Fresh Hope Communities exists to create spaces that cultivate belonging and places that feel like home.
The activities of Churches of Christ Community Care trading as Fresh Hope Communities are explored within this report along with financial results for the financial year 2023-2024.
Hospitality is how we honour the humanity in one another Anonymous
Fresh Hope Communities is a mission-based, not-for-profit organisation. That means we do what we do for impact, not for money. Our pockets aren’t deep, but our motivation to make a difference, in service to God, is boundless.
We have a long history in Aged Care and are clear-eyed about how complex service in this sector can be, but sometimes it’s the harder things in life that are really worth doing; and the challenging situations the ones where we discover what our best looks like and what we’re truly capable of.
This year was one where we saw many years of hard work come to fruition on several projects.
To highlight just two, it was an honour and a privilege to visit and experience the enthusiasm and hospitality at the newly opened Green Hills Residential Care Service at the Friends and Families
Open Day and to be part of the media launch of our first Affordable Housing venture, Nightingale Marrickville. So much care, thought and hard work have gone into creating these facilities that are not only aesthetically pleasing but also functionally exceptional in terms of design, sustainability and care for the surrounding landscape, all the while having our residents’ care needs, comfort and dignity front of mind.
Both of these important mission milestones have been incredibly complex to deliver but are testament to the diligence and expertise of our staff and organisations we’ve partnered with to bring these to fruition.
Serving and caring for our elders and those who might be considered “on the margins” is not a chore, but a privilege. Jesus exhorted us to care for those
in need and exemplified it in his own life. We aren’t just delivering a service to residents, tenants and guests, but our role is to meet them where they are, welcome them home, offer hospitality, care and service. This is all in an effort to cultivate a sense of belonging and build a community based on the Christian values on which Fresh Hope Communities was founded.
To our staff and volunteers, every time I get up close to the work that’s being done in Fresh Hope Communities, I feel humbled and inspired and incredibly proud to play my part in the work that we do and the mission that we have. I want to thank and encourage you on behalf of the Board and wish you well. Please know that we are doing everything we can to support you to be the bright light and faithful presence you are in the lives of so many people.
Raewyn Williams
Board Chair Fresh Hope Communities
We sat down with Daniel Dwyer, the CEO of Fresh Hope Communities to hear his thoughts on the year that’s been and what’s in store for Fresh Hope Communities in the future.
How would you summarise this past year for our organisation?
In its earliest days, Churches of Christ Community Care, (now known as Fresh Hope Communities) served those in need within the local community. This began with the forming of a Boys Home for orphaned children in 1936 at Dunmore House in Pendle Hill and two years later, a home was built to accommodate women in aged care which today stands as Ashwood Residential Care Service in Pendle Hill. From these humble beginnings, this ministry work continues in residential care, retirement living communities, outdoor (including Christian camping) experiences and affordable housing.
This year our Board and Executive Leadership Team put deliberate effort into the furthering of our previously published Strategic Intent by developing a Strategic Plan. The plan encompasses our current work and our future intent. This past year for Fresh Hope Communities can be summarised in two words: purposefulprogress.
What have been some of the highlights for our organisation?
It has been a busy but rewarding year with three major development projects all being commissioned during the 2023-2024 Financial Year.
A new Retirement Community, Cedar on Collins in Kiama (page 32) opened in September 2023. We’ve had a number of residents move into this beautiful space and they’ve quickly made Cedar their home, forging friendships with their new neighbours and enjoying immersing themselves in Kiama community life.
In January of 2024 the newly redeveloped Green Hills Residential Care Service (page 13) opened and our residents began to move in. We had an official opening celebration with a Friends and Family Open Day in May and saw over 300 people in attendance, many taking tours of the site and enjoying food, entertainment and activities for all the family.
Nightingale Marrickville, our Affordable Housing Pilot (page 36), was launched with a Media Day attended by NSW Housing Minister Rose Jackson, NSW Minister for Planning and Public Spaces Paul Scully and Deputy Mayor of the Inner West Council Chloe Smith. The site is now fully occupied, and we have had a significant amount of interest from the media, councils and Federal and State ministers—many of whom have visited and have wanted to find out how more communities like this can be developed in Sydney.
The buildings themselves are of course a tremendous achievement, but far greater than this is seeing our mission, vision and purpose realised into being—and seeing that impact our residents, tenants and guests, not just in these new builds, but across all our service streams.
At the opening of Green Hills, Vanessa, the daughter of 87-year-old resident June shared, “Looking at mum today, you’d never know how hard her life has been. In all honesty, if it wasn’t for this place, Green Hills and Fresh Hope Communities, we wouldn’t have her today. This place has made her come alive.”
One of our residents, Karen, at Nightingale Marrickville, shared this with an ABC reporter, “It’s an amazing opportunity to be in a new apartment, I’ve never in my life, never lived in a new apartment, or anything new. My rent has gone up $150 a week over the past year. Now by moving here, I will be saving $300 a week.”
The Tops continues to serve schools, community and church groups and Emma one of the teachers at Shoalhaven High School shared, “I am beyond impressed with the flexibility, service and generosity at The Tops. Our students bragged the whole way home and I never felt prouder of what they achieve under Chris and his teams’ guidance. Accommodation was amazing, food was amazing, and the venue was amazing.”
And one of our residents at our Henley Brae Retirement Community shared with us, “It’s true you know. We’re living the dream. Given our background, all the trials and tribulations and all we have come through, this is peaceful, it’s centrally located and we can still go out and about and do things.”
Whilst we may face many challenges outworking the strategic intent of Fresh Hope Communities, it’s the people we serve that drives our ongoing commitment to press on in a forward direction.
Is there anything you’d like to say to our staff and team at Fresh Hope Communities?
Beyond sharing my thanks and gratitude I would like to say—you should be really proud of yourselves for everything you’ve brought to Fresh Hope Communities these past 12 months.
It’s easy for us to get caught up in the busyness of serving our residents, tenants, guests and their friends and families that we forget to take stock and reflect on what we have achieved collectively and individually. It’s no mean feat being a part of the industries we’re in and we travel many an arduous road, but it’s worthwhile.
In her Board Chair address (page 6-7), Raewyn Williams said, “…we do what we do for impact, not for money.” She goes on to say “We have a long history in Aged Care and are clear-eyed about how complex this can be...” This rings true to all of us who have been in this industry for any length of time. Yet we are single-minded about providing high quality care and hospitality to those under our care.
Though the sectors we operate in are complex, we are guided by our clear purpose, mission and vision along with our values of kindness, connection, integrity and optimism.
And as we continue to provide accommodation, a sense of belonging and a feeling of home to those in aged care, in retirement, at The Tops and in affordable housing we all remain clear-eyed about continuing this good work, as part of the legacy of Churches of Christ Community Care.
Daniel Dwyer Chief Executive Officer Fresh Hope Communities
Fresh Hope Communities’ redeveloped residential care service in East Maitland, opened its doors at its Friends and Family Open Day in May.
Billed as a celebration for families and friends of residents and staff, over 300 people came to enjoy the day and there was something for everyone, with free food, live music and entertainment, a petting zoo and arts & crafts for the kids.
The ceremony opened with a Welcome to Country by Uncle Les of the Wonnarua people and a warm welcome to residents, families and guests by the Mayor of Maitland Philip Penfold.
An address by Fresh Hope Communities’ Board Chair, Raewyn Williams highlighted the long history of the organisation’s operations in Maitland. “We have a long history in Aged Care and are clear-eyed about how complex this can be, but sometimes it’s the harder things in life that are really worth doing; and the challenging situations the ones where we discover what our best looks like & what we’re truly capable of.”
While this was the official opening, current residents transitioned to the brand new 158-bed development in January which offers a contemporary multi-level residential care facility that incorporates a new model of care in non-institutional ‘household’ environment.
Sarah Ramsey, General Manager of Residential Care shared further, “Fundamentally, the Household Model is not just a care approach; it’s a way of being—a commitment to improving the quality of life for our residents by creating a home, not just a place to live.”
Vanessa, the daughter of 87-year-old June, can attest to this. “Looking at mum today, you’d never know how hard her life has been. In all honesty, if it wasn’t for this place, Green Hills and Fresh Hope Communities, we wouldn’t have her today. This place has made her come alive.”
Accommodating 15-16 rooms within each household, the emphasis is on providing premium care while fostering independence and enhancing the quality of life.
