UnitingSA Annual Report 2020-21

ANNUAL REPORT

AT UNITINGSA, WE RECOGNISE ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLES AS THE FIRST AUSTRALIANS. We acknowledge their ongoing custodianship of the lands and waters on which we live, work and pursue our reconciliation vision.

We recognise the Kaurna people as the Traditional Owners of the Adelaide Plains. It is upon their ancestral lands that UnitingSA was founded.

We pay our respects to Elders, past and present, of all nations and to all Aboriginal and Torres Strait Islander peoples.

ARTWORK: “KAUWI YERTA” (WATER COUNTRY) BY ALLAN SUMNER, SOUTH AUSTRALIAN ARTIST AND KAURNA, NGARRINDJERI AND YANKUNYTJATJARA MAN.

CONTENTS

UNITINGSA

3 WE ARE UNITINGSA

11 MEET OUR BOARD

4 OUR YEAR AT A GLANCE

12 COMMUNITY SERVICES

5 CHAIR’S REPORT

16 PROPERTY & HOUSING

6 CEO’S REPORT

20 AGED CARE

7 OUR LOCATIONS

24 FINANCIAL REPORT

8 OUR PEOPLE

27 THANK YOU

ANNUAL REPORT 2020–2021

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WE ARE UNITINGSA We began in Port Adelaide in 1919 to respond to the needs of the local community and have grown to support people across metropolitan and regional South Australia.

Our dedicated team works to provide community services, housing and aged care to help people address challenges and live their best life.

VISION

A COMPASSIONATE, RESPECTFUL AND JUST COMMUNITY IN WHICH ALL PEOPLE PARTICIPATE AND FLOURISH.

VALUES

OUR VISION AND VALUES GUIDE OUR WORK EVERY DAY.

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ANNUAL REPORT 2020–2021

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OUR YEAR AT A GLANCE

12,517

2,077

people supported across UnitingSA

people provided community services

people supported across aged care

2,387

91

971

people provided emergency assistance

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10,440

volunteers

employees

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But what made this year unique is that our response was against the backdrop of COVID-19. As the first full year since the pandemic began, the way we responded to our community was altered.

We had to be more innovative in our service delivery and increasingly use technology to connect. We had to be agile to continue to support people in the constantly changing environment.

And we had to be resilient in the face of the challenges the pandemic brought.

This innovation, agility and resilience affected our organisation at all levels, from the decisions being made by the Board to the way teams delivered services on the ground. However, nobody was more affected than our

strong values. On behalf of the UnitingSA Board, I thank Libby for her years of service and wish her all the best in retirement.

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n June, we welcomed our new Chief Executive Officer Jenny Hall. Jenny brings a wealth of experience to the role, which will be invaluable as we continue to evolve in response to community need and sector change. Jenny’s appointment marks an exciting new chapter for UnitingSA and the Board looks forward to working closely together to lead the organisation into the future.

and innovate to enhance client outcomes.

UnitingSA has been selected as the Alliance lead agency, and we are excited about what we can collectively achieve in this essential area.

Other highlights throughout the year centred on building for our community.

We recognise a lack of affordable housing is a critical issue in our state and are committed to contributing positive housing outcomes to address this need. We built new social and affordable housing projects in Kurralta Park and Ferryden Park, and progressed plans for developments in Prospect, Kidman Park and Noarlunga Downs.

CHAIR’S REPORT

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UNITINGSA

ooking back across the year, three words come to mind – respond, transition and position.

frontline staff, who dealt with the extra complexities COVID-19 brought to their work and the lives of those they support each day. I want to say a special thank you to these workers for continuing to show up when things got tough, and for always prioritising the needs of our community.

Respond is something our organisation has done for more than 100 years.

Our reason for being is to respond to community need and this year was no different. We continued to respond to the need for housing, financial and emergency assistance, mental health and disability support, and quality care for people as they age. We connected people with training, education and employment, and helped them to address life challenges and reach their goals.

Transition can be used to describe several aspects of the year but the biggest factor was our change in Chief Executive Officer. After more than 25 years with UnitingSA and almost 15 years at the helm, Libby Craft announced her retirement in February.

Under Libby’s leadership, UnitingSA grew from a workforce of 350 people to more than 1000. She oversaw the expansion and development of our housing, aged care and community services and led with the organisation’s

That brings me to the final word to describe the year – position. This speaks to the incredible amount of work and the many achievements that have positioned us well for the future. While the key projects are varied, the majority lead back to the critical human need for shelter. Not just any shelter, but safe, affordable, appropriate accommodation to suit people’s individual circumstances.

One of the highlights in this area was the formation of a new Homelessness Alliance. Through the state’s homelessness reforms, we partnered with six other providers in the north-west to successfully tender to deliver homelessness services across the region from 1 July 2021. The SA Housing Authority is a key Alliance partner and we will work together to plan service delivery, respond to emerging needs,

We also recognise the need for quality, appropriate accommodation for older people in our community and were excited in March to complete the biggest capital development ever undertaken by our organisation.

UnitingSA West Lakes is a five-storey aged care complex at the former Football Park site. It offers a blend of Retirement Living and Residential Aged Care to support people along the ageing continuum. We are incredibly proud of the project, which sets the benchmark for our future aged care developments.

Other important work undertaken this year to position us for the future was the development of our Reconciliation Action Plan and our next Strategic Plan.

Significant time was spent developing the plans to ensure they provide clear direction, measurable outcomes, and

that they lead to greater community impact. We look forward to releasing and implementing the plans in the coming year.

A

t the Board level, we farewelled long-serving member Gary Wilson in December after 21 years.

When Gary first joined the Board, we were known as the Port Adelaide Central Mission and he continued his service through our transition to UnitingCare Wesley Port Adelaide and UnitingSA. His contribution to the organisation throughout this time has been extremely valuable and on behalf of the Board and leadership team, I sincerely thank Gary for his service. In Gary’s place we welcomed Christine Hahn, who has been a member of our Finance and Audit Committee for the past two years. The knowledge she brings to our Board will be a huge asset moving forward.

