annual report 2015-2016 - carrington...

Annual Report 2015-2016

Cover photo: Residents enjoying a round of golf

Mayfarm Precinct

CONTENTS

Who we are 1Chairman and Chief Executive Report 2Our Achievements in2015-2016 at a glance 4Our Vision Mission and Values 5Overview of Financial Results 6Our Executive Leadership Team 8Our Care Services 10Resident and Relative Feedback 14Our Volunteers 15Community Engagement 17Community Care 18Our People and Culture 20Our Board of Directors 24Directors Report 26Operational Compliance 29

Carrington Annual Report 2015 - 2016 01

CARRINGTON IS A NON-PROFIT, CHARITABLE, PUBLIC BENEVOLENT ORGANISATION SITUATED APPROXIMATELY 4KMS SOUTH WEST OF THEHISTORIC TOWN OF CAMDEN IN NSW.

In 1888, William Henry Paling, a wealthy businessman and philanthropist, generously donated his 500 acre ‘Grasmere’ property worth £10,000 to the people of NSW in order to establish the Carrington Centennial Hospital for Convalescents and Incurables at Camden.

When the Carrington Centennial Hospital was opened in August 1890 it was the first public convalescent hospital built in NSW.

The historic sandstone/brick building is a landmark in the Camden area, and is an icon for the ‘Excellence in Care’ that has been so much a part of Carrington for over one hundred and twenty five years.

Our focus is to create communities where older people can be independent, respected, healthy, happy and ‘connected’.

We believe in our customer values focusing on our residents, clients, staff and volunteers.

Who We Are


Over the past 12 months the aged care sector landscape continued to change through the implementation of the Government Aged Care Reform as well as the budgetary constraints which was imposed by Government in December 2015 on the residential care funding formula (ACFI).

In the face of these and other challenges, for us at Carrington it was about positioning Carrington for the future.In 2015/2016 we have achieved successes in many areas, however there is more to do in an environment that is continually changing with a rapidly ageing population.

Transitioning our Community Care business to comply with the reform guidelines meant developing and implementing the right strategies through a cross-functional project team.

In preparing for changes to Community Care in February 2017, we are undertaking

to improve our business processes and service delivery, and developing new business models that will serve us well into the future.

The Government reforms into aged care will continue for the next few years. Our challenge as a sector and as an organisation that aspires to high performance is to innovate and transform our business to ensure that we meet the expectations and needs of our current and future customers for many years to come.

Building for the futurew In 2015/2016 our new facility Paling Court was commissioned to receive residents. Twelve months later, the facility is fully functioning with more than 50% capacity, an on-site fully functioning pharmacy, kiosk and hairdressing salon.

w In the twelve months to 30/6/2016 we have reduced our debt for the construction of Paling Court to 55.98%.

w Our new addition of 19 beautifully appointed cottages to our retirement living was completed in April 2016 and progressively being occupied by new residents who had come to join the Carrington family from our local areas.

w Planning is underway for the refurbishment of Werombi Court facility with a view to ensuring modern and comfortable living is afforded to our residents.

w In 2015/2016 similar work was competed at our Mary Mackillop facility with the complete refurbishment of the facility’s main lounge and dining area.

Chairman and Chief Executive Report

Bruce Hanrahan AMChairman

Raad RichardsChief Executive

“Carrington aspires to be the

provider of choice which enriches

and enables the quality of life for all people in our

community.”

Enabled to Care 03

Strategic Planningw In April 2016 the Board and Management undertook to develop Carrington’s new Strategic Plan 2016-2018.

w The Strategic Plan is our road map to ensure that Carrington is well positioned to meet the increased contestability in the sector and the ever challenging conditions for service delivery and the growing demand for aged care services.

w A document entitled “Enabled to Care – Live the Experience” was launched across Carrington outlining our future strategic direction together with our new Vision Mission and Values Statement which was developed in consultation with staff and residents.

w In September 2015 the Board and Management of Carrington embarked on a journey to imbed a new organisational culture to deliver the customer experience that we need to be delivering to our current and future customers.

w Over a period of six months through the ongoing participation of the management team strategies were developed and educational workshops were conducted to create a culture of service excellence in Carrington.

w The rolling out of these strategies to engage and bring along our staff on the journey commenced in June 2016.

