annual report 2014˜15 - minda inc€¦ · president’s report the past year marks a new era in...

ANNUAL REPORT 2014-15

Chelsea working at Isabel’s Cafe

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ContentsIntroduction _________________________________________________ 3

President’s Report ____________________________________________ 4

Chief Executive O�cer’s Report _________________________________ 6

Leadership ___________________________________________________ 8

Master Plan __________________________________________________ 10

Disability Choices _____________________________________________ 12

Southern Disability Support ____________________________________ 14

Lifestyle Services _____________________________________________ 16

Accommodation ______________________________________________ 18

Community Accommodation ___________________________________ 20

Supported Employment Services _______________________________ 22

Open Employment - MJP Employment Services ___________________ 24

Independent Advocacy ________________________________________ 25

People and Culture ____________________________________________ 26

South Australian Learning Centre _______________________________ 28

SA Group Enterprises __________________________________________ 30

Our Volunteers _______________________________________________ 32

Strategic Marketing and Fundraising ____________________________ 34

Our Supporters _______________________________________________ 38

Risk and Internal Audit ________________________________________ 40

Quality, Client Safety and Governance ___________________________ 42

Corporate Management _______________________________________ 44

Financial Report ______________________________________________ 46

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Mark and David, Envirocare supported employees

VisionPeople with intellectual disability will live enriched lives of their choosing.

MissionTo be a progressive organisation of choice for people living with intellectual disability, supporting them on their journey towards enriched lives with greater community participation and contribution.

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.

ValuesPassionateMinda cares greatly for the people it supports and is committed to creating a dynamic environment where people can live lives of their choosing.

RespectfulMinda bene�ts from diversity by valuing each person as an individual and by learning from each other.

AccountableMinda abides by its processes and procedures and learns from successes and also challenges.

InnovativeMinda takes smart risks, is open to new ideas, and sta� work together on better approaches. Minda values and rewards inspiration and innovation.

SuccessfulMinda promotes and encourages an environment of collaboration and achievement.

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

Strategic Goals1. People living with intellectual disability will

choose Minda for their supports

2. Minda will be an employer of choice

3. Optimise partnerships for the bene�t of the Minda community

4. Earn more to do more

5. Deliver the Master Plan

6. Build organisational capability and capacity.

IntroductionWe are committed to creating a dynamic environment where people can embrace and enjoy the experiences of life.

OVERVIEWEstablished in 1898, Minda has grown from a 22-person residential facility to South Australia’s largest provider of disability services, supporting approximately 1700 people in the areas of accommodation, supported and open employment, lifestyle services and respite.

We are committed to creating a dynamic environment where people can live lives of their choosing.

Jonathon in his new apartment

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President’s ReportThe past year marks a new era in Minda’s history. We made signi�cant progress towards our vision to create an environment where people with intellectual disability can choose, embrace and enjoy the experiences of life.

As one of the largest employers and disability service providers in the state, Minda continues to place its core values at the forefront of its work. Underpinning all we do, Minda strives to achieve a culture that is passionate, respectful, accountable, innovative, successful and ethical.

It is timely to re�ect and acknowledge the commitment and contribution of Minda’s employees and volunteers.

In 2014-15 Minda supported approximately 1700 people in the areas of employment, accommodation, respite, day activities and leisure, and we continue to break new ground in terms of opportunity and services available.

In readiness for changes brought about by the National Disability Insurance Scheme (NDIS) and in particular, individualised funding, Minda has been preparing to meet the new environment by adapting its services and support arrangements.

This is a journey Minda embarked on a number of years ago and since adopting the United Nations Convention on the Rights of Persons with Disabilities in 2009, we have been actively promoting person centred thinking within a human rights framework. This transformation of service delivery across the organisation has been signi�cant, and one way we demonstrate that we are adapting our services to re�ect person centred thinking is through the Master Plan.

Stage 1 of the Master Plan was completed at the end of 2014 and includes Brighton Dunes (luxury retirement living), Brighton North (new accommodation facilities for people supported by Minda) and the wetland development.

The launch of Brighton North community accommodation in late 2014 was a major step towards achieving our goal to provide support that is truly person centred. It provides accommodation for 61 people supported by Minda and o�ers a greater level of privacy and independence than ever before. I was delighted to be at the launch, which marked a signi�cant milestone in Minda’s history.

I would like to acknowledge the professionalism and commitment of the Minda Executive team, the professional consultant team led by Woodhead Architects, and the head contractor BADGE, who have played a signi�cant role in the success of the Master Plan project to date. Tony Harrison

Annual Report | 2014-15

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Moving to the design stage of Stage 2 and Stage 3 of the Master Plan, we initiated a competitive tender process for the second stage, with a key focus on ‘what’s best for Minda’. As a result, in early 2015 we appointed the project consultants team, comprising: Cheesman Architects, Tectvs urban planners, Bestec building services engineers, Wallbridge and Gilbert consulting engineers (structural and civil), and Aquenta Consulting as the cost manager.

These reputable South Australian companies were selected based on their experience and track record for successfully delivering large-scale commercial projects in Adelaide. They are also conscious of approaching Stage 2 of the Master Plan with sensitivity and respect for our stakeholders and the wider community.

We have received Ministerial Development Planning Amendment approval, allowing us to deliver on our planned development. The �rst workshop for Stage 2 was held in June 2015 between Minda Executive and Cheesman Architects. The workshop provided the opportunity to �esh out the ‘journey’ to date and ensure alignment between Stage 1, Stage 2 and Stage 3 of the Master Plan. Following on from the workshop, a detailed plan for Stage 2 and Stage 3 will be developed.

There are also several projects running concurrently to the Master Plan. One is the Coast Park, which will provide pedestrian access parallel to the dunes from Repton Road to Gladstone Road, while protecting and maintaining the dunes and their surrounds. The development of the Coast Park is progressing well, and meetings have been held with all stakeholders and we look forward to the next phase of the project – public consultation.

It is important to recognise the ongoing improved �nancial stability of our organisation as we continue to signi�cantly increase the asset value of Minda and sustain a more cost e�ective operational position.

Turning now to the Board, I would like to thank all of the Board Directors for their support and vision throughout the year. Their focus on planning for the future of Minda helps to ensure the best possible outcomes for people living with intellectual disability.

We bid farewell to Family Board member Hermann Janzon earlier this year. Hermann’s 45 years experience in the construction industry made him an invaluable source of knowledge to the Board. His daughter Sophie’s involvement with Minda positioned him as a great spokesperson for family members and I would like to sincerely thank Hermann for his contribution to Minda and his role in advancing the organisation.

We welcomed Richard Mellows to the Board in 2014, a barrister who brings a wealth of knowledge and experience to the Minda Board. Richard took on the position of Family Director, which was vacated by Kym Hancock earlier in 2014.

We also welcomed new Family Board member, Andrew Ford, who is the retired director of Woods Bagot. Andrew’s years of experience as a leading design principal in Australia make him a great addition to the team.

I also acknowledge Cathy Miller, Executive Management, Minda sta�, volunteers and Association Members for their commitment to Minda.

Finally, I would like to thank our Patron, the Honourable Hieu Van Le AO Governor of South Australia, our Ambassadors, and supporters, who have enabled us to progress our commitment to champion for South Australians living with intellectual disability.

Tony Harrison President

TRAK workshop, Lonsdale

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Chief Executive O�cer’s Report Minda’s mission, to be a progressive organisation of choice for people living with intellectual disability, supporting them on their journey towards enriched lives with greater community participation and contribution has been the driver behind many changes over the past �nancial year.

The NDIS continued to be a dominant theme throughout 2014-15 and Minda has been working to position itself to meet the challenge of an expanded market presented by the rollout of the NDIS, with the further expansion of Disability Choices. We have continued to position Disability Choices as a ‘one stop shop’ for access to services. Disability Choices is already operating in an NDIS model and sta� have met with 143 new families to provide access to services, advice and advocacy.

Our Vision and Mission truly re�ect who we are as an organisation and where we are headed. This year we have continued to embed our Vision and Mission throughout our work, and we were particularly excited to consolidate Brighton North and launch MyPATH, a learning-based model of day services.

A signi�cant milestone in Minda’s history was reached this year with the launch of Brighton North, accommodation on Bonython Way at our Brighton site. Brighton North is an innovative model of service for Minda based on individualised support. The 10 houses and 17 apartments allow us to deliver support to 61 people tailored to their needs and aspirations, while �tting in with the NDIS and individualised funding.

The new accommodation includes assistive technology, helping Minda to provide support that is truly person centred. Assistive technology aims to enhance the quality of support provided by sta� and to establish more independent living environments for the people living in the new accommodation.

Under the direction of Executive Project Manager, Roddy Clark, we have seen the Master Plan thrive. It was with sadness that I announced Roddy’s resignation during the year to move back to his homeland, Scotland. I would like to take this opportunity to thank and congratulate him on his outstanding work.

The changes brought about by the NDIS also have far reaching impacts across Minda’s service delivery. This has included the further development of Day Options to a learning based model of service, MyPATH. The change in service delivery in early 2015 is based on person centred thinking and active support, with each day providing the opportunity to develop skills and foster independence.

Senior Manager Lifestyle Services, Dale Govett, and his team have worked diligently to ensure MyPATH got o� to a good start. Although it hasn’t been without its challenges, they have successfully set the foundation for this individualised learning-

Cathy Miller


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based model of service. It gives people Minda supports an expanded range of activities, the opportunity to socialise with a broader peer group, potential for the development of new skills, and enhanced community participation.

During 2014-15, Independent Support Services aligned with Southern Disability Support to provide support services to people with intellectual disability living in their own homes. Through this linkage, individuals can access up to 10 hours of support per week to help maintain their independence.

Southern Disability Support has established systems to monitor our business in preparation for the NDIS, and in 2014-15 we supported a number of young clients and their families who are participating in the scheme. Southern Disability Support is well placed as one of the only places where people living with intellectual disability can access a comprehensive range of health and wellbeing services.

The past year saw Minda o�er accommodation options for more than 542 people, with the expansion of support o�ered in the community with the opening of new homes in Hewett, Klemzig, Oaklands Park, Millicent, Hackham West and St Marys.

Our mass fundraising program continued to deliver results through direct mail and face-to-face strategies. Minda continues to commit to mass fundraising to ensure the generation of a sustainable income stream to increase the support we can o�er to people living with intellectual disability. The fundraising program along with numerous strategic marketing and communications initiatives is raising awareness about the vital work that we do.

Although there have been many achievements at Minda throughout the past year, we also experienced great sadness with the passing of Business Manager, Packaging Solutions Lonsdale, Peter Surman. Peter worked at Minda for nearly four years and in that time he made a great impact on the whole Commercial Enterprises team.