Finally, on behalf of the Board, I would like to thank every member of the UnitingSA community for your contribution this year. To our Executive Team for leading with values and vision, our staff and volunteers for working with compassion and integrity, our community partners for collaborating to create impact, and to our donors for your ongoing and invaluable support.

You should all be proud of what has been achieved. I look forward to continuing to work together as we pursue our vision for a compassionate, respectful and just community in which all people participate and flourish.

GAEL FRASER Board Chair

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UnitingSA has grown as I get to know our passionate and committed staff and volunteers.

The value of our staff and volunteers has been on clear display as we’ve navigated disruptions and directions associated with COVID-19. The ability of staff to keep our critical services running and to constantly adapt to change has been truly inspirational.

I’m sure that this resilience and adaptability will hold us in good stead for the next phase of life with COVID-19.

in which innovation and partnerships become our business as usual.

I am committed to enhancing the services we deliver to those experiencing disadvantage or vulnerability to ensure they are able to live their best lives.

This commitment includes providing the best possible care to people needing assistance as they age, those with disabilities and needing psychosocial support, people and families needing somewhere safe and affordable to live, and those experiencing financial hardship.

well and what we will continue to do as we move forward. There remains a great need in the community that UnitingSA is well placed to serve and I believe that we can do even more to provide assistance.

While UnitingSA’s purpose remains steadfast, change is inevitable. The way we do much of our business is changing.

We must continue to adapt to the world of individualised funding, whereby our clients have greater choice and control.

Providing services to people in their own homes is becoming the norm. Staff no

CEO’S REPORT

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t is an honour and a privilege to be appointed UnitingSA’s Chief Executive Officer.

I was attracted to the breadth and depth of service delivery, the values alignment and the proud tradition of making a positive impact in the community. UnitingSA’s history is one of social entrepreneurialism, where the founders saw a community need and responded from the heart, underpinned by faith and compassion.

Since commencing in the role, my understanding and respect for

UNITINGSA

I have learned very quickly that UnitingSA has a strong and trusted reputation for high integrity. When I’m visiting services or in the community wearing my lanyard, I encounter many clients and families with good things to say about our work. This is why I enjoy coming to work. At our heart, we are a people-powered organisation.

I hope that my ‘fresh eyes’ are able to not only recognise the value of our current work, but also identify opportunities to grow and improve. Recent innovations and partnerships, particularly in housing and homelessness, as well as significant new aged care service developments, show the way ahead for UnitingSA. My vision for UnitingSA is a dynamic organisation

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ver the past year, we have seen the expansion of our NDIS and home care services, the establishment of the Homelessness Alliance, significant residential aged care developments and growth in our housing portfolio.

We’ve also seen the consolidation of our mental health services and a continued response to those needing help to get a job, engage with education, or receive emergency or financial assistance.

Across our services, quality continues to be recognised by a range of accreditation bodies and evaluators. This reflects what UnitingSA is good at, what is working

longer need to work from an office to be productive. Facilities that were once single-purpose are now multi-purpose.

Quality and accreditation systems are evolving. Our services must be the best they can be and staff should be given all the tools and assistance they need to enable them to deliver optimal support for our community. This includes training, enhanced IT capabilities, support for those working remotely and a greater level of business sophistication.

We operate within a dynamic and evolving landscape and it has never been more important to be clear about what is important to us and what we stand for. We are in the final stages of developing our Strategic

Plan 2021–2024, which provides the opportunity for us to unite around our key goals of delivering positive impact through service delivery, influencing and advocating for change, building a dynamic contemporary organisation and investing in our people and partnerships.

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have great energy to lead UnitingSA on the journey to increase collaboration, transparency and innovation and to continue building a high-trust, high-performance culture.

I also look forward to sharing what UnitingSA has learned with others – and to learn from others. We are a large organisation with expertise to share. As a learning organisation, we must also know when to partner with others in order to improve.

Whether it is research, quality improvement initiatives, innovation or systems advocacy, I feel that we have a great deal to offer as a service leader.

Finally, I would like to say that I have been absolutely delighted with the support I have received from the Board in my early days in the role. With this support and that of the Executive Team, I am confident that we can continue to build on UnitingSA’s strong history.

In partnership with them and the entire team across UnitingSA, I look forward to bringing our Strategic Plan to life as a catalyst for positive change in the future.

JENNY HALL Chief Executive Officer

ANNUAL REPORT 2020–2021

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Elizabeth

Paralowie Salisbury Outer Harbor

Bolivar

NORTH

North Haven

OUR LOCATIONS

Parafield Largs Bay Semaphore

Regency Park

Seaton

Kadina

Port Lincoln

Hindmarsh Thebarton

Renmark Berri Loxton

North Adelaide

Maylands Stepney Skye Mile End Norwood Dulwich Stonyfell Eastwood Burnside Greenhill Wayville Goodwood Glen Osmond Hyde Park

Fulham

ADELAIDE

SOUTH

Clare Morgan Port Wakefield Kapunda Waikerie Tanunda Gawler

Montacute

Payneham

Burra

Cowell

Newton Walkerville

Grange

REGIONAL SA

Campbelltown

Prospect

Tennyson

Henley Beach

Highbury

Northfield

Croydon

Woodville

Findon

Port Pirie

St Agnes Valley View

Holden Hill

WEST

Quorn

Whyalla

Tea Tree Gully

Gepps Cross

West Lakes

Peterborough

Modbury

Pooraka

Port Adelaide

Alberton

Wilmington

Para Hills

Mawson Lakes

Semaphore Park

Port Augusta

Golden Grove

Taperoo

West Beach

Waterfall Gully

Minlaton

Plympton Glenelg

Murray Bridge

Springfield

Tailem Bend Cape Jervis Goolwa Kingscote Meningie Victor Harbor Penneshaw

Edwardstown Panorama St Marys

Tintinara Keith

Brighton

Mitcham Belair

Marion Sturt

Blackwood

Seacliff Padthaway

EAST

Darlington

Kingston SE

Marino

Naracoorte Robe

O’Halloran Hill

Penola Beachport Millicent

Aberfoyle Park Hallett Cove

Woodcroft Reynella Lonsdale

METRO SA

Christies Beach Morphett Vale Noarlunga Centre UNITINGSA

ANNUAL REPORT 2020–2021

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Colin Williams has volunteered his time to play piano at Westminster Village Aged Care, in Grange, for more than 20 years. His fortnightly show draws a crowd of residents who love to sing along and reminisce, as the music takes them back to years gone by.

