ANNUAL REPORT 2012-13

ContentsHistory 4

President’s Report 8

Chief Executive Officer’s Report 10

Leadership 12

Master Plan 14

Service Development 16

Disability Choices 20

Specialist Resources Services 22

Lifestyle Services 24

Accommodation 26

Employment Services 28

MJP Employment Services 30

Independent Advocacy 31

South Australian Learning Centre 32

People & Culture 34

Our Volunteers 36

Our Supporters 38

Corporate Management 40

Financial Reports 43

Cover image Warwick Smith

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Ben Marrett I have worked at Envirocare since 2009 and since then, I’ve learnt so many new things. My jobs are to mow the lawns and use the blower. I like going on the ride-on mower best, I can operate that by myself. I like everyone I work with and am proud of what I do at Envirocare.

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HistoryEstablished in 1898, the year 2013 marks Minda’s 115th birthday, and much has changed not only at Minda, but the disability sector as a whole.Known as one of South Australia’s oldest and most respected disability service providers, Minda has developed from a 22-person residential facility, based at Fullarton, into an organisation providing support to more than 1,700 people.

‘Minda’, an Aboriginal word meaning place of shelter and protection, was the first facility in the state providing residential care and education exclusively for people with intellectual disability.

With an increasing number of people seeking support from Minda Home, the organisation purchased the property of William Hodgkiss at Brighton in 1909, and still remains the site of Minda’s Brighton services.

Officially changing its name to Minda Incorporated in 1976, the organisation continued to expand into residential accommodation, also developing employment and other services both in the community and at the Brighton site.

Today, Minda remains at the forefront of the disability sector, providing support for South Australians living with intellectual disability in the areas of accommodation, employment, lifestyle, aged care, behaviour support and respite.

Minda Laundry 1940

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David WattsI love working at the Laundry, especially making deliveries across campus. I am proud to have been nominated for the Terry White Chemists (Marion Road), Service Excellence Award at the 2013 Stars of Minda awards night. I love my job and working with my friends.

Minda Laundry 2013

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SuccessfulEthícal

PassìonateRespectfulAccountableInnovatìve

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PurposeAs set out in the 2011-2015 Strategic Plan, Minda’s purpose is to create an environment where people with intellectual disability can embrace and enjoy the experiences of life.

This is achieved by providing support to enable people to build a life in which they can reach their full potential and live the lifestyle of their choice.

Over the past year, Minda has focused on progressing its vision and ensuring that (as a service provider and employer) core values are embodied including being passionate, respectful, accountable, innovative, successful and ethical.

Employees at Minda work diligently to ensure day-to-day operations as well as the strategic vision are not only tracking well, but are positioning Minda to lead the disability sector.

Values

Passionate Minda cares greatly for the people they support and are committed to creating a dynamic environment where people can live lives of their choosing.

Respectful Minda takes smart risks, are open to new ideas and staff work together on better approaches and value and reward inspiration.

Accountable Minda benefits from diversity by valuing each person as an individual and by learning from each other.

Innovative Minda promotes and encourages an environment of collaboration and achievement.

Successful Minda abides by all processes and procedures and learn from successes and also mistakes.

Ethical Minda encourages self determination and autonomy and creates opportunities for people to be themselves.

VisionPeople with intellectual disability will have enriched lives, participating and contributing to their community. They will choose Minda to support them in their life journey.

Strategic Goals1 Continuously improve support to

people with intellectual disability

2 Make Minda a great place to work

3 Optimise partnerships for the benefit of the Minda community

4 Earn more to do more

5 Deliver the Master Plan

6 Build organisational capability and capacity.

Person Centred ThinkingThe philosophy of Person Centred Thinking (PCT) underpins all that Minda does and the 2011-2015 Strategic Plan, in line with the implementation of Disability Choices, will help to realise Minda’s dream of putting the organisation on the map for the provision of cutting edge disability services.

Minda has embarked on a journey to modernise its practices and move from a traditional service delivery model to a contemporary approach, adopting the guiding principles of the United Nations Convention on the Rights of Persons with Disabilities.

Support at Minda necessitates a rights based approach, where individual strengths and human rights result in effective Person Centred Thinking, embracing an Active Support approach.

The implementation of Person Centred Thinking aligns with Minda’s 2011-2015 Strategic Plan and specifically, Goal 1: Continuously improve support to people with intellectual disability.

Disability Choices will necessitate a more rights-based approach, and since 2009 Minda has taken great strides in evolving its service delivery through the Real Lives, Real Places program, ensuring that our approach is truly person centred. Additionally, the Brighton Master Plan is the physical expression of Person Centred Thinking in planning and design.

Purpose, Values, Vision and Goals

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Minda, from its humble beginnings, has been a place where the purpose drives the practice, and this has seen it achieve great things over the last 115 years. I am pleased to report that this year has been no exception in terms of achievements for Minda that further our idea of what can be achieved by people with intellectual disability.

On a national level, we were pleased by the rapid progress made toward a National Disability Insurance Scheme (NDIS), and even more so when the South Australian Government agreed to the full implementation of the NDIS from 2018.

The NDIS is arguably the most fundamental social policy reform in recent decades. In particular, the impact for South Australia will be profound when it is fully implemented, the combined contribution of State and Federal Governments will mean a total of $1.4 billion investment in SA alone.

A key focus of the Board and Executive team has been the ongoing journey towards a person centred approach to Minda’s service delivery. This is not only important in preparation for the NDIS, but more significantly because it is the right thing to do for the people who access our services now and in the future.

The Master Plan for the Brighton site will support this in the most tangible way. The project is not only the physical expression of a person centred approach, but the answer to the question of how we continue to support people in 10, 50 and perhaps another 115 years. It is therefore essential that we get it right, and this has certainly been a focus of the Board this year.

This year was perhaps the most significant yet for the Master Plan. Not only did the City of Holdfast Bay approve applications for Stage 1A (luxury retirement apartments), Stage 1B (Minda residential apartments and homes) and Stage 1C (wetlands) at the Development Assessment Panel, but luxury retirement apartments ‘Brighton Dunes’ were launched to the market. Early earth works commenced and after so many years of planning, it was rewarding to witness the first turning of the sod for the Master Plan.

I would like to acknowledge the hard work of Master Plan Project Director Roddy Clark, Senior Project Manager Karl Sampson, lead architects Woodhead and realtor Phil McMahon, each of whom has had a significant hand in the project’s success.

While the effects of the financial crisis are still being felt across industries and in particular the not for profit sector, we have continued to provide high levels of service across all aspects of Minda. At the end of the last financial year, we maintained our commitment to reduce the operating deficit to a more sustainable level. I am pleased to say through the hard work of the Board, Executive team and all staff, we improved our operating deficit from the previous financial year through a program of cost management and improved operating efficiencies.

Turning now to the Board, and at the AGM we bid farewell to Wes Ashman, Board Member for 10 years and former Vice President, who stood down as Family Director. Wes made a significant contribution to the evolution of Minda over the past decade and I thank him for his commitment as a member of the Board.

After serving on the Board for two years, respectively, both Michael Negri and Shaun Hughes reluctantly resigned due to work commitments. Michael and Shuan’s contribution to Minda has been significant and I thank both men for their roles in advancing this organisation.

In the wake of these vacancies, we were delighted to welcome three new members to the Board in 2012-13. Hermann Janzon joined the Board in November and fills the vacant family Director position. Hermann brings more than 20 years’ management experience in the construction industry and his daughter, Sophie, accesses the services of both Minda and Tutti.

We were also grateful that Steve Favretto commenced as a Board appointed Director in February, while Kathryn Presser has come on board to fill the casual vacancy until the 2013 AGM. Steve offers significant experience in financial and corporate governance, while Kathryn brings to the Board extensive experience in company secretarial roles, capital management and risk management.

I would like to thank my fellow Board Members for their hard work, support and commitment to Minda in 2013. I also express my gratitude to Cathy Miller and Executive Management, Minda staff, volunteers and Association Members for making such a tremendous difference in helping people to achieve their aspirations.

Finally, I thank our Patron, His Excellency, Rear Admiral Kevin Scarce AC CSC RANR, Governor of South Australia, our Ambassadors and supporters, who have enabled us to continue to champion for South Australians with intellectual disability.

Tony Harrison President

President’s Report

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Nothing for me without me – a phrase which not only represents our mission to people living with intellectual disability, but also encompasses our core values and captures the spirit of how we are growing our organisation.

As I review a busy year at Minda, I see how we are changing as an organisation, improving our service delivery and the way we work, yet not losing sight of the big picture: to support people living with intellectual disability to embrace and enjoy the experiences of life.

The 2012-13 year illustrated the concept of Nothing for me without me in a very tangible way, from the completion of the Demonstration Project to the expansion of Minda’s community accommodation service, enhancement of our Day Options programs and preparation for the implementation of Person Centred Thinking across all service areas.

The 18 month Demonstration Project pilot allowed Minda to document and identify the best tools to support people in a person centred and individualised way. The results have paved the way for Minda to transform service delivery across the organisation, starting with the roll out of staff training in the next financial year.

Our Self Advocates epitomise Nothing for me without me, and in addition to contributing to design elements of the Master Plan, running fundraisers and helping to enhance self advocate training, many have presented at forums around Australia to challenge established ideas and practice.

The National Disability Insurance Scheme (NDIS) was the dominant theme in a remarkable couple of years of challenge and change in the sector. Minda were determined to have a hand in helping design the NDIS and Disability Choices was our answer to help families navigate through the minefields of information, forms and funding. Since its launch in July 2012, I am pleased to report Disability Choices has assisted more than 50 families to secure accommodation, in home support, day placements, social and recreation access and supported employment.

The past year saw Minda offer accommodation options for more than 535 people; expanding our options in the community has been a long-term goal for Minda and we celebrated the opening of a home in Mile End, officiated by the Minister for Disability, Tony Piccolo. Minda also secured the opportunity to provide accommodation services in Minlaton, on the Yorke Peninsula. The building of four new community homes is a result of a unique partnership between Minda, Disability SA, SA Housing and the Southern Yorke Peninsula Housing Association.

An official ‘turning of the sod’ helped us celebrate the beginning of early earthworks for the Master Plan and the Aquatic Centre benefited from a $770,000 makeover – the largest renovation since its opening in 1981. The South Australian Department of Recreation and Sport made the renovation possible by providing a grant for $200,000 for which Minda is most appreciative.

The 2012-13 year has also been one of success for the Minda staffing group as we continue to develop a positive working environment based on our values. The Reward and Recognition program has been an important initiative for Minda, and the results of the 2012 all staff survey demonstrated a marked increase in employee engagement.

I would like to thank my Executive team, management and all staff for their hard work during the year. We also have many wonderful volunteers and supporters, and we are so grateful for your ongoing contribution. I would also like to acknowledge the support of the Minda Board of Directors and in particular Tony Harrison, as we reshape Minda to meet the disability sector reforms and address sustainability into the future.

We have set the foundations for a future that removes barriers and offers everyone the opportunity to grow in the manner they wish, and I look forward to an exciting year ahead.

Cathy Miller Chief Executive Officer

Chief Executive Officer’s Report

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Leadership

Organisational Chart

Human Resources, Quality, Health and Safety

Quality and OHS

MJP Open Employment

SALC - RTO

Executive Manager

People and Culture

Commercial Enterprises Packaging, Catering, Laundry, Envirocare, Cleaning, Craigburn Nursery, Trak Furniture

Lifestyle Services

Day Options

Leisure Options

Aquatic Centre

Clinical Services

Aged Care (PKC)

Allied Health

Specialist Resource Team

Developmental Educators

Outreach

Brighton Accommodation

Community Accommodation

CACPs

Independent Support Service

Respite/ Vacation Care

Support Leaders

Volunteer Services

Chief Operating

Officer

Master Plan

Property Services

Executive Project

Director Master Plan

Chief Executive

OfficerIndependent Advocate

Disability Choices

BoardPresident

Real Lives, Real Places Project Team

Transition Team

Service Development

Executive Manager Service

Development

Fundraising and Donor Relations

Events

Marketing

Media Relations

Communications and Stakeholder Engagement

Executive Manager Strategic

Marketing

Audit and Risk

Payroll and Rostering

Finance and Procurement

Information Technology

Chief Financial

Officer

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Board of Directors

Tony Harrison President

Peter Krieg Vice President

Kym Hancock

Michael Good

Michael Negri (resigned March 2013)

Kate Thiele

Richard Bruggemann

Robert Crabbe

Shaun Hughes (resigned January 2013)

Hermann Janzon (appointed November 2012)

Steve Favretto (appointed February 2013)

Kathryn Presser (filling casual vacancy)

Wes Ashman (retired November 2012)

Minda Management

Catherine Miller Chief Executive Officer

Robert Dempsey Chief Operating Officer

Emma Hinchey Chief Financial Officer

Roddy Clark Executive Project Director

Marcus Gehrig Executive Manager Strategic Marketing and Fundraising (from March 2013)

Lorraine Johnston Executive Manager People and Culture

Deb McGrath Executive Manager Service Development

Nicole Maley-Randall Executive Manager Strategic Marketing (until July 2012)

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Master PlanThe idea of a Master Plan for Minda’s Brighton site was conceived in 2007. Since then there has been significant discussion, consultation, collaboration and planning with various key groups, all contributing to the future of the 28 hectare site. For Minda, the end goal has always been to create a high quality, integrated, affordable, sustainable urban village. This urban village will offer leading edge accommodation and services to South Australians living with intellectual disability, which in turn will allow us to deliver support that is contemporary, individualised and tailored around each person’s wants, needs and aspirations.