Governancew In June 2016, the Board participated in a workshop to review Board competencies and performance with a view to focusing on succession planning and skills for the future. This work is now continuing to review structure and Charter of Board Committees.

w In November 2015 the Board congratulated Professor Rhonda Griffiths AM on her retirement from the Board. Rhonda joined the Carrington Board in November 2008 and was the Chair of the Care Review Committee.

w In February 2016, The Board congratulated Michael Coffey OAM on his retirement from the Board. Michael joined the Carrington Board in November 2008 and during his time he chaired the Property & Development Committee and was a member of the Care Review Committee.

w In November 2015 the Board welcomed Professor Deborah Parker to the Board.

Finally we would like to thank the Board, Management team, staff, volunteers, residents and their families for their support and effort during the year.


Raad RichardsChief Executive

w Three year Accreditation of Grasmere Terrace Residential Care Facility

w Development of a successful “in-house” Physiotherapy Service for residential care and retirement living

w Implementation of Carrington Customer Service Centric journey. This journey is designed to create an internal service differentiation as an Employer of Choice and also to create a culture of Service Excellence

w Review of business processes in Community Care to align with the implementation of Procura Software System for the Management of Community Care Business model

w Completion of the Mayfarm Precinct of Carrington lifestyle village. The Mayfarm Precinct consist of 19 beautifully designed cottages.

w Refurbishment of Main Dining and Lounge rooms of Mary Mackillop Residential Care facility

w The opening of a pharmacy shop at Paling Court Residential Care facility to service the community of Carrington

w Development of Carrington’s Strategic Plan 2016-2018

w Enhancing Carrington’s educational program with the roll out of the Business Diploma Course and the Leadership Course.

Our Achievements in 2015-2016 at a glance

‘We will ensure our facilities and assets meet the needs of our

business and the future needs ofour customers’


Our Vision Mission and Values

Enabled to Care 05

OUR VISION“Carrington aspires to be the provider of choice which enriches and enables the quality of life for all people in our community.”

OUR MISSION“We help you achieve well-being and fullness of life.’

OUR VALUES

CONSIDERATEInvolves showing concern for the feelings and well-being of others. Sensitive Respectful Mindful Understanding

ATTENTIVEInvolves paying thoughtful attention and being alert to the needs and wants of others. Aware Observant Listening Interested

RESPONSIVEInvolves being prompt and proactive in making things happen. Reliable Timely Effective Response-able

EXCELLENCEInvolves providing a seamless experience where the highest of standards are consistently maintained. Quality Compliance Innovation Benchmarking

C

A

R

E

Carrington delivered a consolidated Net Result of $2.4m before depreciation, amortisation and impairments for the year ending 2015/2016, including non-operating income.During the year the business experienced a number of changes that impacted on the Net Result. Construction of both Mayfarm Independent Living Units and Paling Court Residential Facility were finalised in 2016. Carrington had previously been appointed as the approved provider for high care beds (from NSW Health) and is now in the third year of a three year reducing transitional Funding program.

STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMERevenuew Revenue from ordinary activities increased by $4.4m during the year to $29.8m (2015: $25.4m)

w Revenue from Residential Care increased by 24% due to the completion of our Paling Court facility, as well as high level of demand for residential places

w Retirement Village revenue grew by 3% achieved by high occupancy rates in the village during the year.

ExpensesExpenses excluding depreciation, amortisation and impairments was $27.2m which represents an addition of $3.9m from last financial year. These additional costs were largely due to the opening of the new Paling Court residential facility. Operational efficiencies continue to be implemented throughout the business.