OUR PEOPLE “If I’m helping someone, I’m happy.

It’s as simple as that.”

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ANNUAL REPORT 2020–2021

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OUR PEOPLE

971

employees worked across aged care, housing, corporate and community services

10

Board Directors provided positive leadership and strategic direction

8,417

hours were spent on training and developing our staff

91

volunteers provided invaluable support for our community

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4%

of our workforce was based in regional locations

66

OUR IMPACT

94

staff reached a milestone of 5, 10, 15, 20, 25, 30 or 35 years working for UnitingSA

countries of birth were represented across our diverse workforce

61%

of staff across the organisation worked part-time

ANNUAL REPORT 2020–2021

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OUR PEOPLE Our Christmas Appeal raised over $30,000 for our emergency relief efforts over the festive season and collected more than 1,200 gifts.

This wonderful result meant almost 400 children were able to wake up to a gift on Christmas morning, while hundreds of individuals and families experiencing financial distress received grocery vouchers to purchase food for a Christmas lunch.

OUR HIGHLIGHTS We celebrated our loyal, compassionate and dedicated volunteers at our annual Volunteer Appreciation lunch at West Lakes during National Volunteer Week in May. Our volunteers fulfil diverse roles across aged care, housing, corporate and community services.

It was a wonderful chance to celebrate and reconnect with them after what had been a disruptive year with COVID-19 impacting many of our volunteering activities. We look forward to continuing to work with our volunteers to harness their collective efforts, which have an incredible impact in people’s lives.

UNITINGSA

Our inaugural cohort of trainees graduated in March, with a special ceremony held to celebrate their wonderful achievements. Our Board Chair Gael Fraser joined key staff and representatives from the Australian Nursing and Midwifery Education Centre (ANMEC) to congratulate trainees as they received their Certificate III in Individual Support, in the presence of family and friends. The pilot traineeship program was part of the joint State and Federal Government-funded Skilling South Australia initiative.

The opportunity enabled our organisation to both develop the skills of new workers and in turn, address skills shortages across the community services and aged care industries.

Our COVID-19 Care Campaign raised an amazing $24,750 to provide essential items such as grocery and transport vouchers to South Australians affected by the pandemic. Many generous community members, church congregations, schools and local businesses donated to the inaugural campaign during winter. It was a wonderful demonstration of community spirit during a period where many people were reaching out for support for the first time.

ANNUAL REPORT 2020–2021

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OUR PEOPLE

GAEL FRASER Board Chair, BA, Dip Lib, MRUP

Gael has worked as a senior executive in the public sector and as a senior political advisor to government. In these roles she has contributed to significant policy development in education and children’s services, further education, employment and training, social housing, workers compensation and personnel management and development. Also, as a private consultant for over 10 years, Gael has assisted many government and community organisations with strategic planning, managing change, social policy development and governance arrangements.

She has held a number of Board positions and is a former Chair of the South Australian Council of Social Service.

Kate has many years’ experience working in the health, community, disability and housing sectors, including more than 10 years in Board positions.

She brings expertise in finance, risk management and governance. Kate is Chair of the Risk Committee and a member of the Governance Committee.

DAVID LEWIS

KATE IRELAND

GLORIA PARKER

KAREN HUNT

SANDY RIX

Deputy Chair, GAICD, Dip MP, B Ec.

Board Director, B. Sc, MBA, Dip T(Sec), Grad Dip Ab Studies, CPM

Board Director, B BehSci, Cert Min, GAICD

Board Director, BA Planning, M Sc. Economics, MAICD

Gloria has lengthy experience in Uniting Church administration and governance and has been a consultant in strategic management, marketing and general management in both the profit and not-for-profit sectors for over 20 years. She is a member of the Finance and Audit Committee and the Property Committee.

Karen has extensive experience in the higher education and health sectors, including a number of years in senior roles at the University of South Australia where she is currently Deputy Director: Student Engagement. She brings expertise in stakeholder management, policy, sponsorship, communication, mental health and community engagement and is a member of the Risk Committee.

Sandy is an acknowledged leader and innovator in major project planning, place making and project feasibility.

He has combined 25 years of private sector consultancy with driving the successful design and funding of iconic public sector projects including Director of the North Terrace Redevelopment, Bowden Village and Playford Alive projects. As a past General Manager with Renewal SA and a consultant he is committed to sustainable and equitable urban development outcomes. He is Chair of the Property Committee.

CHRIS HEADLAND

EMMA SIAMI

LEA STEVENS

CHRISTINE HAHN

Board Director, AdvDip Acctg, GAICD

Board Director, Dip Bus Mgt

Board Director, BSc, Grad Dip Ed

David is an experienced executive manager in the finance sector.

Having extensive experience in the non-for-profit sector, David also brings expertise in strategic planning, governance and risk management.

He holds the position of Chair of the Finance and Audit Committee.

Chris possesses senior leadership experience from various roles in the aged care sector, and holds education Board experience. He shares expertise in human resource management, governance and aged care in the government and not-for-profit sectors.

Chris has a wealth of knowledge around Uniting Church administration and governance, and is a member of the Church himself. He is also a member of the Finance and Audit Committee.