Fresh Hope Communities CEO Daniel Dwyer shared, “This place, it’s not just about a great structure, it’s about what the structure, the building offers people, our residents, our staff and many of you here today—friends, family, key community contributors. It has been fantastic to hear the reports from residents who have moved in. There is a real sense of connection in this place—of residents to staff, residents to one another and the beautiful landscape. We’re very proud of what we’ve been able to deliver here and it’s our hope that we will continue to provide a place that feels like home for many years to come.”
2024 has been a huge year of achievement for Fresh Hope Communities, highlighted by the completion of three major building developments across three different service streams of our organisation. Our CEO Daniel Dwyer has addressed these achievements and the positive impacts they will have on our organisation for many years to come, however from a financial perspective, the completion of these major developments represents a collective investment of $117 million across a 4-year period. The operations team has done a tremendous job in commissioning and preparing these new buildings for occupation, which is evidenced by the numerous stories from our new residents on how much joy has come from being a part of these new award-winning communities. There will be more announcements to come on some exciting new partnerships to further cultivate these communities once fit outs are complete on some new spaces, particularly at Marrickville and Green Hills.
2024 was a year of improvement financially for Fresh Hope Communities, continuing the trend of improving financial returns from the challenging Covid-impacted years. Whilst the cost of commissioning new sites had an impact in 2024 in line with expectations, there was a significant improvement in returns from our Residential Care services, primarily on the back of improving occupancy to levels well above industry averages. Returns from our Retirement Living communities were stable relative to last year, with the financial results for the The Tops slightly below expectations due to adverse impacts from high interest rates and high inflation. Fresh Hope Communities’ net worth increased by 16% over the year from the completion of the 3 major developments and improving operating returns.
This year has been a challenging but hugely rewarding year for our Corporate Services teams across the areas of ICT, Finance and Commercial, Property Services, Property Development and Procurement. The commissioning of new sites has been the focus for these teams throughout the year, alongside the normal challenges faced by our team such as cyber security threats, changes and upgrades to key business systems and the re-structuring of some teams to align with strategic initiatives.
Spending on building upgrades, equipment upgrades, refurbishments and furnishings for our ageing buildings has increased since the Covid-impacted years, both in terms of the number of projects undertaken and dollars spent. A total of $7.9 million was invested in the last 12 months on building upgrades, equipment upgrades, refurbishments and furnishings which was the largest annual capital spend on our older building stock in the past 3 years. A further annual capital investment of $11.3 million (not including capital spend for large developments) has been earmarked for FY25 to ensure some of our older buildings continue to meet the needs of our future customers.
A new planning and delivery team was established during the year which will oversee an important program of upgrading our key business systems and investment into new systems, crucial in supporting the delivery of our key strategic initiatives. During 2024, an upgrade to our Corporate Finance system was completed and investments in new business systems were also completed in the areas of People Management, Customer Relationship Management and Medication Management. The program of work coming up for this team over the next 2 years includes the rollout of new systems for Rostering and Payroll, Asset Management and Procurement, and Resident Financial Management.
A single act of kindness throws out roots in all directions, and the roots spring up and make new trees
Amelia Earhart
Scott Griffiths Chief Operating Officer Fresh Hope Communities
At Fresh Hope Communities our aim is to foster a sense of belonging and purpose for our residents and guests and our staff.
In pursuit of this goal, last year we were able to make significant progress in two key areas: the streamlining of existing processes and the introduction of new programs to better support our staff.
We looked critically at our staff employment and reporting processes and began streamlining those through the introduction of a human resources information system. This has enabled us to improve our staff management processes, create efficiencies and transparency in how we deal with our staff’s employment data – which will give our managers more time back to spend on improving the experience of our staff and residents on the ground.
We also introduced a more holistic new staff orientation program dedicated to equipping our staff with key information while also embedding our core behaviours in order to ensure that our services reflect our core purpose, mission and values as an organisation.
Supporting the recruitment and onboarding of over 90 new staff for the successful commission of our new locations including Green Hills Residential Care Service, Nightingale Marrickville and Cedar on Collins was a great achievement for us in the support of these brand-new developments.
With a focus on manager retention and engagement, and after the challenges experienced in retaining staff due to the pressure of Covid operations, we have been able to decrease our reliance on agency staff this year across our services by improving retention and reducing turnover which is assisting us to better create a consistent care experience for our guests and residents.
Our bi-annual Q12 staff engagement survey is an opportunity for all staff to provide anonymous feedback on their experiences in working for Fresh Hope Communities. This year we successfully introduced Q12 champions at each location which has raised site level awareness of the tool increasing the participation of our staff in the survey while also focusing on supporting our people leaders to facilitate action planning designed to address the specific engagement needs of each of our teams. The results this year indicated that our staff currently feel that they have the ‘opportunity to do their best at work’ and feel like they ‘have someone they can trust at work’. The increased participation will continue to help us to better understand our staff’s needs at work and to create an environment where our team feel better connected, can contribute well to their roles, are committed, and can create a difference for our customers.
We also introduced new staff development programs including specialised programs around our Model of Care, Respect at Work, Mental Health First Aid, Mask Fit Testing, Palliative and Dementia Care as well as the delivery of a Senior Leadership Capability Building program aiming to better equip our leadership teams to support our staff well.
Safety and wellbeing remained a high priority as we further improved our safety, wellbeing and return-to-work programs and reporting to truly emphasise a culture of physical and psychological safety. This focus over recent years has led to significantly decrease in the number of days lost due to workplace injuries across our services.
Introducing a Psychosocial Risk Management Program helped to establish a comprehensive framework for proactively managing psychosocial risk, demonstrating Fresh Hope Communities commitment to creating a safe and supportive work environment, ensuring legal compliance, and promoting a positive workplace culture.
We also launched an Executive Leadership Team (ELT) Workplace Health and Safety (WHS) Lead KPI Program which requires ELT members to regularly participate in WHS Inspections and WHS meetings which has positively contributed to raising the safety profile.
We are committed to improving our proactive safety initiatives to ensure that our staff can continue to provide the best service to our residents and guests.
Arianna Mason
General Manager People, Culture & Strategy Fresh Hope Communities
a glance
Our bi-annual staff engagement survey—known as the Q12—is a chance for staff members to give us feedback about what they need and what matters most at work.
These two pie charts show the engagement of all Q12 Survey participants across Australia and compare them with Fresh Hope Communities participants.
25% Engaged (FY22-23: 23%)
11%
Actively disengaged
64% Not engaged (FY22-23: 67%)
41% Engaged (FY22-23: 49%)
11%
Actively disengaged (FY22-23: 9%)
48% Not engaged (FY22-23: 42%)
Each year we take some time out to recognise some of our amazing staff and their efforts to serve our communities well at our Fresh Hope Communities Awards.
Ami is our most recent winner of the CEO Award.
Ami is a physiotherapist from our Ashwood Residential Aged Care site. Her unwavering dedication and exceptional work ethic has set a high standard for those around her. In addition to her role as a physiotherapist, she took on the voluntary role of chairing the Ashwood Residential Aged Care Work Health Safety Committee in the last year and improved compliance with the location’s Safety Management plan up to an impressive 95%.
Her leadership is characterised by her exceptional ability to humbly motivate and guide others, particularly in the WHS domain. Ami is an excellent team player and collaborator. She fosters a sense of unity and cooperation among team members, resulting in the successful achievement of common goals and projects.
Laura is our most recent winner of the ‘Living our Values – Connnection’ award.
A Community Manager for Dalpura Retirement Community, each day Laura invests her time in building the Dalpura community through her positive engagement with our residents, suppliers and team.
Laura has been referred to as a ‘radiant presence’ in our team. Her leadership, modelling of our values, enthusiasm and ability to connect with others uplifts both her staff and our residents and we are a better team because we have people like Laura with us.
John is our most recent winner of the ‘Hospitality Hero’ award.
Working at The Tops Conference Centre as a Guest Relations Officer, John constantly receives praise from guests who adore his positive attitude.
Able to instill confidence and build trust quickly, John’s work ethic and positivity are contagious. He seamlessly interacts with all staff, teams, suppliers & guests as if he were a superhero – jumping in to save the day and do whatever is needed to ensure our guests have a great experience.
We are so thankful to have Ami, Laura, John, and many more like them on our team.