STATEMENT OF FINANCIAL POSITIONAssetsTotal assets increased by $3.5m (2%) to $169.3m primarily due to completion of building works – redevelopment of the new Paling Court Residential Care and Mayfarm Self Care facilities.

LiabilitiesLiabilities increased by $12.8m (10%) from bank loans to finance the new care facilities.

CASH FLOWCash reserves increased by $4.7m this year largely due to the commissioning of new care facilities.

LONG TERM FINANCIAL SUSTAINABILITYThere are plans to grow our services for residential care and retirement living in the next five years to meet future population demands through projects to expand our buildings and infrastructure on our Camden sites.Ongoing reviews of operations, staff rosters, supplier contracts and maximising ACFI revenue will be key drivers for our managers to achieve best practices and efficiencies.

A number of items from the Federal Government “Living Longer, Living Better” aged care reform package have commenced for Residential Care and Community Care such as setting of prices for Home Care packages and the Introduction of NDIS and how services are delivered and managed for clients.

Overview of Financial Results


Occ Avail4166 4494 3004

0.927023220145851 6143 22452 16.01%

0.9524662 3595

94.5%

96.0% 96%

98% 99% 98%

92.0% 93.0% 94.0% 95.0% 96.0% 97.0% 98.0% 99.0%

100.0%

RESIDENTIAL CARE RETIREMENT VILLAGE

Occupancy %

2016 2015 2014

Enabled to Care 07

PERFORMANCE MANAGEMENTCarrington monitors financial performance through reporting of Key Performance Indicators against set budgets and benchmark data (Stewart, Brown & Co Aged Care Survey).Industry best practice is referred to when planning for the future. The feedback from resident, client and staff surveys are evaluated to improve the quality and standard of services. Other sources of feedback and guidance have been our participation in committees of the Aged and Community Services Association of NSW and ACT.

INFORMATION TECHNOLOGY2016 Highlightsw Ongoing computer and printer hardware replacement program.

w 24/7 day IT support contract for ongoing maintenance of all servers and to assist our staff with IT matters.

w Finalised deployment of Fibre services to improve speed and reliability of internet services.

w Implemented new Server Security to control any remote access software for software vendors.

w Improved accessibility to receive credit card payments with new EFT terminals at Carrington’s reception office and Rocksalt restaurant (also with power backup).

w Procura upgrade to version 8.1, allowing new features to improve internal efficiencies.

w Firewall security upgrade to latest NG Firewall.

w Server room rack upgrades to accept fibre internet and UPS for future hardware upgrades.

w Scanners upgraded to allow to email scans directly from copiers.

w Community Care remote access deployed for mobile users, allowing improved service and employee access to files and online services whilst working in the field.

w Communications upgrade through installation of 6RU Comms cabine.

w Replaced computers in Recreation Centre to create a new internet hub for residents.

w Installation of dual monitors within Community Care, in order to improve efficiencies and enable staff to access multiple screens and windows for scheduling, etc.

w Installation of Sony ceiling projector in Recreation Centre (Magnolia Room) to allow for training and presentations.

EXPENSES

2016 2015 2014Labour & Related Costs 56% 21,837,562 18,950,111 19,368,274 General Goods & Services 5% 2,107,012 1,692,735 1,739,072 Repairs & Maintenance 2% 914,509 747,913 668,192 Administrative Costs 4% 1,446,244 1,074,388 1,037,914 Utilities 2% 925,342 869,963 926,211 Depreciation, amortisation & impairments 30% 11,705,578 3,980,478 3,817,127 Total Operating Expenses 100% 38,936,247 27,315,588 27,556,790 EXCL DEP 27,230,669 23,335,110 23,739,663 404,553