Board Director, MA, LLB (Hons), BA, GAICD

Board Director, BA Acc, Grad Dip App Fin & Inv, FCA, FAICD

MEET OUR BOARD

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Emma has held senior roles in the public sector in South Australia, in the United Kingdom Civil Service and at an Australian trade union. She has worked towards positive outcomes in the areas of employment, education, the criminal justice system and economic development. Emma brings expertise in strategy, people management, equality and program development to empower people through systemic change. She is also a member of the Risk Committee.

Lea brings over 35 years of experience in a diversity of senior leadership and management positions. She has worked as a secondary school Principal, local state MP, Minister for Health and Minister Assisting the Premier in Social Inclusion.

More recently she was a Director of a state government agency working collaboratively towards improving economic and social outcomes in northern Adelaide. She currently sits on a range of profit for purpose Boards. Lea is a member of the Governance Committee.

Christine has over a decade of Board and Committee experience in the medical research, employment services, disability and community service sectors. Having held senior executive and chief executive roles in the public, private and profit-forpurpose sectors in Australia, US and the UK, she brings expertise in governance, improvement and growth opportunities.

Christine has also co-written and delivered Masters course subjects at the University of Adelaide and is a Facilitator for the Chartered Accountants Programme.

She is a member of the Finance and Audit Committee and the Aged Care Committee.

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COMMUNITY SERVICES Kate and Eli were facing homelessness a few weeks before winter and turned to our Western Adelaide Homelessness Service for help. Our team quickly placed them into crisis accommodation to ensure they had a safe place to sleep and then helped them to find secure, long-term housing.

“They weren’t just helping me find a home – they would give me food and emotional support.

They helped to make me feel human again when I wasn’t feeling that at some stages.”

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COMMUNITY SERVICES

ways of working in pursuit of better outcomes for those we support.

Our Emergency Assistance program in Port Adelaide also underwent significant change this year, replacing the walk-in over-the-counter service with an appointment based system.

The change was implemented following a successful trial, which found that being able to offer one-on-one appointments with a financial counsellor rather than ad-hoc emergency assistance responses greatly benefited client engagement and outcomes.

An extension from our financial counselling service is our No Interest Loan Scheme (NILS), which in the past 12 months issued 1,302 loans, to the value of $1.4 million. These fee-free loans allowed people to buy essential goods and services they would not otherwise have been able to afford.

The team’s efforts this year placed them in the top handful of NILS providers in the country.

SUPPORTING OUR COMMUNITY

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EXECUTIVE MANAGER COMMUNITY SERVICES, DANIEL COX

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his year has demonstrated how important our services continue to be across South Australia, with the community needs that brought our organisation into existence in 1919 still evident today.

UNITINGSA

Housing, financial assistance, employment, disability and mental health support are just some of the service areas that continue to be in great demand. The need has perhaps even been sharpened by the challenges of the present day, including the increased cost of living, housing affordability and uncertainty created by COVID-19. Our teams continue to respond with compassion, dedication and tenacity to support people across metropolitan and regional areas.

Highlights this year included becoming the lead agency of a new Alliance of

organisations delivering homelessness services across the north-west.

Our Alliance was selected by the State Government to deliver homelessness services in the region and we are proud to be part of the homelessness sector reform.

Staff from across agencies went above and beyond to forge a strong partnership, challenge existing models of service and embrace a new direction.

It is testament to the values of those working in homelessness services that they have been able to come together in this way to trial and implement new

n our Mental Health and NDIS teams, it was a particularly challenging year with the impact of COVID-19 perhaps felt most greatly by people receiving these supports. Our staff adapted incredibly well to ensure they were able to continue connecting with those they support throughout the changing environment.

They also worked hard to support people to keep connected to their other networks to reduce isolation and ensure required health services remained in place. Adding to these challenges was the continued transition from community-based Mental Health programs to the NDIS, and the associated complexities including creating new business models and meeting different compliance requirements.

We successfully completed an NDIS audit this year and obtained re-accreditation with the National Mental Health Services Standards. This is a great achievement and evidence that we are providing quality services that support people in the community to reach positive outcomes. It was especially encouraging to receive feedback that our clients feel respected by staff, find our services to be of a high standard, and find our support makes a positive difference in their lives.

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ur team at Wesley Social Enterprises also navigated the challenges of COVID-19 with agility, and were able to continue engaging supported employees in varied ways throughout the year.

It was by no means an easy feat given the changing restrictions around face-to-face interactions and what was considered essential work.

It is a credit to the team that they were able to achieve such a successful outcome and keep high levels of engagement given the significant challenges faced.

On a final note, I would like to thank all of our Community Services staff for their incredible efforts during the highs and lows of the year. Spending time across our services, I am continually inspired by the values shown by our people, who always have the needs of those we support at the heart of their work.

Looking ahead, I see opportunities for staff from our different services to strengthen working relationships across teams to work together more cohesively.

This will enable us to better provide wrap-around support to respond to the unique and diverse needs of our community.

ANNUAL REPORT 2020–2021

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COMMUNITY SERVICES

5,913

people were supported through our Child, Youth & Family Services

1,575

people accessed support through Western Adelaide Homelessness Services

552

people were assisted through our Employment & Training Support programs

410

people had their health and wellbeing supported through our Mental Health Services

OUR IMPACT

people received supports under the National Disability Insurance Scheme (NDIS)

1,034

499

93

people sought help for money matters with our financial counsellors

UNITINGSA

1,483

young people engaged with our Urban Youth and Flexible Learning Options programs

people were provided supported employment at Wesley Social Enterprises

ANNUAL REPORT 2020–2021

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COMMUNITY SERVICES Taperoo Community Centre’s poetry group delivered their first ever live performance in March, which was a collection of their original poetry brought to life through costumes, music and choreography.

The showcase was an incredible accomplishment for the group, with some members having only started reading and writing in the past few years.