It’s been said that “Ageing is not ‘lost youth’ but a new stage of opportunity and growth.”
If you want to get a sense of what that looks like, you don’t have to go much further than Henley Brae Retirement Community in the picturesque Southern Highlands.
Only an hour out of Sydney, and a short drive to Bowral, Henley Brae is tucked away at the foot of Mount Alexandra Reserve. Where quality of life meets the idyllic outdoors, this community at the gateway of the stunning Southern Highlands is exactly what people have needed to live a fulfilling retirement.
Residents who call this place home are stalwarts in the community—retired teachers and lecturers, homemakers, businesspeople, tradesmen, doctors, community volunteers and a host of others who have spent years contributing to the fabric of our communities.
Stunning landscaped grounds and well-maintained facilities play host to a diverse range of recreational activities, and organised social outings and events.
Residents enjoy opportunities to engage in further learning through U3A courses covering literature, language, music, history and more. Bridge and Mahjong, Art and Sewing, Men’s social group, Health and Wellbeing classes, garden and walking groups are also popular activities in this community.
Here, Residents enjoy a retirement lifestyle they thoroughly deserve.
And if that’s not reason enough to celebrate, there’s another reason to pop the bubbly, as Henley Brae has turned a youthful 21 years old.
Celebrations at this ‘coming of age’, was a party for the ages according to residents and staff.
Guests enjoyed a High Tea-style party complete with cupcakes, finger sandwiches, mini quiches, scones and of course a glass or two of bubbly—all to a backdrop of balloons and a Spotify playlist curated by the residents themselves with favourite songs from when they were 21.
Residents were also invited to share photos of themselves at 21 with a ‘Then and Now’ slide showcase that everyone thoroughly enjoyed.
Dan Dwyer, CEO of Fresh Hope Communities raised a toast acknowledging the milestone and the community of residents and staff that make Henley Brae a truly wonderful place to call home.
Residents were equally enthusiastic about the celebration and appreciative of all who made it happen:
“A very big thank you for a wonderful afternoon. Again you have spoilt us with all the thoughtful arrangements and very special catering.”
“The collection of photos on the screen of our younger selves was so interesting and fun, what a great idea!!!”
“The food was delightful and such a large gathering too. Also, a thank you to the other Fresh Hope [Communities] helpers who made the afternoon so enjoyable.”
Community. Belonging. Enjoying life to the fullest. That’s what many residents you may speak with would say makes this retirement community what it is.
Dutch immigrants, Paul and Olga, who left the Netherlands with little more than the clothes on their backs in the 1960s, have been residents at Henley Brae for the last four years and were amongst those who came to celebrate. They believe they are still living the dream. Paul impresses the point, “It’s true you know. We’re living the dream. Given our background, all the trials and tribulations and all we have come through, this is peaceful, it’s centrally located and we can still go out and about and do things.”
Belinda Edwards, General Manager of Retirement Living for Fresh Hope Communities shared, “As an organisation, we exist to create spaces that cultivate belonging and places that feel like home. Henley Brae has exemplified this for 21 years and it’s testament to the staff and residents that have formed such an incredibly warm and close-knit community. It’s a pleasure to be here to celebrate this milestone with them.”
So as this party winds down and last drinks are served, one thing is certain, this retirement community is just getting started. For these youthful retirees there’s more to broaden their understanding in and contribute to, new experiences to have and more opportunities for meaningful connections.
Age is just a number as they say.
The last 12 months has been a busy time across Residential Care Services (RAC). As we have continued to move to a “Covid normal” world it has been wonderful that our staff no longer need to wear masks as standard practice and for residents to see their smiling faces again.
Over the past year we have been implementing a new Model of Care across our RAC services. This Model of Care places our resident at the centre of everything we do and emphasises the need for us to know each of them as individuals. There is also an emphasis on using the environment to enable and empower residents and ensuring everyone has opportunities for meaningful engagement. A number of staff have already been trained in this new model of care and we will continue to embed this over the next year.
In January 2024 we saw 46 residents move from the old Green Hills Lodge at our East Maitland site into the newly built Green Hills Residential Care Service. The building has been designed using best practice aged care design principles, with 10 households of up to 16 beds each. The layout of each household includes comfortable living spaces, a domestic kitchen, outdoor areas, and communal spaces that promote social interaction and give residents choice. Resident feedback has included
comments such as “I can’t believe I live in such a beautiful place”; “It’s like a mansion on the hill” and “I am sleeping better than ever since moving here.” It has been wonderful to hear stories of people who have been socially isolated moving into Green Hills and socialising and engaging with others, giving them a sense of purpose once again.
We continue to see changes across aged care brought about by the Government’s Aged Care Reform agenda. We are currently working towards the implementation of the Strengthened Standards which commence next year and await the new Aged Care Act which will bring further change with an emphasis on resident rights. With our new Model of Care, we are well placed to continue ensuring our services are delivering high quality care in a resident-centric manner.
Sarah Ramsey General Manager Residential Care Services Fresh
Hope Communities
The last twelve months have been characterised by new beginnings, milestone celebrations and meaningful connection across our Retirement Communities.
The eagerly awaited Cedar on Collins in Kiama opened its doors in September 2023, marking Fresh Hope Communities first ‘greenfield’ development in 42 years. The myriad of challenges that the building and construction industry faced during the Covid years significantly impacted progress on this development. So, it was somewhat of a relief to begin welcoming new Residents who quickly began to feel at home in the beautifully designed spaces.
This unique 56 apartment retirement offering, provides a range of 1-, 2- and 3-bedroom apartments, concierge services and on-site amenities including Gymnasium, Resident Lounge, Wine Cellar, Workshop, Studio, Art Rooms, and open-roof terraces to soak up the coastal ambience and entertain friends and family.
A particular focus of the site team and our 19 new Residents has been to cultivate a shared and engaging connection with our local community, with Cedar on Collins hosting its inaugural Biggest Morning Tea for the Cancer Council in May, to a tremendous success.
Across our other retirement communities, we have welcomed 50 new Residents into their new homes and communities. Residents have enjoyed a wide range of organised social outings: Forestville Retirement Residents travelled to Cockatoo Island, and Parliament House for High Tea and had an adventure on the new Metro. Our Dalpura residents have had lunch outings and been whale watching, Green Hills and Highfield Court Residents had a day trip to Tocal Homestead and our new residents at Cedar on Collins went to Bendooley Wine Estate for a sumptuous lunch. All these opportunities help to foster connection, independence and a whole lot of fun.
Community engagement has been high this year with many of our retirement communities eager to look to the needs of others and embrace what’s happening in their local communities. The Residences collaborated with Castle Cove Public School to host the community Art Show which drew many locals through the doors. And at Christmas, food hampers and gifts of toys and were generously donated to those in need and gratefully received. Thank you to all our Residents from The Residences, Green Hills, Pendle Hill Retirement, Forestville and Henley Brae Retirement Communities who all contributed with enthusiasm.
Henely Brae Retirement Community celebrated 21 years of service in late 2023. Guests enjoyed a High Tea-style party, a curated playlist of music and were invited to share photos of themselves when they were 21. The event was the perfect time to unveil new branding for Henley Brae which was met with approval from all. The rebrand which has involved a new website, wayfinding signage, interior signage and other collateral helps to distinguish Henley Brae as a premium retirement community in the Southern Highlands.
It has been encouraging to witness our team of highly dedicated Community Managers and Maintenance teams continuously go above and beyond in their support, encouragement and advocacy for Residents. Their service always anchored by our organisational values of Optimism, Kindness, Connection and Integrity. As one resident who moved into Cedar on Collins said, “Moving house in one’s late youth, and downsizing, is not for the faint-hearted. On arriving here, I was exhausted and felt overwhelmed. But I arrived at Cedar to a warm welcome and my front door wrapped in blue ribbon and with a large blue bow!! It was such a lovely surprise and welcome.”
We look forward to building on these good stories and welcoming new residents into next year.
Belinda Edwards
If our hands could speak, they may tell stories of those we cared for and embraced, the meals we prepared (with the burn scars to go with it), the gardens we tended (and the thorns that grazed them), the places we travelled, the letters we’ve written (ink stains to prove it) or the music we’ve played. They may tell of the hands we held and the ones we had to let go of.
At Borella House, in Albury on the New South Wales and Victorian border, the 86 staff under the guidance of Residential Services Manager, Nicole Waite, are intentional about finding meaningful ways to make the special days special and recently found a way to tell these stories.