Minda’s $200 + million plan, over 10 years, will include new accommodation, work and lifestyle options, green spaces, community facilities and retirement living solutions. In addition, a number of exciting design features have been proposed, including the creation of a wetland area, amphitheatre, community garden, coastal nursery, pedestrian-friendly paths and integration with the coastal park.

The retirement living component of the Master Plan, Brighton Dunes, has been designed to help fund the construction of purpose-built facilities for residents. Located on the corner of The Esplanade and Repton Road, Brighton Dunes was launched in April 2013 to more than 250 prospective retirees.

Key aspects of the Master Plan:• Deinstitutionalisation of the Brighton

site and full implementation of functional facilities that enable a person centred model of service

• Financially discharging people living at Brighton and providing a range of affordable housing options that promote best practice in Universal Design Principles and Ageing in Place

• Development of a vibrant mixed-use precinct that provides purpose-built facilities for lifestyle activities (including pottery, arts, crafts and music), as well as commercial (practitioner suites, child care etc) and retail opportunities accessible to the wider community

• Development of seafront retirement apartments

• Conservation of the undeveloped secondary dune

• Facilitating the development of the last section of “Coast Park” along the Minda dunes

• Retainment of open space, with 86 per cent open space in the 10 year plan

• Sustainability initiatives including, wetlands, storm water capture and reuse, a coastal nursery and landscaping

• Implementation of a new service model that fosters independence and individual support to achieve aspirations and goals.

The three key business goals for the Master Plan team in 2012-13 were, to adopt a sound financial model to deliver the project, gain development plan consent for Stage I and finally, to commence construction of Stage I. Minda is pleased to report each goal was achieved during the financial year.

In addition to the commencement of works, perhaps the most significant of events for the people residing in Minda accommodation was the detailed design of one and two bedroom apartments, three and four bedroom houses and exceptional needs houses using universal design principles and ageing in place, as well as assistive technologies. This will enable Minda to offer state of the art, purpose-built living accommodation to 62 residents in the first stage.

Several new initiatives were introduced for the Master Plan during the year, including a storm water management plan, traffic management plan, wind modeling, sun/shadow plotting and thermal comfort modeling, being carried out.

The significant headway made this year means Minda is tracking well in terms of the scope, time and cost parameters determined in the Business Plan, and progressing against Strategic Goal Five, Deliver the Master Plan.

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Highlights 2012-13• Risk Management Plan endorsed

by the Audit & Risk Committee and approved by the Minda Board

• Stage I Schematic Design approved by the Board

• Development Plan Consent granted by City of Holdfast Bay for Stage I (1A Retirement Apartments, 1B Minda Residential and 1C Wetlands)

• Minda and the City of Holdfast Bay entered into a Deed of Agreement to initiate the DPA

• NBN Co. agreement to supply high speed connectivity to the Brighton site

• Sales and Information centre built on Jack Fox Oval

• Brighton Dunes launched to the market in April 2013 with 100 per cent take up of apartments within three weeks

• Detailed design and documentation completed for the Stage I Works

• Strategic Procurement Plan approved by the Board

• Early Works Contract for Stage I approved by the Board with works commencing

• Sneddon wing of Telethon demolished to allow Stage I works

• Brighton Dunes ‘turning of the sod’ ceremony held in June

• Registration of Interest process conducted for the Stage I Main Works contract

• Main Works Request For Tender issued to shortlisted Tenderers.

Goals 2013-14• Award the Stage 1

Main Works Contract • To complete construction

works by the end of 2014• Completion of Minda resident

accommodation, August 2014• Completion of retirement

living accommodation, December 2014

10 Year plan for Minda’s Brighton site

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Service Development Minda is committed to delivering services to people living with a disability and their families that is proactive, holistic, future-focused and most importantly, person centred. In order to achieve this, the organisation has taken great strides to transform its service from a charity-based approach, to a rights-based approach, beginning in 2009 with the adoption of the United Nations Convention on the Rights of Persons with Disabilities and a human rights framework.

Since then, the Service Development team has been working diligently to support the implementation of Person Centred Thinking (PCT) in the planning and delivery of services and making progress against Strategic Goal One: Continuously improve support to people with disability.

Highlights 2012-13• Coordinating five Master Classes

throughout the year for a total of 290 people

• Completion of the Demonstration Project including external evaluation

• Completion of 32 of 34 projects, which provided recommendations for implementing Person Centred Thinking across Minda

• Roll out of findings from the Real Lives, Real Places project into Minda operations

• Training of staff in some Day Options programs

• Commencement of training for all staff in Person Centred Planning, Active Support and Human Rights

• Progressed the partnership between Minda and the Thai Government, assisting them to establish a learning and development program and business development opportunities

• Established a partnership with Disability SA and SYP Community Housing, resulting in Minda providing the staff and support for five people with intellectual disability in new accommodation in Minlaton

• Engaging the Minlaton community and providing new employment and training opportunities

Demonstration ProjectIn order to change the service delivery at Minda, it was important to examine the new approaches proposed. The ‘Demonstration Project’ provided an opportunity for Minda to trial, explore, pilot and evaluate best practice strategies, from several different localities. After two years, the Demonstration Project was completed in early 2013, providing Minda sound research and evidence to support that the organisation is moving in the right direction, and providing a launch pad to implement change across the organisation.

Major successes of the Demonstration Project: • Increased social networks,

facilitated by the Community Facilitator connecting service users with volunteers

• Service users reconnecting with family members through the Personal Planning process

• Service users were involved in domestic activities and developed new skills

• Services users spoke up for themselves

• Staff worked in new ways resulting in better support being given to service users

• Staff used different recording tools and gathered better information about residents

• Mentorship provided to staff • Successful transition of houses

involved back into Minda Community Accommodation, while continuing to support residents via Person Centred Thinking.

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John Hutchinson My name is John and I moved from Burnell to Crawford House in January 2011. I now enjoy spending more time in my kitchen making my own snacks, cups of coffee and helping to prepare my evening meal each day.

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Self Advocacy Minda’s self advocacy program aims to give people living with intellectual disability a voice and the confidence and life skills to link in with the local community and become a valued community member.

The program has two components: a self advocacy group, Express Yourself, and training in how to be a self advocate for people living with intellectual disability. The two projects are giving people with intellectual disability not only the opportunity to speak up for their rights but also the support and training to understand how they can do this.

Highlights 2012-13• Three self advocates presented

at the Australasian Society for Intellectual Disability (ASID) conference in New Zealand

• Six people graduated from the self advocacy program and 16 self advocates attended the annual ‘Having a Say’ conference in Victoria

• Two self advocates participated on the South Australian Council on Intellectual Disability (SACID)

• One self advocate participated on the ‘Our Voice’ committee, representing South Australian self advocates interstate

• A self advocate met with the South Australian Premier several times, advocating for people with intellectual disability

• Presented to Flinders University students studying degrees in disability

• Commenced a bullying and community education program for school students

• Two successful fundraising quiz nights raised around $4,000 of vital funds for the further development of the self advocacy program.

Goals 2013-14• Support nine self advocates to

vote at the 2013 Federal Election• Develop self advocacy training

at schools in partnership with the University of South Australia

• Ensure all Minda staff receive training in Person Centred Planning, Active Support and Human Rights

• All training and tools to be rolled out over the next 2 – 3 years

• Support self advocates to self-govern their committee, Express Yourself

• Develop a self advocacy network that involves self advocate groups on a national level.

Service Development

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Cheryl CoxBy becoming a self advocate, I am happy and confident to speak up for myself; and to stand up for others. I love the variety of people I have met through the self advocacy program, I’ve made lots of new friends. Having the right to be heard is the best!

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Disability Choices The landscape of the disability sector has transformed dramatically in the last year. For too long, people living with disability have been required to ‘fit’ their lives around service provider programs. Now, with the launch of Disability Care and individualised funding, people with a disability are able to make lifestyle choices to suit their individual needs.Launched by Minda in July 2012, Disability Choices empowers families and individuals to make informed choices on a range of service options available in South Australia from allied health, to accommodation, training services to physical aids.

Essentially, the unique service helps families through the provision of:• Expert advice – for what the

government, other service providers and Minda can offer

• Advocacy – for when people need another person to talk to, or to help be their voice

• Consultancy – for realising what assistance and services are available and guidance with managing individualised funding.

Our aim with Disability Choices is to ease the process of researching, applying and securing a place within a disability service and achieving this by listening to the individual, their family and their wishes, and using this to plan for the future.

Accessed by a free call number (1800 671 924), the 24 hour, seven day a week service has been hugely successful and has helped numerous families – some of whom were in crisis situations – by linking them to the services they desperately need.

While Disability Choices has evolved since its inception in 2012, it remains a needs-driven and personalised service enabling people to speak to someone who understands their situation, has vast knowledge of the sector and can connect people appropriately. The success of Disability Choices has been

two-fold; not only has it helped families to access services but it has resulted in a growth of Minda’s services and in doing so, brings the organisation closer to realising Strategic Goal Four, Earn more to do more. It has also lead to the development of partnerships with those who share our interests as a means of achieving service growth and in doing so, achieves Strategic Goal Three, Optimise our partnerships for the benefit of our community.

Highlights 2012-13• Provided assistance to more than

50 families from metropolitan as well as country South Australia

• Fought to gain close to $1 million in funding for people with intellectual disability

• Held bi-monthly parent forums on topics including accommodation, individualised funding, day options

• Held parent programs at various special schools

• Linked school leavers to training programs

• Attracted younger people to Minda • Promoted Minda’s services to a wide

range of audiences.

Goals 2013-14 • Expand the scope of Disability

Choices, including the development of services for younger people

• Introduce a program specifically for children with autism

• Make Disability Choices the ‘front door’ for all Minda services

• Continue to offer 24/7 support to people and families in need.

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I am the mother of Jade who is a

delightful young woman

aged 26Yrs. Jade has a significant in

tellectual disability and autism.

She has been cared for at home by

her parents, step parents and brothe

rs

all her life in a very loving and cari

ng environment. Her parents have

separated but have a shared underst

anding and commitment to Jade’s c

are.

The 24 hours a day seven day a we

ek care for Jade, as many other par

ents

are aware, has its limits. When you are trying

to work and provide an income,

parent other children as well as prov

ide significant care for an adult dau

ghter

there comes a breaking point.

We as her parents have hit that wall

and that’s when we came to speak w

ith

Gai from Disability Choices. Gai met

with us within a few days and was

amazing.

She listened to our needs and conce

rns and was direct and supportive. S

he

understands the effort and time it

takes to be a carer for your child. S

he

also understands that ‘burn out’ is r

eal. She understood we needed long

term

accommodation for Jade.

Many times when you speak with peo

ple within the disability system they

understand but are ineffective. They

don’t respond with actions. Gai was

different. She knew what to do and

who to speak with. She wrote letter

s

on our behalf and had meetings wit

h us and others to facilitate an

outcome for Jade. She was an advoca

te for Jade.

Gai has been our champion and Jad

e is on the way to long term

housing (its always a long process). If

we didn’t have Gai working

in Disability Choices or the support f

rom Minda management,

we would not be so close to providin

g for her needs. Gai really

did the work we as parents were un

able to do as we are

exhausted from the day to day care

required for Jade.

I would encourage any parent who r

equires any assistance

in managing or supporting their adult

child to seek out

Disability Choices and be empowered.

After all we all

need a little help sometimes!

Kath Boundy

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Specialist Resources ServicesA team of allied health professionals, Specialist Resource Services (SRS) consists of a physiotherapist and physiotherapist aides, psychologists, social workers, speech pathologists, occupational therapists and developmental educators.The team provides a broad range of professional services to people living with disability across Minda in the areas of accommodation, respite and commercial enterprises. SRS also offers support to a number of external clients including self-referrals and referrals by external service providers.

2012-13 financial year saw SRS provide around 1,500 occasions of service through referrals and numerous, informal one-on-one support sessions for individuals and staff on an ‘as needed’ basis.

Visiting Specialist Resource Services included medical, psychiatry, dentistry, podiatry, dietetics, chaplaincy and diabetes education. Providing access to these specialised services ensures Minda can continue to deliver a high quality of care and support.