OUR HIGHLIGHTS Residents living in Avalon in the southern suburbs spent 10 weeks working with a local artist to create murals to display in the site’s gardens.

Avalon provides a home for people with mental health challenges, assisting them to develop independent living skills and the confidence needed to secure long-term housing. The art project encouraged residents to develop new skills, unleash their creativity and form positive connections with other tenants. The murals will be unveiled at a special event later this year.

UNITINGSA

We co-hosted Reconciliation in the West at Tauondi College in May to celebrate Aboriginal and Torres Strait Islander culture and identity. Dozens of stalls, activities, arts and craft, free food and refreshments were enjoyed by more than 1,000 attendees. It was an incredibly vibrant occasion during National Reconciliation Week, bringing people together to learn, celebrate and connect.

Our Communities for Children program showcased the artwork of almost 100 children through the ‘Important to Me’ exhibition held during Families Week in May. The exhibition gave children a chance to creatively share what matters most to them. The artwork was on display at Charles Sturt Civic Library and in a digital exhibition online.

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Hazel and Merv were among the first residents to move into the top-floor Vista Apartments at our new UnitingSA West Lakes complex this year. The couple say they were drawn to the apartment’s magnificent views and the opportunity to join a community of like-minded people.

PROPERTY & HOUSING “We can get support in our home and have priority access to Residential Aged Care, if and when we need it, which is very reassuring. It means we can get on with life, knowing there are services there and we’ll never have to move again.”

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PROPERTY & HOUSING

Both of these community housing projects were supported with a low interest loan through the National Housing Finance and Investment Corporation’s (NHFIC) inaugural social bond. They are great examples of what can be achieved when agencies at the local, state and federal level work together for the benefit of the community.

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ur UnitingSA Housing team also made significant headway this year on plans to build a 40-apartment affordable housing complex in Prospect, along with a five-townhouse project in Kidman Park.

BUILDING FOR OUR COMMUNITY

In addition, we started work on a proposal to partner with the private sector to develop a large plot of land in Noarlunga Downs. We understand the need to think outside the box of traditional housing development models if, as a sector, we are able to truly address the critical need for increased affordable housing. We are excited to further explore options for innovative partnerships with others in the sector as we move forward.

EXECUTIVE MANAGER PROPERTY AND HOUSING, BEN MOORE

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t has been a year of growth for UnitingSA in terms of property and housing development as we continue to work hard to address the lack of affordable housing, which is widely recognised as one of the biggest issues affecting our state.

UNITINGSA

We know that suitable, affordable accommodation is an essential foundation on which people can build their lives and pursue goals.

Our community housing division, UnitingSA Housing, has this year completed two new housing developments. The first, in Kurralta Park, includes nine two-storey townhouses suitable for low to moderate income earners. Replacing a single 1930s property, it provides a much needed increase in quality social and affordable housing outcomes.

The second development, in Ferryden Park, is a cluster of eight houses specifically targeting older women experiencing or at risk of homelessness.

Women aged 55 and over are the fastest growing homeless population in Australia and we were fortunate to be in a position to be able to contribute positive housing outcomes to address this need.

The development was made possible through a partnership with the SA Housing Authority, which provided a $1m grant, and members of the former Gospel Mission, who gifted the site.

We also welcomed new tenants to UnitingSA Housing this year when the Hindmarsh Housing Cooperative selected us to take on the role of managing 22 properties in Bowden and Ridleyton. The housing transfer was the seventh time since 2002 that we have been selected by a smaller housing provider to take over the management of their properties. As this year draws to a close, we are also in the final stages of discussions regarding another housing cooperative transfer of properties. We anticipate being able to welcome these new tenants in the coming weeks and look forward to the support we can provide them in their homes moving forward.

Another big area of our work this year has been in aged care. Just as important as ensuring people have access to affordable accommodation, is the need to make sure that the accommodation is able to cater for their needs as they age. This year we were excited to complete work on UnitingSA West Lakes, which had been under construction for 20 months. The $54m project at the former Football Park site brings together top-level Retirement Living, three levels of Residential Aged Care, and ground floor shops and services. The integrated vertical village design allows people to remain living under one roof and continue to have their needs met as they age. It is a prime example of a development supporting positive life outcomes and shows what considerate design can achieve.

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owards the end of the year we also commenced a redevelopment of Westminster Village Aged Care in Grange. The project will replace one of the wings and create a new 37-bed wing, café, staff areas and communal living spaces.

It is part of our continued investment in aged care infrastructure to ensure it continues to meet resident expectations into the future. We look forward to our ongoing work in this space, recognising that high quality design is an essential component of providing a high quality aged care experience for residents.

This year’s growth and quality outcomes are testament to the hard work of our UnitingSA Housing and Property Services teams, along with our strong contractor relationships and sector partnerships. Together, we look forward to continuing to build for our community.

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PROPERTY & HOUSING

$71m

was committed to upgrade and develop new aged care and community housing properties

412

community housing properties provided social and affordable accommodation

767

people lived in our community housing

$632

was the average household weekly income of our community housing tenants

UNITINGSA

144

Independent Living Units provided quality retirement living for older people

201

OUR IMPACT

17

new social and affordable homes were constructed

children were among our community housing tenants

45

new community housing properties progressed through planning and design

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PROPERTY & HOUSING Work began on our redevelopment of Westminster Village Aged Care, in Grange, in April as part of our program of works revitalising aged care infrastructure.

The project includes building a new wing featuring 37 bedrooms with private bathrooms, modern dining and lounge areas, new staff facilities and an onsite café.

We unveiled plans in June for a new community housing development in Kidman Park. The five three-bedroom townhouses will be built in partnership with Dominion Homes and will feature a range of environmentally friendly features to keep energy costs low for tenants.

We were excited to complete work on our five-storey UnitingSA West Lakes aged care complex in March, following 20 months of construction and years of planning. The complex features three levels of Residential Aged Care with 108 private rooms, 17 top-floor Retirement Living apartments, and ground floor shops and services. It is the biggest capital project ever undertaken by our organisation.

