Community Based Support 2017-18 Annual Report by Community Based Support

Celebrating 30 years

Supporting Tasmanians to live the life they choose in the place they love. Community Based Support Annual Reportâ&#x20AC;&#x201A; 2017â&#x20AC;&#x201C;2018

Contents

Chairman’s Report

CEO’s Report

Strategy Map 2016–2019

Let’s start at the very beginning…1988

From humble beginnings – the first 10 years

Sandra Newton – making a difference for over 20 years

Case study: Avis’ story

Changes in the disability sector

Changes in the aged care sector

What’s next for CBS?

“Why choose Community Based Support?” Staff Conference 2018

Case study: Jenny and John Morris

Case study: Avis’ story continued

Treasurer’s Report

Financial Statements

Community Based Support Annual Report 2017–2018

Chairman’s Report In 2018 it is timely to say “Happy In 2018 CBS has continued in its role of advocacy, not only on behalf of Birthday to us.” On the first of our clients but the sector as a whole. September Community Based We have actively engaged with a Support celebrated its 30th year. number of significant reports this year As a local organisation we have come a long way, in size, budget and capacity since we opened our doors at 141 Davey St. What first started as a member based association to provide services for people with disabilities living in Tasmania has grown exponentially; today CBS also provides services in aged care and carer support services, 357 staff assist over 5,000 clients navigate an environment of continual change and we manage a budget of over $15 million.

Happy birthday to us 357 staff

members have a combined 1,673 years’ experience working with CBS

5,247 peop

le were supported by CBS in 2017-18.

From our first year CBS was committed to working with, not for, clients and supporting people to live the life they chose. In this commemorative Annual Report I invite you to read about some of our clients’ experiences and the difference CBS has made in their lives. Avis and Janet Clifford for example have been with us since the very beginning, first providing disability support for Janet and later aged care support for Avis. It is affirming beyond measure of our work when Avis simply says, “if we didn’t have this type of care, we wouldn’t exist. The kind of service provided by CBS has really been life-changing for us.” Avis’ comments are supported by the overwhelming affirmation from our clients in the 2018 satisfaction survey. A particular focus for us has been providing exceptional customer service and I’m pleased to report we are delivering quality services with care, compassion and understanding.

including the McKinsey Review, Tune Report and the Review of National Aged Care Quality Regulatory Processes. It is necessary that we not only understand these reports but respond to them meaningfully and appropriately. In an ever changing landscape, with increasing challenges and competition, it is essential CBS is a leader in best practice in the sector. I have been privileged to have been associated with the CBS Board since 1998, first as a Director and for the last 9 years as Chair. It is with sincere gratitude I celebrate the last thirty years of CBS and with optimism and faith I look forward to the next thirty. On behalf of the Board I thank the staff for their dedication and commitment and our clients for their trust and confidence. I would also like to thank my fellow Board members whose diligence provides continual guidance and governance.

Ross Doddridge Chairman of the Board

This year we have continued to refine and execute our Strategic Plan, realigning the Executive Team to focus on different streams of the organisation. We successfully expanded our services into Launceston and continue to work hard to develop our NDIS and Home Care Packages in northern Tasmania.

Community Based Support Annual Report 2017–2018

CEO’s Report Welcome to this special commemorative edition of Community Based Support’s Annual Report. It is with great pleasure I invite you to read about our remarkable journey, with a particular focus on 2018.

From a small seed planted thirty years ago our organisation has grown to be one of the most significant not-for-profit service providers in the state.

250

Formal compliments were received for services CBS provided in the community.

Thirty years ago, a group of enthusiastic people saw a need in Tasmania and did something about it. Collectively they started an association to offer services and support to people living with disability. As time progressed they discovered that carers, which included children, needed support too and expanded to offer services to this group. The services then extended to aged care support. Today Community Based Support focuses on four main areas; Aged Care, Disability Support, Carer Support and Self-Funded Support. From a small seed planted thirty years ago our organisation has grown to be one of the most significant not-for-profit service providers in the state. Our current marketing strategy, “Why choose Community Based Support?” has been a wonderful opportunity for myself, Board Directors, staff, clients and other stakeholders to understand the value, strengths and sometimes weaknesses of our work. Our complex sector continues to experience rapid change and our longevity in this work holds us in good stead. CBS is greatly respected in the community and our staff enjoy a reputation of being committed, dedicated, passionate and enthusiastic about their work. As part of our ongoing commitment to quality services and professional development, this year we have invested extra resources in the Platinum Customer Service project. Using an external consultant, we are ensuring that our staff and clients receive the best possible service available. We have also invested in training and revised our policies and employee induction. This helps us to ensure new and arising issues in