Visiting GPs have delivered over 2,500 occasions of service for people supported by Minda; this has also allowed the podiatrist to deliver in excess of 450 services, over 50 specialised diabetes education services and more than 60 dietetics consultations. With such a broad range of disability specialised services available, Minda is positioned well as a specialist ‘one-stop-shop’ for clients and a proactive leader in the development of new service models in the sector, thereby meeting Strategic Goals One and Four, Continuously improve support to people with intellectual disability, and Earn more to do more.

In 2012-13, SRS sought to establish base systems on which to build viable income streams, to seek creative and new sources of funding to grow innovative and alternative services. In addition, maintain appropriate services for people supported by Minda, while creating opportunities for business growth.

There has been positive advancement on these goals, with foundation blocks evident; broad structures have been put in place to improve revenue streams through access to Commonwealth funding via people accessing services on a ‘user-pay’ arrangement.

Highlights 2012-13• Empowering service users through

specific focused workshops including On My Way – Independent Living Skills, Personal Power, Stepping Up/Stepping Out, Basic First Aid and Manual Handling

• Falls Prevention Project resulting in an organisation-wide resource to improve awareness of falls prevention strategies

• Support of clients resulting in the recommencement of the Minda Reference Group

• Improved access for service users to equipment as a result of a relationship with the Domiciliary Equipment Service

• Training provision to staff including positive behavioural support, safe eating and drinking

• Life transition project contributing to more effective retirement planning for individuals

• Family Reunification Project – reuniting individuals with their families

• Grants achieved to develop transport training resources

• Christmas appeal to support innovative and flexible modes of delivery of service to clients

• Systems established with Disability Choices to provide prompt service delivery for external fee-paying clients.

Goals 2013-14In line with changes to funding across the disability sector, the Specialist Resource Services will remodel in 2013-14 to best cater for internal and external customers. It is envisaged this will comprise a ‘one-stop-shop’ for people living with disabilities to access experts across the professional allied health services, and innovative ways of service delivery to cater for the changing needs.

Under the badge of Southern Disability Support, Minda’s specialist resource team will be a leader in the delivery of flexible and comprehensive disability support for people of all ages.

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Robert JoyceLife in the Beachfront Unit at Crawford House is good. I am a really social person and love socialising with my housemates and neighbours. Playing the guitar is one of my favourite hobbies, especially when I have an audience!

empowered

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Lifestyle ServicesMinda’s Lifestyle Services offers participants a wide variety of services and experiences, including a variety of activities and programs.The aim of Lifestyle Services is to develop skills to increase independence, improve quality of life, and further enable people supported by Minda to participate as valued and active members of the community.

Lifestyle Services follows a Person Centred approach, where each participant’s aspirations are considered in the areas of Day Options, Tutti Arts, Leisure Options and Outreach Services.

In 2012-13 Minda’s Day Options supported 364 participants through a variety of programs and was pleased to welcome several individually-funded people. Minda’s Leisure Options program supported just over 500 participants and for the first time signed up several individually-funded participants. Leisure Options also provided support for several Disability Choices participants during the year.

Despite being closed for renovations, the Aquatic Centre catered for 30,000 visits by Minda service users, Special School students and community swimmers. The Minda Aquatic Centre offers people supported by Minda the opportunity to take part in recreational swimming, therapeutic swimming to improve movement and physical health, and aquatic activities such as Aquarobics.

Recreational options were also made available through Leisure Options, providing people with the opportunity to participate in sports teams, dancing, art tuition, church services, holidays and also attend elite sporting events, such as AFL football matches.

Day OptionsDay Options programs have a developmental focus and strive to improve confidence, self reliance and community participation.

Minda Day Options offers 11 programs, 10 of which are located at Brighton:• Homestead Cottage, located

at Blackwood offers a program emphasising Active Support and skill acquisition, with a focus on physical health and cooking

• Active Directions, Chuaninga and Building Abilities cater for school leavers and aim to maintain and develop the skills and knowledge acquired at school; some participants receive specialised training and support to gain the skills required to work in an Australian Disability Enterprise, such as one of Minda’s Commercial Enterprises

• Future Directions provides a Day Option service for individuals who present with challenging behaviours. The program emphasises acquisition and maintenance of vocational skills and Active Support for participants

• Leverington South offers participants a broad range of skill-based activities including pottery, gardening and packing hampers for St Vincent de Paul

• The Day Centre caters for individuals with high physical support needs

• Creative Directions and Sturt Cottage Craft emphasise artistic and craft-based activities

• Retirement Lifestyle Services provides both a centre based and community-based activity program for elderly people supported by Minda, who have retired. Retirement Lifestyle Services also provides a home-based program for the residents of the Pat Kaufmann Centre

• The ReConnect program provides 1:1 support for Minda residents who are being assisted to re-engage with a Day Options program, or have complex support needs.

Leisure Options Leisure Options programs are available to all Minda residents and offer a wide range of recreational options including, sports teams, artistic and cultural pursuits, dining and café outings and attendance at sporting events.

The Aquatic Centre provides a program for Minda residents in the evenings and on Saturday afternoons. The program includes aquarobics, relaxation sessions, squad training, and general swimming. During school terms, Department of Education swimming instructors provide a program for students from special schools, Minda Day Option participants and those referred by the Physiotherapy department.

Highlights 2012-13• Launch of a 10-week cooking

program The Cottage Cowboys Cooking Group for Homestead cottage participants; this involved participants researching and developing recipes, identifying and shopping for ingredients, food preparation and cooking for themselves and their peers

• Graduation of participants from The Cottage Cowboys Cooking Group

• Active Directions, Future Directions, Building Abilities and Chuaninga staff all undertook Child Safe Environments Training; which taught staff to identify signs of potential abuse and how to report suspected abuse to the proper authorities

• 10 Day Options staff undertook training on how to assist colleagues debrief after traumatic or assaultive incidents; training was provided by Access Programs, who provide Minda’s Employee Assistance Program.

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• Homestead Cottage Team Leader Michelle Smale was awarded the major prize, EPAC’s ‘Unsung Hero’ Star Award at the Night of Stars; nominated for her person centred approach, Michelle won for implementing two programs for Homestead Cottage, The Cottage Cowboys Cooking Group and a ladies’ fitness group

• The Future Directions team were also winners at the Night of Stars, taking home the Team Performance Award for their efforts to support participants to create their own vegetable and herb garden, wash Minda and staff vehicles (for a small fee) and mow their own lawns

• The third Head, Hearts & Hands exhibition at Burnside Council Chambers featured paintings by Day Option participants from Creative Directions, Leverington South and Active Directions

• Renovation of the Aquatic Centre, including replacement of the roof, heating and ventilation system upgrade, enhanced lighting and new air conditioning for the gym, physio and office areas

• Reduction in Minda’s carbon footprint as a result of new, state-of-the-art salt water chlorinator, UV Treatment system and solar heating system in the Aquatic Centre.

Goals 2013-14• All Lifestyle Services staff to undergo

Person Centred Thinking/Active Support training

• Acquisition of iPads for use by Day Options participants

• Expansion of the daily hours of operation of the Out of Hours Care service

• Introduction of ‘My Path’, an individualised, curriculum-based program through a strategic partnership with St Laurence Community Services Inc.

Ilse Rozendaal (left) and Susanti Brown (right)

25

AccommodationPerson Centred Thinking (PCT) is at the heart of Minda operations, and accommodation is no different.The organisation provided accommodation to more than 535 people, giving people living with intellectual disability the option to live in the setting of their choice, with appropriate accommodation and support.

Having completed the building of, and acquisition of 16 new homes, Minda is further facilitating a reduction of the State’s Urgent Accommodation Waiting List (UAWL).These community homes provide individuals with the opportunity to live independently in a community setting, helping to promote skills development and emotional growth, enabling social interaction, while having access to services.

Each community home encourages individuals to take responsibility for day-to-day tasks and responsibilities and gives people supported by Minda the chance to make their own choices and plans for how they wish to live.

Increasingly, people supported by Minda are choosing to move into community living with the help of skilled and well trained staff and Person Centred Thinking. By placing empowerment and decision making with the person at the centre, supported by families, carers and staff, our Accommodation Services continues to improve its quality and champion Strategic Goal One, Continuously improve support to people with intellectual disability.

Brighton Site and the Pat Kaufmann Centre During 2012-13 there were 228 funded places for accommodation at the Brighton site, including the Pat Kaufmann Centre (PKC) from 17 residences.

Minda’s aged care facility the Pat Kaufmann Centre is a 59 bed facility, comprising 44 Commonwealth-funded aged care beds and 15 state-funded disability beds.

The Pat Kaufmann Centre has remained at 100 per cent occupancy throughout the financial year; with an ageing

community at Brighton and across community accommodation, aged care beds remain at very high demand.

The ‘nothing for me without me’ mantra has been used in the planning stages of new accommodation options at the Brighton site through the Master Plan. With Council approval for new, state-of-the-art accommodation to be built for Minda residents next year, current Minda residents were invited to participate at the design level for the one and two bedroom apartments and single-storey dwellings. This was an important step in ensuring that this accommodation is truly purpose-built and will best facilitate a person centred approach. Once complete, the new accommodation will offer 62 new bedrooms.

Highlights 2012-13• Through the development of an

alternative service model in Martin House, two residents who had displayed difficulty living with others in larger residential settings successfully increased their coping skills, communication, learning opportunities and enabled them to engage in meaningful activities each day as a result of new, individualised support

• Evolution of Crawford House so the five residents can explore new lifestyle opportunities and independence, including shopping for food and cooking own meals, expanding social connections, volunteering and advocacy

• Further establishment of a garden in Redman House for vegetables and herbs with a grant from Community Benefit SA

• Revamp of internal and external living spaces in Martin House, Crompton House and Fisher House made possible by donations from Bunnings and staff working bees

• Working bee to upgrade bedrooms, dining areas and old furniture in Bright House by family, volunteers and staff

• Staff undertook various training courses including the Diploma in Management (for managers), building resilience workshops, mental health workshops and special education workshops

• Utilisation of highly skilled volunteers providing a broad range of activities and services, particularly in PKC

• PKC successfully maintained its Aged Care Accreditation and achieved renewal for a further three years

• PKC achieved excellent clinical outcomes significantly higher than other aged care facilities, setting benchmarks in relation to infection and wound management rates

• Increased engagement for PKC residents, with bowling tournaments each weekend, footy tipping competition, music and singing group and person-centred activities via Recreation Officer Nagen Gazmere’s mobile service

• Introduction of funeral options, with funerals catered for onsite, if required, to facilitate easier access for friends and families.

Goals 2013-14• Improvement of existing

accommodation options, particularly with the Master Plan development

• Remodelling of the service delivery/model of service

• Further implementation of Person Centred Thinking in terms of both training and tools

• Transitioning from Individual Lifestyle Plans (ILPs) to Personal Plans

• Introduction of pre-packaged, thickened fluids, resulting in a reduction in noise across all houses at PKC, and reduced reliance on support staff to produce modified consistency fluids

• Development of Person Centered Grief/Loss and Celebration of Life services to be held in the PKC meeting room

• Upgrade of the PKC memorial garden area to incorporate a fountain to enable families and staff of deceased residents to have a space for remembrance and reflection

• Open day at PKC to showcase Person Centered Planning in aged care.

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Community Accommodation Minda’s 62 community houses provide accommodation for almost 310 people, with 29 Community Aged Care Packages (CACPs) to support people in the community to age in place.

The rezoning of community properties, including the integration of the Demonstration Project into geographical locations, increased the ability for Minda to provide a more comprehensive, yet individualised approach to service delivery.

Four respite homes provided accommodation to 150 individuals in 2012-13. This equates to 5,177 nights of care. The waiting list remains high, as the number of organisations offering respite has reduced, and our waiting list is now at 95.

Minda’s Vacation Care program is growing in success and popularity; during the year the service moved from St Ann’s School to St Patrick’s School to accommodate expansion of the program. The program provided 774 places to school aged children living with intellectual disability this year.

Highlights 2012-13• Launch of accommodation at Mile End,

providing the opportunity for three men to move out of their family homes

• Movement of a person from campus into accommodation at Reynella, with a renewed opportunity to experience community life

• House improvements, assistive technology and additional resources purchased by Respite Services with monies raised at the Black Tie Quiz Night

• 6 individuals moved from the Urgent Accommodation Waiting List into community accommodation in Mile End, Warradale, Mitchell Park and Craigburn Farm

• A drive for all staff to complete essential and refresher training, including all night staff having the opportunity to attend training in the evening

• Upskilling of Managers and Support Leaders through the “Diploma of Management” provided by AIM (Australian Institute of Management) and “HR Leadership and management training” provided by our Human Resources Team within SALC

• Respite Vacation Care successfully relocated from St Ann’s School to St Patrick’s School in the eastern suburbs

• Vacation Care passed accreditation and can continue to build its service with more places approved

• Respite Services worked closely with DCSI to discuss appropriate accommodation options for individuals relinquished into their service

• An individual at risk of homelessness was supported by Independent Support Services (ISS) and Housing SA to develop skills in domestic and financial independence, dramatically improving their quality of life; the individual was given training in IT and now holds a volunteer position in the local community, which has helped to build their social circle and improve their health and wellbeing.