OUR HIGHLIGHTS

We received approval from Prospect Council to develop a 40-apartment community housing complex in Prospect, with work expected to begin in late 2021.

The project will replace six outdated properties, significantly growing the supply of affordable housing for the community.

We began work on an important community housing project in Ferryden Park in October, creating eight two-bedroom houses for women aged 55 and over experiencing homelessness.

The development has been made possible through a partnership with the SA Housing Authority, which provided a $1 million grant, and members of the former local Gospel Mission, who gifted the site to our organisation.

Construction of our nine-townhouse Kurralta Park development took place throughout the year, with the finishing touches put on the complex in June. We were proud to work with Cook Building to create the homes, which will contribute towards positive housing outcomes for more South Australians.

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Wesley House Aged Care resident Nanette, age 80, was delighted to have the opportunity to become pen pals with eight-year-old Sophie this year. Sophie came up with the idea after learning about the social isolation some older people were feeling as a result of COVID-19.

“I get a lot of pleasure out of writing to Sophie and I’ve kept every letter she has written me. It’s something to really look forward to.”

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AGED CARE

UnitingSA West Lakes includes 108 Residential Aged Care rooms, with 17 Independent Living Units on the top floor, encompassing an integrated lifestyle. Residents and staff have quickly settled into the new complex and are enjoying the vibrant spaces, modern surrounds and views across the nearby oval and lakes.

When West Lakes opened, we closed St Teresa Aged Care in West Croydon, and residents moved to the new complex. While it was bittersweet to close St Teresa’s, which had provided a welcoming home for our residents for more than 30 years, it was exciting to start a fresh chapter in a state-ofthe-art facility. We were also delighted to be able to preserve the history of St Teresa’s, which opened in 1988 as a facility for people of Polish background. All of the historical photos and memorabilia were donated for display at the Polish Hill River Church Museum, in Clare.

CARING FOR OUR COMMUNITY

U

EXECUTIVE MANAGER AGED CARE, MARILYN REPEN

I

t has been a year of change for Aged Care Services right across the country. Sector reform as a result of the Royal Commission into Aged Care Quality and Safety, coupled with the impacts of COVID-19, made it one of the most challenging years our workforce has experienced.

Increased regulation, visitor restrictions, mandatory mask usage, compulsory new training and vaccinations are just some of the changes our workforce faced. But through it all, our Aged Care Services team continued to prioritise the health and wellbeing of those we support and we are incredibly proud of their hard work and commitment.

Despite the challenges of 2020–21, we had some exciting achievements to celebrate. The opening of our new five-storey aged care complex in West Lakes in March was a wonderful milestone for our organisation.

UNITINGSA

nitingSA West Lakes has also become home to our new Aged Care Services Hub. The Hub brings together staff from across our Home Care, Ethnic Link Services, Admissions and Retirement Living teams.

We are excited to have this purpose-built ground floor space for our staff. The shared location enables them to work more collaboratively to deliver holistic support across the aged care continuum.

Coinciding with the opening of West Lakes, we commenced a redevelopment project at Westminster Village Aged Care in Grange. The project will create a new wing and communal spaces for our residents and staff.

We are excited to watch the site transformation over the coming months and expect to be ready to open early in 2022.

O

ur Home Care and Ethnic Link Services teams have continued to provide invaluable support in people’s homes and across the community this year. The isolation experienced by many people as a result of COVID-19 made the roles of these teams even more important than ever.

The work of Ethnic Link Services in supporting older people from culturally and linguistically diverse (CALD) backgrounds was particularly critical to ensure people had language support to understand the constantly evolving situation of COVID-19. The social groups run by Ethnic Link Services were also such an important part of keeping cultures connected and language alive.

No matter which Aged Care Service our staff are a part of, there is a common link throughout – our people. From our frontline workers, to our management teams, our workforce is united in their approach. They care about those we support, they value the older generation, and they work incredibly hard to enable people to age with dignity.

We are extremely thankful for the commitment shown by each of our staff members and recognise their extraordinary efforts.

I know that the year ahead will hold fresh challenges but believe that by working together, we will continue to achieve wonderful outcomes for those within our care.

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AGED CARE

2,077

people received Aged Care Services

6

Residential Aged Care sites

812

people were provided Residential Aged Care

174

people received Home Care to support their independence

UNITINGSA

543

beds in Residential Aged Care

141

OUR IMPACT

866

people from culturally and linguistically diverse backgrounds were supported

by Ethnic Link Services

people were provided a home in our Independent Living Units

84

people were supported under our Transitional Care Program

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AGED CARE We welcomed our first residents to our new UnitingSA West Lakes aged care complex at the former Football Park site in March. The top-floor Vista Apartments were the first premises to be occupied, followed closely by residents moving into the three levels of Residential Aged Care below. It’s wonderful to see residents and staff enjoying the new facility, which really sets the standard for integrated aged care developments.

Our St Teresa Aged Care facility in West Croydon closed in April and we transitioned all residents to UnitingSA West Lakes. St Teresa’s provided a wonderful home and workplace for UnitingSA residents and staff for 30 years but it was becoming outdated and no longer the best fit for our purposes. We are delighted to have sold it to a Supported Residential Facility provider so it will continue to be used to provide accommodation for people in need in the community.

OUR HIGHLIGHTS Our Westminster Village Aged Care staff went all out to create a vibrant carnival day in March to mark the redevelopment of the facility’s Henley Wing. While the redevelopment takes place, some staff and residents have relocated to our new UnitingSA West Lakes complex. The event was a chance to wish those relocating all the best in their next chapter, and to fondly farewell the wing ahead of its demolition and exciting new rebuild.

Residents across our Residential Aged Care sites and Community Home Care program shared their advice with the younger generation through our Words of Wisdom social media campaign. Their uplifting words were a wonderful way to connect generations during the isolation created by COVID-19.