Nicole shared about an activity they embarked upon for Mother’s Day. “Our goal this year was to create a more personalised experience for Mother’s Day, aiming to make it truly meaningful for our residents.”
As they researched ideas, they discovered a concept known as ‘These Hands,’ which featured a picture of an individual’s hands accompanied by a poem.
Using this as inspiration, the team decided to further personalise this idea by asking each resident a series of questions and inputting their responses into AI software, ChatGPT, that then generated a unique poem for each resident.
Accompanying photos were given careful consideration with some residents opting for just their hands while others chose to include items of personal significance as well.
Nicole said the final outcome was wonderful and something that really resonated with each of the residents that took part.
“The staff and residents were thrilled with the results. It was simply a beautiful collection of images that authentically reflected the individuality of each resident.”
Being able to do something that fosters a point of personal connection and conversation and gives residents a chance to reminisce about important moments in their lives helps residents to feel seen and valued.
The Cancer Council’s Biggest Morning Tea has been a feature event in communities across Australia for over 30 years. This time it was Cedar on Collins turn, hosting its inaugural event in May.
At full capacity, the 120 guests including Gareth Ward Member of the New South Wales Legislative Assembly were hosted in the spacious courtyard of our premium retirement community.
Fresh Hope Communities’ Glen Hegner MC’d event and welcomed our guests saying, “The Biggest Morning Tea celebrates over 30 years of community-run events across Australia, raising funds to make a difference for people whose lives are impacted by cancer. Sadly, all of us have or will be impacted by cancer at some point in our lives, and this is exactly what has inspired so many to host a ‘Biggest Morning Tea’. And today we are honoured to play our part.”
Guests enjoyed a beautiful morning tea catered by locals Central Perk Catering, with all the usual favourites: scones, sandwiches, pastries, cakes and tea and coffee.
Throughout the morning, guests had the opportunity to participate in several games with sponsors providing sought-after prizes including, a Kitchen Aid mixer, vouchers from Sebel Hotel, House2Home, Kiama Leagues Club and local winery, Crooked River Winery.
Chris Johnson winner of the KitchenAid said, “Today was an exceptional day, I thought the food was great and the service even better. Thank you to everyone, I had a great time, and I even won this terrific KitchenAid!”
General Manager of Retirement Living, Belinda Edwards shared, “Given this was the first time we have held an event like this at Cedar on Collins, we were pleasantly surprised at how quickly it booked out. It speaks volumes to the character of the local Kiama community, and their generosity in attending our Biggest Morning Tea, an event renowned for bringing people together from all walks of life to support such an important cause. We hope this will be something we can continue to do into the future.”
The event raised $2,227 for The Cancer Council’s work to support people impacted by cancer.
Thank you to all the residents, their friends and locals who attended our event and also a huge thank you to the sponsors who generously provided prizes and staff who worked hard to make our first ‘Biggest Morning Tea’ a resounding success. We’re already looking forward to hosting the next one!
Located within the coastal landscape of stunning Kiama on the NSW south coast, Cedar on Collins’ Cedar on Collins obtained practical completion on the 3rd of August 2023.
Striking, manicured courtyards and spacious rooftop terraces with panoramic ocean views seamlessly integrate outdoor-indoor living for the 56 apartments. Curated with personal wellbeing and social enjoyment in mind, indoor facilities provide both active and tranquil relaxation spaces. At Cedar on Collins, residents have all the benefits that come with a new home with none of the upkeep—allowing them to create a lifestyle that reflects what matters most to them.
It was a steep learning curve for us at Fresh Hope Communities as we partnered with Nightingale Housing to occupy our first Affordable Housing project with residents. But we gleaned from the experiences and expertise of Nightingale Housing – from the build, to the ballot, occupancy and most importantly—community cultivation.
Fifty percent of the apartments were allocated through a priority ballot system designed to ensure that people most in need of secure housing in the Marrickville area were prioritised. This group is made up of Key Community Contributors (defined as people whose occupations are considered essential to the functioning of cities, but who are typically on fixed, low to moderate or casualised wages such as teachers, nurses and childhood carers) and members of groups experiencing significant housing access issues These included single women 55 and over, Aboriginal Torres Strait Islander Peoples and people living with a disability.
There was also income and asset cap criteria applied to the application process.
Following successful online Zoom information sessions and open days, 177 people applied to be part of the balloting process.
Following the ballot in March 2024, 75 percent of successful applicants were in one of these groups or defined as a key contributor— this is higher than the planned 50%:
One of our new residents is a neo-natal nurse, originally living in the Sutherland Shire whilst working in an Inner West hospital. Initially, she used public transport to get to work, but felt increasingly
40% of apartments going to key community contributors 16% of apartments going to individuals living with disability 12% of apartments going to women 55+
5% of apartments going to First Nations Australians
unsafe when travelling to and from a night shift. So, she moved into shared accommodation, sharing a bedroom so she could be closer to work. She moved in with us and now travels safely to work and has her own place to call home.
One resident told us that Nightingale Marrickville was her Plan A, and there was no Plan B. If she didn’t move into Nightingale Marrickville, she’d be living in her car with her dog while looking for somewhere else.
The community, which is now approaching six months, is forming into an engaged and caring group of people. Apart from the practicalities of people creating their own space and home behind their front door, the residents are taking definite steps to engage and create community space that genuinely looks out for one another with a posture of care.
It would be fair to say that food has become a key feature of how the community gathers; with soup nights, pasta nights and numerous other community celebrations including a memorable resident welcome party.
We have two staff residing at the facility who also actively participate as community members in the Community meetings, less formal Community catchups and ‘circle’ interest groups around common interest of gardening, recycling and community enhancement. Our staff team, Katia Shakkal (Residence Manager) and Ebony Hindle (Community Engagement Manager), are doing great work in supporting the establishment of the community.
It’s a delight to participate in this ‘pilot’ project which is now rapidly entrenching itself as a solid example of a new and vibrant Fresh Hope Communities initiative.
David Tolman
General Manager Group Accomodation and Housing Fresh Hope Communities
While the weather couldn’t decide whether to pour with rain or clear to bright sunshine throughout the day, there was no questioning the mood at the official opening of Nightingale Marrickville, at our Media Launch held jointly with Nightingale Housing and SJB Architects in April.
It was a buoyant, positive atmosphere with the gathering of media and government representatives and invited guests including NSW Minister for Housing, Rose Jackson, NSW Minister for Planning and Public Spaces, Paul Scully and Deputy Mayor of the Inner West Council, Chloe Smith.
Dan McKenna, CEO of Nightingale Housing shared opening remarks, “It is with immense gratitude to Fresh Hope Communities and churches of Christ in
NSW & ACT and their vision to provide affordable housing to the Marrickville community, that Nightingale has completed its first-ever project in Sydney and first-ever project for renters, at affordable rates. If it weren’t for Fresh Hope, a project for us in Sydney was just not feasible.”
Dan Dwyer CEO of Fresh Hope Communities gave a powerful speech that highlighted the power of partnership, and the sheer determination to see this project come to fruition—despite the surprising number of setbacks throughout the project.
“There were plenty of opportunities to write this project off, saying it was too difficult or too costly.
I know that both Dan McKenna and myself were surprised by the level of adversity that we faced in progressing this project. The opposition we received, the costs both organisations have incurred, and the objections faced as two non-profits trying to deliver a project focused on community outcomes was nothing short of extraordinary – and quite disheartening,” he admitted honestly. “It is our fervent hope that this project breaks down some of the barriers for other organisations who want to deliver projects to communities such as this.
“We could not have delivered this project without the site and ground lease from churches of Christ in NSW & ACT. We could not have done this without the community cultivation and sustainability model pioneered by our colleagues at Nightingale Housing. We could not have done this without the staff team and financial stewardship of Fresh Hope Communities. And all the key community decision makers along the way who have helped find a way when there wasn’t one.”
“I’m pleased to say that I think the attitude, particularly on council has really shifted over the last few years”
Chloe Smith, Deputy Mayor of the Inner West Council
Minister Jackson delivered a passionate address saying, “We have been so clear as a government that confronting the housing crisis is core business for NSW and this is exactly the type of development that we want to see more and more of…Every day we are meeting people who are struggling to lay down their roots in this city.