I would like to take this opportunity to acknowledge the dedicated work of our Commercial Enterprises team, who support almost 420 supported workers across a range of businesses. Commercial Enterprises o�ers a wide range of tasks and roles that can be tailored to suit an individual’s speci�c needs, as well as o�ering vocational learning and development to make sure people we support thrive and succeed in their roles. There are so many stories of achievement from people who were told very early in their life that they would never be able to work; many have de�ed the odds and proven they are capable and committed workers.

Minda is fortunate to have a team of more than 1,399 dedicated professionals to support people living with disability to live lives of their choosing. The impact the sta� have on enriching the lives of people living with intellectual disability is immeasurable. One of the highlights for me every year is attending the annual Minda/EPAC Night of Stars and Stars of Minda events to celebrate and recognise the achievements of our sta� and supported employees, supporting one of our strategic goals, For Minda to be an employer of choice.

In closing, I would like to acknowledge Tony Harrison and the Minda Board for their ongoing support, vision and contribution. I would also like to thank the Executive team and the Minda sta� for all of their hard work and dedication to enriching the lives of the people we support. I am also grateful to our many volunteers and supporters for their support – without them we couldn’t deliver on our vision that People with intellectual disability will live enriched lives of their choosing.

Cathy MillerChief Executive O�cer

Henry, supported employee at Catering Services

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LeadershipAssociation

BoardPresident

ChiefExecutive

Officer

Independent Advocate Disability Choices

Quality, Client Safety and Governance Risk and Internal Audit

ExecutiveManager

People and Culture

HumanResources Work Health and Safety

MJP Employment Services

South Australian Learning Centre (Registered Training Organisation) Yes Employment Service*

CommercialEnterprises

Packaging

Catering

Laundry

Envirocare

Cleaning

TRAK

Craigburn Nursery

Horn

Aspitech*

Wire Ware* Clinical Services

Aged Care(Pat Kaufmann Centre)Allied HealthSouthern Disability SupportDevelopmental EducatorsCommunity Packages (HACCP)

Accommodation

Independent Support Service

Accommodation Managers

Support Leaders

Children’s Services

Respite/ Vacation Care

Early Intervention Services

VolunteerServices

LifestyleServices

MyPATH – Day Options

Leisure Options

Aquatic Centre

Master Plan

PropertyServices

Assets

Infrastructure

Fundraising and Donor Relations

Events

Marketing

Media Relations

Communications and Stakeholder Engagement

Brighton Dunes

Inprint Design*

Payroll

Finance and Procurement

InformationTechnology

Fleet and Distribution

Chief Operating Officer

Executive Infrastructure

Director

Executive Manager Strategic Marketing

and Fundraising

Chief Financial Officer

* SA Group Enterprises Operations


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The Minda AssociationAs the controlling body of Minda, Association members directly in�uence the direction of the organisation and its priorities, including major strategic initiatives.

Those in the Association are eligible to nominate to be a member on the Board and all have the opportunity to vote for up to six Association-elected Board members. The Association is also a coherent body to lobby the government on policy relating to the disability sector.

The Minda BoardMinda is governed by a Board, all of whom are volunteers. The Board’s objectives are to provide independent governance and ensure peak operations such as �nances, acquisitions, residential standards and corporate identity are performing to the highest level and meeting the needs of people supported by Minda.

The Board has primary responsibility to set the strategy for Minda and agree on the goals to implement that strategy, to monitor Minda’s �nancial performance and to ensure the organisation has appropriate compliance and risk management processes in place.

Board of DirectorsTony Harrison President

Richard Bruggemann

Robert Crabbe

Steve Favretto

Andrew Ford (�lling casual vacancy)

Michael Good

Hermann Janzon (resigned December 2014)

Peter Krieg

Richard Mellows

Kathryn Presser

Kate Thiele

Minda ManagementCatherine Miller Chief Executive O�cer

Rob Dempsey Chief Operating O�cer

Emma Hinchey Chief Financial O�cer

Lorraine Johnston Executive Manager People and Culture

Marcus Gehrig Executive Manager Strategic Marketing and Fundraising

Roddy Clark Executive Project Director (resigned April 2015)

Michelle Gheorghiu Executive Infrastructure Director (commenced May 2015)

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Master PlanThe 2014-15 year marked a signi�cant milestone for the Minda Master Plan with the completion of Stage 1, which includes community accommodation for 61 people supported by Minda, 48 beachfront retirement apartments and a wetland system.

After signi�cant discussion, consultation, collaboration and planning with key groups, the idea of a Master Plan for Minda’s 28 hectare site was conceived. By far the biggest project in Minda’s 117-year history and the only one of its type in Australia, the plan was adopted by the Minda Association in 2009 with changes to the site to span 10 years.

Although Adelaide experienced some of the hottest and wettest weather conditions during the initial parts of 2014, head contractor BADGE regained momentum during the mild winter and spring to keep progress on track. Stage 1 was handed over in December 2014, contributing to Strategic Goal Five, to Deliver the Master Plan.

The completion of the accommodation on Bonython Way marked a pivotal moment for Minda. It was is the biggest improvement in accommodation in Minda’s history and was designed to capture the international trends in the disability sector. The introduction of assistive technology, combining state-of-the-art technology with a person centred approach, gives individuals a greater level of independence, without compromising on safety and ongoing care. Assistive technology allows people supported by Minda to enjoy a greater level of privacy in their new homes, giving them greater independence. The concierge approach o�ers a consolidated point of service based on needs.

Minda has a commitment to preserve and contribute to the environment. The development of the wetland system was completed in December 2014, including vegetation that attracts

native �ora and fauna. It also maximises Minda’s storm water capacity and water retention for the grounds.

The consultant project team for Stage 2 and Stage 3 was appointed in March 2015 and includes:

•Cheesman Architects and Tectvs

•Wallbridge and Gilbert (civil and structural storm water engineers)

•Bestec Engineering (building services engineers)

•Aquenta (cost manager).

The resignation of Executive Project Director, Roddy Clark in early 2015 provided the opportunity to review the Master Plan to capture Minda’s vision and align it with international directions.

In May 2015, Michelle Gheorghiu commenced in the role of Executive Infrastructure Director to manage and lead the Master Plan from Stage 2 onwards. A Senior Project Manager also commenced at the end of May.

The successful delivery of Stage 1 is allowing Minda to provide contemporary, individualised support, tailored to each person’s wants, needs and aspirations. The Master Plan and the promotion of person centred thinking throughout the organisation is moving us towards our goal to provide support which is truly person centred.

New community accommodation on Bonython Way


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GOALS 2014-15• Successfully deliver Stage 1 of the Master Plan

• Planning and design for Stage 2 and Stage 3

• Development Plan Amendment (DPA) Approval.

Progress towards goals• Successfully delivered Stage 1 of the Master Plan

• Planning and design for Stage 2 and Stage 3 commenced

• Ministerial Development Plan Amendment approval received

• Assistive technology implemented in Brighton North combining state of the art technology with a person centred approach

• People supported by Minda moved into the new accommodation in December 2014

• Launched Brighton North in December 2014 - Bonython Way o�cially opened by the Hon Tony Piccolo, Tony Harrison and Cathy Miller

• First residents to Brighton Dunes started moving in to apartments in December 2014

• Appointed Michelle Gheorghiu as Executive Infrastructure Director after the resignation of Roddy Clark, Executive Project Director

• Appointed consultant project team for Stage 2 and Stage 3 design

• Planning for Stage 2 and Stage 3 commenced.

GOALS 2015-16• Complete early works for Stage 2 and Stage 3 including soil

sampling, remediation, environmental approval for new residential and retirement accommodation

• Preliminary work prior to commencing building

• Appoint a builder for Stage 2 and Stage 3

• Review the property services division to identify new e�ciencies and improved service in line with the new NDIS requirements

• Design for Stage 2 and Stage 3

• Upgrade to transformer

• Detailed design completed for Stage 2 and Stage 3

• Commence design and documentation for Brighton House.

New community accommodation on Bonython Way

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Disability ChoicesDisability Choices enables people with intellectual disability and their families to make informed choices about their lives.

GOALS 2014-15• Identify gaps in the marketplace and develop services to �ll

those gaps

• Provide smooth pathways to services without individuals having to tell their story more than once

• Maximise productivity through the use of e�ective IT systems

• Ensure Minda is prepared for the National Disability Insurance Scheme

• Introduce agility, responsiveness and customer focus into the way Minda does business.

Progress towards goals• Helped families to access accommodation at Minda and to obtain

funding for support

• Provided an alternative to Day Options, instead focusing on a customised program and delivering more than 400 hours a week of support to individuals

• Adapted to the changing marketplace, for example the NDIS

• Provided in-home support for NDIS participants

• Worked to keep abreast of the National Disability Insurance Agency (NDIA) by maintaining a strong relationship with the scheme, accessing as much information as possible, and participating in a local NDIA advisory panel.

HIGHLIGHTS 2014-15• Expanded the scope of Disability Choices to include mental

health and early intervention – our youngest participant is 3 years old

• The parent groups continue to strengthen, providing a valuable forum for parents and carers to meet others with similar experiences and link to services

• Supporting families to obtain funding and support: the department continued to grow as the demand for services increased

• Formed strong networks with the NDIA.

GOALS 2015-16• Ensure Disability Choices has strong relationships with the NDIA

• Provide service excellence

• Stay up-to-date about the marketplace and identify any needs or gaps

• Provide a �exible, customised service to families when it is convenient to them.

Disability Choices was launched in 2012 to empower families and individuals to make informed choices on a range of service options available in South Australia, from recreation and lifestyle options, My Day My Way, training programs and in-home support.

Since then it has become a market leader in providing expert knowledge and information, becoming a ‘one-stop-shop’ for access to services and a key entry point to Minda. This year Disability Choices was promoted through parent groups, radio and press advertising, social media and the Minda website.

Disability Choices has exceeded all expectations. The service continued to grow and saw a huge increase in applications for supported employment throughout the year. In 2014-15 Disability Choices met with 143 families, a 40% increase on the previous year.

Disability Choices has helped families to access services and has grown Minda’s services. In doing so, it brings the organisation closer to realising Strategic Goal Four, Earn more to do more. It has also led 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 partnerships for the benefit of the Minda community.

Jackson, a Disability Choices participant


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Charlotte and Robbie, Disability Choices

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Southern Disability SupportSouthern Disability Support provides supportive allied health services for people with intellectual disability and their families.

Southern Disability Support’s services are provided across Minda’s accommodation, lifestyle and commercial services, and for people external to the immediate Minda community.