Goals 2013-14• Commencement of Person Centred

Training, Active Support and mentoring across all of community residential services

• Consolidation of teams after community rezoning

• Provision of opportunities for people to be accommodated “where they want to live” as part of the Master Plan

• Continue to seek opportunities for additional Community Aged Care Packages, and support the transition to Consumer Directed funding

• Development of flexible respite options for families.

Sonya Ellison

27

Employment ServicesAt Minda, we maximise employment opportunities for people living with intellectual disability and support people to contribute their skills and abilities as part of the workforce. In 2012-13, Minda employed more than 346 people in supported employment and assisted an additional 114 people with disability in their transition into open employment.

These profitable business streams are one way we Earn more to do more, Strategic Goal Four of the 2011-15 Strategic Plan. Each business area also strives to offer a positive working environment based on the Minda’s values, and one which offers the appropriate training and support for employees to be successful. In this way, we aspire toward Strategic Goal Two, Make Minda a great place to work.

Commercial EnterprisesMinda’s nine supported employment facilities are not only places of work for our employees, they are also vocational learning and development facilities. ‘On the job’ skill training is complemented by learning other skills that assist supported employees in both the workplace and daily life.

Minda’s Commercial Enterprises provides a variety of supported employment options for people with disability where they can receive training, instruction and support, specific to their needs.

As a result of working in a Minda Commercial Enterprise, employees are engaged and supported in the workplace alongside their peers, which allows them to learn new skills, build confidence, friendships and participate as active members of the community.

The focus of supported employment is the ongoing training and development of each person to reach their individual goals and to achieve their full potential in their work and personal lives.

In 2012-13, Minda supported 346 employees at various times during the financial year, maintaining an average of around 320 employees. We increased the number of employees involved in the Laundry, in our grounds maintenance area and in Packaging Services.

Highlights 2012-13• Expansion of packaging operations

at Trak, increasing work opportunities at Trak

• Trak secured a new, ongoing contract to label Wattyl paint cans

• Investment in equipment in Minda Packaging Solutions ensuring additional work from longstanding customer Accolade Wines, which helped Commercial Enterprises grow above the previous year

• Collaboration between Commercial Enterprises and MJP to cope with increasing demand

• Telstra’s Supported Workforce program (of which Minda is a part of ) received the National Disability Award in the category of Excellence in Improving Employment Opportunities.

Goals 2013-14• Increase the number of

supported employees working in Commercial Enterprises

• Consolidation of facilities to improve working conditions and operational effectiveness

• Significantly increase training for employees and supported employees so they gain AQF accreditation to meet new Department of Families, Housing, Community Services and Indigenous affairs (FaHCSIA) aspirational targets

• Expand our internal service businesses, such as the Laundry, Cleaning, Catering and Grounds Maintenance to the external market

• Formally initiate and develop the Person Centered Thinking model into Commercial Enterprises

• Ensure ongoing financial sustainability of every Commercial Enterprise we operate.

There are a range of supported employment opportunities to suit different interests and skill levels, including:

Trak Furniture: specialist manufacturer of quality timber furniture

Laundry Services: professional commercial and personal laundering

Packaging Solutions: packaging, sorting, collation and quality inspection

Catering Services: providing in excess of 1,000 meals per day to Brighton and external customers

Craigburn Nursery: South Australia’s largest fern nursery

Envirocare: grounds management, gardening waste collection and more

Aquatic Centre: facility offering specialist physiotherapy, hydrotherapy and more

Cleaning Services: contract cleaning services

Stores: facilitating the procurement and supply of goods

Supported employess by

work areas

10%

12%

51%

3%

10%

6%

1%1%

6%

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Greg WillisMy work at Trak is important. I am always interested in learning new things and developing my skills and the staff support me to do this. I love what I do and do the best job I can for our customers.

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MJP Employment ServicesMJP Employment Services offers employment assistance and training services for people with intellectual disability who require support to move toward open employment. MJP staff ensure job placement needs for people supported by Minda are recognised and met via a range of skill assessments and the development of an employment pathway to suit and support the individual.

The range of services available includes assistance into employment, the provision of information about employment and training options and assisting with work experience and work trials, on the job support and assistance with job search and interview skills. Additionally, MJP provides connection with education services to help upskill and enhance the opportunity for a person supported by Minda to gain long-term and sustainable employment.

MJP also liaises with a broad range of employers with a view to creating long-term relationships that will assist people supported by Minda to gain employment in a safe and supportive environment. This is followed up with ongoing support, to ensure a smooth transition into employment and to deliver a positive outcome for both employee and the employer.

Highlights 2012-13 • Centralisation of operations

to Kilkenny site• Providing assistance to 114 people

across a range of MJP services• Employment and support being

provided to 60 people• Maintenance of a consistent level

of performance, monitored by the Department of Education, Employment and Workplace Relations

• Continuation of funding from the Department of Education, Employment and Workplace Relations until 2018

• Involvement as members of the National Council for Intellectual Development, by promoting employment opportunities at a national level.

Goals 2013-14• Raise MJP brand awareness

and profile to employers as well as job seekers

• Incorporate a person centred approach

• Achieve a 4 star rating.

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Independent AdvocacyMinda’s independent advocacy program provides support and advocacy for members of the Minda community and beyond, operating externally to the organisation.Providing a safe and confidential channel through which a person can raise a concern about something or someone at Minda. The service reports directly to the Chief Executive Officer and is available seven days a week.

Although autonomous, the Independent Advocate has a positive working relationship with all departments across Minda, particularly Human Resources and the service continued to have a positive impact in 2012-13.

During 2012-13, the Independent Advocate received an average of 50 interactions per month. The Independent Advocate assisted a variety of people, including: • Minda staff• People supported by Minda• Families of people supported

by Minda• Professionals delivering

services at Minda• The general public

This is an important service, and the number of people contacting the Independent Advocate is testament to its importance and its success in helping people deal with issues in a confidential and positive manner. Minda looks forward to this service not just continuing in the future, but also expanding.

Andrew Davis

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South Australian Learning CentreThe South Australian Learning Centre (SALC) is a Registered Training Organisation based at the Minda Brighton Campus. As a Skills for All provider SALC delivers a variety of accredited and non-accredited training and staff development opportunities to the community services sector through partnerships with local organisations and independent learners, in addition to providing Minda with much of its essential training.

SALC’s scope of qualifications offers pathways from traineeships with Minda, through to career development routes with learners commencing at Certificate III through to Certificate IV and then Diploma. All programs are customised to meet the needs of the organisation, ensuring learning outcomes are directly related to Minda’s service delivery.

The Diploma gives a pathway into university to undertake a Disability Degree. The blend of learners at Certificate III offers clear recruitment opportunities for Minda, with a two week placement giving managers a sound platform to ascertain suitability to the workplace.

The SALC scope of accredited courses comprises:• Certificate III in Disability• Certificate III in Aged Care• Certificate IV in Disability• Certificate IV in Mental Health• Disability Work Skill Set - Active

support of clients with a disability• Diploma of Disability (partial

credit for disability undergraduate degree guaranteed)

In the 2012-13 financial year, the planned program of courses had to be expanded due to the volume of enrolments; 276 people were enrolled on accredited training, 84 of whom were employed by Minda at the time.

During 2012-13, SALC’s main goals were to maximise the use of funded training opportunities and increase revenue; develop new, and maintain existing partnership arrangements for external training provision; and finally to deliver robust and essential training for Minda.

Access to Skills for All funding resulted in a significant rise in enrolments, (particularly in Certificate III Aged Care and Disability) with a large percentage of enrolments across qualifications making use of available funding. There was also an increase in learners at Certificate level enrolling for dual qualifications.

The provision of structured evening training for night staff has been implemented to better meet the diverse needs of the workforce. Several essential training topics have been integrated into Learning Seat offering flexible access to training modules outside of a classroom environment.

In 2012-13, we continued our commitment to enhancing the learning opportunities for Minda staff and indeed the sector. Expanding the knowledge, skills, career pathways and personal development of all staff members is a key focus and to that end, we are continuing to make Minda a great place to work and in doing so, realising Strategic Goal Two.

Highlights 2012-13• Broadened skill-set of the SALC team due

to the recruitment of additional trainers as a result of an increase in enrolments

• Development of a structured program of delivery, (encompassing a values-based approach to service delivery), developed around the Disability Work Skill Set

• Training delivered to 30 staff at Leveda, including an additional mentoring unit of competency to support delivery in service

• Review of Minda’s essential training framework with HR and developed into a structured induction and essential training program to better meet the needs of the organisation

• Skills in the Workplace funding has been utilised with both Minda and Sorento Care, upskilling staff from a Cert III to a Cert IV in Disability

• Existing partnerships with Anglicare SA, Homecare Plus, Carers Association, Holiday Explorers and CSI have been maintained for delivery of accredited and non-accredited training

• Delivery of Certificate III in Disability training delivered to Homecare Plus staff in Mount Gambier through existing partnerships

• Established or maintained partnerships with The Forensic mental Health Service (James Nash House), Leveda, Hills Community Options and Sorento Care for accredited and non-accredited training delivery along

• Partnered with Eldercare for the provision of Certificate III Aged Care work experience opportunities.

Goals 2013-14• Review of course/program delivery

in light of new training packages• Create new business opportunities

for non-accredited training• Identification of learning

opportunities, better suited to a wider range of learners, for example people supported by Minda

• Training of all corporate staff in Human Rights and Person Centred Thinking

• Enhance SALC’s online presence• Achieve a 5 year Australian Skills

Quality agreement, to deliver accredited trading.

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In 2012-13 Minda employed 1352 staff across various worksites in South Australia, with the majority working in support roles directly with people living with intellectual disability.

Aligning with Strategic Goal Two, the People & Culture team provides advice and support to managers and initiates a range of workforce strategies to ensure Minda is a great place to work.

The focus of the People & Culture team is to build new and improved organisational capability and align talent with the future direction of Minda. We achieve this by implementing initiatives which cover workforce planning, recruitment, selection, retention, training and development, performance management and reward and recognition.

The Night of Stars in February was held to celebrate staff achievements and milestones in years of service. Showcasing the dedication of Minda employees in a meaningful and public way, awards were given to people who had gone above and beyond in their role. With nominations coming from colleagues, it demonstrated the great mutual respect in the Minda community. Congratulations to all winners, in particular Michelle Smale, Day Options, recipient of the EPAC ‘Unsung Hero’ Star award.

The People & Culture team aim to achieve a healthier and safer workplace by building continuous improvement into Minda’s culture and to promote a range of initiatives helping staff to improve their overall health and wellness.

To ensure we make Minda a great place to work we:• Developed an employer of choice

model to attract and retain the right skill mix by implementing a second Staff Engagement Culture Survey and formalised the Essential Training Framework

• Provided a safe environment for living, working and achieving aspirations by reducing workers compensation claims, implementing an incident management system, reducing close out times for safety issues and hazards and successfully negotiating a Nurses’ Enterprise Agreement

• Enhanced learning & development opportunities by maximising the use of on-line learning systems, increased “Skills for All” funding and introducing the Diploma of Management to key staff.

2012-13 highlights • Staff Engagement Culture survey

implemented, resulting in an improved workplace culture and environment

• Highly successful Night of Stars and Stars of Minda events to recognise and reward staff

• Introduction of an Employee Value Proposition to attract new talent to Minda

• Further development of e-learning training modules

• Negotiation of a Nurses’ Enterprise Agreement

• Review and streamlining of all HR policies and procedures

• Implementation of a four-day induction program, integrating essential training modules as well as online training modules

• Development of a traineeship program (with a first cohort of eight trainees) creating a new recruitment stream

• Introduction of a Diploma of Management, with 36 employees graduating

• Workers Compensation claims reduced by 35 per cent

• Significant reduction in the number of open hazards, greater than three months.

People & Culture Our employees are our greatest asset and directly have a positive impact on the lives of people they support.

Corporate Lifestyle Residential

Full time Part time Casual

Staff breakdown

by work areas As at

30 June 2013

10.7%

24.22%65.8%

35%

49%

16%

Staff by work type

As at 30 June 2013

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Health and Safety Minda is committed to providing a safe environment for employees. Following on from the previous financial year, in 2012-13 Minda maintained its dedication to the fundamentals of Occupational Health and Safety (OH&S), while working to implement a range of safety awareness initiatives for both staff and service users.

To further improve health and safety, a new enterprise risk management system (MRQS) was implemented with a strong uptake by staff. MRQS alerts Executives to critical incidents, upon entry of data and data held within the system enables future analysis. The new online system to report incidents replaces a less effective and efficient paper-based system, and we are pleased to report a marked increase in accident and incident reporting.