“The young people who are the future of our city don’t see their future here and it is buildings like this one, this is the place that you can touch and feel, the tangible way we are trying to change that. And so for us to see this building come to life is a glimmer of hope in what is otherwise a difficult time for NSW when it comes to the housing crisis.”
Deputy Mayor of the Inner West Council, Chloe Smith acknowledged the difficulties that presented during the six-year journey to get to this point.
“It should not have taken as long as it did to get 54 affordable housing units developed here in the Inner West where it is so desperately needed.
“I’m pleased to say that I think the attitude, particularly on council has really shifted over the last few years. And as Inner West Council over this term we have been determined to learn the lessons from what happened at Nightingale Marrickville and do our best to ensure that that doesn’t happen again.
“So we are proactively trying to be part of the solution and we have been deeply inspired by the model of Nightingale Marrickville and to try emulate that and deliver more housing in this model across the Inner West.”
The formalities concluded with a ceremonial planting of a Banksia tree on the rooftop terrace garden.
As our Nightingale Marrickville residents continue to settle into their new homes, there has been ongoing attention on what this pilot has achieved in addressing the social issue of affordable housing, especially in the rental space. We are looking forward to exploring more opportunities to deliver accommodation in a similar way with other likeminded organisations with growing support from local councils and the state government who are proactively engaging in the issue.
One of the early success stories of Nightingale Marrickville is that it has been thrust into the Awards spotlight in the first few months of opening its doors.
In April 2024, Nightingale Marrickville was shortlisted as one of 23 finalists in the ULI Asia Pacific Awards for Excellence, one of the real estate industry’s most prestigious honours.
There were 12 eventual winners, and we are thrilled that Nightingale Marrickville was recognised as one of them from across the Asia Pacific region. This is a huge achievement for us at Fresh Hope Communities and one worth celebrating!
The winners were announced at the ULI Asia Pacific Summit held in Tokyo, Japan on Wednesday 29 May, with the award received on our behalf by Andrew Coward, the Chair of the ULI Sydney District Council.
Part of the adjudication process involved taking members of the jury panel on a tour of Nightingale Marrickville.
Sam Buckerfield, General Manager for Corporate Communications who hosted judge Belinda Bentley on the tour said, “Our judge Belinda, was extremely impressed by the final outcome of Nightingale Marrickville— not only the beautiful built form, but the stories that our new residents have shared with us about how they came to live at Nightingale Marrickville. She’s hopeful that we and other organisations like us will be able to provide similar developments long into the future.”
Winning this award automatically qualifies Nightingale Marrickville for entry into the 2024 ULI Global Awards for Excellence which will be announced in October 2024.
A week later, SJB Architects, our partner in the build, attended the NSW Architecture Awards which celebrates excellence in design, placemaking and sustainability. The 2024 awards named the best new residential, commercial and public buildings.
Nightingale Marrickville received the Premier’s Prize, Commendation for Residential Architecture –Multiple Housing.
“It was a great thrill to accept the award with the team and hear the very encouraging words from Premier Minns and Minister Scully.” said Gabby Suhr from SJB.
A few days after receiving the NSW Architecture Award, we were honoured to accept the award for the winner of Urban Taskforce Australia’s Affordable Development Award.
Chair of the DEA Judging Panel, Chris Johnson AM made the following comments about the project:
“This build-to-rent project is a comfortable 6 stories designed by SJB architects. The development is aimed at the affordable end of the market with rents reduced to 80% of the market rate of the area. Homes are allocated through a ballot system. The architecture includes brick arches in its podium to give an interesting presentation to the street.”
For our first foray into the Affordable Housing sector, these awards are very encouraging and show the strength and importance of partnership to create spaces of belonging and places that feel like home for people while meeting a significant need within our community.
Tell us about yourself.
My name is Luke. I’m a hairdresser and I work in Newtown. I’ve lived in the west for around eight years now. I grew up in a small beach town called Kiama. It’s four hours out of Sydney on the train. I moved to the city by myself when I was 15. I would classify myself as a local now.
I live here with my dog Kubo. He’s a Shiba. He’s a very calm, introverted dog. I love him.
How did you hear about Nightingale Marrickville?
It’s quite a funny story. I went to another inspection for another place in Newtown. I was talking with a client the next day and we were commiserating on how awful the market is and how tough it is to find housing, especially with me having Kubo.
She asked me how much I was earning and told me about Nightingale Marrickville and the salary cap.
I had just got an eviction by non-renewal notice with only four weeks to find somewhere. So as you can imagine in Sydney, I was freaking out, especially having Kubo. I speak to a lot of people where I work and I’ve heard a lot of stories of people surrendering their pets just to get a place to live. For me, that just wasn’t an option. She told me about this place and about the ballot. I thought, I’ll just put my name in.
I know I meet the requirements, what have I got to lose? I was lucky enough to get one. Awesome.
How are you finding it?
I really love the space. The first day I was here, there was lovely afternoon sun coming in this big window and I thought, I love it here.
Even though yes, it is a studio, it’s a small space, it feels so much more. I love that I can put my art up on the walls and I can decorate, finally. I’ve customised the pegboard shelves to be how I want them and even though it’s a small space, it’s so workable and it’s mine.
The acoustics have been great. I don’t hear anyone. I also love the floor and the sound of Kubo’s feet tapping on it.
I just got the couch on the weekend and when I first put it in, I was worried because it’s so much bigger in this space than I thought. But it is actually perfect. It folds out to a sofa bed. I don’t expect many people to stay with me in a studio, but it’s great to have the option.
How do you get to work in Newtown?
Bus. We’re quite lucky the stop is right outside. The bus goes down the road for two seconds and I am there.
I am considering getting a bike though. With the big bike storage here, it makes sense. Sydney hills will make it a good workout without paying to go to the gym. I don’t have a car. I don’t want to while I live in Sydney. It’s so congested and awful. I much prefer living close to where I work.
Have you used the community rooms much yet?
The first week I mostly stayed in my apartment because I was unpacking, but this week I’ve gone down there quite a lot, especially with Kubo, getting him used to other spaces.
I finished work quite late the other night. I took my dinner down to the shared dining room and played some video games with my friend. The space is lovely and it’s made me rethink things like, do I actually need a microwave or can I just go downstairs and use the shared one and save the space and money.
Have you met many of your neighbours yet?
Just in passing so far. Everyone loves meeting Kubo. I’m glad he’s not the only dog. There are a couple of other cute ones that have moved in already. I am hoping they’ll all be friends. Kubo is totally cool with no backyard. He’s five years old and never had one. There’s a massive park downstairs. It’s awesome.
This is my first time living alone by myself. I’ve lived out of home since I was 15 and have always been share housing. In the last two years, I’ve felt like I need my own space. It’s time.
I was worried Kubo might not be used to being alone a lot, but he’s proven himself. No mischief.
I had a really great deal with where I was living. I was paying $300 a week for a room in a share house. When I decided it was time to live on my own, I was looking around and it was going to go up to a minimum $500 to $600 per week and I thought, I’m not going to be able to save for anything. All my saving plans were going to crumble. Living here, I get my own space but I’m still building towards my future. I’m not living paycheck to paycheck.
Favourite spots to go to in Marrickville?
I’m still discovering them even though technically, I lived in Marrickville before, but at the other end. So far, I’ve been doing lots Lox In A Box. Delicious bagels. Very delicious bagels! And Vesbar Espresso on the corner.
Lazy Bones. I haven’t been there since moving, but it’s a really great live music venue.
In the past financial year, 61,424 guests experienced our group accommodation and outdoor experiences.
The deepening financial stress and cost-of-living crisis experienced by households caused a downturn in demand.
The team worked hard to ensure the facility remained in a positive financial position despite escalating operating costs, particularly catering costs.
Leadership changes and team transitions were met with tenacity and positivity to complete another great year. Significant work has commenced to enhance team engagement, and a future plan is forming to revitalise systems and presentation that will enhance the efficiency and focus of our service.
A significant achievement was the rebranding of The Tops Conference Centre with a new website, bold wayfinding signage and new uniforms, reenergising the look and feel of The Tops for guests, visitors and staff alike. Greenstead Valley in Joadja continued to accommodate short-stay guests and retained steady occupancy while experiencing similar economic challenges to the Tops that impacted demand.
Preparations for a future master plan for Greenstead Valley were finalised with the culmination of many years of planning and lodgment of the Development Application for the proposed Eco-Tourism facility.
