-of-life care, monitoring life-limiting illnesses, and advanced care planning conversations.
Foundations for continued improvement: While we acknowledge that there is still work to be done, the project has laid a solid foundation for ongoing development. We are committed to building upon this groundwork to further enhance our capabilities in these critical areas.
Showcase and learning opportunities: At the conclusion of the project, we were honored to be invited to a showcase event in Canberra to celebrate our achievements, share our experiences, and learn from other organisations that participated in the program.
Involvement in the ELDAC Linkages Project has been a transformative journey, equipping us with valuable tools and knowledge to improve end-of-life and palliative care for our clients.
The project has strengthened internal practices and policies, and we are wellpositioned to continue advancing efforts in these essential areas. We look forward to further integrating these learnings into our service delivery and continuing to enhance the quality of care we provide.
Healthy Connections (Allied Health Services) Report
What we provide
Healthy Connections provide accessible, high-quality healthcare to individuals and families, regardless of their circumstances.
What we achieved
Growth of 45%. Our growth in services/ revenue streams and financial stability has been attributed to a combination of:
Inclusion of in-house physiotherapy services
Expansion of physiotherapy has generated consistent revenue as it is often an ongoing need for older clients. This is especially true as we partner with our own Burnie Brae Home Care Package team and with other aged care providers to offer in-home and in-clinic physiotherapy for HCP and CHSP clients. Physiotherapy sessions can sometimes be shorter and more frequent, making it easier to manage a higher volume of clients.
Group classes (exercise/wellbeing)
Group classes offer a more cost-effective model as services are provided to multiple clients at one time, which improves the revenue-to-cost ratio. Group exercises for older clients are often supported through government programs, ensuring a stable client base. Social connections made in these classes effectively increase client adherence. We provided an increased number of classes in 2023-24 as well as specialised programs.
Brokerage
Providing services to clients via a brokerage model (contracting services to other providers) has allowed for increased utilisation of staff resources. This created an additional income stream without the full overheads of direct client management.
CHSP clients
CHSP funding remained consistent and provided access to low-level support for older Australians. We have targeted this segment because Burnie Brae can tap into government subsidies, ensuring a steady flow of clients and payments.
In-home remedial massage and weekend physiotherapy services
Additional services of value to our Burnie Brae clientele. These services attract a higher service fee.
Health Connections Income/Expenditure Statistics
Government funding stability
Both HCP and CHSP are backed by government funding, which provides a more stable and predictable revenue stream compared to private clients who may be more sensitive to price changes or economic conditions.
Demand for these services continues to grow in the ageing population and government programs tend to adapt to this increasing need, which further supports long-term financial viability.
Diversified income base
By offering a mix of services (physiotherapy, group classes, brokerage), the clinic isn’t dependent on one service. This diversification spreads risk and creates multiple pathways for income growth, especially as demand for aged care services increases.
Reducing overall expense while providing an increase of services
Streamlining staff rosters minimised down time and maximised billable hours.
Times of group classes, fees, and staffing were reviewed.
Healthy Connections clinic exercise memberships
At Healthy Connections we provide: 2304 membership hourly practitioner supervised classes per year. We have 333 active members with an overall retention rate of 93.11%.
Considerable progress was made in the expansion of our allied health programs through integration with home care packages.
Mentorship expansion and internal professional development
Our internal practitioner mentorship and professional development programs pair less experienced practitioners with seasoned mentors that provide guidance, support, and advice. They include formal training sessions, internal workshops, and networking opportunities. Each practitioner can access a monthly mentorship session and a monthly internal workshop.
A new resource for practitioners, TrustMe-Ed, was implemented. It is a new standard for online education and provides high quality theoretical and practical knowledge for clinicians.
Clinical programs
This year, the team assessed its clinical programs for efficiency, progression, compliance, and risk. Evaluations included program performance, clinical outcomes, and impact on client care to identify areas where improvements can be made. It reviewed clinical protocols, treatment guidelines and templates, and staff performance to ensure they align with current best practices.
Programs evaluated
n 6-week Balance with Confidence
n Cardiopulmonary rehab phase 4
n Dealing with diabetes
n Muscling up against disability
n Clinical group class
n Pump it for Parkinsons
n Hydrotherapy group
Students and university affiliates
Healthy Connections continued to provide students in their final stages of education with hands-on training. This year we provided training to eight exercise physiology students and one prosthetics student. The dedication of staff providing clinical supervision was exceptional as the time spent with students often exceeds normal work hours.