Goals 2013-14 • Development of a Work Health

& Safety and Injury Management Framework to support Minda’s commitment of providing a safe workplace and to maintain self-insurer status

• Implementation of a smoke-free workplace policy

• Introduction of a ‘fitness for work’ initiative, including a revised Drug & Alcohol Policy

• Commencement of a new Allied Health Professional classification

• Development of a ‘Job Dictionary’ for all key roles at Minda.

• Design of an annual WHS/IM Executive Planning Day

• Provision of training in Risk Assessment and Incident Investigations

• Development of a Leadership Development framework

• Development and promotion of a new Code of Conduct

• Rolling out of ‘Respectful Behaviour’ training.

Round table discussions

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Our Volunteers Minda’s Volunteer program is made up of members of the community, employees of corporate partners, Minda staff and students all of whom give their time freely. The commitment and contribution that volunteers make to Minda’s services is outstanding. In 2012-13, in addition to giving around 15,320 hours of their time, which equates to approximately $360,000, volunteers made a significant contribution to the positive outcomes of many groups and individuals through the support, skills and friendship provided.

Aligning with Minda’s commitment to promoting an inclusive society, Volunteer Services encourages inclusiveness through engagement of people from all walks of life. Some volunteers know very little about Minda and the disability sector while others may be living with a disability or are directly impacted by personal circumstance.

The past 18 months has seen Volunteer Services take a new approach to placing volunteers, based on that particular person’s interests, hobbies and skills. This has resulted in more successful placements, and placements in areas of the business including administration, payroll, IT and training.

This year, more students from high schools, colleges and universities became involved with Minda through various services related to their studies. This focus on building the school program has helped to enable the volunteer program to move into a strong growth phase, which will accelerate in the next financial year.

Regardless of background, each volunteer brings a unique array of skills and life experiences to the organisation, all of which have a positive impact on staff and the people we support.

Highlights 2012-13 • Appropriately placing more

volunteers in areas aligned with their interests and skills

• Continuation of the monthly Coffee Club, an event led by volunteers that provides entertainment, tea, coffee and activities for service users

• Supporting people with intellectual disability to volunteer

• Attracting younger volunteers • Expanding the school student

volunteer program.

Goals 2013-14 • Hosting a team of national delegates

in September 2013 for a the National Conference on Volunteering focusing on the diversity of Minda’s volunteer force and supporting people with disability to volunteer

• Further expansion of the schools program

• Partnership with the University of Adelaide, which will see the commencement of international students volunteering at Minda for the global citizen component of their degree.

Male Female Unknown

Under 25 25 – 45 46 – 65

65 + Unknown Corporate

Gender split of current

volunteer pool As at

30 June 2013

Gender split of current

volunteer pool As at

30 June 2013

33%

65%

2%

Age range of

volunteer pool As at

30 June 2013

11%

23%

39%

21%

4%

2%

36

Jenny Spoor, Minda volunteer

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Our SupportersThis year Minda celebrates 115 years of providing a unique and vital service to people living with intellectual disability – a history only made possible by a philanthropic South Australian community. Minda relies on the generosity of individuals, organisations and community groups to fund a significant amount of its services and programs.

More than $315,000 was raised in 2012-13 through various fundraising efforts including the Tax Time and Christmas Appeals, events, corporate support, bequests lotteries and general donations.

These funds went directly back to various service areas most in need, enabling the purchase of much-needed equipment, therapy tools and specialised machinery.

Moving forward Commissioned in May 2012, Sydney-based company More Strategic were charged with the task of reviewing Minda’s fundraising program. The results of this extensive study were released to the Board in early 2013 and defined how we might enhance our current fundraising program.

As a result of More Strategic’s recommendations, Minda will be increasing its fundraising program substantially over the course of the next five years.

Strategic Goal Four, Earn more to do more, asks we seek creative and new sources of funding to grow innovative and alternative services. Our enhanced fundraising program will help us achieve this, and in doing so, will help to Build organisational Capability and capacity, Strategic Goal Six.

Every dollar countsMinda’s supporters are invaluable to our fundraising efforts and help us to provide essential services to people with intellectual disability and their families.

Thank YouMinda’s corporate partners help to grow services in addition to providing considerable in kind support and access to their staff, who volunteer their talents, skills and time. On behalf of the Minda community, we thank the following corporate partners for their continued support:

Minda would like to thank the following organisations and individuals who provided substantial financial or in kind support during 2012-13.

Our Patron Rear Admiral Kevin Scarce AC CSC RANR Governor of South Australia

Our Ambassadors Phil Hoffmann, AMKatrina Webb, OAMChristine Locher

Individual donors K. BartonEstate of M.T. CearnsJ. Dakiniewicz E. Fassina & O. Fassina A. JonatsS. LeCornu J. NolanC. Prider and J. Prider G. PyattJ. RobsonEstate of P. Tansell D. UrryS. Wilson

Organisations Adelaide Development CompanyAquenta ConsultingAureconAustralian Executor Trustees LimitedBankSABankSA & Staff

Charitable FundBanner Mitre 10 GlenelgBluescope SteelBridgewater Associates, LPBrighton Mitre 10Bunnings - Marion Claridge HoldenCMI ToyotaConnekt Urban ProjectsCustomTel (SA/NT) Pty LtdDeloitteDirect North AdvisoryEcolabEPAC Pty LtdEvans and Ayers Chartered AccountantsEvans Richards & AssociatesEzyBidz Fundraising SolutionsFrontier Software Pty LtdGlenelg Golf Club Ladies CommitteeHealthcare AustraliaHender ConsultingJBWereKelly & Co. LawyersKiwanis Club of Glenelg IncKPMGLogi-Tech Pty LtdMacquarie Group Services Australia Pty LtdMurray Pest ControlPeople’s Choice Credit Union

Phil Hoffmann TravelPublic TrusteeRoyal Agricultural & Horticultural Society of SASangamitha FoundationSolo Resource RecoverySouthern Quarries Pty LtdSouthgate HoldenStillwell FordStramitSystem Solutions Engineering Pty LtdTerry White Chemists - Marion RoadThe Reject ShopVili’s BakeryWellness & Lifestyles AustraliaWoodhead

Honorary Life Members Mr Roy ArnoldMr Clifford Barreau Mr John BedfordMrs Colleen Dennehy Mrs Lois Hoeper, OAM Mr Colin IveyMrs Patricia Kaufmann AM MBEMrs Lyn MageeMr John RobsonDr Ian SteeleMr Colin Watt, OAM DFMMrs Peg Wyld

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EventsMinda’s events calendar has grown from year to year, and 2012-13 was no exception.

These events not only raise funds to ensure programs can continue and new programs can be launched, but also provide an opportunity to educate and raise community awareness of the vital work we carry out, whether it is through the celebration of a new service or the reaching of significant milestones.

The following events were held in 2012-13

July 2012– Launch of new service Disability Choices– Minda Service Development training

team visits Thailand to mentor Thailand’s Department of Social Development and Welfare

August 2012– Minda/Kelly & Co. Lawyers Black Tie

Quiz Night – Thailand’s Department of Social

Development and Welfare returns to Minda for education tour

September 2012– City to Bay Fun Run – Minda/ADC Corporate Golf Day

October 2012 – DisabiliTEA NDIS event with former

Prime Minister Gillard– Government House reception

for volunteers and supporters

November 2012 – Careers evening – City of Holdfast Bay Mayoral

Garden Party – Self advocates quiz night – Minda Annual General Meeting

December 2012– Carols at Minda – South Australian Learning

Centre graduation– International Day of People

with Disability– Volunteer cocktail party – Minlaton community

information session

February 2013 – Night of Stars employee

recognition dinner – Glenelg Golf Club Ladies’

Committee golf day

March 2013 – Trak giant garage sale – Community home opened, Mile End

April 2013 – Master Class ‘Personality disorders,

emotional regulation and mindfulness’

– Brighton Dunes launch

May 2013 – Head, Heart and Hands art exhibition – Minda aquatic centre relaunch – Self advocates quiz night – Premier visits– National Volunteer week– Volunteer morning tea

June 2013 – Turning of the Sod for Brighton Dunes – Minda hosts Disability Justice Plan

round table discussions– Minda mid-year Association Meeting

2012 Black Tie Quiz Night

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Corporate ManagementMinda’s corporate management department provides support services to our 1,400 staff by delivering:• Finance and Procurement services • Information technology and

telecommunications services• Payroll and Rostering services• Audit and Risk management services• Transport services• Storage and distribution services.

The 2012-13 financial year has been a busy one for Corporate Management with all efforts focused on the improvement of our processes and procedures. We are fully committed to the simplification of administration and automation of traditional paperwork wherever possible.

Finance and ProcurementThe role of the Finance Department is to provide expert advice, information and analysis to the Board, Executive and the service departments, as well as ensuring that the organisations financial records are maintained in accordance with legislative requirements and best practice. Throughout 2012-13, the department has worked with management and service staff to improve service delivery within budget and to address our under-funding issues with the various government departments who provide funding for our services.

Information Technology and TelecommunicationsThe increased automation of the business environment across the organisation has made additional demands on the Information Technology Department. To address this we have made improvements in our business applications particularly, an upgrade from IBM Lotus Notes to MS Exchange and the implementation of a SharePoint portal for the management and automation of Property and IT job requests. We also replaced all of our printers during the year with a smaller fleet of more economical and efficient machines which will result in significant cost savings over the coming years.

Payroll and RosteringThe implementation of RosterOn – our new workforce scheduling software – is nearly completed. At the end of 2012-13 we had nearly 1,000 staff enrolled in the system and being paid automatically through the use of automated time and attendance recording. The project is nearing completion and will alleviate the manual processing of timesheets and will allow greater flexibility for staff to access work across all the different departments of Minda.

Audit and RiskWe recognise the need to manage the multitude of risks faced by the organisation on a daily basis. In 2012-13, we have reviewed our Risk Management Framework and Policies to ensure adherence to best practice. We have also developed the organisational risk profiles and identified the key organisational risks to be mitigated and monitored. The Board recognise the important of this issue and receive regular reports and updates on progress from this area.

Transport We continue to meet the transport needs of our service users through investment in our transport fleet. In 2012-13, we invested $994,000 in the replacement of fleet vehicles. It is anticipated that the demand for transport will grow as a result of both our ageing population and the need to provide services to younger clients transitioning from school to Day Options programs.

Storage and DistributionWe continue to improve the logistical management of goods arriving to the Brighton site through improved distribution and stock management processes. The storage facility allows us to maximise our buying power and take advantage of cost efficient bulk purchases for use across the organisation. Our internal distribution team minimise the need for large vehicles to circulate on site and therefore reduce the risk of vehicular incidents on site.

Financial Highlights 2012-13• Achieved 4 per cent growth in

net assets• Achieved a 12 per cent reduction in

the gross operating deficit through income improvement projects and improved supplier agreements

• Invested $6.72 million in our asset base to improve our equipment and facilities

• Developed a financial sustainability strategy to bring us out of operating deficit within a five year time period

• Reverse auctioned electricity supply gaining set low prices for the next three years

• Completed the financial modeling for the Master Plan project and conducted a successful competitive tender process to acquire funding for the first stage of the project

• Completed a project to address discrepancies between funding and service delivery resulting in improved levels of service and renegotiated funding levels.

Technological Highlights 2012-13• Completed a full review of our IT&T

infrastructure and developed a new IT&T Strategy for Minda which will improve our service delivery to staff and enable us to provide greater services to the people we support

• Accessed charitable licenses to increase our computer user base by over 10 per cent

• Purchased 100 new computers to begin the renewal of our current equipment

• Completed a project to changeover from IBM Lotus Notes to MS Exchange

• Implemented a SharePoint portal for internal users to access information and log support requests with both IT and property

40

• Completed a project to replace our fleet of printers with a smaller fleet of more economical and efficient machines which will result in significant cost savings over the coming years

• Achieved 75 per cent roll out of new automated time and attendance software to streamline the rostering and payroll processes and enable workforce scheduling collaboration across the whole organisation

• Developed and implemented a comprehensive incident and hazard reporting, tracking and management system which has been fully embraced by the whole organisation

• Appointed a Business Analyst to assist in the integration of systems and to streamline data movement across the organisation

• Commenced research into assistive technologies for use across the organisation, including the new accommodation environment being developed in the Master Plan project

Service Highlights 2012-13• Commenced the project to allocate

the block funding to individuals• Developed new budgeting tools to

give the budgetary control back to the service areas for their annual income and expenditure

• Streamlined the purchasing/payment process to reduce workload and improve efficiency

• Improved the stock management system for medical supplies and reduced the minimum stock levels through improved ordering processes

• Completed a full review of our leave provisions to ensure sufficient accruals are maintained and balances are accurate

• Developed and implemented the annual internal audit plan for 2012-13 to ensure compliance with regulatory and legislative obligations.