1867545

56%

6% 2%

4% 2%

30%

Expenses Labour & Related Costs

General Goods & Services

Repairs & Maintenance

AdministraKve Costs

UKliKes

DepreciaKon, amorKsaKon & impairments

76% 13% 11%

73% 18% 12%

72% 16% 12%

0%

20%

40%

60%

80%

ResidenKal Care In Home Support ReKrement Village

Principle AcCviCes % 2016

2015

2014 Percentage based on income by service provided

EXPENSES

2016 2015 2014Labour & Related Costs 56% 21,837,562 18,950,111 19,368,274 General Goods & Services 5% 2,107,012 1,692,735 1,739,072 Repairs & Maintenance 2% 914,509 747,913 668,192 Administrative Costs 4% 1,446,244 1,074,388 1,037,914 Utilities 2% 925,342 869,963 926,211 Depreciation, amortisation & impairments 30% 11,705,578 3,980,478 3,817,127 Total Operating Expenses 100% 38,936,247 27,315,588 27,556,790 EXCL DEP 27,230,669 23,335,110 23,739,663 404,553

1867545

56%

6% 2%

4% 2%

30%

Expenses Labour & Related Costs

General Goods & Services

Repairs & Maintenance

AdministraKve Costs

UKliKes

DepreciaKon, amorKsaKon & impairments

76% 13% 11%

73% 18% 12%

72% 16% 12%

0%

20%

40%

60%

80%

ResidenKal Care In Home Support ReKrement Village

Principle AcCviCes % 2016

2015

2014 Percentage based on income by service provided

4,464,169

29,063,453

29,617,532

1%

96%

2%

Liabilities

Trade & Other Payables

Loans & borrowings

Employee Benefits

ASSETS2016 2015 2014

Cash & cash equivalent 9.5% 16,000,427 11,181,075 6,716,906 66%Trade & Other Receivables 0.2% 379,972 897,101 765,033 17%Other Financial Assets 1.1% 1,916,498 1,881,639 1,759,937 7%Property, plant & equipment 59.1% 100,067,523 93,880,598 70,320,187 34%Investment property 29.8% 50,461,299 51,125,021 50,717,939 1%Intangibles 0.2% 292,266 6,521,791 6,250,768 4%Other 0.1% 139,476 294,107 187,109 57%

100% 169,257,461 165,781,332 136,717,879 21%102% 3,476,129

LIABILITIES2016 2015 2014

Trade & Other Payables 1% 1,751,560 2,201,035 2,606,229 -16%Loans & borrowings 96% 138,442,862 125,386,243 95,399,175 31%Employee Benefits 2% 3,402,777 3,201,512 3,165,854 1%

100% 143,597,199 130,788,790 101,171,258 29%110% 12,808,409

9.5% 0.2%

1.1%

59.1%

29.8%

0.2%

Assets

Cash & cash equivalent

Trade & Other Receivables

Other Financial Assets

Property, plant & equipment

Investment property

Intangibles

Other

(l to r) Amgad Lotfi, Greer Jones, Raad Richards, Kerrie Tickner–Flynn, Mark Tutt

Our Executive Leadership Team


The continual support and commitment of the Executive Leadership Team, to the Vision

Mission and Values of Carrington is vital in achieving our strategic goals.

Raad RichardsChief Executive2004 - Current

Qualifications:Business Administration (BBus), Industrial Relations and Human Resources (Graduate Diploma), and Master of Health Planning (MHP).

Career History:Raad has had over 39 years experience in health and aged care services in New South Wales. Prior to joining Carrington in February 2004, Raad occupied a number of senior executive positions in the NSW Health System.

Raad has extensive involvement at Board level in various professional and community organisations, including: Past President and life member of the Australasian College of Health Service Management, (NSW Branch); Chairman of the Bankstown Credit Union;Chairman, Creating Links Community Services; Board Member of Aged and Community Services (NSW/ACT); Chair of the ACS Residential Advisory Committee and Board Member Meaningful Ageing Australia.