The partnerships we built with QUT, ACU, UQ and UniSC and other organisations fosters a mutually beneficial relationship where students gain valuable experience and we benefit from fresh perspectives and emerging talent. Outstanding students are often identified for future practitioner accusation.
Service growth
Growth to our service was strategically planned by optimising the workforce to align with organisational goals. It was achieved with efficiencies to the clinical roster, booking service length, and projected demands while having the talent to deliver services effectively, maintain high standards of client satisfaction, and support business expansion.
Healthy Connections was fortunate to onboard three highly skilled professionals in the last year and, through careful planning, enhanced productivity and responsiveness. By scaling staff, the business has managed the increased workloads, practised innovation, and sustained growth while meeting the evolving client needs.
Successful new services
n Mobile remedial massage services one day per week.
n Internally staffed physiotherapy in-clinic/in-home services. Transitioning clients from external providers to Burnie Brae employed practitioners.
n New Saturday in-home physiotherapy service. This service is under review for expansion as fully subscribed.
Challenges
Compliance and regulatory costs
Expanding into government-backed programs often requires meeting specific regulatory and reporting standards that can increase administrative costs. We have updated our compliance documents to counter the additional time needed to meet compliance.
New aged care standards and clinical compliance
Increased practitioner administration time, which is non-billable, can have significant effect on financial stability.
The shortage of skilled practitioners can significantly limit the expansion of services, particularly in healthcare sectors like physiotherapy, exercise physiology, and aged care.
Staffing costs
Increased demand for services requires more staff or upskilling current staff, which will raise operational costs.
Increased workforce costs and higher wages
Skilled practitioners are in high demand and Healthy Connections has offered higher wages or additional benefits to attract and retain qualified staff. We have managed the increased financial burden by making sure new staff employed have a full case load within three months of employment and that our hourly revenue capture adequately covers all operational expenses.
Recruitment costs
Actively searching for and recruiting skilled professionals is costly in terms of both time and money and has, at times, delayed expansion plans.
Overworking existing staff
A shortage of practitioners leads to existing staff being overworked, which can affect service quality, client satisfaction, and staff retention, causing further shortages. This has been managed by having strict rostering guidelines to maintain a good ratio of services to administration as well as ensuring staff receive adequate daily breaks.
Client safety and compliance
We have expanded with the right number of skilled staff so have reduced compliance issues, especially in government-funded programs like HCP and CHSP.
Healthy Connections has managed its staff, so it is ready to expand through:
Training and upskilling
We have invested in the development of our staff to take on more specialised roles and provide support for new group programs. Offering training opportunities is next on the horizon to draw new recruits.
Partnerships
We will continue to collaborate with universities and training organisations to create a pipeline of new graduates or temporary practitioners that can help fill short-term gaps. This has been highly effective as we have drawn many of our current practitioners from our practicum program.
Looking Ahead
By focusing on workforce growth, innovative service delivery, and maximising opportunities with government programs, Healthy Connections can see strong growth and financial viability in the coming year.
Healthy Connections will continue to grow into the northern regions. Now that there is a robust operating model, smaller satellite sites can be set up to provide in-home, in-clinic, individual and group programs.
Recruitment of staff will be the biggest challenge in coming months however, as our reputation grows, so will our reputation as an employer of choice.
Staffing solutions and workforce development
n Recruitment strategies: We will focus on attracting skilled practitioners by enhancing recruitment efforts, offering competitive salaries and flexible work options, and continuous professional development opportunities.
n Partnerships with universities: We will establish additional partnerships with training institutions to create a pipeline of graduates, particularly in physiotherapy and allied health.
n Upskilling current staff: We will continue to invest in staff education to increase our capacity to offer more services, such as advanced physiotherapy or specialised group classes.
Service expansion and innovation
n New group class offerings: With the growing emphasis on preventative health, introducing more varied group classes such as balance training, fall prevention, and mental wellness classes will attract more clients.
n Telehealth integration: Expanding telehealth services for physiotherapy and group consultations can reach clients in rural areas or those with mobility issues, extending the service reach.
n Brokerage services growth: Leveraging the brokerage model to provide allied health services to other clinics or aged care facilities will increase revenue without the overhead of client management.
n Burnie Brae home care services growth: can be achieved with new and innovative services that offer flexibility for package fund spend on allied health services, and improvement in organisational communication and education for cross promotion of services.
n Partner with Burnie Brae member services: will provide educational and wellness workshops into the community, to promote services across all Burnie Brae departments.