The services are extensive and multidisciplinary. Southern Disability Support provides psychology, social work, dietetics, speech pathology, nursing, physiotherapy and developmental education across a wide area of the state. Through arrangements with visiting practitioners, it also provides access to general medicine, dentistry, dental hygiene, podiatry, diabetes education and psychiatry.

During 2014-15, Independent Support Services aligned with Southern Disability Support to provide support services to people with

intellectual disability living in their own homes. Through this linkage, individuals can access up to 10 hours of support per week to help maintain their independence.

Southern Disability Support has established systems to monitor its business in preparation for the NDIS, and in 2014-15 supported a number of young clients and their families who were participating in the scheme. Southern Disability Support is well placed as one of the only ‘one-stop-shops’ with a comprehensive range of health and wellbeing services that can be accessed by people living with intellectual disabilities.

GOALS 2014-15• Explore opportunities for business expansion as we transition

to the NDIS

• Optimise available revenue through health service delivery

• Position Southern Disability Support in the open market as a leading provider of comprehensive, quality services for people with intellectual disabilities

• Provide individualised services and generate funding for 68 people supported through Independent Support Services.

Progress towards achieving goals• Initiated expansion in preparation for the NDIS, embracing a trans-

disciplinary approach to providing support to people of all ages

• Optimised revenue through Medicare and private health providers

• Continued to explore how to maintain viability while making it a�ordable for people to access quality services

• Continued to expand in a number of areas such as key Developmental Educators, who mentor sta� across accommodation services about providing person centred practice and active support to people with disabilities

• Provided more than 14,900 services throughout 2014-15, with the allied health team increasing their services by 3% during the second half of the year.

HIGHLIGHTS 2014-15• Consolidating sub-committee activity has resulted in better

understanding in the areas of falls, nutrition hydration, and complex behaviour across Minda services

• Expanding external partnerships using the Southern Disability Support team’s expertise in supporting people with intellectual disability

• Registering with the National Disability Insurance Agency (NDIA) to provide a comprehensive range of services across a broad age range

• Reviewing support o�cer processes to best support people when there are allegations of abuse

• Expanding Southern Disability Support’s ability to provide services by adding a dietitan to our sta�, employing a mental health social worker, and expanding hydrotherapy services through employing additional allied health assistants

• Independent Support Services successfully supported three people to stage and transition to retirement

• The Minda Support O�cer Service is considered best practice after a collaborative review by Yarrow Place and SA Police

• Southern Disability Support facilitated the Self-Advocacy Program for people with intellectual disability. The program is going from strength to strength, and some of the highlights include:

› 14 additional people attended self-advocacy training

› Minda self advocates represented South Australia at national conferences and at SA Council on Intellectual Disability board meetings

› Self advocates continued to network with other advocacy groups, universities and the NDIA, and provide feedback at local, state and federal government levels on issues a�ecting people with intellectual disability

› Interest and attendance is continuing to grow in the monthly group, ‘Express Yourself Self Advocacy’.

Aligned with Independent Support Services to support people with intellectual disability living in their own homes

Expanded access to services in 2014-15 by employing a dietitian and mental health social worker

Self advocates represented Minda at national and state-based forums


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GOALS 2015-16• Improve internal business operations to develop lean, high-

performing teams and systems that are capable of responding rapidly to the changing environment as people transition to the NDIS

• Provide an increased quantity of Southern Disability Support group workshops about personal protective behaviour. We anticipate the demand for this training to increase as vulnerable adolescents transition to the NDIS

• Continue collaboration between Southern Disability Support and Independent Support Services

• Plan and implement marketing strategies to convey contemporary models of support for people with intellectual disability

• Deliver sustainable, adaptive, receptive and personable services within the NDIS environment.

Sarah, Laundry supported employee with Susan, a Developmental Educator

OCCASIONS OF SERVICE DISCIPLINE 2014-15

Speech Pathologist 214Social Worker 279Psychiatrist 1946Podiatrist 459Physiotherapist 942Occupational Therapist 1041General Practitioner 2469Disability Care Worker* 42Dietitian 123Diabetes Educator 57Developmental Educator 1111Dentist (Child) 54Dentist (Adult) 872Dental Therapist 374Clinpath/Domicillary 961Allied Health Assistant 836Psychologist 3034

*The Disability Care Worker service began in May 2015 to meet the needs of people we support through the NDIS.

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Lifestyle ServicesMinda’s Lifestyle Services o�ers participants an opportunity to try new activities, discover new ways to have fun, learn skills and make friends.

Lifestyle Services o�ers participants a wide variety of experiences and services.

Our Day Options programs strive to improve participants’ con�dence, self-reliance and community participation, with a developmental focus. MyPATH was introduced to Day Options in January 2015, which greatly expanded the range of activities and options available to our participants.

MyPATH consists of 10 pathways based on the following themes:

•Pathway 1: Life Skills

•Pathway 2: STAR (sport and recreation)

•Pathway 3: Healthy Living and Wellbeing

•Pathway 4: Culture and The Arts

•Pathway 5: All Things Food

•Pathway 6: Gardens and Environment

•Pathway 7: Information Communication and Technology

•Pathway 8: Fix ‘n’ Things

•Pathway 9: Transition to Employment

•Pathway 10: Individual Community Support

The pathways are run at Brighton and Homestead Cottage in Blackwood. We acknowledge Victorian-based organisation St Laurence Community Services, which developed MyPATH and holds its licence.

In 2014-15, Minda’s MyPATH, Day Options supported 330 participants. The service welcomed 17 new individually funded participants into the program.

Minda’s Aquatic Centre o�ers people with disabilities opportunities for recreational swimming, hydrotherapy to improve movement and physical health, and aquatic activities such as aqua aerobics. Throughout the year the Aquatic Centre catered to just over 53,000 visits by Minda service users, special school students, children involved in an NDIS trial on hydrotherapy, and community swimmers.

Retirement Lifestyle Services provides both a centre-based and community-based activity program for older Minda residents who have retired from Commercial Enterprises. The service also provides a home-based program for the residents at Pat Kaufmann Centre (aged care).

The ReConnect program provides one-on-one support for Minda residents who have chosen to no longer attend a group program or have complex support needs.

GOALS 2014-15• Facilitate the roll out of MyPATH into Minda Day Options

• Establish a vacation care program for Day Options participants and their families

• Sta� members to complete the Disability Skill Set training.

Progress towards achieving goalsFollowing months of preparation, MyPATH was launched in January 2015. While there were some initial teething problems, the program went on to run well. Many families have reported that their son or daughter has improved their verbal skills, independence, and increased their contribution to household chores such as cooking and cleaning. We will continue to make adjustments to the curriculum and participant timetables to ensure MyPATH is a success.

The vacation care program was a success, with 15 participants using the service during the Day Options Christmas closure period. The service will run again during the 2015-16 Christmas closure.

A vast majority of Day Options sta� have completed the Disability Skill Set training.

HIGHLIGHTS 2014-15A major highlight for Lifestyle Services this year was the introduction of MyPATH. It is anticipated that MyPATH will increase the level of engagement and skill development in our Day Options programs and make Minda the Day Option provider of choice in the lead-up to the full introduction of the NDIS.

An innovation for the service was the introduction of a vacation care program for Day Options participants. The aim of the program is to enable individuals with parents or carers who can’t get leave from work to have a familiar place to attend during the MyPATH closure period.

This year, Lifestyle Services assumed responsibility for running Dunsford House, a split-level home located in the picturesque coastal town of Port Elliot. The house was built in 1976 and has the capacity to sleep more than 10 people. The property was renovated in the past �nancial year and now o�ers families of people with disability a chance to spend time together and reconnect. MyPATH participants are now responsible for cleaning, maintaining and preparing the Port Elliot holiday home for visitors.

Lifestyle Services submitted a number of successful grant applications in 2014-15, including:

• $20,000 from the Australian Hotels Association to help pay for resources to set up the MyPATH program

• $5,250 from Community Bene�ts SA for gym equipment for MyPATH participants

• $1,620 from Zero Waste SA (SA Government) to purchase new tools for the Retirement Lifestyle Services recycling group and a worm farm.

Day Options sta� member, Naomi Connell, won an award for service excellence at the annual Night of Stars awards night, for her work providing Lifestyle Services to the residents at Pat Kaufmann Centre.

Throughout the year, changes were made to hiring arrangements for the Minda Aquatic Centre that signi�cantly improved its �nancial viability. This includes longer-term hiring arrangements with a number of organisations.


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GOALS 2015-16• To open a community-based op shop that will act as a training venue

for MyPATH participants and a means of raising Minda’s pro�le in the local community

• To successfully participate in an Australian Service Excellence Standards audit in 2016

• To establish and run Certi�cate 1 in Access to Vocational Pathways for MyPATH participants undertaking the Transitions to Employment pathway

• To examine the viability of establishing Minda Day Options in Adelaide’s northern suburbs.

Charlie and a furry companion participating in MyPATH

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AccommodationWe aim to give people with intellectual disability the opportunity to live in the setting of their choice, with appropriate accommodation and support.

2014-15 marked the beginning of a new era for Minda accommodation: one where our accommodation allows us to deliver individualised support, tailored to each person’s wants, needs and aspirations. Minda provided accommodation to more than 542 people during 2014-15.

Our accommodation services place empowerment and decision making with the person at the centre, supported by families, carers and sta�. In this way, it continues to improve its quality and we make progress towards Strategic Goal One: People living with intellectual disability will choose Minda for their supports.

Brighton and the Pat Kaufmann CentreA highlight of the past year was the launch of Brighton North, Minda’s new leading-edge accommodation o�ering for up to 61 people Minda support.

Forming part of the �rst stage of Minda’s Master Plan, Brighton North is an innovative model of service for Minda that is based on contemporary and individualised support. Assistive technologies play an important role in providing support that is truly person centred, allowing people we support to have greater privacy and independence than ever before.

In 2014-15, 234 people were accommodated at Brighton, including 58 people at our residential aged care facility, the Pat Kaufmann Centre. The Pat Kaufmann Centre provides open plan living across six main living areas, with predominantly single rooms.

Home Care Services supported 29 people with Level 2 packages, and an additional �ve Level 3 and �ve Level 4 packages were added. These packages will enable people to live in their own homes for longer through receiving support for ageing, and are an opportunity for people to ‘direct’ their care based on their needs and wishes.

Residential Aged Care and Home Care Packages (formerly Community Aged Care Packages) aligned in 2014-15. It is anticipated that this will bring opportunities to streamline access to aged care services for people with intellectual disabilities, and develop a continuum of care and support across the ageing population at Minda.

The alignment will allow seamless access to aged care respite services as needed, transition between di�erent areas of home care support, a consumer-directed model based on ageing needs, and �exibility within funded supports.