Goals 2013-142013-14 is going to be an even busier year for Corporate Management with the requirements to move to fully individualised funding arrangements for all the people we support. This will require us to change how we record data relating to the services that we provide to each individual. We are working on solutions to automate the capture of that data and convert it into billing information that is easily accessible and understandable

Financial Goals 2013-14• Continue to reduce the operating

deficit in line with the financial sustainability strategy

• Maintain the current level of growth in net assets and the stability in the balance sheet

• Align funding with required service delivery levels

• Deliver, monitor, manage and maintain the credit facility for the Master Plan within budget.

Technological Goals 2013-14• Implement the recommendations

in the IT strategy to improve our infrastructure and connectivity

• Research and develop appropriate assistive technology to improve service delivery in new and existing accommodation

• Simplify reporting and data capture processes through the improved use of technology

• Complete the implementation of the time and attendance software system to improve flexibility in working patterns for employees and enable workforce scheduling collaboration across the whole organisation

• Research, review and implement an appropriate client management system to support individualised funding and reporting requirements.

Service Goals 2013-14• Complete the project to

individualise the block grants• Ensure all areas are running

efficiently and effectively and meeting their budget targets

• Deliver enhanced financial training to all areas and share best practice learnings between individual areas

• Ensure appropriate controls are in place to minimise risk in all areas

• Review Risk Register to reflect organisation risks and department risks

• Develop risk based Internal Audit Plan and review Internal Audit Charter

• Ensure we are responsive to the introduction of Disability Care and individualised funding

• Assist clients to access internet technology / applications and relevant provide training and information.

41

Michael Waters 42

The 2012-13 financial year has been a year of steady growth and improvement for Minda. Our asset base has grown by 4 per cent to over $75.6 million and our operating deficit has reduced by 12 per cent to $4.2 million. These results align with the Board’s financial strategy towards a sustainable operating position, to ensure Minda continues to lead the provision of disability support services long into the future.

Operating income in the year has increased by over 5 per cent to $60.6 million. This has been achieved as a result of successful initiatives to access increased government funding to support the expansion of our community accommodation in both Adelaide and the Yorke Peninsula, and by a large increase in sales revenue from our commercial enterprises and revenue from bequests and fundraising.

The Board has committed to improvement strategies for both commercial enterprises and fundraising activities, which will see new growth and increased returns from these areas over the coming years.

Operating expenditure in the year increased by just under 4 per cent in the year. This increase was due to growth in employee expenses of almost 5 per cent, as a result of wage increases and additional service provision, and a minor reduction in the cost of goods and services through increased cost efficiencies and value management. Employee expenses remain our highest cost, representing 83 per cent of our cost base and 107 per cent of our government funding allocation.

During the year, we continued to invest in our community and accommodation assets and our transport fleet with over $6.7 million invested in the Master Plan, new equipment, new vehicles and the refurbishment of the Aquatic Centre. This expenditure was funded through a combination of returns from investments, interest income, a $200,000 government grant and cash reserves.

From a cashflow perspective, Minda committed over $6.2 million to the asset base and supported an operating cash deficit of $3.2 million through the use of cash reserves, the proceeds from the sale of developed land at Blackwood Park of $2.2 million and returns from investments of $1.4 million.

The Board is mindful of the need to provide further investment in the asset base, particularly for the first stage of development of the Master Plan. Construction is expected to commence within the 2013-14 financial year at a forecasted cost of $56 million. Funding for this stage of the project will be provided through a combination of cash reserves, debt funding and revenue from the Brighton Dunes retirement village, which is to be built as part of stage one of the Master Plan.

This will necessarily change the profile of Minda’s balance sheet, with the introduction of debt as we invest in the creation of a new community in Brighton. The investment will provide new homes and a new lifestyle for 62 residents.

The Board has conducted its due diligence and is confident that Minda has the resources to deliver a successful outcome from this investment.

43

Income 2011/12 2012/13 $000 % $000 %

Government funding 47,806 77.9% 50,461 74.5%

Sales of Products 2,393 3.9% 2,979 4.4%

Service Charges 4,609 7.5% 4,405 6.5%

Land sale net returns 3,214 5.2% 2,223 3.3%

Rent 2,146 3.5% 2,143 3.2%

Other 606 1.0% 601 0.9%

Interest and investment net returns 604 1.0% 4,900 7.2%

Total 61,378 100.0% 67,712 100.0%

Expenditure 2011/12 2012/13 $000 % $000 %

Employee Costs 51,221 87.1% 53,750 87.4%

Administration costs 3,613 6.1% 3,113 5.1%

Cost of Products & Services 508 0.9% 1,347 2.2%

Depreciation expense 1,810 3.1% 1,848 3.0%

Landlord expenses 1,668 2.8% 1,468 2.4%

Total 58,820 100.0% 61,526 100.0%

2012/13

2012/13

2011/12

2011/12

Financial Overview

44

Employee Costs Administration costs Cost of Products & Services Depreciation expense Landlord expenses

Government funding Sales of Products and Services Land sale net returns Rent Other Interest and investment net returns

Total Funding and Costs past 5 years

Government funding Sales of Products and Services Land sale net returns Rent Other Interest and investment net returns

Sources of Funding past 5 years

Millions

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$0 2009 2010 2011 2012 2013

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Expenditure

Expenditure

Expenditure

Expenditure

Expenditure

Income

Income

Income

Income

Income

45

Independent Auditor’s Report

Independent Auditor’s Report to the Members of Minda IncorporatedWe have audited the accompanying financial report of Minda Incorporated, which comprises the balance sheet as at 30 June 2013, the statement of comprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, and statement by the board of directors.

Directors’ Responsibility for the Financial ReportThe directors are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the Associations Incorporation Act 1985, and for such internal control as the directors determine is necessary to enable the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error.

Auditor’s ResponsibilityOur responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. Those standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance about whether the financial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

IndependenceIn conducting our audit, we have complied with the independence requirements of the Australian professional accounting bodies.

OpinionIn our opinion, the financial report presents fairly, in all material respects, the financial position of Minda Incorporated as at 30 June 2013, and its financial performance and cash flows for the year then ended in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the Associations Incorporation Act 1985

BDO Audit (SA) Pty Ltd

Ian Painter Director Adelaide, 24 September 2013

BDO Audit (SA) Pty Ltd ABN 33 161 379 086 is a member of a national association of independent entities which are all members of BDO (Australia) Ltd ABN 77 050 110 275, an Australian company limited by guarantee. BDO Audit (SA) Pty Ltd and BDO (Australia) Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms.

46

2013 2012

Notes $’000 $’000

Operating Revenue

Government funding 2 50,461 47,806

Other revenue 3 10,128 9,754

Total Operating Revenue 60,589 57,560

Operating Expenditure

Employee expenses 4 53,750 51,221

Other expenditure 5 11,003 11,062

Total Operating Expenditure 64,753 62,283

Operating (Deficit) before financing income (4,164) (4,723)

Financial income 7,893 10,872

Financial expenses (3,441) (5,958)

Net Financial Income 6 4,452 4,914

Operating Surplus 288 191

Other Comprehensive Income

Net change in fair value of available-for-sale investments 2,671 (1,096)

Total Other Comprehensive Income / (Loss) 2,671 (1,096)

Total Comprehensive Income / (Loss) 2,959 (905)

The Statement of Comprehensive Income is to be read in conjunction with the notes to and forming part of the accounts set out on pages 50-61.

2013 2012

Notes $’000 $’000

Balance as at 1 July 72,718 73,623

Total Comprehensive Income for the Period

Minda Surplus / (Deficit) 288 191

Other Comprehensive Income

Net change in fair value of investments 2,671 (1,096)

Total Other Comprehensive Income / (Loss) 2,671 (1,096)

Total Comprehensive Income / (Loss) for the Period 2,959 (905)

Balance as at 30 June 75,677 72,718

The Statement of Changes in Equity is to be read in conjunction with the notes to and forming part of the accounts set out on pages 50-61.

Statement of Comprehensive Income

Statement of Changes in Equity for Year Ended 30 June 2013

Financial Statements For The Year Ended 30 June 2013

47

Statement of Cash Flows for the Year Ended 30 June 2013Financial Statements For The Year Ended 30 June 2013 2013 2012

Notes $’000 $’000

Cash Flows from Operating Activities

Receipts - Grants, Fees, Sales 59,951 58,168

Payments - Employees, Goods & Services (63,910) (63,884)

Interest received 728 1,079

Net cash used in Operating Activities (3,231) (4,637)

Cash Flows from Investing Activities

Acquisition of property, plant & equipment (6,218) (5,375)

Proceeds from sale of property, plant & equipment 467 509

Proceeds from sale of land held for resale 2,204 3,215

Acquisition of investments - (584)

Dividends received from investments 1,373 1,559

Net cash used in Investing Activities (2,174) (676)

Net decrease in cash held before transfers (to)/from term deposits (5,405) (5,313)

Cash transferred (to)/from term deposits (1,000) 9,000

Net (decrease)/increase in cash held (6,405) 3,687

Add opening cash brought forward 9,055 5,368

Closing cash carried forward 8 2,650 9,055

The Statement of Cash Flows is to be read in conjunction with the notes to and forming part of the accounts set out on pages 50-61.

48

2013 2012

Notes $’000 $’000

Current Assets

Cash and Cash Equivalents 8 2,650 9,055

Term Deposits 9 7,000 6,000

Inventories 10 213 207

Receivables 11 2,038 1,326

Assets Held for Sale 12 146 210

Total Current Assets 12,047 16,798

Non Current Assets

Available-for-sale Investments 13 28,523 24,605

Fixed Assets 14 48,769 44,161

Intangible assets 16 2,040 2,040

Total Non Current Assets 79,332 70,806

Total Assets 91,379 87,604

Current Liabilities

Payables 17 4,675 3,811

Employee Benefits 18 8,668 8,747

Total Current Liabilities 13,343 12,558

Non Current Liabilities

Employee Benefits 18 2,359 2,328

Total Non Current Liabilities 2,359 2,328

Total Liabilities 15,702 14,886

NET ASSETS 75,677 72,718

Equity

Accumulated Funds 19 73,607 73,319

Reserves 20 2,070 (601)

TOTAL EQUITY 75,677 72,718

The Balance Sheet is to be read in conjunction with the notes to and forming part of the accounts set out on pages 50-61.

Balance Sheet as at 30 June 2013Financial Statements For The Year Ended 30 June 2013

49

Notes to & forming part of the accounts for the year ended 30 June 2013

1. Statement of Accounting Policies

Minda Incorporated (Minda) is domiciled In Australia and is a not-for-profit organisation. The principal activities of the organisation are the provision of accommodation, supported employment, lifestyle services and respite to South Australians with an intellectual disability. This financial report was authorised for issue by the Board of Directors on 23 September 2013.

(a) Statement of Compliance

The financial report is a general purpose financial report which has been prepared in accordance with the Australian Accounting Standards, including Australian Interpretations, adopted by the Australian Accounting Standards Board (AASB) and the Associations Incorporation Act.

The organisation early adopted AASB 1053 Application of Tiers of Australian Accounting Standards and AASB 2010-02 Amendments to Australian Standards using Reduced Disclosure Requirements for the financial year beginning 1 July 2010 to prepare Tier 2 general purpose financial statements.

The consolidated financial report of the organisation is Tier 2 general purpose financial statements which have been prepared in accordance with Australian Accounting Standards - Reduced Disclosure Requirements (AASB – RDRs) (including Australian Interpretations) adopted by the Australian Accounting Standards Board (AASB) and the Associations Incorporation Act.

(b) Basis of preparation

The financial report is presented in Australian dollars rounded to the nearest $’000.

The financial report is prepared on the historical cost basis except that available-for-sale investments are stated at their fair value. Other non-current assets are stated at the lower of carrying amount and fair value less costs to sell.

The preparation of a financial report in conformity with Australian Accounting Standards requires management to make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expenses. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. In particular, information about significant areas of estimation, uncertainty and critical judgement in applying accounting policies that have the most significant affect on the amount recognised in the financial statements are described in the following areas:

* Note 13 - available-for-sale investments

* Note 17 - employee benefits

The accounting policies set out below have been applied consistently to all periods presented in the financial report.

A number of new standards, amendments to standards and interpretations are effective for annual periods beginning after 1 July 2013, and have not been applied in preparing these financial statements. None of these are expected to have a significant effect on the financial statements of Minda, except for AASB 9, which becomes mandatory for the organisation’s 2014 financial statements and could change the classification, measurement and disclosure of financial assets. Minda does not plan to adopt this standard early and the extent of the impact has not yet been determined.

(c) Taxation

Minda is exempt from paying income tax as a result of its status as a charitable institution under the terms of Section 50(5) of the Income tax Assessment Act 1997.

(d) Property, plant and equipment

(i) Owned assets

Items of property, plant and equipment are stated at cost less accumulated depreciation (see below) and impairment losses (see accounting policy 1(l)).

Where parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items of property, plant and equipment.

(ii) Subsequent Costs

Minda recognises in the carrying amount of an item of property, plant and equipment the cost of replacing part of such an item when that cost is incurred if it is probable that the future economic benefits embodied within the item will flow to Minda and the cost of the item can be measured reliably. All other costs are recognised in the income statement as an expense as incurred.