Government programs and funding
n Maximising HCP and CHSP clients: With government programs continuing to evolve, maintaining a strong relationship with the Burnie Brae HCP and CHSP will ensure a steady influx of clients. Exploring higher-level care packages may also increase revenue streams.
n Compliance and quality improvement: will ensure top-notch service quality and compliance with government regulations and engagement with more clients to enhance satisfaction.
Marketing and community engagement
n Targeted marketing campaigns: to promote the benefits of our services through online channels and partnerships with local organisations that can raise community awareness.
n Client retention programs: we will develop loyalty programs or referral that can help increase client retention, particularly in competitive markets.
Financial health and sustainability
n Diversified income streams: Beyond government-funded programs, we will explore private-paying options for group classes or specialised wellness programs that can reduce reliance on external funding.
Member Services Report
What we provide
A variety of social, health, educational and recreational activities, along with regular centrebased events and services.
What we achieved Activities
Four new activities in 2023-2024:
n standing Pilates
n men’s yoga
n stability and mobility
n square dancing
Bus trips and theatre outings
Some of the outings our members enjoyed this year included:
n Regular QPAC shows and performances
n Queensland Supreme Court
n Queensland Parliament House
n Queensland Garden Expo
n Roma Street Parklands
n Toowoomba Carnival of Flowers
n Outback Spectacular
n Christmas lights tours
Centre events
Events held at centre included:
n sketching and drawing
n legal presentations
n estate planning
n Mother’s Day morning tea
n new members’ meetings
n financial planning
Project Pantry
Project Pantry volunteers operate three days per week sourcing, preparing and distributing food relief packages to people with a disability and aged persons. In 2023-2024, the service saw a small increase in demand to 80 persons.
GOLD Program
Creative and crafty members enjoyed a variety of lessons and activities that included: organic hand scrub making, tie dye, mandala art, paint-and-chat, personalised key rings, pop-up card making and Christmas decorations.
Café Connect
It was another busy year for Burnie Brae’s Cafe Connect. The cafe and kitchen team worked tirelessly to serve delicious meals, scrumptious snacks and tasty treats! Coffee remained the biggest seller. The catering kitchen continues to prepare healthy and delicious meals to clients in Club Respite, relying on regular feedback to ensure that lunch is one of the highlights of their day.
Facilities management
The facilities and grounds maintenance team worked tirelessly to ensure the safety, useability and appeal of Burnie Brae’s buildings, grounds and fleet vehicles. New lockers and fans were installed in Healthy Connections in response to member requests. The air-conditioning in respite services was replaced when the old unit stopped working in the middle of summer. To improve the beautiful and practical community garden in Burnie Brae Park, a compost program was established that is maintained by dedicated volunteers. The team also began growing herbs and vegetables for Café Connect.
The data system used in members services has challenges in the extraction of consistent reporting and we are looking at ways to improve this.
In addition, we are looking at a revision of the membership benefits we offer in 2025 to align with this project so that all Burnie Brae platforms align and complement the communication pathways of the business.
We believe an emphasis on keeping membership simplified and easy for the members to use will create long-term capacity to drive new clients to the business.
Looking Ahead
Some of the highlighted activities and events planned for member services are the inclusion of a
senior’s expo, a travel expo and a new arts membership program, which will be open to the public and members. There is great potential to introduce new events such as chair Zumba and chair Pilates.
The Burnie Brae Christmas Markets will continue in 2024 with more than 60 stall holders and we are planning a musical member’s Christmas morning tea in December showcasing the talents of members who are learning to sing, dance, and play the ukulele.
Our new members welcome events continue to evolve in 2025 into practical tours of the wholistic aspects of the centre. We have brought new information presentations on gardening, dying with dignity, and theatre trips to the Redcliffe Entertainment Centre.
Our People
Investment in our workforce and infrastructure this financial year ensured we could meet the growing demands of our clients.
Additionally, our efforts to implement sustainable operational practices underscored our commitment to the community as well as our clients and members. Some of these initiatives included reducing paper usage, promoting energy efficiency, telecommuting and flexible work arrangements to reduce carbon emissions.
We diligently pursued the organisational strategic goals by evaluating our operating model to ensure we had the right people, processes and technology to deliver efficient and sustainable services.
New human resources system
A new human resource information system was implemented to automate payroll and human resources processes such as automated timekeeping, onboarding staff and improved reporting.
The vendor, UKG, spent nine months rolling out the new system that went live in February 2024.
Leadership program
In August 2023, we launched our inaugural Burnie Brae Leadership Program for current and emerging operational leaders. These candidates came from diverse areas of the business including finance, human resources, allied health, and care services.