GOALS 2014-15• Transition supported individuals into new accommodation

(Brighton North) by the end of 2014

• Provide person centred thinking training for Brighton sta� and roll out person centred tools across all houses

• Continue to provide access to quality aged care services for people living with intellectual disability

• Maintain optimal function for people as they age through intensive re-enablement input, and quality comfort support during the �nal stages

• Develop a better understanding of the business of aged care to inform and improve our service.

Progress towards achieving goals• 61 people we support were transitioned from Bonython House,

Redman House and Repton Road to new accommodation at Brighton North

• Three new accommodation services have been developed, increasing our accommodation o�erings

• The introduction of meal choices for supported individuals using Minda’s accommodation services

• Pat Kaufmann Centre facilitated improvements in the areas of management systems, sta�ng and organisational development, contributing to the smooth and e�cient running of the centre

• Pat Kaufmann Centre sta� have undertaken the Disability Skill Set run through the SA Learning Centre, and nursing sta� have supported this with speci�c mentoring training to embed person centred/active support practices in the residential aged care facility

• Secured a grant to examine the Pat Kaufmann Centre, resulting in a clear understanding of the centre’s practices and management in readiness to embark on a Business Improvement Project to secure the future of aged care services at Minda

• Towards the end of the �nancial year, aged care reforms started to be implemented into existing packages, adding an additional �ve Level 3 and �ve Level 4 packages to the Home Care Service.

Minda provided accommodation to more than 542 people in 2014-15

61 people we support were transitioned from Bonython House, Redman House and Repton Road to new accommodation at Brighton North


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HIGHLIGHTS 2014-15• Transitioning people Minda supports from Redman house into 8-10

Bonython Way, giving individuals far greater independence

• Access to assistive technology for individuals residing at 8-10 Bonython Way

• Pat Kaufmann Centre/Minda Nursing Home was awarded a further three years accreditation following a comprehensive survey with the Australian Aged Care Quality Agency

• Two bedrooms were repainted and refurnished at Hodge house

• Pat Kaufmann Centre successfully hosted a number of funerals and a large, three-yearly memorial service for families and friends of the deceased, creating an environment of celebrating the lives of those who have passed away

• Pat Kaufmann Centre supported a number of people to transition from their homes after periods of illness through intensive re-ablement programs

• Pat Kaufmann Centre developed the internal lifestyle program to include person centred activities such as music, art and other sensory activities for residents

• Two Pat Kaufmann Centre residents gained external recognition for their artwork

• Received a grant to purchase iPad applications to support communication and relationship building across Minda’s Brighton accommodation

• The Acting Manager won a leadership award at Minda’s Night of Stars for outstanding leadership demonstrated throughout the transition to Brighton North.

GOALS 2015-16• Prepare for �exible service delivery in line with NDIS criteria while

ensuring we focus on residents Minda supports as participants

• Negotiate changes to rostering in response to changing requirements in the workforce

• Enable sta� access to computers and the internet

• Provide training for sta� to maximise the potential of the computer system and assistive technology

• Implement a number of business improvement strategies aimed to establish viability and sustainability of Minda’s residential aged care service.

Jonathon and his dad, Max at the new Brighton North accommodation

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Community AccommodationMinda is supporting people to live in the community of their choosing. We support people from Gawler in the north, to Hackham West in the south, and from Minlaton on the Yorke Peninsula to Millicent in the south east of the state.

In 2014-15 Minda provided accommodation support to 240 people in the broader community.

Minda’s community-based accommodation services were signi�cantly expanded with four new group homes located in Klemzig, Oaklands Park, Hackham West and Millicent. These new services enabled 11 people with intellectual disability who were under Disability SA’s urgent wait list to move into brand new houses under the National Rental A�ordability Scheme. Minda’s accommodation team and Southern Disability Support worked with Disability SA case workers, families, and others to ensure a smooth transition. Most of the people we support moved into their new homes in the �rst half of 2015. In addition, Minda was chosen to provide accommodation support to a young person at Hewett (near Gawler).

In preparation for the NDIS, Minda has continued to facilitate skill set training for all sta� that focuses on person centred thinking, human rights and active support. This lays the foundation for Minda to transform the way it delivers support to people with intellectual disability. Minda will transition from using a service provision model to one that is focused on consumer-directed support, where individuals will have more control to choose what services they receive, and who will provide those services. With the full implementation of the NDIS due to be rolled out by 2018, Minda will be well placed to respond to the needs of the people with intellectual disabilities.

GOALS 2014-15• Continue to roll out person centred thinking across

community accommodation

• Implement systems to support NDIS models of funding across respite services

• Introduce �exible service models across community houses in preparation for individualised funding and the NDIS

• Identify increased support needs to meet changing needs of ageing individuals in community accommodation, including transition to retirement

• Support a culture of PRAISE (Minda’s values) across community teams

• Facilitate ongoing sta� development to achieve the delivery of best practice in service provision.

Progress towards achieving goals• In 2014-15, 80% of our sta� had either completed, or were in the

process of completing, their skill set training in person centred thinking, human rights and active support

• An increasing number of Disability SA-funded children with individually funded packages accessed the respite service, and Minda continued to liaise with Disability SA to ensure there was equity in access to our respite accommodation

• Continued to develop individually focused, person centred, �exible services designed speci�cally to meet the needs to the people we support

• Conducted research in collaboration with the South Australian Government under the ‘New Ideas for Growth’ initiative to consider a range of options to support people with disability to gain equity or ownership in their own homes, and worked with families, Minter Ellison Lawyers and Accru Harris Orchard Chartered Accountants to bring the project into fruition

• Successfully applied for 10 Commonwealth funded high-level support home care packages, which will provide greater levels of support to help individuals in the community following episodes of acute care

• All sta� participated in annual performance appraisals and periodic updates on their professional progress against the organisation’s values.

GOALS 2015-16• Consolidate person centred thinking training and ensure person

centred thinking is delivered across community accommodation

• Continue to expand our community accommodation service to support people in need and those on the urgent wait list

• Continue to develop innovative models of support and accommodation

• Upgrade houses that no longer meet the needs of the people who live there

• Implement Child Wise training across Minda

• Implement information technology and assistive technology to provide better outcomes for the people we support.

Provided accommodation support to 240 people in the broader community

Four new group homes made available in Klemzig, Oaklands Park, Hackham West and Millicent

Facilitated training for all sta� members on person centred thinking, human rights and active support


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Anthony at home with his parents, Julie and Joe

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Supported Employment ServicesWe maximise employment opportunities for people living with intellectual disability and support people to contribute their skills and abilities as part of the workforce.

Commercial Enterprises

Minda’s Commercial Enterprises provides supported employment opportunities for people living with intellectual disability.

Commercial Enterprises had an exciting and challenging year. Key highlights include:

•Nine new business opportunities were developed within Minda’s existing nine commercial enterprises

•Horn Australia was acquired early in the �nancial year

•SA Group Enterprises was acquired in November 2014.

As a result, a further four business units were added to Commercial Enterprises.

Horn Australia is the market leader in sewing and craft furniture in Australia, with national and international dealer networks. The SA-based business is well known and highly regarded for supplying innovative, quality products. It will enable Minda to expand its reach far beyond the state.

These new business opportunities, combined with our existing commercial enterprises, o�er supported employees and sta� the widest span of job options of any Australian Disability Enterprise in Australia.

Another signi�cant shift has been the targeted capital investment of processing and packaging equipment to ensure we o�er a competitive service. We are focused on investing in the right equipment so that we can o�er more rewarding work opportunities for our supported employees.

The number of supported employees increased to 420 in 2014-15 (from 321 in 2013-14). The increase can be attributed to continued recruitment e�orts and inclusion of SA Group Enterprises.

GOALS 2014-15• Develop a signi�cant presence for the Minda brand by highlighting

the Minda Packaging Solutions logo in the retail consumer market

• Progressively increase the capacity of our Commercial Enterprises to trade in �nancial surplus, without total reliance on our traditional customer base and case-based government funding

• Recruit new supported employees to replace those who are moving into retirement and other non-work options

• Re-organise the Craigburn Nursery to start growing for major retailers

• Exceed the relevant aspirational key performance indicators for the Australian Government’s FaHCSIA case-based funding agreement for our supported employees

• Work towards achieving HACCP accreditation for our catering division and ISO 9001 for our TRAK facility.

Progress towards achieving goals• More than 12 products that carry the statement ‘proudly packaged

by Minda’ have been launched into the retail sector including Foodland cleaning products, Stratco plants, Messy Jessy cake mixes and Woolworths specialty ferns

• Added new products and services to Commercial Enterprises to expand our o�er to the market, and thereby increase our potential customer base

• Our Recruitment Task Force has used a multifaceted marketing approach to increase the number of supported employees

• The TRAK furniture business has withdrawn from producing retail furniture and is successfully moving into other timber conversion areas. Investment in new equipment has reduced operational costs and will assist us to move into more pro�table sectors

• Commenced changing the business model at Craigburn Nursery in line with longer-term objectives

• Achieved the main objectives of the FaHCSIA key performance indicators

• We expect to receive HACCP accreditation and ISO 9001 by early 2016, which will ensure we are well placed to take products and services to additional markets.

HIGHLIGHTS 2014-15The acquisition of Horn Australia and SA Group Enterprises were the two most signi�cant events for Commercial Enterprises this year.

Selling contract packaged products into the retail sector has been another exciting strategic direction. Commercial Enterprises has:

• Built relationships with Foodland, resulting in more products being stocked on their shelves

• Forged a stronger alliance with Stratco: plants are grown at the Craigburn nursery exclusively under joint Stratco and Minda branding, and DIY shelving kits from TRAK are sold under the Stratco house brand

• Developed a relationship with Woolworths and Tony’s Flowers: a combination of plants from Craigburn and timber products from TRAK are retailed in selected Woolworths stores.

More than 12 products that carry the statement ‘proudly packaged by Minda’ have been launched into the retail sector

Changing the business model at Craigburn Nursery in line with longer-term objectives


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SUPPORTED EMPLOYEES BY WORK AREA

Catering Providing hundreds of meals per day to Brighton and external customers

3%

Cleaning ServicesContract cleaning services 5%Craigburn NurserySouth Australia’s largest fern nursery 10%EnvirocareDomestic and commercial property maintenance 6%Isabel’sMinda’s Brighton campus cafe 1%LaundryProfessional commercial and personal laundering 15%

Packaging SolutionsPackaging, sorting, collation and quality inspection

47%(Lonsdale 28.5%, Somerton 18.5%)

StoreFacilitating the procurement and supply of goods 1%TRAK FurnitureSpecialist manufacturer of quality timber furniture 12%

GOALS 2015-16• Ensure all our commercial enterprises are viable in the future

operational framework, which is rapidly changing, while working to ensure we are facilitating our supported employees’ needs and aspirations

• Consolidate Commercial Enterprises’ operations to reduce some operational costs and improve e�ciencies

• Maximise new business opportunities by strengthening the Minda packaging and hospitality divisions

• Relocate the Craigburn Nursery, incorporating a new operational model that will be �nancially sustainable and provide new job opportunities

• Provide an alternative to an Australian Disability Enterprises facility for supported employees who are Minda residents and cannot participate e�ectively under the new funding and wages model

• Commence the accreditation process for Minda Commercial Enterprises that are not yet ISO accredited.