Community Based Support Annual Report 2017–2018

the sector, such as elder abuse, of which we have zero tolerance for, are understood and that our staff are equipped to respond. Also related to staff, this year the leadership of CBS was restructured, introducing a realignment of management to parallel and reflect our work. I’m pleased to announce a new position, Head of People and Culture, was created to recognise and support our most important asset, our staff. In the day to day operating of our work we advocate on behalf of our clients in many different ways. Particularly, over the last few years as changes in both disability services and aged care have occurred, it is vital Directors and staff remain abreast not only of changes but also their implications for our clients and our organisation. To remain well-informed of policy direction, I sit on the State Committees of the peak bodies NDS Australia and Aged Care Services Australia. Despite increasing competition in the sector, we are focused on being a flexible, adaptable and nimble organisation whose core is always the clients we serve. I am grateful to our office and field staff for continually delivering quality services with care, compassion and understanding. I also thank Board Directors for their unwavering support, commitment and enthusiasm. And I extend a sincere thanks to all of our clients for trusting us to work with them. Now in my third year with CBS, it is with great confidence I look to our future. It has been an honour to lead such a dynamic organisation.

Murray Coates Chief Executive Officer

Strategy Map 2016–2019

2019 Outcomes

Customer Drivers

• Strong brand and profile

• Predictable and consistent service

• Customer focused service organisation based in Tasmania

• Offering something extra • Quality over quantity

• Flexible,innovative and effective product offering

•C aring about why and how we work with our clients

• Efficient and effective processes

ffering information on other •O services available

• Skilled, informed and responsive staff • Aligned with strategic partners

• Great communication

• Discretionary profit to fulfil vision

• Respectful and maintaining dignity

alit

x i m i si n g c l i e n

ce en

d t in

y ser et c vices that me

W Hi

–

IO Ho

VIS

MISSION Why: CBS supports individuals to live the life they choose

to us

Values and Behaviours

Strategic Investments

The way we behave around here

Understanding client needs

Value

Behaviours

Safety

lways comes first A We look after each other

Customer Focused

We do what we say we will do Flexible and solution focused

Authenticity

We walk the talk We are up front

Inquisitiveness

We try new things We learn from mistakes

Unity

We own our own decisions We work together

Diversity

We break down barriers to inclusion We appreciate each other’s differences

Service development and transition Support Innovation Opportunity seeking Communications Technology Attracting and upskilling staff Processes and systems Scale and/or efficiency Advocacy and policy

Community Based Support Annual Report 2017–2018

Let’s start at the very beginning… 1988 Australia in 1988 was an exciting place to be. The Bicentenary year was full of activity, Bob Hawke was Prime Minister and Robin Gray was Tasmanian Premier. There was a lot happening around the world this leap year too; notably, the Soviet Union was starting its gradual collapse and the Summer Olympics were held in Seoul.

In the south of Tasmania an exciting new association to help meet the needs of people with a disability was incorporated under the Associations Incorporation Act. Family Based Care Association (Southern Region) Inc. was born on September 1, 1988. The service changed its name to Community Based Support South Inc. in 1999 and on January 14, 2014 another name change occurred and the association become known as Community Based Support Inc.

Governed by a Board, the association was established with its main focus on respite care and to provide services to people with disabilities. A coordinator was employed along with one project officer, one office assistant and about twenty carers servicing a client base of 50. Housed in a building of four rooms at 141 Davey St, the working budget was in the hundreds of thousands.

Paul at CRCC

2008 Creating the new space at 24 Sutherland St

2006

Clients learning to use IT at the day centre

2011

The first staff conference

2015 Sign installation

2015

Employer of Choice Awards

2017

Community Based Support Annual Report 2017–2018

From humble beginnings – the first 10 years Rapid expansion in 1992 saw an increase of funds but by the next year there was an imbalance of demand and supply, and growing waiting lists for all areas of service put significant pressure on the association. A newsletter was created to keep members up to date and actively engaged with their association. With over 100 members, a Peak Body was created in 1993 to represent three associations – south, north and north-west. This Body helped navigate the needs of the community and the changing nature of the industry. A consultative review was conducted during 1993 and 1994, which included a Respite Review in Tasmania. This highlighted some of the major gaps in services available in the community.