Partnering with organisation change consultants, Trevor Roberts, an intensive seven-month leadership course was designed to nurture, develop and retain
exceptional talent within the organisation. The program included skills workshops, e-modules, on-the-job challenges, learning buddies and reflective journals.
Volunteers
While experiencing modest growth in our full-time and casual workforce segments, Burnie Brae observed a notable decline in volunteer numbers, largely due to the ageing demographic of our volunteers.
Training
This year saw the upskilling of qualified support workers in medication prompting and assistance to meet best practice standards for medication support in the community.
Looking Ahead
Increasing volunteer participation will be a key focus for the human resource team in 2024-2025.
Participating in the 2023 leadership program provided opportunities to connect with peers and senior leaders which has helped to foster valuable professional relationships. The program encouraged self-reflection and personal development, improving self-awareness and adaptability. The program has encouraged a forward-thinking mindset that promotes innovation, and which ultimately drives business growth.
Danniell Tracey
Statistics and Trends
Total employees Volunteers
Work Health and Safety
Work health and safety is always a priority and this year Burnie Brae voluntarily signed up to WorkSafe Queensland’s Injury Prevention and Management Program. The program is aimed at improving safe work systems, reduced workplace injuries and improved return-to-work rates for injured staff.
The Injury Prevention Management Program commenced in January 2024 and will wrap up in September 2024. During the first six months:
n Consultation practices were improved. This included adding a feedback mechanism to team meetings about outcomes of hazard identifications, safety issues and near misses.
n New safety procedures were developed. For example, a lock out and isolation procedure.
n New workplace hazards identified and addressed. For example, a worker identified a client who needed extra time for personal care as their health was deteriorating.
n New training was planned in the areas of risk management, safety procedures and additional training for managers and supervisors.
In the Spotlight – National Care Workforce Alliance Partnership
In May 2024, Burnie Brae proudly announced its formal alliance with the National Care Workforce Alliance (NaCWA), marking a significant milestone in our commitment to advancing the care sector.
This strategic partnership aligns with our mission to enhance the quality and sustainability of care services and strengthens our role within a collaborative framework dedicated to workforce excellence and innovation.
This collaboration enables the organisation to contribute to, and benefit from, a national effort focused on:
n Workforce Development: We gain access to cutting-edge training programs and resources to develop people’s skills and career pathways. This aligns with our ongoing commitment to professional growth and ensuring that our staff are equipped to deliver exceptional care.
n Sector Coordination: The collaboration with other care providers and stakeholders promotes best practice and ensures a unified approach to address sector-wide challenges.
n Advocacy and Policy: We can engage with policymakers and contribute to discussions on reforms and policies that affect the care sector amplifying our voice in advocacy.
n Innovation and Research: We are excited to participate in research initiatives and explore innovative care models supported by the Alliance. This aligns with our goal to continually improve service delivery and adopt new technologies that benefit our clients.
n Workforce Sustainability: Our efforts to improve workforce retention and attraction are supported by aligning with national strategies.
We are committed to actively participating in Alliance activities and contributing to shared objectives. This partnership represents a significant opportunity for growth and impact for Burnie Brae and we look forward to leveraging these synergies to advance our mission and enhance the quality of care we provide.
This alignment with the Alliance is a testament to our dedication to lead and innovate within the care sector. By working together with a network of like-minded organisations, we will drive positive change and make meaningful contributions to the care workforce and the communities we serve.
Finance Report 2023-2024
This year, the finance team used a project methodology approach that included managing home care package claims, enhancing reconciliation processes, implementing new systems, and promoting collaboration with other departments.
One of the most significant achievements this year has been the successful transition from a deficit to a surplus. This transformation is a result of the operational restructure of the company as well as a strong reflection of the commitment of all Burnie Brae staff.
YTD Surplus/Deficit
$500,000.00
$-
-$500,000.00
-$1,000,000.00
-$1,500,000.00
-$2,000,000.00
-$2,500,000.00
-$3,000,000.00
As we move into the next financial year, the finance team is prepared improve in three key focus areas:
n Strengthening Financial Processes: We will prioritise the refinement of financial processes to improve accuracy and efficiency, ensuring that financial reporting is timely and reliable.
n Collaboration and Communication: Continued collaboration with other departments to improve financial awareness across the organisation.
n Cost Management and Efficiency: We will maintain a strong focus on management and operational efficiency. By identifying areas for cost reduction and streamlining processes, we aim to enhance our financial position while supporting the overall objectives of the business.
Together, we will drive financial excellence and support the ongoing growth of the business.