Emily and Cindy from Minda’s Cleaning Services

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Open Employment - MJP Employment ServicesMJP Employment Services is a federally funded, specialist disability employment provider o�ering employment assistance for people living with disability who require support to �nd and keep a job in the general labour market.

MJP Employment Services o�ers a range of services including:

•Resume and interview preparation

•Assistance with job applications

• Job search activities

• Information about employment and training options

•Assistance and support during work experience placements and work trials

•On-the-job support

•Pre-employment skill development.

MJP liaises with a broad range of employers with a view to creating sustainable work opportunities for workers disclosing their disability. MJP consults employers on a variety of incentives they may be eligible to receive to facilitate the smooth transition into employment, with a focus on achieving positive outcomes for both the employee and the employer.

In 2014-15 MJP provided services to more than 200 people, including supporting school leavers to transition from school to work.

GOALS 2014-15• Increase or maintain our performance framework

• Grow awareness of MJP in the community

• Transition up to �ve people from Australian Disability Enterprise to open employment.

Progress towards achieving goals• The number of people accessing MJP services has

remained stable

• Promotion of the MJP brand in the community is increasing

• Built partnerships with employers and other organisations in the community.

HIGHLIGHT 2014-15Through the Job in Jeopardy program, MJP provided extensive support to �ve people with disability impacting on their work. A collaborative approach between MJP and the employer ensured the workers retained their existing jobs.

GOALS 2015-16• Prepare for the future of disability employment services

in the NDIS

• Introduce a consumer reference group

• Improve performance signi�cantly above the national average

• Update the MJP website

• Recognise and celebrate our 20-year anniversary.


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Independent Advocacy

Minda’s independent advocacy program provides support and advocacy for members of the Minda community and beyond, operating externally to the organisation.

The service is a safe and con�dential channel through which a person can raise a concern about something or someone at Minda. The Independent Advocate reports directly to the Chief Executive O�cer and is available seven days a week.

People who may contact the Independent Advocate include:

•Sta� working in any area of Minda

•Supported employees

•Families of people living or working at Minda

•Professionals delivering services to people at Minda

•The public who may witness an incident or have a concern.

The Independent Advocate is an autonomous contractor to Minda, but has a positive working relationship with all departments. The service continued to have a positive impact in 2014-15.

The Independent Advocate role has been in place since 2010

The Independent Advocate receives approximately 70 queries per month

Approximately half of the queries are resolved and closed each month – some are ongoing, depending on the support needed.

?

The Independent Advocate

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People and Culture

Goals 2014-15•Actively engage in discussion, management review and

continuous improvement in work health and safety and injury management

•Review and maintain systems that meet safety standards and legislation to ensure the safety of employees, contractors, volunteers and visitors

•Deliver a cost e�ective health program to promote a �t and healthy workforce

•Meet agreed safety targets and continuously improve our safety support programs to ensure injury, illness and return to work are e�ectively managed

•Encourage sharing of health and safety information with all employees and ensure regular review of work health and safety issues in consultation with employee representatives.

Progress toward goals•Fully trained health and safety representatives and contact

o�cers across the organisation•Regular ‘toolbox’ talks with various business areas • Increased completion rates of workplace inspections to 100%•Earlier intervention focus through the MRQS software•Supported greater acceptance and use of MRQS, leading to

more hazard reporting•Settled several long-term injury claims •Ongoing early intervention for incidents, combined

with a multi-disciplinary approach to supporting sta� after incidents.

Highlights 2014-15•Our attrition/turnover rate has further reduced to a rolling

average of 13%•General improved awareness about work health and safety

requirements across the organisation •Total injury claim numbers were slightly lower than the

previous year. The reduction in manual handling injuries could be attributed to revising the manual handling program to be more relevant to work areas

•Reductions in a number of work health and safety measures such as the lost time injury frequency rate, actuarial liability and total injury claim numbers

•The lost time injury frequency rate has dropped from 35.62 to 18.94 in four years. The reduction could be attributed to early reporting via electronic systems and early intervention from the Return to Work Coordinator within 48 hours of incidents being reported. The Return to Work Act 2014 emphasises early intervention, and Minda is well placed to demonstrate compliance.

Goals 2015-16•Review all work health and safety training requirements for

the organisation and update the essential training program•Review and update manual handling training•Finalise safe operating procedures for the 30 task analyses

conducted within the job dictionary•Benchmark against partner organisations to see how Minda

compares to others in the sector•Successfully complete the WHS accreditation audit.

Health and Safety

Our employees are our greatest asset. Every day, they directly bring life to our vision for people living with intellectual disability to live enriched lives of their choosing.

In 2014-15 Minda employed 1399 sta� 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, For Minda to be an employer of choice, the People and Culture team provided advice and support to managers and initiated a range of strategies to support Minda to achieve its strategic objectives.

The People and Culture team partners with Minda’s business areas to strengthen organisational capacity and align talent with the future direction of Minda. It also provides strategies to attract and improve the depth of talent and leadership within the organisation, and maximise our ability to retain sta�.

People and Culture develops and implements a range of workforce strategies including recruitment, training, workforce planning, and reward and recognition to ensure Minda is a great place to work and a safe and supportive environment.

The Health and Safety team supports managers and employers to provide a safe environment and to improve the health and safety of our operations. The health, safety and wellbeing of our people are central to the success of the organisation.

Regardless of where our people are located or the type of work they undertake, the Health and Safety team strives to create work environments that are free from workplace illness or injury. We work to identify and manage risks to provide greater protection for our people, communities and assets.


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Human Resources

Goals 2014-15•Develop a workforce plan for future workforce needs•Develop a succession planning framework•Review the allied health professionals classi�cation• Implement employee engagement strategies in response to

Sta� Survey outcomes•Develop a supported employees handbook•Develop and promote Minda’s new code of conduct•Develop a change management framework•Develop a leadership development framework•Strengthen the use of e-learning for essential training•Review the traineeship program and roll out a third program •Finalise the human resources policy framework•Negotiate the ninth Minda Enterprise Agreement.

Progress towards achieving goals•Worked with a workforce development consultant to obtain a grant to

support the development of a workforce plan, with assistance from a UniSA student

•Completed the succession planning framework •Review of the allied health professionals classi�cation is progressing

and has been aligned with the review of the Developmental Educator role and function

•Completed a supported employees handbook•Developed a new code of conduct and promoted it to Minda sta�,

supported employees and volunteers•Selected and started using a new e-learning provider •Reviewed the traineeship program, and a third program was rolled out•Completed the human resources policy framework •Commenced negotiations for the ninth Minda Enterprise Agreement.

Highlights 2014-15•Successful workforce transition plan to guide the move to Brighton

North accommodation

•Reviewed the Essential Training Program, embedding human rights, person centred thinking and active support training

•Completed and disseminated the human resources policy review

•All position descriptions reviewed and completed

•Obtained DCSI background checks for all employees, a new requirement

• Introduced drug and alcohol awareness training

•Transitioned all supported employees to the Supported Employment Services Award.

Goals 2015-16•Revitalise our recruitment and retention Program to ensure quality sta�

• Implement the Technology One human resources system

•Ratify the ninth Minda Enterprise Agreement

•Ratify the seventh Minda Nursing Employees Enterprise Agreement

•Respond to the BPA sta� survey and build a culture of respect and trust throughout Minda.

STAFF BREAKDOWN BY WORK AREAS AT 30 JUNE 2015

Corporate 9%Lifestyle 15.5%Residential 53%Supported 22.5%

STAFF BY WORK TYPE AT 30 JUNE 2015

Full time 25%Part time 59%Contract 1%Casual 15%

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South Australian Learning CentreThe South Australian Learning Centre is a Registered Training Organisation delivering a variety of accredited and non-accredited training and sta� development opportunities to the community services sector through partnerships with local organisations and independent learners. It also provides Minda with much of its essential training.

All programs can be customised to meet the needs of the organisation, ensuring learning outcomes are directly related to service delivery.

The centre’s scope of quali�cations o�ers pathways from traineeships with Minda through to career development routes, with learners beginning at Certi�cate III and progressing through to diploma level. The diploma provides a pathway into university to undertake a Bachelor of Disability.

The centre’s scope of accredited courses includes:

•Certi�cate III in Disability

•Certi�cate III in Aged Care

•Certi�cate IV in Disability

•Certi�cate IV in Mental Health

•Certi�cate II in Understanding and Management of Diabetes

•Disability Work Skill Set – Active support of clients with a disability

•Diploma of Disability (partial credit for disability undergraduate degree guaranteed).

In 2014-15 there were 262 course enrolments. Of the enrolments, 184 were from Minda employees. Student enrolments into the Certi�cate III courses re-established following funding caps in late 2013. Retention and completion rates for fee-for-service and diploma-level courses also increased signi�cantly in 2014-15.

GOALS 2014-15• Review course/program delivery in light of new training packages

(120 hours work placement requirement)

• Create new business opportunities for non-accredited training

• Identify learning opportunities that are better suited to a wider range of learners, such as supported employees and people we support

• All corporate sta� trained in human rights and person centred thinking

• All operational sta� trained in an accredited skill set that is framed around human rights, person centred thinking, community inclusion and active support. Mentoring training developed and rolled out across the organisation to support this.

Progress towards achieving goals• Completed the review of course/program delivery

• Regular business secured with a number of organisations and ongoing activity to further increase business

• Certi�cate I and II courses have been identi�ed, and preparations are underway for their inclusion on the scope and future delivery in partnership with MJP Employment Services and MyPATH

• All corporate sta� were trained in human rights and person centred thinking, and the concepts have been embedded into the new sta� induction training

• Training schedule completed, with strategies in place to secure certi�cate completions for outstanding sta�. Support for mentors is ongoing.