Our Ethnic Link Services team provided 24,378 hours of support to older people from culturally and linguistically diverse backgrounds, including through a range of social groups. The groups are run in metropolitan Adelaide, the Riverland and Whyalla by bilingual facilitators, allowing people to speak and socialise in their own language, maintain their independence and increase their quality of life.

Several of our aged care residents turned 100 this year but no birthday celebration was more memorable than that of Betty Howell, at Westminster Village Aged Care. The World War II veteran was paid a visit in February by the Royal Australian Air Force, who were also celebrating their Centenary year.

They presented Betty with a certificate and commemorative coin as part of their Connect with a Centenarian initiative.

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FINANCIAL REPORT

FINANCIAL STATEMENTS CONSOLIDATED STATEMENT OF FINANCIAL POSITION – AS AT 30 JUNE 2021

CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2021 2021 $

ASSETS CURRENT ASSETS Cash and cash equivalents Accounts receivable and other debtors Financial assets Other current assets TOTAL CURRENT ASSETS NON-CURRENT ASSETS Investment properties Property, plant and equipment Intangibles Right-of-use assets TOTAL NON-CURRENT ASSETS TOTAL ASSETS

16,237,593 3,933,174 970,410 741,102 21,882,279

2020 $

24,608,007 3,704,833 5,638,262 573,102 34,524,204

147,752,772 140,525,791 848,626 546,487 289,673,676 311,555,955

126,331,280 134,498,338 1,010,239 497,318 262,337,175 296,861,379

5,820,817 451,075 42,620 71,477,351 236,278 9,503,707 87,531,848

5,828,529 859,777 42,620 56,491,800 293,203 8,668,934 72,184,863

NON-CURRENT LIABILITIES Borrowings Lease liabilities Provisions TOTAL NON-CURRENT LIABILITIES TOTAL LIABILITIES NET ASSETS

7,680,265 341,632 1,562,491 9,584,388 97,116,236 214,439,719

7,725,377 252,054 1,450,865 9,428,296 81,613,159 215,248,220

EQUITY Reserves Retained earnings TOTAL EQUITY

37,902,854 176,536,865 214,439,719

47,150,614 168,097,606 215,248,220

LIABILITIES CURRENT LIABILITIES Accounts payable and other payables Contract liabilities Borrowings Other financial liabilities – non-interest bearing Lease liabilities Provisions TOTAL CURRENT LIABILITIES

UNITINGSA

Revenue Employee benefits expense Program, activities and resident costs Property expenses Finance costs Management, administration and other expenses Profit before depreciation, amortisation and income tax expense Depreciation and amortisation expense Income tax expense Current year surplus

2021 $

2020 $

100,821,639 (66,494,308) (6,678,788) (9,431,100) (355,386) (7,847,634) 10,014,423

89,753,605 (64,642,940) (6,529,935) (8,018,771) (330,942) (5,130,957) 5,100,060

(5,400,721) – 4,613,702

(5,133,875) – (33,815)

(5,422,203) (5,422,203) (808,501)

– – (33,815)

Other comprehensive income Items that will be reclassified subsequently to profit or loss when specific conditions are met: Net loss on revaluation of land and buildings Other comprehensive income / (loss) for the year Total comprehensive income attributable to members of the entity

The summarised financial statements have been derived from the Company’s full financial report for the financial year.

Other information included in the summarised financial statements is consistent with the Company’s full financial report.

The summarised financial statements cannot be expected to provide as detailed an understanding of the financial performance and financial position of the Company as the full financial report.

The summarised financial statements have been prepared on an accruals basis, are based on historical costs and presented in Australian Dollars.

A full description of the accounting policies adopted by the Company may be found in the Company’s full financial report.

ANNUAL REPORT 2020–2021

24

FINANCES AT A GLANCE 2020-21

HOW OUR SERVICES CONTRIBUTED TO REVENUE

Community Services Uniting SA Housing Wesley Social Enterprises Other TOTAL REVENUE

60,345,938 20,315,627 15,424,844 2,124,720 2,610,511 100,821,639

Resident fees, client fees and charges Government subsidies, grants and program funding Donations Rent Interest Other income TOTAL REVENUE

UNITINGSA

Expenses $

Revenue by Source $

Revenue by Service $ Aged Care

HOW WE SPENT OUR REVENUE

WHERE OUR FUNDING CAME FROM

Staffing costs 22,830,171 59,726,083 60,561 5,177,625 276,336 12,750,863 100,821,639

66,494,308

Depreciation and amortisation expenses

5,400,721

Activity and program costs

6,678,788

Property expenses Interest and brokerage Management, administration and other expenses TOTAL EXPENSES

9,431,100 355,386 7,847,634 96,207,937

ANNUAL REPORT 2020–2021

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Entities (“the consolidated entity”) for the year ended 30 June 2021.

FINANCIAL REPORT

In our opinion, the accompanying summary financial statements are consistent, in all material respects, with the audited financial report, on the basis described in Note 1.

Summary Financial Statements The summary financial statements do not contain all the disclosures required by Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Act 2012. Reading the summary financial statements, and the auditor’s report thereon, therefore, is not a substitute for reading the audited financial report auditor’s report thereon.

REPORT OFand THE the INDEPENDENT AUDITOR ON THE SUMMARY FINANCIAL STATEMENTS TO THE MEMBERS OF UNITINGSA LTD

The Audited Financial Report and Our Report Thereon Opinion

We expressed an unmodified audit opinion on the audited financial report in our report dated 26 October 2021.