We are buoyed by continuing strong demand for the coming year and the upcoming plans that will enhance this wonderful community activation service.
David Tolman
General Manager Group Accommodation and Housing Fresh Hope Communities
The ache for home lives in us all, the safe place where we can go as we are and not be questioned.
Maya Angelou
The Tops has been rebranded. Over the past year, the new look has been reflected across communications and the site itself, with bold new wayfinding signage installed.
Over the last year, The Tops and Corporate Communications teams have been working with James Agency to create a brand identity that is strong and modern, and one that aligns with the experience guests have on site.
Check out The Tops’ new website: thetops.com.au A lot of work has gone into creating meaning through the new logo supporting their beloved tagline “Life to the full”. Below is the breakdown of the four symbols that make up The Tops new brand identity:
Connection
Key words: Interaction, community, belonging Dr Brene Brown describes connection as, “The energy that exists between people when they feel seen, heard, and valued.”
This matters to us and our hope is that we create an environment where you feel seen, heard and valued.
Grow
Key words: Expansion, transformation, discover, overcoming, metamorphosis
You are capable of more than you think. Possibility and transformation is everywhere—both in the big things and the seemingly small. Our hope is that the steps you take expand your thinking and overcoming challenges here will grow your confidence, abilities and character.
Place & space
Key words: Environment, nature, immersive experience, retreat
Nature is grounding and plays an important role in our lives—it can quiet racing minds, give us a sense of awe and perspective. We’re confident that as you immerse yourself in our stunning natural environment you feel all of those racing thoughts and anxieties fall away.
Fun
Key words: Enjoyment, playfulness, active, positive, experiential, physical
Hosting you brings us joy! We are intentional about creating experiences that make you feel energised, exhilarated and at ease. This is Life to the Full!
The Officeholders present the report together with the financial statements of Churches of Christ Community Care (the entity) for the financial year ended 30 June 2024 and report as follows:
The appointment of officeholders is undertaken within an extensive recruitment process which seeks to appoint members on the basis of a broad range of industry skills and corporate governance capabilities. Officeholders are appointed in accordance with the board charter for Churches of Christ Community Care.
The names of and other information on the Officeholders in office during or since the end of the year are as follows:
Raewyn Williams Chairperson (appointed 1 September 2022)
Alana Cooper Board Member (appointed 1 September 2022)
Chris Grover Board Member (appointed 1 September 2022) (resigned 23 October 2023)
Daniel Dwyer CEO
Darren Farrell Board Member
(resigned 15 March 2024)
Elaine Griffin Board Member (appointed 1 September 2022)
Kirryn Zerna Board Member (appointed 1 September 2022)
Tracy Harding Board Member (appointed 1 September 2022)
Norman Newbon Board Member (appointed 1 February 2024)
Anthony Asher Board Member (appointed 1 February 2024)
The principal activities of the entity during the course of the financial year were the provision of community service activities undertaken within the Aged Care, Welfare, Community and Education sectors. There were no significant changes in the nature of the activities during the year.
The operating profit of the entity for the financial year after providing for income tax amounted to a surplus of $44,743,609 (2023: surplus $802,616). The entity is a not-for-profit entity and is exempt from the payment of income tax.
The entity’s constituent documents prohibit the payment of dividends.
During the year, the organisation completed the construction of the Cedar on Collins Retirement Living Community at Kiama consisting of 56 apartments, the Green Hills Residential Aged Care Community consisting of 158 rooms and the Nightingale Marrickville Affordable Housing community consisting of 54 teilhaus apartments.
In the opinion of the Officeholders, there were no other significant changes to the state of affairs of the entity during the financial year.
There have been no material events subsequent to balance date.
Likely developments in the operations of the entity and the expected result of those operations in future financial years have not been included in this report as the inclusion of such information is likely to result in unreasonable prejudice to the entity.
The entity’s operations are not subject to any significant environmental regulation under either Commonwealth or State legislation. However, the Officeholders believe that the entity has adequate systems in place for the management of its environmental requirements and is not aware
of any significant breach of those environmental requirements as they apply to the entity during the period covered by this report.
The auditor’s independence declaration for the year ended 30 June 2024 has been received and can be found on the following page, which forms part of the Officeholders’ Report.
Signed in accordance with a resolution of the Officeholders:
Raewyn Williams
Officeholder
Sydney, 15 October 2024
REPORT - 30 JUNE 2024
INDEPENDENCE DECLARATION UNDER s60-40 OF THE AUSTRALIAN CHARITIES AND NOT-FOR-PROFITS COMMISSION ACT 2012 TO THE OFFICEHOLDERS OF CHURCHES OF CHRIST COMMUNITY CARE declare that, to the best of my knowledge and belief, during the year ended 30 June 2024 there have been:
(a) no contraventions of the auditor independence requirements as set out in the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and (b) no contraventions of any applicable code of professional conduct in relation to the audit.
The financial report includes the financial statements and notes of Churches of Christ Community Care (the entity) for the year ended 30 June 2024. The entity is registered under the provisions of the Australian Charities and Not-for-profits Commission Act 2012 and is domiciled in Australia.
Churches of Christ Community Care is a ministry of Churches of Christ in New South Wales with the responsibility of social justice and community services work for the Church, established under the Constitution of the Conference of Churches of Christ in NSW.
The entity is a not-for-profit entity and provides community service activities undertaken within the Aged Care, Welfare, Community and Education sectors.
All assets and liabilities relating to the entity are held by The Churches of Christ Property Trust. The Churches of Christ Property Trust is established by NSW legislation being the Churches of Christ in New South Wales Incorporation Act 1947 No 2.
Churches of Christ Community Care is entrusted with the stewardship of those assets and liabilities relating to the activities managed and overseen by Churches of Christ Community Care, and in accordance with the Framework for the Presentation and Preparation of Financial Statements under Australian Accounting Standards, recognises those assets and liabilities in these financial statements as they are deemed to be controlled by Churches of Christ Community Care for accounting purposes.
For the purpose of the Aged Care Act 1997, The Churches of Christ Property Trust is the Approved
Provider (NAPS ID 610) for all of Churches of Christ Community Care’s Commonwealth funded aged care services in New South Wales.
The registered address and principal place of business of the entity is: Suite 301, 1B Homebush Bay Drive Rhodes NSW 2138
The financial statements were approved by the Officeholders on 15 October 2024.
Note 2 - Basis of preparation
Statement of compliance
These general purpose financial statements have been prepared in compliance with the requirements of the Australian Charities and Not-for-profits Commission Act 2012 and Australian Accounting StandardsSimplified Disclosures. The entity is a not-for-profit entity for the purposes of preparing these financial statements.
The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets, and financial liabilities.
Where required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the current financial year. Where the entity has retrospectively applied an accounting policy,
made a retrospective restatement or reclassified items in its financial statements, an additional statement of financial position as at the beginning of the earliest comparative period will be disclosed.
Critical accounting estimates and judgements
The Officeholders evaluate estimates and judgements incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the entity.
Key estimates
The Officeholders assess impairment at the end of each reporting period by evaluation of conditions and events specific to the entity that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-inuse calculations which incorporate various key assumptions.
Estimation of useful lives of assets
The estimation of the useful lives of assets has been based on historical experience as well as manufacturers’ warranties (for plant and equipment) and turnover policies (for motor vehicles). In addition, the condition of the assets is assessed at least once per year and considered against the remaining useful life. Adjustments to useful lives are made when considered necessary.
Refundable entry contributions
The amounts repayable to residents upon their exit
from the entity’s retirement villages changes with time and movements in the value of the underlying property. The amounts that will be deducted from the original amount deposited by the resident are a function of time. For certain resident agreements the amount that may be added to the original amount deposited by the resident is a function of the movement in the underlying property value
New and revised standards that are effective for these financial statements
Several amendments and clarifications to Australian Accounting Standards and interpretations are mandatory for the 30 June 2024 reporting period. These include:
• AASB 2021-2:
Amendments to Australian Accounting Standards – Disclosure of Accounting Policies and Definition of Accounting Estimates
• AASB 2021-6
Amendments to Australian Accounting Standards – Disclosure of Accounting Policies: Tier 2 and Other Australian Accounting Standards
The application of these amendments and clarifications have not had a material impact on the carrying values of the entity’s asset, liability or equity balances; nor a material impact on the disclosures in the financial report nor the recognition and measurement of the entity’s revenue or expenses.