HIGHLIGHTS 2014-15• Sta� and students achieved unprecedented success in local and

national awards:

› Rosemary Coulter won the VET Trainer of the Year at the SA Training Awards and was a �nalist at national level

› Alex Walters and Merisa Allen were �nalists in the SA Training Awards Vocational Student of the Year category

› Sharon Squires won the SA and NT Aged and Community Services Trainee of the Year Award and was a �nalist at national level

› Fran Tullis was a �nalist in the AIM Excellence Awards Not-for-Pro�t Manager of the Year category

› Gemma Stewart won the Transitional Award through the Southern Trade Schools.

• Completed the skill set training project for Minda sta�

• Reviewed and reformatted the Induction and Essential Training schedules to ensure the content is current, and created organisational e�ciencies through developing streamlined delivery timetables

• Secured a Skills for All funded Certi�cate III project through the Training Innovation pilot project

• Transitioned from Skills for All to WorkReady provider status through the SA Government funding change

• Following an external review, undertook cost accountant activity to fully cost course delivery.


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GOALS 2015-16• Secure partnering agreements and/or approaches to apply for

WorkReady Jobs First funded projects

• Provide skills development opportunities for people supported by Minda

• Ensure �nancial sustainability while maintaining quality training provision and meeting industry regulatory requirements

• Review e-learning opportunities to increase the blend and range of internal essential training modules, and ensure access for non Minda-based students at the centre

• Complete full transition to the 2015 Community Services training package, including developing training materials and updating the scope

• Identify new areas for course/quali�cation delivery within the 2015 Community Services training package.

Maureen and Dean, Minda volunteers

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SA Group EnterprisesIn November 2014 Minda acquired SA Group Enterprises, which helped to protect nearly 140 local jobs including more than 75 supported workers.

SA Group Enterprises is a not-for-pro�t social enterprise providing employment and training opportunities for people with disabilities through its six business divisions:

•Aspitech

• Inprint Design

• IMVS Enclave

•Link Disability Magazine

•Wire Ware

•YES Employment.

Aspitech, a division of SA Group Enterprises, is the largest electronic waste recycler in South Australia. At the time the alliance was formed, Aspitech was facing severe �nancial di�culties due to the evolving national recycling framework.

In 2014-15, Aspitech employed more than 40 supported employees. It is expected that the business will progressively be transformed into one that will return to �nancial surplus and can employ many more supported and open employees.

Inprint Design is web and graphic design studio that o�ers interesting work opportunities for more than 30 people with a range of disabilities.

Link Disability Magazine is Australia’s leading national cross-disability magazine featuring opinions and perspectives from people with disability. Link is created and published by Inprint Design.

Wire Ware manufactures and designs point-of-sale display stands and employed two supported employees in 2014-15.

Your Employment Success (YES) is Adelaide’s leading specialist employment service for people who are deaf, hearing impaired or hard of hearing. It specialises in assisting both job seekers and employers to achieve successful employment outcomes

Minda provided immediate operating capital to provide surety for employees and support the ongoing expansion of the business to provide greater choice and employment opportunities for people with disabilities.

SUPPORTED EMPLOYEES BY BUSINESS DIVISION 2014-15

Aspitech 53%

IMVS 3%

Inprint Design 41%

Wire Ware 3%


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Aspitech workshop

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Our VolunteersMinda’s volunteer program is made up of members of the community, employees of corporate partners, Minda sta� and students, who all give their time freely.

GOALS 2014-15• Develop a program to attract more volunteers to become

involved in the church service program at the Pat Kaufmann Centre

• Introduce a program to ‘buddy up’ volunteers with people supported by Minda to engage in community activities

• Develop training opportunities for volunteers

• Maximise quality of service at the Drop-in Centre

• Increase support for volunteers.

Progress towards achieving goals• Successful in obtaining a grant to conduct volunteer training

• A core group of volunteers contribute to providing quality services at the Drop-in Centre – without their support, the centre could not run

• Volunteer Services has changed its focus due to the impact of volunteers needing DCSI clearance

• A volunteer coordinator has been appointed to support volunteers.

Volunteers make an outstanding commitment and contribution to Minda’s services.

Volunteers gave over 13,690 hours of their time in 2014-15, which equates to around $320,604. Volunteers made a signi�cant contribution to the positive outcomes of many groups and individuals through the support, skills and friendship they provided.

Throughout the year 535 registered volunteers from a wide range of backgrounds gave their time, including corporate volunteers and a very popular school volunteer program.

With the appointment of a volunteer coordinator in early 2015, the team has been able to explore di�erent ways to recruit and support our volunteers. This will enable more people supported by Minda to access activities enjoyed by the wider community.

We are grateful for the generous support of our volunteers. Each volunteer brings a unique array of skills and life experience to the organisation, all of which have a positive impact on sta� and the people we support.

AGE RANGE OF VOLUNTEER POOL AS AT 30 JUNE 2015

Under 25 10%25 – 45 years 26%46 – 65 years 39%65 + 21%Unknown 1%Corporate 3%

TYPE OF VOLUNTEER AS AT 30 JUNE 2015

Individual volunteer 72%Minda sta� registered 25% as volunteers

Corporate volunteer 3% organisations


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HIGHLIGHTS 2014-15• The RU Serious volunteer band won the Volunteer Award at

the 2015 Aged Care Awards, SA and NT, run by the Aged and Community Services SA and NT

• Expansion of our corporate volunteering program.

GOALS 2015-16• Increase support for existing volunteers

• Explore grant opportunities for volunteers

• Network with other not-for-pro�t organisations about volunteer recruitment strategies

• Recognise the e�orts of our volunteers. Chris with Kori, a Minda volunteer

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Strategic Marketing and FundraisingMinda continued to position Disability Choices as the entry point for support to position itself for the onset of individualised funding with the introduction of the NDIS.

There was a continued focus on reviewing marketing collateral, digital engagement strategies and fundraising practices throughout 2014-15.

Strategic Marketing focused on developing and implementing a marketing plan to promote and strengthen pathways to Disability Choices and position the service as the entry point to accessing Minda’s services. Across the year, calls to Disability Choices increased signi�cantly, resulting in a 40% increase in families supported from the previous year.

The team also worked closely with the South Australian Learning Centre to develop and implement a marketing plan to promote and increase enrolments as well as providing marketing support and direction to Commercial Enterprises.

It was a busy year for Commercial Enterprises, launching 12 products carrying the statement ‘proudly packaged by Minda’ into the retail sector. Strategic Marketing worked closely with Commercial Enterprises to ensure the Minda brand was represented consistently across all product lines.

Strategic Goal Four, Earn more to do more, asks that we seek creative and new sources of funding to grow innovative and alternative services. The mass fundraising strategy continued to grow throughout 2014-15, comprising direct mail, face-to-face and tele-fundraising which commenced in the latter part of the �nancial year.

2014-15 saw growth of the donor database through the acquisition of new cash and regular giving donors. The fundraising income was $1.5 million, which was 169% above that raised in 2013-14. This result was primarily due to the continuation and growth of the face-to-face fundraising program and acquisition direct mail strategy. A donor journey and relationship strategy was developed to maximise return on investment through the retention of donors and the increase in average gift amounts.

In addition, Minda generated increased support from the South Australian community through corporate partnerships and the conduct of various community fundraising initiatives.

Mass Fundraising Goals 2014-15•Develop a sustainable mass fundraising program, which delivers

an increase in fundraising revenue

•Acquisition of new donors

•Retention and engagement of existing donors.

Progress towards goals•Continued with face-to-face fundraising via various South

Australian shopping centres, with services provided by Focus International Marketing. The face-to-face campaign resulted in Minda’s number of regular givers increasing by 159% and revenue received via this fundraising channel increasing by 500% from 2013-14

• Implemented two acquisition and four retention direct mail campaigns, which assisted with increasing Minda’s number of active cash donors by 43% and appeal donations by 52% from 2013-14

•Launched tele-fundraising in March 2015, with services provided by Smart Health Australia. The tele-fundraising campaign comprises various acquisition and retention strategies in attempt to acquire new donors and increase the level of support received from existing donors.

2014-15 saw growth of the donor database through the acquisition of new cash and regular giving donors.

Minda generated increased support from the South Australian community through corporate partnerships

Launched tele-fundraising in March 2015


34

Rhiannon and her sister Billie-Rose

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Goals 2015-16•Deliver fundraising revenue within the allocated

expenditure budget

• Increase Minda’s cash and regular giving database through the implementation of face-to-face, direct mail and tele-fundraising strategies

•Retention of donors through the implementation of an engaging and comprehensive donor journey for each mass fundraising channel.

Partnerships and Community Fundraising Goals 2014-15•Generate additional support from South Australian businesses

through increasing the number and value of corporate partnerships

•Generate income through the implementation of community fundraising events and initiatives, and the application for external grants.

Progress towards goals• Increased cash and in-kind sponsorship support received from

various South Australian organisations by 25% from 2013-14

•Hosted a Black Tie Gala event with Autism SA, attended by nearly 600 people

• Implemented a variety of community engagement events, which collectively raised more than $23,000:

› Easter Bun fundraiser: Held in Adelaide Arcade in April 2015, with Easter Buns supplied by Bakers Delight Adelaide

› Country Footy Challenge: Held in Minlaton in August 2014

› City-to-Bay Fun Run: Held in September 2014

› Woolworths Cookie fundraiser: Held in November 2014, in Woolworths Brighton and Glenelg Stores

› Christmas Gift Wrapping: Held in Adelaide Arcade in December 2014

› Glenelg Football Club fundraiser: Held in June 2015 at the Glenelg Football Club

•Held a Board Cocktail Party in November 2014 to thank Minda’s top corporate partners and individual donors.

Goals 2015-16•Generate cash revenue and in-kind sponsorship through

developing relationships with corporate and philanthropic partners

•Generate revenue via grant submissions

•Develop and implement Minda’s bequest and major giving program

•Generate revenue through ticket sales and fundraising-related activities at major events

•Develop a community engagement fundraising program, comprising third party and internal initiatives.

•Generate revenue through a coin collection fundraising program and major lottery.

Marketing Goals 2014-15•Position Disability Choices as the leading provider of disability

referral in the state

•Position the South Australian Learning Centre as the leading training provider in the community services sector

•Achieve consistent branding across the organisation re�ecting Minda’s position as an industry leader

•Trademark all Minda service brands

•Support Minda Commercial Enterprises with marketing support for new product lines

•Support marketing for Brighton Dunes

•Build online and social media presence.

Progress towards goals•Graphic Design agency Salmon Studio continued to develop

collateral in line with the Minda Style Guide to achieve consistent branding across all material from June 2014-March 2015

•Moved �les from agency Salmon Studio to Inprint Design March 2015-June 2015

•Enquiries and website visits increased over the year

•Marketing campaign developed and implemented for Disability Choices across multiple mediums resulting in double the number of calls to the service

•Marketing campaign developed and implemented to support the South Australian Learning Centre to increase enrolments.