More growth occurred in 1994, the International Year of the Family. The service now employed a manager, six program coordinators, five administration staff, and 200 support workers for over 400 clients. With a budget of $1.5 million the service operated a number of programs. The waiting list for the Home and Community Care Program (HACC) was closed at 100.

A Support Worker Enterprise Agreement was put in place in 1996. An Out of Home Host project was trialled and Young Carers was established. There was escalating demand for services resulting in a waiting list of 200. To try and address this need there was increased funding from bodies.

Despite starting 1995 with a waiting list, Family Based Care (as it was then known) was able to respond promptly to high need situations. This was a testament to staff members’ commitment and expertise and the move towards workplace reform for award conditions for Support Workers began. New trials were conducted to find different and innovative ways of providing Host Family type respite and after initial work done in the north, a camp for young carers began. In December that year the office moved to a refurbished building at 1 Bowen Road. It was anticipated this new space would meet the needs of the service for two to three years.

,74of0much 46hours

By 1998 there were 15 office staff working alongside 200 Support Workers and 50 Host Families. With a budget of $2.5 million, there were 500 clients and services had grown to include nursing care through brokered services. Peter Nute was appointed to manage the organisation and a parallel organisation, Community Based Support (South) Inc., was created. The first ten years of Community Based Support ended with a great sense of achievement. Commonwealth and State Ministers approved the redirection of existing HACC grant funds to allow CBS a new, more permanent home. In 1998 CBS moved to their new home at 11 Clare Street New Town. A re-structure of governance introduced a new Committee system for the Board. It was in this year that Ross Doddridge, the current Chairman, joined the Board.

Total needed respite was provided to CBS carers in 2017–18.

The CBS logo when we took on the Commonwealth Respite and Carelink Centre

1993 Ross Doddridge joins the board

1998

Community Based Support Annual Report 2017–2018

Sandra Newton – making a difference for over 20 years she has found learning to work with In the time Sandra Newton has different personalities very interesting. worked for CBS her two children “We are all different and it’s really have grown, moved to other important we accept that.” Sandra states and now have children says. “Working at CBS certainly has of their own. She has watched made me more empathetic and to the organisation expand accept people for who they are. I’ve also developed skills I didn’t have exponentially and move offices because of working in an environment four times. that ‘cares’ for people.”

Sandra has worked in every facet of operation including administration, finance, and looking after clients. She feels fortunate to have had the opportunity to experience a variety of roles and be challenged within those roles all the while “feeling like I’m doing something worthwhile and making a difference.” In the last 23 years Sandra has seen many changes both within the sector and the organisation. In her early years there weren’t many providers but over time mainland suppliers have entered the market and made the sector more competitive. The delivery of services has evolved, especially with the introduction of My Aged Care and the NDIS. In particular Sandra has seen a shift in the way the organisation has had to embrace a more ‘business’ like mentality to not only ensure its survival but to remain compliant in an increasingly regulated environment. Today CBS employs experienced staff in marketing, business management, policy development, compliance and occupational health and safety. Developments in technology have been incredible. “Who would have thought our field staff would be supplied with mobile phones to provide their work rosters for each client,” Sandra observes.

Sandra is confident in the continued growth of CBS. The organisation genuinely embodies its mission and values, is well respected and enjoys a good reputation, often recommended by assessors and health care professionals. Well known in the sector, CBS works hard to help clients navigate an increasingly complicated system. When asked why she has stayed with CBS for so long Sandra doesn’t hesitate for a moment. “It’s been a real privilege working for CBS because it has enabled me to be of genuine service in this special industry. My time here has been meaningful because I’ve been able to give something to others. It’s been wonderful watching the organisation grow and knowing I have been a part of that. I can confidently say it’s where I was meant to be and it’s made me a better person.”