In the Spotlight –EXFLOW Implementation
Prior to incorporating Exflow into the organisation’s workflow, the invoice approval and data entry process were predominantly manual.
Tracking, managing, and posting invoices were labour-intensive tasks prone to errors, resulting in delated payments, frustrated suppliers, and increased costs.
In July 2023, the finance team initiated the Exflow project, an automated invoice processing system, throughout the entire organisation.
This initiative will enhance efficiency, accuracy, and visibility of the accounts payable process. To ensure successful implementation, the finance team provided comprehensive training sessions for team leaders and managers across departments, equipping them with the necessary skills to effectively utilise the new system.
Ongoing support was offered to address any issues or questions during the transition. The rollout of the Exflow system spanned six months and concluded in December 2023.
The benefits realised from this implementation are:
n A streamlined invoice approval workflow that achieved a reduction in operational costs associated with manual processing and paper handling.
n Reduced manual processing time and errors. The automation reduced the manual workload for finance staff. The risk of human error is significantly decreased, leading to more accurate financial records and fewer discrepancies in accounts payable.
n Improved financial reporting and tracking of expenditures. Exflow provides realtime insights into the invoice approval process allowing for better tracking of outstanding invoices.
The successful implementation of Exflow has set a foundation for future enhancements in financial processes. Feedback from users will refine the system to maximise its benefits across the business.
Exflow key users say:
‘The system is intuitive and easy to navigate, which has made it simple for team members who aren’t in finance to manage invoices and expenses without feeling overwhelmed.’
‘I appreciate the quick approval process. The automated notifications and reminders ensure that invoices are reviewed and approved promptly, reducing delays that we previously experienced.’
‘The ability to track the status of invoices in real time has improved our communication with the finance team. We can see where an invoice is in the process, which helps us manage our budgets more effectively.’
‘With Exflow we can handle many of our own invoice-related tasks without needing constant assistance from the finance department. This has empowered our team to be more self-sufficient.’
Financial Performance
In the financial year 2023-2024, Burnie Brae achieved significant financial milestones, culminating in an overall revenue of $17.04 million. This marks an increase from last year`s revenue of $15.08 million, showcasing the effectiveness of its strategic initiatives and operational efficiencies.
One of the most significant accomplishments in 2023-2024, was the transition from a deficit to a surplus. This transformative shift highlights the organisation’s commitment to effective financial management and underscores the successful implementation of strategic initiatives. The surplus not only demonstrates improved operational performance but also positions Burnie Brae favourably for sustainable growth moving forward.
Overall, the financial performance in 2023-2024 not only signifies recovery and growth but also reinforces a dedication to sound financial practices and strategic planning.
We are optimistic about continuing this positive trend, enhancing operational capabilities, and driving further growth in the upcoming financial year. We remain committed to implementing strategic initiatives to foster sustainability and profitability, ensuring that Burnie Brae is well-positioned for future success.
Glossary of Terms
ACU Australian Catholic University
AICD Australian Institute of Company Directors
BAppSc(HMS) Bachelor of Applied Science (Human Movement Study)
BB HCP
Burnie Brae Home Care Package
CAC Consumer Advisory Committee
CHSP Commonwealth Home Support Programme
CDMP Chronic Disease Management Program
DVA Department of Veterans’ Affairs
EPC
ELDAC
Enhanced Primary Care
End-of-Life Directions for Aged Care
FFS Fee for service
HCP Home care package
IT Information Technology
MBA Master of Business Administration
MBus(AppFin) Master of Business (Applied Finance)
MCEP Master of Clinical Exercise Physiology
NaCWA National Care Workforce Alliance
NDIS National Disability Insurance Service
NPS Net promotor score
PHN Public Health Network
QPAC Queensland Performing Arts Centre
QUT Queensland University of Technology
SLT Senior Leadership Team
UKG Technology company name
UniSC University of the Sunshine Coast
UQ University of Queensland
YOY Year on year
CONTACT US
Burnie Brae Centre
Open 8.00am to 4.00pm weekdays.
Customer Service
7.30am to 5.00pm weekdays
Phone: 07 3624 2121
Email: enquiries@burniebrae.org.au
Address: 60 Kuran Street, Chermside, 4032
HOW WE COMMUNICATE
Burnie Brae publishes a monthly e-newsletter, which is available at www.burniebrae.org.au/about-us/newsletters
Feedback, compliments and complaints can be made
Online – feedback at www.burniebrae.org.au/feedback
Telephone – Customer service team on 07 3624 2121
Mail – to Burnie Brae Reception, 60 Kuran Street, Chermside, 4032.