Mark TuttExecutive ManagerOperations 2012 - Current

Qualifications:Mark has a Master of Business in Administration, Graduate Certificate in OHS and Diploma of Facilities Management.

Career History:Mark has over 10 year’s experience in the aged care industry and has occupied anumber of senior positions, including direct management of operation and business improvement for Retirement Villages, Aged Care Facilities, Respite Day Care, Community Care and related Health Care Services.

Amgad LotfiExecutive Manager Finance and Administration2015 - current

Qualifications:Masters in Accounting, Masters of Science and Technology Aviation, Diploma of Project Management, Bachelor of Business and is a CPA.

Career History:Amgad is a senior executive who is passionate about making a difference to organisations.Amgad has an extensive range of experience across a number of sectors mostly operating in the accounting field, he is also the Chairman of a not for profit organisation providing respite for families with children of special needs. He tries to encourage and engage others setting the framework with a can do attitude we can do anything.

Greer JonesExecutive ManagerResidential Care2009 - Current

Qualifications:Greer is a Registered Nurse, Registered Midwife and has a Masters in Management.

Career History:Greer has been a registered nurse for 50 years and has held various positions in Health Services; Commissioned Maternity Services, Campbelltown Hospital 1985; Deputy Director Nursing, Camden Hospital 1995; Director of Maternal and Child Health, Macarthur Health Services; Director of Nursing, Acute Care, Macarthur Health Services.

Greer has held management and executive management positions in Aged Care since 2005. Greer was part of the commissioning team responsible for the new Paling Court Aged Care facility.

Kerrie Tickner-FlynnExecutive Manager Community Care2016 - Current

Qualifications:Bachelor of Applied Science in Health Education.

Career History:Kerrie has over 25 years experience working in the aged and disability sector in both government and community services.

She has held various Senior Management roles at both Commonwealth, State Government and non-for profit sector.She has experience in policy development, program management, contracting and tendering home care service and disability services.

Enabled to Care 09

Residential CareStaffThere have been a number of staff changes among our senior nursing staff during the past year.

Staff Appointmnetsw Jeannette Farkas was appointed as the ACFI Coordinator in April 2016.

w Jacqueline Murray, Registered Nurse from Mary Mackillop was appointed to Werombi Court as the Care Service Manager. Jacqueline received the Pride of Workmanship Award from Rotary, she was nominated by one of the residents families.

w Bree Driscoll Clinical Nurse Specialist from Werombi Court was appointed to Paling Court as the Care Service Manager.

w Greer Jones was appointed as the Executive Manager Residential Care.

w Emily Smith (Williams) and Kate Larkin were appointed to the Physiotherapist team in December 2015 and February respectively; this appointment has facilitated the commencement of our ‘in house’ Physiotherapy Service. Since then, the service has further expanded with other resources being added.

The Physiotherapist Team have developed a “Carrington Physiotherapy Aid Program” in response to the withdrawal of the previous external course. Staff have been offered the opportunity to apply and increase their skills. This will enhance our resources for staff leave relief in residential and community care.

Accreditation/Quality SystemsIn November 2015 Grasmere Terrace underwent the Quality Agency reaccreditation audit of the four standards covering management systems, health and personal care, resident lifestyle and the physical environment. In addition

to the standards there are 44 expected outcomes which were met with no additional comments achieving three years accreditation.

Grasmere Terrace, Mary Mackillop, Paling Court and Werombi Court also had unannounced and supported visits, with each facility found to be compliant with the outcomes reviewed.

The feedback from the assessors was very positive; they were very impressed by the staff attitude and relationships with the residents. They identified that the good systems we had established within the facilities to manage residents’ care and the feedback from residents was the “you could not get better staff”.

Our Care Services


“My family would like to say that this facility, food and service is very very good - in fact excellent”

(family of resident in Mary Mackillop)

Enabled to Care 11

These visits provided an opportunity for staff to showcase the innovative continuous improvement program within each facility. We continually review our practices and look at new opportunities to improve our services.