What Sandra remembers most especially of her time with CBS are the many and varied acts of kindness and gratitude shown by clients, carers, field staff and colleagues. Although clients and staff have changed over the years Sandra remembers so many of them fondly. In her time at CBS 6

Community Based Support Annual Report 2017–2018

On average, every CBS support worker provided 1,130 hours of tailored 1:1 care to individuals in the Tasmanian community in 2017-18, that’s around

403,410 hours of personalised care

Sandra in 2002

2015

2018

Avis’ story Chapter 1 The way the support workers treat us is unbelievable. They really are just marvellous! The kind of service provided by CBS has really been life-changing for us. Avis Clifford

Client: Avis and Janet Support: Home Care Package and Carer Support Services (Avis) Disability Support Services (Janet) Born with severe cerebral palsy in 1959 Janet Clifford was cared for by her mother Avis and father Geoff until his untimely passing twenty years ago. In Janet’s infancy, Avis was terribly concerned that her daughter would be placed in Willow Court and locked away. People stared at Janet and asked her parents blunt, direct and often hurtful questions that she understood. Consequently she has grown to dislike going to certain places and prefers being at home. When Avis first sought care for Janet she found that her support workers barely recognised she was there, often talking over her or directing conversation towards her mother. When they did talk to her it was as if they were talking to a baby. Although Janet is non-verbal and requires assistance with every task, she understands all that is going on around her, communicating with her eyes, head, and hands and with a

variety of noises. Avis remembers that it was very difficult finding Janet the right support worker. In 1988 the care provider the Clifford’s used went out of operation and they were approached by a brand new organisation, Community Based Support. Since then and for 30 years CBS has journeyed with the family, first as a service provider for Janet and later for 81 year old Avis. CBS provide Janet with personal care and at times social support and respite for her mother. Avis can’t speak highly enough of the support workers who care for her daughter. “Those that come have a great respect for Janet and treat her as an equal. They are very caring in every way,” she says. One support worker Sherrin stayed with the family for 20 years and another, Patricia for 16 years. Avis continues, “They are both wonderful ladies who stayed in touch and treat us like family. We’re so glad that they came to us.” Recently Avis spent three weeks in hospital. CBS organised for Janet

to stay at home and have 24 hour care. “How many places would step into your home and take your place doing everything properly?” Avis asks. She continues, “The way the support workers treat us is unbelievable. They really are just marvellous!” The services provided for Janet have made all the difference in the lives of the Cliffords. Avis is firm in her belief that, “if we didn’t have this type of care, we wouldn’t exist. Janet would have been taken away. We’ve had all these years together and although there have been some difficulties, they have been wonderful times. The kind of service provided by CBS has really been life-changing for us.” Avis is cautious about the future but it is a great comfort to her to know the support workers are coming and CBS is there. Having been with CBS since the very beginning she, “hopes they go on and continue to grow and bring as much comfort and pleasure to others as they have to us.” Continued on page 15

Community Based Support Annual Report 2017–2018

Changes in the disability sector over the last 30 years Reflecting back on changes in the disability sector is to reflect back on our culture and the community’s understanding of people living with a disability. Once seen as people who needed to be separate from society, the move to closing institutions in the 1980s was a positive step towards inclusion, understanding and empowerment for people with a disability. Another significant step that impacted the sector was a recognition and understanding that disability and mental health were two separate issues. Whereas mental health required a medical approach, disability required a social development approach. The successful transition of closing down institutions provided an avenue for people living with a disability to be engaged in the community. Operating

from normalisation and socialisation principles, the slow transition to a model of person-centred planning emerged through the 1990s. This meant that people with a disability were less and less stigmatised, becoming more valued for the contributions they could and did make in the community. They were able to make their own decisions, choose their own care and live the life they chose. What started as a quiet movement of advocacy, expanded over time into a large and loud community voice. Government sought options to proceed and looked to the UK and Europe for models of success. What emerged was a preference for a disability insurance type approach over an eligibility type approach. Over time it was found this would ensure a normalisation of people living with a disability. The Council of Australian Governments agreed in 2011 that the disability

Community Based Support Annual Report 2017–2018

sector in Australia needed reform. In November the following year a bill was introduced into the Australian Parliament that was passed as the National Disability Insurance Scheme (NDIS) in March 2013. This was an historic and momentous event, bi-partisan and universally accepted as a benefit to the community. The change in attitude towards people with a disability has been remarkable in the last thirty years. Although some prejudice, misunderstanding and misinformation still exists, nationally people with a disability have a voice and a place within our communities. Although the NDIS has not been perfect in its infancy, there is a belief that over time and with more and more community education and understanding, people with disability will truly be empowered and enabled to live the life they choose.