New standards and interpretations not yet adopted
Certain new accounting standards, amendments
and interpretations have been published that are not mandatory for 30 June 2024 reporting periods and have not been early adopted by the entity. These include:
• AASB 2014-10 Amendments to Australian Accounting Standards – Sale or Contribution of Assets between an Investor and its Associate or Joint Venture (effective for the year ending 30 June 2026)
• AASB 2022-6 Amendments to Australian Accounting Standards – Non-current Liabilities with Covenants (effective for the year ending 30 June 2025)
• AASB 2023-1 Amendments to Australian Accounting Standards – Supplier Finance Arrangements (effective for the year ending 30 June 2025)
It is not expected that AASB 2014-10, AASB 2022-6 or AASB 2023-1 will have a material impact on the entity in future reporting periods.
Presentation of Statement of Financial Position on a liquidity basis
The Officeholders have taken the view that in complying with the requirements of AASBs, the treatment of Resident accommodation liabilities (accommodation bonds, refundable accommodation deposits and entry contributions) as current liabilities does not reflect the true liquidity of the entity as these liabilities are not likely to be repaid in the next 12 months.
Accordingly, in the current year the Officeholders have chosen to present its statement of financial position under the liquidity presentation method (AASB 101 Presentation of Financial Statements) on the basis that it presents a more reliable and relevant view.
The material accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
Churches of Christ Community Care is a not-for-profit Charity & Public Benevolent Institution and is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.
Revenues, expenses, and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or payables in the statement of financial position.
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers or payments to suppliers.
Amounts disclosed as revenue are net of returns, trade allowances and duties and taxes including goods and services tax (GST).
Revenue is recognised for the major business activities as follows:
Resident and client fees, daily accommodation payments and recurrent government subsidies. Revenue from resident and clients’ fees, daily accommodation payments and related government subsidies are recognised on a proportional basis to take account of the delivery of service to or occupancy by clients.
Fees and charges
Fees and charges income is recognised on an annual basis consistent with the provision of the relevant service.
Interest revenue is recognised as it accrues using the effective interest method.
Dividends revenue is recognised when the entity’s right to receive the payment has been established and is inclusive of any franking credits.
Rental income
Rental income is recognised on a straight-line basis over a period of the lease term so as to reflect a constant periodic rate of return on the net investment.
The retention income earned from refundable entry contributions is recognised as income as the entity becomes entitled to receive the retention under the terms of the resident agreement.
Cash and cash equivalents include cash on hand, deposits held at call with financial institutions, other short term, highly liquid investments with original maturities of twelve months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.
Inventories are measured at the lower of cost and net realisable value at balance date.
For all sources of recurrent income, trade receivables are recognised initially at fair value and subsequently measured at amortised cost, less provision for doubtful debts.
Collectability of trade receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off. A provision for impairment in relation to doubtful receivables is established when there is objective evidence that the entity will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is recognised in the statement of profit or loss and other comprehensive income.
Recognition and measurement
Each class of property, plant, and equipment, other than The Tops buildings, is carried at cost or fair value less, where applicable, any accumulated depreciation and impairment losses.
The Tops buildings are stated at valuation. The Tops buildings are shown at their fair value based on periodic valuations by external independent valuers, less subsequent depreciation for buildings. All revaluation adjustments are applied to the asset revaluation reserve.
Cost includes expenditure that is directly attributable to the acquisition of the asset. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment.
Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the statement of profit or loss and other comprehensive income.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the entity and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the statement of profit or loss and other comprehensive income during the financial period in which they are incurred.
Property, plant, and equipment including land and buildings are subject to the entity’s policy for impairment review whereby an asset is tested for impairment when events or changes in circumstances indicate that the carrying amount may not be recoverable.
Depreciation and amortisation
The depreciable amount of all property, plant and equipment including buildings and capitalised lease assets, but excluding freehold land, is depreciated on a straight line basis over the asset’s useful life to the entity commencing from the time the asset is held ready for use.
The estimated useful life for each class of depreciable assets is as follows:
Buildings 25 - 40 years
Leasehold Improvements 10 years
Plant and Equipment 10 years
Furniture and Fittings 7 - 15 years
Computer Equipment 3 years
Motor Vehicles 4 years
The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.
Goodwill
Goodwill arising on the acquisition of a business is measured at cost less accumulated impairment losses. Goodwill is not amortised.
At inception, a right-of-use asset and a lease liability is recognised. Right-of-use assets are included in the statement of financial position within a classification relevant to the underlying asset.
Right-of-use assets are initially measured at cost, comprising of the following:
• The amount of the initial measurement of the lease liability.
• Any lease payments made at or before the commencement date, less any lease incentives received.
• Any initial direct costs incurred.
• An estimate of costs to be incurred in dismantling and removing the underlying asset, restoring the site on which it is located or restoring the underlying asset to the condition required by the terms and conditions of the lease, unless those costs are incurred either at the commencement date or as a consequence of having used the underlying asset during a particular period.
Subsequently, right-of-use assets are measured using a cost model. The right-of-use asset is depreciated to the earlier of the useful life of the asset or the lease term using the straight-line method and is recognised in the statement of profit or loss and other comprehensive income in “Depreciation and amortisation”.
The entity tests for impairment where there is an indication that a right-of-use asset may be impaired.
An assessment of whether there is an indication of possible impairment is done at each reporting date. Where the carrying amount of a right-of-use asset is greater than the estimated recoverable amount, it is written down immediately to its recoverable amount. The resulting impairment loss is recognised immediately in surplus or deficit, except where the decrease reverses a previously recognised revaluation increase for the same asset.
The resulting decrease is recognised in other comprehensive income to that extent and reduces the amount accumulated in equity under revaluation surplus, and future depreciation charges are adjusted in future periods to allocate the revised carrying amount, less its residual value, on a systematic basis over its remaining useful life.
The entity leases several assets including office space. A lease is a contract, or part of a contract, that conveys the right to use an asset for a period of time in exchange for consideration.
At inception of a contract, it is assessed to determine whether the contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. If the terms and conditions of a contract are changed, it is reassessed to once again determine if the contract is still, or now contains, a lease.
The term of a lease is determined as the noncancellable period of the lease, together with the periods covered by an option to extend the lease
where there is reasonable certainty that the option will be exercised, and periods covered by an option to terminate the lease if there is reasonable certainty that the option will not be exercised
The assessment of the reasonable certainty of the exercising of options to extend the lease, or not exercising of options to terminate the lease is reassessed upon the occurrence of either a significant event or a significant change in circumstances that is within the entity’s control, and it affects the reasonable certainty assumptions. The assessment of the lease term is revised if there is a change in the noncancellable lease period.
The entity does not recognise leases that have a lease term of 12 months or less or are of low value as a rightof-use asset or lease liability. The lease payments associated with these leases are recognised as an expense in the statement of profit or loss and other comprehensive income on a straight-line basis over the lease term.
At the commencement date of the lease, the lease liability is initially recognised for the present value of non-cancellable lease payments discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the entity’s incremental borrowing rate.
The tenor of a lease includes any renewal period where the lessee is reasonably certain that they will exercise the option to renew. The entity has reviewed all its leases and included any extensions where the entity assessed it is reasonably certain the lease agreement will be renewed.
The lease payment used in the calculation of the lease liabilities should include variable payments when they relate to an index or rate. Where leases contain variable lease payments based on an index or rate at a future point in time, the entity has used the incremental uplift contained in the lease or the respective Reserve Bank forward-looking CPI target for CPI-related increases In the absence of any floor or cap clauses in the lease agreements, the entity measures the rent for the year under market review at an amount equal to the rent of the year preceding the market review increased by a fixed rate.
The lease liability is initially measured at the present value of the lease payments that are not yet paid at the commencement date. Lease payments are discounted using the relevant entity’s incremental borrowing rate. The incremental borrowing rate used for this calculation is dictated by the tenor of the lease and the location of the asset. The incremental borrowing rate is the rate the entity would be charged on borrowings provided by our banking partners. The weighted average incremental borrowing rate is 5.0%. The following lease payments being fixed payments, less any lease incentives receivable are included where they are not paid at the commencement date.
Subsequently, the lease liability is measured by:
• Increasing the carrying amount to reflect interest on the lease liability.
• Reducing the carrying amount to reflect the lease payments made.