(iii) Depreciation

Depreciation is charged to the statement of comprehensive income on a straight-line basis over the estimated useful lives of each part of an item of property, plant and equipment. Land is not depreciated. The estimated useful lives in the current and comparative periods are as follows:

– buildings 50 years

– plant and equipment 5 - 10 years

– motor vehicles 5 years

– computers 3 - 4 years

(e) Leases

Payments on operating leases are recognised as an expense on a straight-line basis over the lease term. Associated costs, such as maintenance and insurance, are expensed as incurred.

50

Notes to & forming part of the accounts for the year ended 30 June 2013

1. Statement of Accounting Policies (cont)

(f) Intangible Assets

(i) Nursing Home Bed Licences

Minda holds 44 nursing home bed licences. Minda was issued 30 nursing home bed licences by the Commonwealth Government at no cost. Minda has recorded these bed licences at fair value at 1 July 2004 which has been treated as deemed cost. During the 2012 financial year, Minda purchased an additional 14 aged care bed licenses on the open market which have been recorded at cost.

(ii) Amortisation

There is no foreseeable limit to the period over which the bed licences are expected to provide service and generate income for Minda. Therefore bed licences are considered to have an indefinite useful life and are not amortised. Impairment and useful life are assessed annually.

(g) Trade and other receivables

Trade and other receivables are stated at their cost less impairment losses (see accounting policy 1(l)).

(h) Inventories

Inventory, with the exception of livestock, which is valued at market rates, is valued at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of disposal.

(i) Cash and cash equivalents

Cash and cash equivalents comprises cash balances and call deposits with maturity dates of three months or less from the acquisition date that are subject to an insignificant risk of changes in their fair value, and are used by Minda in the management of its short term commitments.

(j) Short Term Deposits

Short term deposits are cash deposits with maturity dates of more than three months from the acquisition date and are used by Minda to manage working capital.

(k) Assets Held for Sale

Non-current assets that are expected to be recovered primarily through sale rather than through continuing use are classified as held for sale. The assets are measured at the lower of their carrying amount and fair value less cost to sell.

(l) Impairment

The carrying amount of Minda’s assets other than inventories (see accounting policy 1(h)) are reviewed at each balance date to determine whether there is any indication of impairment. If any such indication exists, the asset’s recoverable amount is estimated and if appropriate the asset is written down to its recoverable amount.

An impairment loss is recognised whenever the carrying amount of an asset exceeds its recoverable amount. Impairment losses are recognised in the statement of comprehensive income, unless an asset has previously been revalued, in which case the impairment loss is recognised as a reversal to the extent of that previous revaluation with any excess recognised through the profit and loss.

When a decline in the fair value of an available-for-sale investment, being investment assets, has been recognised directly in equity and there is objective evidence that the asset is impaired, the cumulative loss that had been recognised directly in equity is recognised in profit or loss even though the financial asset has not been derecognised. The amount of the cumulative loss that is recognised in profit or loss is the difference between the acquisition cost and current fair value, less any impairment loss on that financial asset previously recognised in the profit and loss.

(i) Calculation of recoverable amount

The recoverable amount of Minda’s receivables carried at cost is calculated as the present value of estimated future cash flows, discounted at the original effective interest rate (ie the effective interest rate computed at initial recognition of these financial assets). Receivables with a short duration are not discounted.

The recoverable amount of other assets is the greater of their net selling price and value in use. In the case of a non-current asset of a not-for-profit entity, “value-in-use” means “depreciated replacement cost” of an asset when the future economic benefits of the asset are not primarily dependent on the asset’s ability to generate net cash inflows and where the entity would, if deprived of the asset, replace its remaining future economic benefits.

Depreciated replacement cost is defined as the current replacement cost of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. The current replacement cost of an asset is its cost measured by reference to the lowest cost at which the gross future economic benefits of that asset could currently be obtained in the normal course of business.

(ii) Reversals of impairment

An impairment loss in respect of receivables carried at cost is reversed if the subsequent increase in recoverable amount can be related objectively to an event occurring after the impairment loss was recognised.

In respect of other assets, an impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation, if no impairment loss had been recognised.

Impairment losses recognised in the profit and loss for an investment in an equity instrument classified as available-for-sale, is not reversed through the profit and loss.

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Notes to & forming part of the accounts for the year ended 30 June 2013

1. Statement of Accounting Policies (cont)

(m) Available-for-sale investments

Investments in equity securities are held directly, classified as being available-for-sale, and stated at fair value. Any resultant gain or loss is recognised directly in equity, except for impairment losses. The fair value of investments held as available-for-sale is their quoted bid price at the balance sheet date.

If the cumulative loss recognised directly in equity in relation to any investment is considered to be due to impairment, that cumulative loss is recognised in the profit and loss. When investments are derecognised, as a result of sale, the cumulative gain or loss previously recognised directly in equity is transferred to the profit and loss.

Available-for-sale investments in equity securities are considered to be impaired if the value of the asset declines by more than 20% and the decline continues for a period greater than 9 months.

Investments are recognised/derecognised by Minda on the date it commits to purchase/sell the investments.

(n) Employee benefits

(i) Long-term employee benefits

The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. In determining the liability, consideration is given to employee wage increases and the probability that the employee may not satisfy the vesting requirements. Those cash outflows are discounted using market yields on national government bonds with terms of maturity that match the expected timing of cash flows.

The unconditional portion of the long service leave provision is classified as current as Minda does not have an unconditional right to defer settlement of the liability for at least 12 months after reporting date. The unconditional portion of long service leave relates to an unconditional legal entitlement to payment arising after seven years of service.

(ii) Short-term employee benefits

Short-term employee benefits, including annual leave entitlement, are current liabilities included in employee benefits, measured at the undiscounted amount that Minda expects to pay as a result of the unused entitlement.

(iii) Worker’s Compensation

With effect from 1 July 2007, Minda agreed with the State Government that its self insurance for workers compensation would include redemptions and lump sum settlements in return for an increase in annual funding. An annual actuarial report is prepared to quantify Minda’s liability for known cases and an estimate of the liability for cases incurred but not yet known. This liability has been included as a current and non-current provision.

(o) Trade and other payables

Trade and other payables are stated at cost.

(p) Revenue

(i) Charitable support

Revenue is received from fundraising events, legacies and bequests and is brought to account on a cash received basis. When assets, such as investments or properties, are received from a bequest or donation, an asset is recognised at fair value, with a corresponding amount of revenue, when Minda gains control of such assets.

(ii) Interest and dividend revenue

Interest revenue is recognised as it accrues. Dividend revenue is recognised when the right to receive payment is established. Where dividends are franked the dividend is not recognised inclusive of imputation credits, but instead franking credits are recognised when receivable from the Australian Taxation Office (ATO).

(iii) Sale of goods

Revenue from the sale of goods is recognised in the statement of comprehensive income when the significant risks and rewards of ownership have been transferred to the buyer.

(iv) Sale of non-current assets

The net gain or loss of non-current asset sales are included as revenue at the date control passes to the buyer. The gain or loss on disposal is calculated as the difference between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. Assets which satisfy the criteria in AASB 5 as assets held for sale are transferred to current assets and separately disclosed as assets held for sale on the face of the balance sheet. These assets are measured at the lower of carrying amount and fair value less costs to sell. These assets cease to be depreciated from the date which they satisfy the held for sale criteria.

(v) Government Grants

Grants constituting non-reciprocal transfers received from the Government are recognised as income when Minda obtains control of the benefit. A non-reciprocal transfer is one in which Minda receives assets and services or has liabilities extinguished without giving approximately equal value in exchange to the other party or parties to the transfer. Grants in which Minda is required to repay unutilised funding are treated as reciprocal transfers and income is recognised by reference to the stage of completion of the transaction in accordance with AASB 118 “Revenue”.

(vi) Board and Lodging

Board and lodging revenue is received from clients living on Brighton campus and is calculated on a percentage of pension received. The revenue is used to provide all meals, laundry and cleaning services and to pay for all utilities, repairs and maintenance in the residential houses.

52

Notes to & forming part of the accounts for the year ended 30 June 2013

1. Statement of Accounting Policies (cont)

(q) Finance Income and Expenses

Finance income comprises interest income on funds invested (including available-for-sale financial assets), dividend income, gains on the disposal of available-for-sale financial assets and changes in the fair value of financial assets at fair value through profit and loss. Interest income is recognised as it accrues in profit and loss, using the effective interest method. Dividend income is recognised in profit and loss on the date that Minda’s right to receive payment is established, which in the case of quoted securities is the ex-dividend date.

(r) Sale of Land

Revenue from the sale of land in the course of ordinary activities is measured at the fair value of the consideration received or receivable. Revenue is recognised when persuasive evidence exists, usually in the form of an executed sales agreement, that the significant risks and rewards of ownership have been transferred to the buyer, recovery of the consideration is probable, the associated costs and possible return of land can be estimated reliably, there is no continuing management involvement with the land, and the amount of revenue can be measured reliably. If it is probable that discounts will be granted and the amount can be measured reliably, then the discount is recognised as a reduction of revenue as the sales are recognised.

The timing of the transfers of risks and rewards varies depending on the individual terms of the contract of sale.

(s) Goods and Services Tax

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the ATO. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of expense.

Receivables and payables are stated with the amount of GST included.

The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or liability in the Balance Sheet.

Cash flows are included in the Statement of Cash Flows on a gross basis. The GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to, the ATO are classified as operating cash flows.

(t) Prior Year Comparatives

Workers compensation expenditure relating to medical and rehabilitation costs and lump sum settlements were shown in the Statement of Comprehensive Income as other expenditure. As this expenditure related directly to the cost of employment, they have been reclassified as employee expenses. This has resulted in a reclassification between these two lines in 2012 of $761,000.

Under AASB 101, the classification of a current liability requires that the balance must be due to be settled within 12 months after the reporting date and that the entity does not have an unconditional right to defer settlement for at least 12 month after the reporting date. In 2012 and prior, the current liability for long service leave was shown as the discounted cash flow expected to be settled with in 12 months after the reporting date and not the full value for employees who satisfied the vesting requirements for long service leave. As Minda does not have an unconditional right to defer payment to an employee once the entitlement date is past, the full value should have been classified as a current liability. This has resulted in an increase in the classification of employee benefits for current liabilities in 2012 of $1,275,000 and a corresponding reduction in employee benefits for non current liabilities.

53

Notes to & forming part of the accounts for the year ended 30 June 2013

2013 2012

$’000 $’000

2 REVENUE FROM GOVERNMENT FUNDING

Revenue from State Government 41,891 39,719

Revenue from Commonwealth Government 8,570 8,087

50,461 47,806

3 OTHER REVENUE

Revenue received for Services Provided 4,405 4,609

Sales Revenue 2,979 2,393

Other Revenue 201 317

Bequests and Fundraising 400 289

Residential Rent Received 2,143 2,146

10,128 9,754

4 EMPLOYEE EXPENSES

Salaries and wages 41,332 39,508

Superannuation 4,281 4,080

Workcover 1,303 1,124

Annual, sick, long service, maternity leave 6,834 6,509

53,750 51,221

5 OTHER EXPENSES

Depreciation Expenses 1,848 1,810

Services Provided 3,227 3,463

Cost of Goods Sold 1,347 508

Administration Expenses 3,113 3,613

Landlord Expenses 1,468 1,668

11,003 11,062

6 FINANCING INCOME & EXPENDITURE

Interest income 1,109 1,491

Investment Revenue 1,088 1,236

Land Sales Income 5,696 8,145

Profit / (Loss) on available for sale investments 126 (939)

Investment Expenses (94) (88)

Land Sales Expenses (3,473) (4,931)

4,452 4,914

7 OTHER COMPREHENSIVE INCOME

During the 2012-13 financial year the increase in the fair value of the available-for-sale investments was taken directly to equity and presented as other comprehensive income, except to the extent that the fair value losses related to an impairment, in which case the fair value losses were taken directly to profit and loss. In addition, fair value gains and losses previously recognised directly in other comprehensive income were reallocated to profit and loss on disposal of the available for sale investment.