Changes in the aged care sector over the last 30 years Over the last thirty years aged care in Australia has undergone various transformations. This has been in response to many things including the understanding of aged care itself. When CBS started in 1988 aged care, in the main, operated out of a medical model with the family and doctor as the primary people involved in the care of the individual. It was a passive approach where people who were aging lived with family or in palliative style nursing homes. Since then the approach in aged care has changed dramatically. What was once a passive, medical model has transformed to an approach of wellness and reablement that involves the community. During the 1980s, various government reforms took place in home and community care and since the 1990s in intensive care services at home and residential aged care. Dramatic advancements in medicine, improved nutrition, quality of life and access to technology has all played a part in people living longer. The federal government, through the introduction of compulsory superannuation in 1992, put in place a way for the population to save for their retirement and aging.

Changing demographics, the rising number of lone person households, improved economic circumstances and less reliance on family has played a part in this transformation. The community’s attitude and expectations for the aged has significantly shifted. Clients are no longer cared for but rather supported and empowered to live the life they choose, remaining independent and in their own homes for as long as they wish or are able. In recent years, changes in aged care have resulted in a more market driven commercial model that is supposed to be efficient, effective, and professional; understanding the needs of those who are aging and allowing each individual to choose the services they require. Today the community expects more for those who are aging including diversional therapies, various levels of support and engagement with, and in, the community. While the post-depression generation received care passively with relatively low expectation, the emerging baby boomer generation is more savvy, discerning and demanding, looking for options in the services offered.

centralised national system. In that same year key legislative changes were passed into law which led to changes being introduced to try and successfully meet increasing needs in aged care including the strengthening of the powers of the Aged Care Commissioner, significant changes in the Home Care Packages program, the introduction of Dementia and Veteran’s supplements, a new subsidy and fee arrangement for people entering home care. The Australian Aged Care Quality Agency’s role was expanded to include the quality review of home care services. In the last five years an industry traditionally serviced by not-for-profit organisations has seen new players enter the market. For profit and commercially listed companies have entered the field, often aggressively to try and secure profit. Although a challenge for the sector, competition has seen the need for exponential growth in knowledge and service delivery. It is believed aged care in Australia will continue to develop and change, particularly in the area of helping provide services for the vulnerable and disadvantaged.

Significant changes in aged care happened in 2013 including the introduction of My Aged Care, a

Community Based Support Annual Report 2017–2018

What’s next for CBS? Community Based Support’s Chief Executive Officer Murray Coates is very optimistic about the future of the organisation. Despite the many challenges that face the industry he is confident that CBS is well positioned to survive, thrive and exceed client expectations in service delivery and relationship building. The organisation’s current Strategic Plan ends in 2019 and CBS has benefited significantly from a strong strategic approach. The next plan will continue with an emphasis on further developing a person-centred organisation that takes into account the current and changing environment. “In the next 30 years opportunities will come to CBS that fit very comfortably within our strategic framework. We are currently benefiting from the risks of our forbearers and I hope we continue in that spirit.” Murray says.

The risks and opportunities taken over the past thirty years have seen CBS grow into a $15 million, 350 staff organisation. Today CBS is well positioned to provide the highest quality service that allows people to live the life they choose.

of our staff and a willingness to be involved in meaningful partnerships including research. We will always remain focused that anything we do is in the interest of providing the best possible services to our clients,” Murray continues.

Nurturing a flexible, responsive and nimble culture within the organisation in a climate of rapid change, higher expectations, wider choice, and altering employment relations will be both a challenge and an opportunity, and significant investment in staff, systems and technology will be required.

Technology will become more and more important in service delivery in the future. Not only will advancement in this area assist staff in administration and other related areas, it will also provide opportunities for clients to live more independent lives and be less socially isolated.

In the foreseeable future Murray hopes CBS will continue to respond to market needs and identify areas where the sector is lacking. “Currently there is a real need for services for people with dementia and their carers. Another need exists around care coordination. CBS has the capacity to increase our expertise in these areas and become the niche customer service provider,” Murray says. “Crucially linked to this outcome is the continual professional development

1,612 CBS

clients received a Spring Cleaning service – that’s every home in Bridport, and more!

Community Based Support Annual Report 2017–2018

Looking towards the next thirty years will see a change in the demographics of clients and staff. In disability services, clients will be veterans of the NDIS and in aged care baby boomers will be replaced by their children. Changes in employment relations will see a more flexible work space. Both clients and staff will have different expectations. Remaining tuned into the cultural, social and regulatory changes will ensure CBS celebrates its 60th birthday in 2048.

5,2le47 were supported peop by CBS in 2017-18.

In partnership with Dr Jane Tolman, CBS provided Dementia Education to

6s 26anian Tasm

444,045

kms travelled – that’s the equivalent of sailing around Tasmania 90 times!