• Remeasuring the carrying amount to reflect any reassessment or lease modifications or to reflect revised in-substance fixed lease payments.
The unwind of the financial charge on the lease liabilities is recognised in the statement of profit or loss and other comprehensive income in “Finance costs” based on the entity’s incremental borrowing rate.
Financial instruments
Initial recognition and measurement
Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets this is equivalent to the date that the entity commits itself to either purchase or sell the asset. Financial instruments are initially measured at fair value plus transactions costs except where the instrument is classified “at fair value through profit or loss” in which case transaction costs are expensed to profit or loss immediately.
Trade receivables are initially measured at the transaction price if the trade receivables do not contain a significant financing component.
Classification and subsequent measurement
Financial assets
Financial assets other than those designated and effective as hedging instruments are classified upon initial recognition into the following categories:
• Amortised cost
• Fair value through other comprehensive income (FVOCI)
• Fair value through profit or loss (FVPL)
All income and expenses relating to financial assets that are recognised in profit or loss are presented within finance income or finance costs, except for
impairment of trade receivables which are disclosed with other expenses.
Measurement is on the basis of two primary criteria:
• The contractual cash flow characteristics of the financial asset
• The business model for managing the financial asset
Financial assets at amortised cost
Financial assets are measured at amortised cost if the asset meets the following conditions (and are not designated as FVPL):
• The financial asset is managed solely to collect contractual cash flows
• The contractual terms within the financial asset give rise to cash flows that are solely payments of principal and interest on the principal amount outstanding on specified dates
Fairvaluethroughothercomprehensiveincome
Investments that are not held for trading are eligible for an irrevocable election at inception to be measured at fair value through other comprehensive income. Subsequent movements in fair value are recognised in other comprehensive income and are never reclassified to profit or loss.
Dividend revenue received on underlying equity instrument investments will still be recognised in profit or loss unless the dividend clearly represents return of capital. By default, all other financial assets that do not meet the measurement conditions of amortised cost and fair value through other comprehensive income are subsequently measured at fair value through profit or loss.
Financial assets that are held within a different business model other than to “hold and collect” or “hold to collect and sell” are categorised at fair value through profit or loss. The initial designation of financial instruments to measure at fair value through profit or loss is a one-time option on initial classification and is irrevocable until the financial asset is derecognised.
Impairmentoffinancialassets
The impairment requirements as applicable under AASB 9 use more forward-looking information to recognise expected credit losses. Expected credit losses are the probability-weighted estimate of credit losses over the expected life of a financial instrument. A credit loss is the difference between all contractual cash flows that are due, and all cash flows expected to be received, all discounted at the original effective interest rate of the financial instrument.
The Officeholders considers a broad range of information when assessing credit risk and measuring expected credit losses, including past events, current conditions, reasonable and supportable forecasts that affect the expected collectability of the future cash flows of the instrument. In applying this approach, a distinction is made between:
• Financial instruments that have not deteriorated significantly in credit quality since initial recognition or that have low credit risk
• Financial instruments that have deteriorated significantly in credit quality since initial recognition and the credit risk is not low
• Financial assets that have objective evidence of impairment at reporting date
Assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are compared at the lowest levels for which there are separately identifiable cash flows (cash generating units). Impairment losses are reversed when there is an indication that the impairment loss may no longer exist and there has been a change in the estimate used to determine the recoverable amount.
Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the entity during the reporting period, which remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability. The carrying amount of trade and other payables is deemed to reflect fair value.
Provisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result, and that outflow can be reliably measured.
Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.
Short-term employee benefits
Liabilities for wages and salaries, including nonmonetary benefits, annual leave and long service leave expected to be settled wholly within 12 months of the reporting date are measured at the amounts expected to be paid when the liabilities are settled.
Other long-term employee benefits
The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method
Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on high quality corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.
Defined contribution superannuation expense
Contributions to defined contribution superannuation plans are expensed in the period in which they are incurred.
Refundable entry contributions
Refundable entry contributions are received from residents of self-care villages, and they are
non-interest bearing and the net amount is repayable upon departure or transfer.
Refundable entry contributions are measured at the principal amount net of any retentions, or any other amounts deducted from the contribution at the election of the resident, plus the resident’s share of the capital gains (if any) based on the market value of the underlying property at balance date.
Refundable entry contributions are classified as current liabilities because the entity does not have an unconditional right to defer settlement for more than 12 months. However, history shows that on average a resident in a retirement village will stay for between 6 and 12 years. The repayment of contributions to residents including capital gains and net of any retention will be funded largely by contributions from incoming residents
Refundable accommodation deposits (RADs) and accommodation bonds are non-interest bearing deposits made by aged care facility clients to the entity upon their admission. Refundable accommodation deposits are measured at their principal amount less any other amounts deducted from the deposit at the election of the resident. Accommodation bonds are measured at the principal amount net of any retentions, or any other amounts deducted from the bond at the election of the resident.
The Officeholders of Churches of Christ Community Care declare that:
1. The financial statements, which comprises the statement of financial position as at 30 June 2024, and the statement of profit or loss and other comprehensive income, statement of changes in funds and statement of cash flows for the year ended on that date, a summary of accounting policies and other explanatory notes are in accordance with the Australian Charities and Not-forprofits Commission Act 2012 and:
(a) comply with Australian Accounting Standards - Simplified Disclosures (including Australian Accounting Interpretations) and the Australian Charities and Not-for-profits Commission Regulations 2022; and
(b) give a true and fair view of the financial position of the entity as at 30 June 2024 and of its performance for the year ended on that date.
2. In the opinion of the Officeholders, there are reasonable grounds to believe that the entity will be able to pay its debts as and when they become due and payable.
Signed in accordance with a resolution of the Officeholders:
Raewyn Williams Officeholder
Sydney, 15 October 2024
INDEPENDENT
REPORT TO THE OFFICEHOLDERS OF CHURCHES OF CHRIST COMMUNITY CARE
Opinion
We have audited the financial report of Churches of Christ Community Care which comprises the statement of inancial position as at 30 June 2024 the statement of profit or loss and other comprehensive ncome, the statement of changes in funds and statement of cash flows for the year then ended, notes comprising a summary of accounting policies and other explanatory information, and the Officeholders Declaration.
In our opinion, the accompanying financial report of Churches of Christ Community Care is in accordance with the Australian Charities and Not-for-profits Commission Act 2012 and Division 2 of Part 4 of the Accountability Principles 2014 made under section 96-1 of the Aged Care Act 1997 including:
a) giving a true and fair view of the entity’s financial position as at 30 June 2024 and of its financial performance for the year then ended, and
b) complying with Australian Accounting Standards - Simplified Disclosures and the Australian Charities and Not-for-profits Commission Regulations 2022
Basis for Opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibility for the Audit of the Financial Report section of our report. We are independent of the entity in accordance with the ethical requirements of the Australian Charities and Not-for-profits Commission Act 2012 and Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.
We confirm that the independence declaration required by the Australian Charities and Not-for-profits Commission Act 2012 which has been given to the Officeholders of the entity would be in the same terms if given to the Officeholders as at the time of this auditor’s report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Officeholders Responsibility for the Financial Report
The Officeholders of the entity are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards - Simplified Disclosures and the Australian Charities and Not-for-profits Commission Act 2012 and for such internal control as the Officeholders determine is necessary to enable the preparation of a financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.
In preparing the financial report, the Officeholders are responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Officeholders either intend to liquidate the entity or to cease operations, or have no realistic alternative but to do so.
The Officeholders are responsible for overseeing the entity’s financial reporting process.
CHURCHES OF CHRIST COMMUNITY CARE ABN 41 041 851 866
FINANCIAL REPORT - 30 JUNE 2024
INDEPENDENT AUDITOR’S REPORT TO THE OFFICEHOLDERS OF CHURCHES OF CHRIST COMMUNITY CARE
Auditor’s Responsibilities for the Audit of the Financial Report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the a ggregate, they could reasonably be expected to nfluence the economic decisions of users taken on the basis of this financial report.
A further description of our responsibilities for the audit of the financial report is located at The Auditing and Assurance Standards Board and the website address is http://www.auasb.gov.au/Home.aspx
We communicate with the Officeholders regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
StewartBrown Chartered Accountants
Justin Weiner Partner
There is no power for change greater than a community discovering what it cares about
Margaret J. Wheatley