54

Notes to & forming part of the accounts for the year ended 30 June 2013

2013 2012

$’000 $’000

8 Cash and Cash Equivalents

Cash 1,830 1,385

Term Deposits 820 7,670

Total Cash and Cash Equivalents 2,650 9,055

9 Term Deposits

Term Deposits 7,000 6,000

Total Term Deposits 7,000 6,000

10 Inventories

Livestock 10 30

Stock on Hand 203 177

Total Inventories 213 207

11 Receivables

Trade receivables 647 448

Provision for Doubtful Debts (5) (7)

Accrued Income 945 486

Other Debtors 451 399

Total Receivables 2,038 1,326

12 Assets held for sale

Blackwood Park lots 146 210

Total Assets held for sale 146 210

13 Available-for-sale investments

Carrying Amount at beginning of year 24,605 24,923

Net Income Reinvested 1,152 1,134

Net change in Fair Value 2,671 (1,096)

Addition - 583

Impairment losses on investments (29) (210)

Net change in fair value reclassified to profit or loss 124 (729)

Carrying Amount at end of year 28,523 24,605

55

Notes to & forming part of the accounts for the year ended 30 June 2013

Land & Plant & Motor WIP Total Buildings Equipment Vehicles

$’000 $’000 $’000 $’000 $’000

14 Fixed Assets

Cost or deemed cost

Balance at 1 July 2011 35,751 5,749 3,592 5,588 50,680

Additions 65 464 840 3,680 5,049

Assets brought into service 5,622 51 - (5,673) -

Disposals (172) (86) (482) - (740)

WIP 366 (36) (2) - 328

Balance at 30 June 2012 41,632 6,142 3,948 3,595 55,317

Balance at 1 July 2012 41,632 6,142 3,948 3,595 55,317

Additions 233 279 945 5,263 6,720

Assets brought into service 1,746 446 - (2,192) -

Disposals (124) (215) (841) - (1,180)

WIP 51 16 - 67

Balance at 30 June 2013 43,538 6,668 4,052 6,666 60,924

Depreciation and impairment losses

Balance at 1 July 2011 4,275 3,904 1,612 - 9,791

Depreciation for the year 663 498 650 - 1,811

Disposals (31) (77) (338) - (446)

Balance at 30 June 2012 4,907 4,325 1,924 - 11,156

Balance at 1 July 2012 4,907 4,325 1,924 - 11,156

Depreciation for the year 721 475 651 - 1,847

Disposals (31) (180) (637) - (848)

Balance at 30 June 2013 5,597 4,620 1,938 - 12,155

Carrying amounts

at 1 July 2012 36,725 1,817 2,024 3,595 44,161

at 30 June 2013 37,941 2,048 2,114 6,666 48,769

Minimum Lease payment due

Within 1 Year 1- 5Years After 5 years Total

$’000 $’000 $’000 $’000

15 Operating Lease Commitments

30 June 2013 43 105 - 148

30 June 2012 15 - - 15

56

Notes to & forming part of the accounts for the year ended 30 June 2013

2013 2012

$’000 $’000

16 Intangible Assets

Nursing Home Bed Licences 2,040 2,040

Total Intangible Assets 2,040 2,040

Bed Licences

Carrying amount at beginning of year 2,040 1,200

Purchases - 840

Carrying amount at end of year 2,040 2,040

17 Payables

Creditors 1,254 839

Accruals 3,194 2,758

Prepaid Income 30 139

Other Creditors 197 75

Total Payables 4,675 3,811

18 Employee Benefits

Current

Annual Leave 4,832 4,875

Long Service Leave 3,007 2,891

Worker’s Compensation 829 981

Total Employee Benefits 8,668 8,747

Non-Current

Long Service Leave 732 463

Worker’s Compensation 1,627 1,865

Total Employee Benefits 2,359 2,328

19 Accumulated Funds

Opening Balance 73,319 73,128

Total recognised income and expense 288 191

Closing Balance 73,607 73,319

20 Fair Value Reserve

Opening Balance (601) 495

Total recognised income and expense 2,671 (1,096)

Closing Balance 2,070 (601)

Total Equity

Opening Balance 72,718 73,623

Total recognised income and expense 2,959 (905)

Closing Balance 75,677 72,718

57

Notes to & forming part of the accounts for the year ended 30 June 2013

2013 2012

$’000 $’000

21 Capital Commitments

Property, Plant & Equipment 314 -

Capital commitments relate to contracts for property improvements where funds have been committed with work still to be completed

22 Contingent Liabilities and Contingent Assets

The Directors are not aware of any contingent liabilities or assets.

23 Events subsequent to reporting date

Subsequent to the balance sheet date, the board has committed to commence construction on a $ 56 M project to develop new accommodation on the Minda site in Brighton. Funding for this project will be provided from a variety of sources including debt.

No other events have arisen since the end of the financial year which significantly or may significantly affect the operations of Minda, the results of those operations, or the state of affairs of the Association in future financial years.

24 Related Party Transactions

Board of Directors

The names of each person who held office as a Board Member during the year and the dates of any changes to the Board of Directors are: Mr Tony Harrison Mr Richard Bruggeman

Mr Peter Krieg Mr Shaun Hughes - resigned on 31 January 2013

Mr Michael Negri - resigned on 28 March 2013 Mr Michael Good

Ms Kate Thiele Mr Stephen Favretto - appointed on 28 February 2013

Mr Robert Crabbe Mr Hermann Janzon - appointed on 25 November 2012

Mr Kym Hancock Ms Kathryn Presser - appointed 16 May 2013

Mr Wesley Ashman - retired on 25 November 2012

No officer above received directly or indirectly any payment or other benefit.

The Chief Executive Officer receives a remuneration package which has been approved by the Board after consideration of general market conditions.

Key Management Personnel Compensation

The Chief Executive Officer and the Executive Managers are considered to be Key Management Personnel.

The compensation for Key Management Personnel was as follows:

2013 2012

$’000 $’000

Short Term Employee Benefits 1,218 1,462

Other Long Term Benefits - 5

Post Employment Benefits 104 117

TOTAL 1,322 1,584

25 Auditors Remuneration

Audit services:

Auditors of Minda - KPMG - 56

Auditors of Minda - BDO 42 -

Other services:

Auditors of Minda - KPMG - 3

58

Notes to & forming part of the accounts for the year ended 30 June 2013

2013 2012

$’000 $’000

26 Controlled Entity

Minda, has a controlled entity, Minda Community Housing Association Inc. (‘the Controlled Entity’). Consolidated Financial statements comprising Minda and the Controlled Entity are not prepared as the Controlled Entity’s results, assets, liabilities and cash flows are not material.

The Controlled Entity has recorded income and expenses for the year of nil (2012: nil) and cash flows for the year of nil (2012: nil).

The Controlled Entity has an asset of land and buildings at fair value of $825,500 (2012: $825,500), and a liability represented by a debenture of $630,000 (2012: $630,000). The Controlled Entity has net assets of $195,500 (2012: $195,500). Unity Housing Company is the appointed agent to receive income and incur expenses in the operation of the community house under an agreement.

27 Residential Aged Care Services Disclosure

The Residential Aged Care Services financial data presented below has been prepared for the purpose of fulfilling the requirements of the Australian Government of Health and Ageing “Conditional Adjustment Payment” (CAP).

The figures represent residential aged care operations as defined under the Aged Care Act 1997 and not other aged care operations such as community, flexible care or independent living units for seniors.

Revenue and Expenses 2013 2012

$’000 $’000

Operating Revenue

Revenue from board and lodging 409 381

Revenue from Commonwealth Govt 3,294 2,663

Total Operating Revenue 3,703 3,044

Operating Expenditure

Direct Services

Salary & Wages 3,371 2,561

Goods & Services 993 763

Total Direct Service Expenditure 4,364 3,324

Support Services 143 168

Total Support Services 143 168

Total Operating Expenditure 4,507 3,492

Operating Surplus / (Deficit) (804) (448)

Contribution from Minda Services 712 1,119

Total Surplus/(Deficit) (92) 671

59

Notes to & forming part of the accounts for the year ended 30 June 2013

27 Continued

BALANCE SHEET AS AT 30 JUNE 2013 2013 2012

$’000 $’000

Current Assets

Cash and cash equivalents - -

Investments - -

Receivables - -

Total Current Assets - -

Non Current Assets

Freehold Land and Buildings

Plant Equipment and Furniture 79 73

Motor Vehicles - 3

Intangible assets - Bed Licences 2,040 2,040

Total Non Current Assets 2,119 2,116

Total Assets 2,119 2,116

Current Liabilities

Payables 26 16

Employee Benefits 602 538

Total Current Liabilities 628 554

Non Current Liabilities

Employee Benefits 51 30

Total Non Current Liabilities 51 30

Total Liabilities 679 584

NET ASSETS 1,440 1,532

TOTAL EQUITY 1,440 1,532

60

Notes to & forming part of the accounts for the year ended 30 June 2013

28 Financial Risk Management

(a) Risk Management Framework Minda has exposure to the following risks from its use of financial instruments: • Credit risk • Liquidity risk • Market risk

This note presents information about Minda’s exposure to each of the above risks, Minda’s objectives, policies and processes for measuring and managing risk, and Minda’s management of capital.

(b) Credit Risk Credit risk is the potential risk of financial loss resulting from the failure of a client to meet their obligations to Minda on time and in full,

as contracted. It arises principally from Minda’s receivables from customers and investment securities.

Management of Credit Risk Minda’s exposure to credit risk is reduced due to the stability of its funding sources. Although Minda derives most of its income from

Government departments it has implemented a robust credit risk management procedure.

Minda has established a credit procedure under which each new customer is analysed individually for creditworthiness before Minda’s standard payment and delivery terms and conditions and Purchase limits are offered. Minda’s review includes external ratings and credit references. Customers that fail to meet Minda’s benchmark creditworthiness may transact with Minda only on a cash sales basis.

Impaired Trade Receivables Minda has established an allowance for impairment that represents its estimate of incurred losses in respect of trade and other receivables

and investments. The main component of this allowance is a specific loss component that relates to individual exposures including debts that currently remain outstanding and are unlikely to be paid, together with historic levels of impaired debts.

Investments Minda has an Investments - Funds Management Policy authorised by the Board. This policy aims to ensure that funds are available when

required to meet both short and long term cash requirements and to maintain the value of the investment portfolio in real terms. To meet short-term cash requirements, cash is placed in either at-call accounts or fixed term accounts for up to 365 days with authorised institutions that have a credit rating of at least A from a rating agency such as Standard & Poor’s. A maximum of $5m can be placed with any one authorised institution. To manage the long term investment portfolio at least 3 investment managers are appointed and provided with guidelines designed to meet the Board’s risk profile. Management does not expect any counterparty to fail to meet its obligations.

(c) Liquidity Risk Liquidity risk is the risk that Minda does not have sufficient financial resources to meet its obligations when they come due, or will have

to do so at excessive cost.

Management of Liquidity Risk Minda’s Investment policy is designed to ensure it has sufficient funds to meet its short and long term obligations as they fall due under

both normal and stressed conditions, without risking damage to Minda’s reputation.

Exposure to Liquidity Risk Minda maintains high interest at-call accounts where funds are able to be promptly accessed when required. Additional cash funds are

invested on a short term basis with maturity dates matching anticipated future cash requirements. These strategies ensure that Minda is able to meet its short term liabilities when due. Long term investments are able to be sold as required to meet long term needs.

(d) Market risks Market risk is the risk that movements in interest rates, foreign exchange rates, equity prices or commodity prices will affect Minda’s income

and capital. Market risk arises in Minda’s Investment portfolio.

Management of market risks Whilst Minda does have some exposure to risks due to movements in interest rates and equity prices, Minda’s Investment Policy ensures the

risk due to movements in foreign exchange rates is minimised. Movements in the investment market are managed by appointing at least three investment managers who are directed to spread the portfolio across a range of investments in line with Minda’s investment policy.

Interest rate risk Interest rate risk arises from changes in the shape and direction of interest rates (yield curve risk) as well as mismatches in the re-pricing

term of assets and liabilities.

Management of interest rate risk Interest rate risk is managed by diversifying investments across a range of cash, equity and property investments.

61

Statement by the Board of Directors

27 Continued

1. In the opinion of the Board of Directors of Minda Incorporated:

(a) the financial statements, set out on pages 47 to 61, are drawn up so as to present fairly the results and cash flows for the financial year ended 30 June 2013, and the state of affairs as at 30 June 2013; and

(b) at the date of this statement, there are reasonable grounds to believe that Minda Incorporated will be able to pay its debts as and when they fall due.

2. Since the end of the previous financial year no Officer of Minda Incorporated, no firm of which an Officer is a member, and no body corporate in which an Officer has a substantial financial interest, has received or become entitled to receive any benefit as a result a contract between the Officer, firm or body corporate and Minda Incorporated.

3. Since the end of the previous financial year no Officer of Minda Incorporated has received directly or indirectly, any payment or other benefit of a pecuniary value.

4. The financial statements have been made out in accordance with the Australian Accounting Standards (including the Australian Accounting Standards (including the Australian Accounting Interpretations) and the provisions of the Associations Incorporation Act and the requirement of law.

Dated at Adelaide this 23rd day of September 2013.

Signed in accordance with a resolution of the Board of Directors.

T Harrison President

P Krieg Vice President

62

Theadora VogelsI’ve been working at Packaging Solutions (Lonsdale) for about three years and I like doing the wine labelling the most. I really like working here; I like learning new things… there are a lot of different things I can do.

63

King George Ave PO Box 5, Brighton SA 5048

Ph 08 8422 6200 Fax 08 8422 6330

www.mindainc.com.au

ABN 37 020 000 711