Community Based Support Annual Report 2017–2018

“ Why choose Community Based Support?” Staff Conference 2018 On a beautiful winter’s Saturday in June, over one hundred Community Based Support office and field staff gathered at Blundstone Arena, Bellerive, for their annual conference. The theme of the conference, in line with the current marketing campaign, was “Why choose Community Based Support?” The conference was a fantastic opportunity for staff to meet, hear from expert presenters and engage with one another in a different way to their daily roles. It was also a time for staff to reflect on why they choose CBS and creatively capture their thoughts in the photo booth. The day was designed to provide a varied and stimulating program that allowed and encouraged staff to further their knowledge in key areas such as understanding dementia, the importance of self-care, and the challenges facing the sector, including the NDIS and Home Care Packages. Presenters on the day were Will Kestin from National Disability Services, Helen Wylie from TasTAFE, Rod Lambert from Lambert Training and Events and expert in dementia care Dr Jane Tolman. Christine Turnbull from Chrysalis Consulting, along with CBS staff Tamara Foster and Ebony Lacey, provided an interactive workshop style presentation on Platinum Customer Service.

The last speaker of the day was Chief Executive Officer Murray Coates. Although not denying the many challenges facing disability and aged care services, Murray was positive and affirming about the future of the organisation and the sector. Murray says, “it is vital we invest in our staff so that CBS continues to develop as a niche customer service provider. This will only be possible with continual training and professional development, the openness to new possibilities and pursuing mutually beneficial partnerships.” Murray continues, “The centre of our CBS world is the people we serve. We will continue to smash barriers that prohibit people from getting involved with our organisation.” “I’m grateful for the day and believe it was a success in affirming and supporting our staff as well as recognising areas where we can be better. Our sector is complex and changing and it can be a stressful environment. But as an Employer of Choice that prioritises the well-being of their staff and supports them as best they can, I believe we will continue to successfully navigate what comes,” Murray concludes.

Conference organiser and Head of People and Culture Aaron McClurg believes that every conference is a chance to really invest in the professional development of staff, as well as to build relationships among the Board, Management, office and field staff. This year, in particular, as CBS celebrates its 30th birthday it was timely to ask the Board and staff why they choose to belong.

Community Based Support Annual Report 2017–2018

It is vital we invest in our staff so that CBS continues to develop as a niche customer service provider. This will only be possible with continual training and professional development, the openness to new possibilities and pursuing mutually beneficial partnerships. Murray Coates

Clockwise from top left: Teagan, Brett, Rodney, Gina, Ian, Donna and Kimberly; Teagan; Tanya, Allison, Michelle, Mandy, Sam, and Sharon; John; Ann; Di.

Below: Jennie and Mel

I choose to work at Community Based Support becauseâ&#x20AC;Ś

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

Jenny and John Morris Client: John and Jenny Morris

Support: Home Care Package (John), Carer Support Services (Jenny)

John and Jenny Morris’s relationship with CBS began in June 2015 when they first received support in the form of a domestic assistance service. Over the years the service has grown to include social support and personal care for John and respite care for Jenny.

John receives an hour of personal care each morning, weekdays with Sharon, and Carol on the weekend. This gives Jenny time each morning to clear the kitchen or put on a load of washing. John also receives social support several hours a week and he greatly enjoys the variety of topics that he and his CBS Support Worker, Sharon, discuss. The domestic help provided by CBS Support Worker Vicki has been of real value to Jenny and this year the couple also received their first spring clean support service. When available, Mandy is another of the CBS Support Workers that helps. Jenny’s praise for these women is easy flowing and sincere saying, “we are very, very lucky to have them, they are each simply fabulous. Each in her own way is quite outstanding and I can’t compliment them enough.”

For the last 14 years John has been suffering from macular degeneration and although he has limited peripheral vision he is legally blind. A few years ago his mobility became limited and he now relies on a walking frame and wheelchair to get around. Jenny, supported by her three children and their families, is John’s main carer. Jenny remembers when John last left hospital and the concern surrounding whether she would be able to care for him. “The family really felt that if I didn’t get help he wouldn’t be able to come home and both John and I absolutely wanted him to. The help provided by CBS made that possible. And John really is an excellent patient.” The family also installed a chair lift in their two storey home, which has proved to be a great success. The support services CBS has been able to offer John and Jenny has been invaluable and has meant they are now able to live independently at home for longer. Sue Hallam, John’s Care Facilitator at CBS, has facilitated his Home Care Package since February and has been instrumental in helping them navigate the My Aged Care system. She has also tried hard to match them with a compatible Support Worker. Sue speaks fondly of the couple saying, “despite whatever goes on with John’s health they are both always so wonderful and realistic about their support.”