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Events Calendar

The Minda events calendar continues to grow year after year. Minda events raise funds for the vital work we do and raise awareness throughout the community, whether it is through the celebration of a new service or reaching a signi�cant milestone. We celebrated a momentous occasion in the 2014-15 �nancial year – the launch of Brighton North, new accommodation for the people supported by Minda, together with the following events:

July•Minda/EPAC Stars of Minda

•Visit to Thailand

August•Country Footy Challenge

September•Sensory Expo

•Tri-annual Remembrance Service

•Advertiser Sunday Mail Foundation Luncheon

•City to Bay Fun Run

October•Home Opening – Unley

•Careers and Training Information Evening

•Every Generation Festival

•Home and Garden Show – TRAK Furniture

November•Woolworths Cookie Fundraiser

•Disability and Lifestyles Expo

•Annual General Meeting

•Brighton North Launch

•Board Cocktail Party

•Christmas Expo – TRAK Furniture

December• International Day of People with Disability celebration

•Carols on the Lawns at Minda

• International Volunteer Day celebration

•Christmas Gift Wrapping in Adelaide Arcade

February•Ladies Golf Day

•Dunsford House home opening

March•Minda/EPAC Night of Stars

•Visit to Thailand

•Easter Bun fundraiser

April•Delegation from Singapore visited Minda

June•Volunteer Morning Tea

•Glenelg Football Club home match

•Mid-year Association Meeting

•A Night in Rio – joint Gala event with Autism SA

•Teachers Professional Development session

•Delegation from Thailand visited Minda

Brighton North o�cial opening

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Our SupportersThe generosity of individuals, organisations and community groups helps to fund a signi�cant amount of Minda’s services and programs.

Every dollar countsMinda’s supporters are invaluable to our fundraising e�orts and help us to provide essential services to people living 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 sta�, who volunteer their talents, skills and time.

On behalf of the Minda community, we thank the following corporate sponsors for their support in 2014-15:

Minda would like to thank the following organisations and individuals who provided substantial �nancial or in-kind support in 2014-15.

Our PatronRear Admiral Kevin Scarce AC CSC RANR, Governor of South Australia (to 7 August 2014)

His Excellency the Honourable Hieu Van Le AO, Governor of South Australia (from 1 September 2014)

Our AmbassadorsPhil Ho�mann, AM

Katrina Webb, OAM

Ali Clarke

Individual donorsA. AndersonK. BartonM. BeanS. CarrH. ChattertonEstate of L. CrosbieEstate of M. CrosbieEstate of M. DeCauxE. FassinaP. GeorgeM. GibbinsJ. GreenR. JaegerA. JonatsH. KuchelS. LeCornuJ. NolanEstate of G. O’MalleyM. MazzeoK. PrattJ. PrescottR. Schole�eldEstate of R. Schole�eldEstate of D. SmithA. VanstoneEstate of L. VinallI. WallP. Whiting

Marion Road


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OrganisationsAdelaide ArcadeAdelaide Convention CentreAdelaide Development CompanyAEIOU FoundationAustralian Executor Trustees LimitedAustralian Radio Network - Mix 102.3 and Cruise 1323BankSABeach Energy LimitedBe�t Sales and Hire Pty LtdBoileau Business TechnologyBridgewater Associates, LPBrighton Secondary SchoolChris Henderson ElectricalCity of Holdfast BayColourblind FilmsCoopersDatacom Systems SAEarth GreetingsEcolabEPACEvans and Ayers Chartered AccountantsFoodland SA

Forty WinksGlenelg Golf Club Ladies CommitteeGlenelg Football ClubHall and Baum PlumbingHender ConsultingHESTAJackson Care TechnologiesJBWereKiwanis Club of Glenelg IncMacquarie Group Services Australia Pty LtdPhil Ho�mann TravelRoyal Agricultural & Horticultural Society of SASalmon StudioSangamitha FoundationSlingShot StudiosSouth Australian Jockey ClubSouth Australian Motorsport BoardTelstraTerry White Chemists - Marion RoadThe Advertiser FoundationThe Aird GroupWoolworths SA/NTYour Nursing Agency

Honorary Life MembersMr Roy ArnoldMr Wes AshmanMr Cli�ord BarreauMr John BedfordMrs Colleen DennehyMr Kym HancockMrs Lois Hoeper, OAM (deceased)Mr Colin IveyMrs Patricia Kaufmann, AM MBEMrs Lyn Magee, OAMMr John Robson (deceased)Dr Ian SteeleMr Colin Watt, OAM DFMMrs Peg Wyld

Andrew participating in Day Options

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Risk and Internal AuditRisk and Internal Audit is integral to Minda and the people we support because it is designed to add value and improve Minda’s operations.

Risk and Internal Audit provides independent and objective assurance and advice to the Board, via the Risk and Internal Audit Committee, on the adequacy and e�ectiveness of Minda’s risk management and control framework.

It is designed to add value and improve Minda’s operations, and helps Minda to achieve its objectives by bringing a systematic, disciplined approach to evaluate and improve the e�ectiveness of Minda’s risk and control framework.

Risk and Internal Audit also helps to create a culture that values continuous improvement and sound business and risk management practices to minimise the likelihood and impact of things going wrong. In this way, it contributes towards realising Strategic Goal Six, Build organisational capability and capacity.

GOALS 2014-15• Develop and implement enterprise risk management

methodology incorporating a leading practice Risk Management Framework

• Develop and implement a leading practice Internal Audit Framework to provide a systematic, disciplined approach to evaluate and improve the e�ectiveness of risk management, control and governance processes

• Deliver an Annual Internal Audit Plan and undertake quarterly reviews of the plan on time, to quality and within budget

• Provide expert advice and practical support to the Board, Executive and senior managers on risk and internal audit

• Develop an understanding of risk and internal audit with the aim of building capacity and capability within the organisation.

Progress towards achieving goals• Ongoing transition of the Risk Management Framework to

leading practice

• Integration of Risk Management Framework methodology with new enterprise resource planning system (Technology One)

• Ongoing transition of the Internal Audit Framework to leading practice

• Delivered the Annual Internal Audit Plan on time, to quality required and within budget

• Completed quarterly reviews of the Internal Audit Plan

• Contributed expert and practical advice to personnel, steering committees and working groups across the organisation.

HIGHLIGHTS 2014-15• Facilitated the development of Strategic Risks and Risk

Management (Mitigation) strategies following consultation with Minda’s Executive Management team and Board

• Ongoing development of Minda-wide risk pro�les and risk registers

• Developed Inherent Risks documents for the Pat Kaufmann Centre and the implementation of the Enterprise Resource Planning system (Technology One)

• Developed and managed the Internal Audit Strategy (2016–19) incorporating audit universe and risk assessment, coverage of strategic risks, the Internal Audit Plan (four year), the Annual Internal Audit Plan and the Internal Audit Charter

• Developed advisory checklists for due diligence to support business acquisition and business integration, planning and responding to emergencies, and implementing the Enterprise Resource Planning system.

GOALS 2015-16• Ongoing transition of the Risk Management Framework to

leading practice

• Ongoing transition of the Internal Audit Framework to leading practice

• Deliver an Annual Internal Audit Plan and undertake quarterly reviews of the plan on time, to quality and within budget

• Provide expert advice and practical support to the Board, Executive, and Senior Managers on risk and internal audit

• Develop an understanding of risk and internal audit with the aim of building capacity and capability in the organisation.


40

Justin and Julia making soup

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Quality, Client Safety and GovernanceThe Quality, Client Safety and Governance Unit was established in 2013 to ensure Minda’s compliance with legislative requirements, safety and quality standards in respect to quality systems, corporate governance, client risk and safety.

The unit’s major functions are to provide a coordinated approach to managing quality systems, including preparing for accreditation of external audits and service improvement activities that meet Minda’s strategic goals.

The way Minda plans and provides its services ultimately determines how systems and processes are enhanced to recognise quality. We recognise that the greatest quality gains come from improving systems of support and care.

At 30 June 2015, Minda was participating in 20 quality accreditation and compliance activities.

Client safety and wellbeing is another priority. The unit focuses on enhancing governance systems and processes to support employees to improve safety client safety and also liaises with the Department of Communities and Social Inclusion about the mandatory reporting of abuse and/or neglect of vulnerable people.

Governance systems integrate client and corporate risk management to ensure Minda is compliant with legislative and contractual requirements and the relevant standards through operational governance processes.

Goals 2014-15•Continue to improve our service quality with a strong focus on

best practice•Simplify our quality, client safety and governance processes

and systems•Embed quality and client safety/risk management as part of all

our processes.

Progress towards achieving goals•Developed and continually enhanced a long-term planning

process to ensure Minda is prepared for accreditation processes, including performance measures and report progress

•Developed the Minda Quality and Accountability Framework to re�ect the Minda current and future directions

•A focus this year was developing the Accreditation Action Plan to underpin a Quality and Accountability Framework to ensure a number of key accreditation and certi�cations were achieved.


42

Quality Highlights 2014-15•Finalised the Quality, Client Safety and Governance Action Plan•Achieved a number of recerti�cation and accreditations including:

› Commercial Enterprises and MJP underwent the annual monitoring review against the National Standards for Disability Services; preparations are underway for recerti�cation in September 2015

› Craigburn Farm was successful in the Nursery Industry Accreditation Scheme’s annual assessment in October 2014

› The Minda Aquatic Centre was successful in the annual Pool and Spa Environmental Audit in November 2014

› Minda established an alliance with SA Group Enterprises in November 2014, adding three additional quality accreditation and compliance activities to the schedule

› Catering Services was reissued the Holdfast Bay Council’s Food Safety Certi�cation in May 2015

› The Pat Kaufmann Centre achieved triennial accreditation in May 2015 against the Residential Aged Care Accreditation Standards.

Client Safety Highlights 2014-15•Reviewed and updated a number of policies and procedures

through consultative processes•Made ongoing minor enhancements to the reporting portal in

MRQS, our document management system, to encourage close o� of investigation of incidents and reporting

• Increased education to sta� on client safety and incident management.

Governance Highlights 2014-15•Transitioned 2267 documents from MRQS, the existing document

management system, to the new system, ECM•Completed the Records Management Project, including

establishing an archiving system.

Goals 2015-16•Continue to enhance sta� education and training, including

developing an e-learning tool for incident management•Support TRAK Furniture and Catering Services to prepare for ISO

9001 certi�cation in 2015•Support People and Culture to achieve accreditation against the

Safety and Injury Management Protocols, which is supervised by the Department of Premier and Cabinet

•Support services across Minda to prepare for triennial recerti�cation against the Australian Service Excellence Standards, a quality framework that helps community service organisations to e�ectively manage resources, gain a better understanding of customer needs and improve accountability and reporting.