REPORT OF THE INDEPENDENT AUDITOR ON THE SUMMARY FINANCIAL STATEMENTS TO THE MEMBERS OF UNITINGSA LTD Opinion REPORT OF THE INDEPENDENT AUDITOR ON THE SUMMARY FINANCIAL STATEMENTS TO THE MEMBERS OF UNITINGSA LTD The summary financial statements, which comprises the summary consolidated statement of financial position as at 30 June 2021, the summary consolidated statement of profit or loss and other comprehensive income for the Opinion year then ended, and related notes, are derived from the audited financial report of UnitingSA Ltd and Controlled Entities (“the consolidated entity”) for thecomprises year endedthe 30summary June 2021.

The summary financial statements, which consolidated statement of financial position as at 30 June 2021, the summary consolidated statement of profit or loss and other comprehensive income for the In ourthen opinion, theand accompanying summary financial consistent, allUnitingSA material respects, with the year ended, related notes, are derived fromstatements the auditedare financial reportinof Ltd and Controlled audited financial report, on the basis described in Note 1.

Entities (“the consolidated entity”) for the year ended 30 June 2021.

Summary Financial Statements summary financial statements are consistent, in all material respects, with the In our opinion, the accompanying audited financial report, on the basis described in Note 1.

The summary financial statements do not contain all the disclosures required by Australian Accounting Standards – Reduced Requirements and the Australian Charities and Not-for-profits Commission Act 2012. Reading SummaryDisclosure Financial Statements the summary financial statements, and the auditor’s report thereon, therefore, is not a substitute for reading the audited financial reportstatements and the auditor’s The summary financial do not report containthereon. all the disclosures required by Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Act 2012. Reading The Audited Financial and Our Thereon the summary financial Report statements, andReport the auditor’s report thereon, therefore, is not a substitute for reading the audited financial report and the auditor’s report thereon.

We expressed an unmodified audit opinion on the audited financial report in our report dated 26 October 2021.

The Audited Financial Report and Our Report Thereon Board of Directors’ Responsibility for the Summary Financial Statements We expressed an unmodified audit opinion on the audited financial report in our report dated 26 October 2021.

The Board of Directors is responsible for the preparation of the summary financial statements in accordance with Australian Accounting Standards – for Reduced Disclosure Requirement and the Australian Charities and Not-forBoard of Directors’ Responsibility the Summary Financial Statements profits Commission Act 2012.

The Board of Directors is responsible for the preparation of the summary financial statements in accordance with Auditor’s AustralianResponsibility Accounting Standards – Reduced Disclosure Requirement and the Australian Charities and Not-forprofits Commission Act 2012.

Our responsibility is to express an opinion on whether the summary financial statements are consistent, in all material with the audited financial report based on our procedures, which were conducted in accordance Auditor’srespects, Responsibility with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.

Our responsibility is to express an opinion on whether the summary financial statements are consistent, in all material respects, with the audited financial report based on our procedures, which were conducted in accordance with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.

Nexia Edwards Marshall Chartered Accountants

The summary financial statements, which comprises the summary consolidated statement of financial position as at 30 June 2019, the summary consolidated statement of profit or loss and other comprehensive Board of Directors’ Responsibility forended, the Summary income, for the year then and relatedFinancial notes, areStatements derived from the audited financial report of UnitingSA Ltd and Controlled Entities (“the consolidated entity”) for the year ended 30 June 2019.

The Board of Directors is responsible for the preparation of the summary financial statements in accordance with In our opinion, the accompanying financial statements arethe consistent, in allCharities material respects, with Australian Accounting Standards – Reduced summary Disclosure Requirement and Australian and Not-forthe audited financial report, on the basis described in Note 1. profits Commission Act 2012.

Summary Financial Statements

Auditor’s Responsibility

The summary financial statements do not contain all the disclosures required by Australian Accounting

Our responsibility is to express anDisclosure opinion Requirements on whether the financial statements are consistent, in all Standards – Reduced and summary the Australian Charities and Not-for-profits Commission Act 2012. the summary financial auditor’s report thereon, therefore, is in notaccordance a material respects, with Reading the audited financial reportstatements, based on and ourthe procedures, which were conducted substitute for reading the audited financial report and the auditor’s report thereon. with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.

The Audited Financial Report and Our Report Thereon We expressed an unmodified audit opinion on the audited financial report in our report dated 17 October 2019.

Nexia Edwards Marshall Chartered Accountants Board of Directors’ Responsibility for the Summary Financial Statements

The Board of Directors is responsible for the preparation of the summary financial statements in accordance with Australian Accounting Standards – Reduced Disclosure Requirement and the Australian Charities and Not-for-profits Commission Act 2012.

Matthew O’Connor Auditor’s Responsibility Partner

Our responsibility is to express an opinion on whether the summary financial statements are consistent, in all

material respects, with the audited financial report based on our procedures, which were conducted in Adelaide accordance with Auditing Standard ASA 810 Engagements to Report on Summary Financial Statements.

South Australia

26 October 2021 Nexia Edwards Marshall Chartered Accountants

Damien Pozza Partner Adelaide South Australia 17 October 2019

Nexia Edwards Marshall Chartered Accountants Matthew O’Connor Partner UNITINGSA

Adelaide Matthew O’Connor South PartnerAustralia

ANNUAL REPORT 2020–2021

26

David was among more than 1,300 people who accessed a fee-free loan through our No Interest Loan Scheme this year.

He says the relief he felt being able to pay for his pup’s surgery was overwhelming.

THANK YOU Our work would not be possible without the collective efforts of the entire UnitingSA community. To our donors, sponsors and funding bodies, we are extremely grateful for your ongoing support which enables us to continue providing services across South Australia. To our sector partners, thank you for collaborating with us to innovate and respond to community need. To our staff and volunteers, your compassion and dedication makes an incredible difference in people’s lives. And finally, to those people who access our services and share their lives with us every day – thank you for walking with us as we pursue our vision for a compassionate, respectful and just community in which all people participate and flourish.

Together, we can.

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70 Dale Street • PO Box 3032, Port Adelaide, SA 5015 P. (08) 8440 2200 E. unitingsa@unitingsa.com.au W. unitingsa.com.au @unitingsa