Community Based Support Annual Report 2017–2018

The CBS Social Support service enables John to enjoy weekly lunches with friends at a nearby restaurant. Jenny uses this time to catch up with friends, knowing that John is safe and well supported by Sharon while they are apart. As John’s main carer Jenny is strongly encouraged to take time out and look after herself. If, on occasion, Jenny has to leave John, they are both confident in the emergency call button John wears. The couple also make time to enjoy doing lots of lovely things together. Jenny concludes, “We are very happy with CBS and feel they have provided excellent service to us. We are so satisfied with their care that we have even recommended the organisation to our friends.”

The family really felt that if I didn’t get help he wouldn’t be able to come home... The help provided by CBS made that possible. Jenny Morris

Avis’ story Chapter 2

Avis Clifford first came into contact with CBS when the organisation was in its infancy. Looking for services to help her daughter Janet, she found a place where respectful care was offered and a listening ear was always available. Among the services provided for Janet was respite care for Avis. This respite became significantly more important when her husband and Janet’s father Geoff died 20 years ago. During this sad and challenging time Avis remembers, “CBS always tried to find me care for that extra hour I needed.” Thirty years on CBS is still providing disability services for Janet and Avis is “confident and comfortable” to leave Janet in their care a few times a week to go for a walk, meet friends or enjoy the freedom of her garden. A few years ago Avis received a call from Tanya offering her a home care package. Avis hesitated because she was adverse to change but today, at

81, she is very grateful she accepted the offer. “It’s been marvellous!” Avis exclaims. In her package she receives grocery shopping and an hour of gardening a fortnight, and three hours a month with a support worker to do whatever she needs or enjoys. These services provide Avis with a lot of comfort. She hopes she can continue with the support and increase it when she needs to. “The real help to me,” Avis says, “is to know there is someone there, someone to navigate the My Aged Care package with me and show me what is possible.” Avis is certain that she and Janet have been able to stay together because of the services provided by CBS. “Without the support both Janet and I receive, we probably would have been separated. I am so grateful this hasn’t happened because I can’t imagine all the wonderful times we would have missed. We get along really well and have a lot in common. We’ve been able to have the kind of life we choose because of CBS,” Avis says.

When Avis first came to CBS all those years ago it was to find disability services for Janet. Today she enjoys the aged care services the organisation is able to offer her. Avis concludes, “CBS is a strong feature in my life and I’ve had such a wonderful experience. We’ve turned to them when we were in trouble and even in fun times. I’ve been fortunate to have met so many great people.”

CBS is a strong feature in my life and I’ve had such a wonderful experience… I’ve been fortunate to have met so many great people. Avis Clifford

Community Based Support Annual Report 2017–2018

Treasurer’s Report Summary A terrific outcome for CBS this financial year, with revenue having increased by $2 million to $15.4 million. A surplus of $0.5 million has provided funding for service and corporate development for future sustainability. Commercial services income has increased substantially to $6.4 million, reflecting a satisfying increase in home care package income and fee for service activities.

2018

13.3 2017

12.5 2016

12.8 2015

2014

12.3

15.4

Members funds are now $3.6m, mostly represented by ownership of properties at Sunderland St, Risdon Road, and Charles Eaton Place. Other service centres are subject to lease agreements.

108

2018

2017

2016

2015

2014

(201)

(92)

133

503

Revenue ($ millions)

Surplus/Deficit ($ thousands)

Our current liquidity ratio is positive, indicating a healthy trading position. Operational Performance Reflecting changes to aged care in the community initiated by our Federal government, Client Directed Care (CDC) package income has increased substantially this year. These changes put more emphasis on the need for service stream budgeting and management, and on rostering to deliver a wider range of services to clients. Day centre activities in Launceston, Bridport and Burnie continue to operate successfully. Some state government funds have assisted establishing day programs and respite for people under 65. As our clients transfer from “grants funding” to Home Care packages and NDIS, CBS will rely more on conventional commercial trading, where services have to be delivered before invoicing the customer, and we compete with other service providers. Surpluses this year are funding further changes in IT functions and additional accounting support, to meet the new operating environment. At our office in Moonah, the solar panel installation continues to be a sound investment reducing our