43

Corporate ManagementCorporate Management supports the business with Payroll, Rostering, Finance, Budgeting, Procurement, Fleet, Distribution and Business Information Services.

The team’s major functions are to provide corporate services and to facilitate the smooth �ow of corporate knowledge and information throughout the organisation.

Corporate Management has continued its development towards NDIS readiness and worked throughout 2014-15 to design new ways of working to support the needs of the business in the NDIS environment.

FinanceIn 2014-15, Finance continued to work on the individualisation of state funding allocations, managed the debt �nancing for Stage 1 of the Master Plan, and redesigned Minda’s chart of accounts to enable reporting on the NDIS service types in the future.

Financial Highlights 2014-15In line with the Board’s Financial Sustainability Strategy, Executive:

•Reduced the operating de�cit before �nancing income by a further 44% in 2014-15 through ongoing focus on revenue improvement and cost management

•Achieved steady growth of 3.1% in net assets and maintained stability in the balance sheet

• Invested an additional $27.6 million in the Master Plan redevelopment works and over $2.1 million in other assets to support the growth in the business and maintain the asset base

•Completed the due diligence process for two new business combinations and began the integration of both businesses into Minda’s corporate environment.

Financial Goals 2015-16•Continue to progress towards operating at break-even, in line

with the Financial Sustainability Strategy

•Maintain growth in net assets and stability in the balance sheet

•Continue to work with the State Government to allocate grant funding appropriately to individuals

•Manage the Master Plan debt

•Work with the various business units to provide unit costings and �nancial analysis of their services to inform decision making

•Update the �nancial modelling for further stages of the Master Plan and arrange debt funding for the next stage of construction.

Business Information Services In 2014-15 the Business Information Services team worked on a large number of major projects to upgrade Minda’s systems including:

•Moving to o�site data storage

•Changing to fully managed services

•Moving to hosted MS O�ce services

•Con�guring and implementing a new organisation-wide ERP system

•Creating a new client records management system

•Designing and implementing a unique system of assistive technology to improve the lives of the people we support.

We had a very busy year with progress being made on all of these projects to deliver better quality services to our users.

BIS Manager, David Zwolak, was recognised at the 2015 Minda EPAC Night of Stars employee recognition event for his unbridled commitment and dedication, winning the Service Excellence (Corporate) Award.

Technological Highlights 2014-15•Completed the transition of all data from onsite storage to an

o�site data center fully managed by an IT service partner

•Designed and implemented a leading edge assistive technology solution for the new homes in the Master Plan development

•Con�gured and implemented multiple modules of the new ERP system for Go Live on 1 July 2015, providing a single system for all corporate information and reporting

•Began the design processes for a new mobile device-enabled client records management system, which fully integrates with the ERP system

•Completed the transition to Microsoft’s online O�ce solution (O�ce 365) for existing users and added over 600 new users to our corporate environment.


44

Technological Goals 2015-16•Spread the use of assistive technology solutions to other

homes in the community

•Provide mobile devices to all community workplaces

•Enhance the functionality of the new ERP system by incorporating fundraising and donor management and risk management

• Implement the use of business intelligence, dashboard reporting, and performance planning modules across the business

•Complete the design and implementation of client records management software

•Expand the provision of wireless networks at all of Minda’s locations

• Incorporate Horn Australia and SA Group Enterprises into our business information systems

•Continue to improve our information �ows in advance of the full implementation of the NDIS in South Australia.

Payroll and RosteringIn 2014-15, our Pay O�ce team continued to ensure the delivery of accurate and timely pay to our workforce of more than 1399 employees every fortnight.

The team also worked on the design and implementation of the new payroll system to ensure the smooth transition from the old system to the new. The team performed a huge amount of testing and parallel processing during the last few months of the year to enable successful implementation of the new payroll system on 1 July 2015.

The Pay O�ce team was selected as �nalists for the Team Performance Award at the Minda EPAC Night of Stars employee recognition event in March 2015.

Our goals for 2015-16 include going live with the new payroll system, moving from paper to electronic payslips only, and enhancing online self-service functionalities to employees, including online leave applications.

Transport Minda invested over $1 million in upgrading its �eet during the year. Transport provided over 50,000 bus journeys from home to work and day programs, maintained over 125 vehicles on the road, and supported more than 1000 people with their daily transport needs. Transport also reduced vehicle accident claims by 48% during the year through improved driver awareness education and a focus on driver safety.

Key goals for 2015-16 include the ongoing maintenance and upgrading of the �eet and the continued provision of passenger journeys in safe and well-maintained vehicles. We are focused on reducing vehicle incidents to improve sta� and passenger safety.

Procurement, Storage and DistributionDuring 2014-15 we continued to provide storage and distribution services to the homes and businesses in Brighton. We were heavily involved in the �t-out of the new homes in Brighton developed under the Master Plan, arranging purchases of whitegoods and lounge and bedroom furniture.

Key goals for 2015-16 are to continue assisting the business to leverage its collective purchasing power, to continue providing supported employment opportunities, and to work with the business areas to improve stock management e�ciencies.

45

Self advocate, Nick Davies

46

Financial ReportMinda expanded during 2014-15 with the inclusion of SA Group Enterprises into the consolidated group accounts with e�ect from November 2014. The �nancial report now consolidates all entities controlled by Minda including the Minda Community Housing Association and SA Group Enterprises.

The �nancial position of the consolidated Minda group showed continued improvement with the operating de�cit reducing by more than 44% to $1.6 million.

The ongoing improvements are in line with the Board’s �nancial sustainability strategy, which aims to deliver Minda’s services within their funding boundaries, allowing investment returns and fundraising to be used to generate more opportunities and better facilities for the people we support.

Operating revenue increased by over 15% to $76.1 million. This was achieved through improvement strategies for sales in commercial enterprises through the combination of new businesses, Horn Australia and SA Group Enterprises and growth within our existing businesses contributing an overall increase of 96%.

Revenue from fundraising and donations has borne a substantial revenue improvement of 166%. Government funding has also grown by over 10% from successful tenders for accommodation services across metropolitan Adelaide and regional South Australia, and annual indexation.

Operating expenditure increased by 13% to $77.7 million. This was a result of increases in employee expenses of 10% and a 95% increase in the cost of goods and services sold, much of which was associated with the inclusion of the new commercial businesses, other business growth and the new accommodation support contracts. A signi�cant proportion of the 61% increase in administration expenses relates to our investment in the long-term fundraising program that will provide future funds to invest back into improving the services we deliver and the facilities we provide.

During the year, a further $27.6 million was invested to complete the �rst stage of the Master Plan redevelopment works in Brighton. This investment was mainly �nanced through debt, currently $21.6 million, with sales of new beachfront retirement apartments contributing $18.8 million. Further sales in 2015 are expected to reduce the current debt by $14 million before the next stage of development begins.

We continued to invest in other assets across the organisation with over $2.1 million contributed from investment returns towards new plant and equipment, improved information technology, new vehicles and other property improvements.

From a cash�ow perspective, Minda committed over $34 million to the asset base and supported the operating cash de�cit of $1.6 million. This was achieved through borrowings of $12 million, retirement apartment sales of $18.8 million, proceeds from the sale of developed land at Blackwood Park of $4.3 million and cash from investments of $1 million.

We have made signi�cant improvements in reducing the operating de�cit and with the strategies that have been adopted we are on target to eliminate this shortfall by 2018.

47

Financial Overview

2013/14 2014/15

$000 % $000 %

Government funding 55,048 74.3% 60,905 75.6%

Sales of products 3,283 4.4% 6460 8.0%

Service charges 4,659 6.3% 4820 6.0%

Land sale net returns 4,531 6.1% 4,309 5.4%

Rent 2,157 2.9% 2,251 2.8%

Other 670 0.9% 1,658 2.1%

Interest and investment net returns 3,755 5.1% 116 0.1%

Total 74,103 100.0% 80,519 100.0%

Income

2014/15

2013/14

2013/14 2014/15

$000 % $000 %

Employee costs 56,893 82.7% 61,100 78.6%

Administration costs 3,718 5.4% 5,991 7.7%

Cost of products & services 4,632 6.7% 6,093 7.8%

Depreciation expense 1,958 2.8% 2,131 2.7%

Landlord expenses 1,596 2.3% 2,426 3.1%

Total 68,797 100.0% 77,741 100.0%

Expenditure

2014/15

2013/14


48

Millions

Government funding

Sales of Products and services

Land sale net returns

Rent

Other

Interest and investment net returns

Government funding

Sales of Products and services

Rent

Other Income

Interest and investment net returns

Land sale net returns

Employee Costs

Cost of Products & Services

Administration costs

Depreciation expense

Landlord expenses

2011 2012 2013 2014 2015

Millions

Sources of fundingpast 5 years

Total funding and costspast 5 years

$100

$100

$80

$80

$60

$60

$40

$40

$20

$20

0

0

2011

2011

2012

2012

2013

2013

2014

2014

2015

2015

49

We have audited the accompanying �nancial report of Minda Incorporated, which comprises the balance sheet as at 30 June 2015, the statement of comprehensive income, the statement of changes in equity and the statement of cash �ows for the year then ended, notes comprising a summary of signi�cant accounting policies and other explanatory information, and the statement by the board of directors of the consolidated group comprising Minda Incorporated and the entities it controlled at the year’s end or from time to time during the �nancial year.

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

Auditor’s ResponsibilityOur responsibility is to express an opinion on the �nancial 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 �nancial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the �nancial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the �nancial 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 �nancial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the e�ectiveness 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 �nancial report.

We believe that the audit evidence we have obtained is su�cient 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 �nancial report presents fairly, in all material respects, the �nancial position of the consolidated group, as at 30 June 2015, and the �nancial performance and cash �ows 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

Paul Gosnold Director

Adelaide, 23 September 2015

Independent Auditor’s report


50

Statement of Comprehensive Income

Financial Statements For The Year Ended 30 June 2015

Statement of Changes In Equity For Year Ended 30 June 2015

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Statement of Cash Flows for the Year Ended 30 June 2015



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Balance Sheet as at 30 June 2015


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Notes to & forming part of the accounts for the year ended 30 June 2015



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Stephen Favretto Chair - Risk and Audit Committee

Robert Crabbe Director


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Shay and Heather participating in MyPATH ‘All Things Food’

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Minda IncorporatedKing George AvePO Box 5, Brighton SA 5048

Ph 08 8422 6200Fax 08 8422 6330www.mindainc.com.auABN 37 020 000 711

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