Community Based Support Annual Report 2017–2018

electricity bills by about $7,500 per year and a payback period of about 5 years. Community Based Support’s joint venture, Your Care Inc, has been inactive this year. Community Based Support offers over ten different types of services using government grants, Home Care Packages and full-fee services, including Respite Booking services, Domestic Assistance, Spring Cleaning, and Technical services, to clients and carers across the State. These continue to provide CBS clients with the support they need to remain as independent as possible, in a place they choose to live. Major Assets Land and Buildings were revalued early in 2016. Their asset value is listed as $3.04M. CBS owns 15 vehicles. Motor vehicle replacements were made in accordance with current policy. Service Stream Costs A review process that started in 2015 has progressed through all service streams. Our auditors support this action as it will provide CBS with better clarity of service costs, and assist clients by helping CBS to maintain viable services in a more competitive environment. Finally, I welcome Tricia Minck to her position as General Manager Corporate Services. Her experience and inputs will be important to CBS as we transition to a more commercial framework to meet client needs within Home Care Packages. I also thank Mark Donnelly, Aaron McClurg and Vanetta Hack for the substantial additional work they put in while the GMCS position was being filled.

David Asten Treasurer

Financial statements 2017â&#x20AC;&#x201C;2018

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 30 JUNE 2018

EQUITY Retained earnings Reserves CY Earnings Total Equity

2018 $

2017 $

2,395,670 742,228 503,487 3,641,385

2,596,342 742,228 (200,672) 3,137,898

3,312,453 1,000 726,054 102,622 7,949 4,150,078

1,718,173 1,000 560,377 94,045 6,661 2,380,256

Non-Current Assets Intangible Assets Property, Plant and Equipment Total Non-Current Assets

491 3,131,178 3,131,669

16,302 3,157,128 3,173,430

TOTAL ASSETS

7,281,747

5,553,686

916,579 1,601,965 824,234 3,342,778

754,336 463,668 669,032 1,887,037

297,584 297,584

528,752 528,752

TOTAL LIABILITIES

3,640,362

2,415,789

NET ASSETS

3,641,385

3,137,898

Represented By: ASSETS Current Assets Cash and Cash Equivalents Membership of Your Care Inc. Receivables Prepayments Inventory Total Current Assets

LIABILITIES Trade and Other Payables Other liabilities Provisions TOTAL CURRENT LIABILITIES Non-Current liabilities Provisions TOTAL NON CURRENT LIABILITIES

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2018 2018 $ Revenue Brokered services Employee benefits expenses Depreciation and amortisation expense Other Expenses SURPLUS / (DEFICIT) Other comprehensive income: Revaluation of building assets TOTAL COMPREHENSIVE INCOME / (LOSS) FOR THE PERIOD

2017 $

15,370,884 (2,658,665) (10,629,709) (51,070) (1,527,953) 503,487

13,393,428 (2,312,669) (9,792,218) (57,965) (1,431,249) (200,672)

503,487

(200,672)

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2018 Reserves $

Retained earnings $

Total equity $

Balance at 30 June 2016 Surplus / (deficit) for the year Balance at 30 June 2017

742,228 742,228

2,596,342 (200,672) 2,395,670

3,338,570 (200,672) 3,137,898

Surplus for the year Balance at 30 June 2018

742,228

503,487 2,899,157

503,487 3,641,385

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2018

Cash Flows From Operating Activities Net cash provided by operating activities Cash Flows From Investing activities Payments for property, plant and equipment Proceeds from disposals of property, plant and equipment Net cash used in investing activities Net change in cash and cash equivalents Cash and cash equivalents, beginning of year Cash and cash equivalents, end of year

2018 $

2017 $

1,603,840

290,178

(21,561) 12,000 (9,561)

(57,822) (57,822)

1,594,279 1,718,173 3,312,453

232,356 1,485,817 1,718,173

Community Based Support Annual Report 2017â&#x20AC;&#x201C;2018

Community Based Support Inc Hobart 24 Sunderland Street Moonah, Tasmania 7009 Tel: 03 6208 6600 Fax: 03 6208 6699 Launceston 42 Canning Street Launceston, Tasmania 7250 Tel: 03 6338 1889 PO Box 823 Moonah, Tasmania 7009 Email: admin@cbsaust.org.au Web: www.cbsaust.org.au ABN: 91 874 273 928