Paling Court is continuing to increase the number of residents and staff. The feedback from residents, families and visitors to the facility has been very positive. The kiosk opened in August and a big thank you to our volunteers for this service.

A review of the Model of Care was conducted with staff consultation and the implementation of Person Centred Care model commenced. Staff education for the implementation has been facilitated for all staff in the pilot at Werombi Court and Paling Court. This model has been successfully rolled out across all facilities.

Blooms Pharmacy started packing medications in the Webster packs for our residents at the shop in Paling Court they have installed a robot to assist this service and it is expected to improve the quality of medication management.

In September we commenced the rollout of the national medication chart approved by PBS as a prescription lasting four months, the evaluation of the national project found a reduction in errors and improved the quality of Medication Management.

Student PlacementsStudent placements – Nursing students from University, RTO’s (TAFE and Casey College) continue to gain experience in Aged Care at Carrington. This also provides us with the opportunity for future recruitment into our facilities.

Over the next twelve months we are planning to introduce 2nd and 4th year physiotherapy student placements from the Physiotherapy Schools at Western Sydney University and Australian Catholic University to offer 2nd and 4th Year Placements.

Second Year Masters Music Therapy student placement has been negotiated for 2017.

Research involvementDr Alison Short from Western Sydney University in collaboration with Carrington will conduct Music Therapy research which is expected to be completed in December 2016. This research will be used to develop foundational materials towards an extensive decision-making tool suitable for use across the aged care industry in Australia.

Many music initiatives targeted aged care facilities, including reports in the media and self-promoting companies, which may or may not be evidence based, and the lines between health, wellbeing and therapy have become blurred. In the light of evidence-based practice, it is important that aged care facilities are thoughtful and informed about the use of music and music therapy and how these may benefit their residents.

Dr Sandra Garrido from the MARCS Institute for Brain, Behaviour and Development at Western Sydney University are conducting a study about how music can improve the quality of life of people in residential care facilities. The study involves listening to recorded music that has been personally selected for each participant and monitoring their reactions to the music.

Western Sydney University School of Nursing and Midwifery External Advisory CommitteeOur Care Service Managers are participating in an advisory committee for the development of an online Graduate Certificate in Aged Care Nursing. The University is committed to having industry input to the course to ensure that course participants will be delivered relevant information that will enable them to lead teams that provide outstanding care to the Aged Community.

Allied Health ServicesOur Physiotherapy team are achieving good results with an increase in the number of residents attending the pain management program. Feedback is very good from the residents.

A new Physiotherapy Exercise Program “Enable and Wellbeing” has been introduced in Grasmere Terrace, residents have responded well to this initiative.Our referral process for Podiatry, Dietitian, Speech Pathology, Occupational Therapy and Dental Services continue to enhance our resident’s health care and provide positive outcomes.

LifestyleWe have a dynamic lifestyle team who have developed exciting, innovative and stimulating programs for all our facilities. They are designed to meet the differing requirements for residents across the facilities and some new initiatives include: swimming, cooking, and Bunning’s DIY program for both men and women, Ladies day at Bunnings, commenced in May with residents enjoying the opportunity.

The lifestyle team have:

w Implemented Life Stories for residents’ across all facilities.

w Mary Mackillop had their first weekend bus trip to Berry Celtic Festival, staff took 10 residents and all had a wonderful day.

w Resident actions program has been implemented for residents who need a purpose for daily living and involvement in village life by delivering sermons to the Dementia Unit residents each week, sanding and refinishing furniture.

w “Drop off your wheels and have a coffee day” is another project that has been implemented by care staff, maintenance and the physiotherapy team with some residents assisting with cleaning the wheels and checking of all walkers and chairs.

w Implementation of personalised music therapy for residents of Grevillea Dementia Specific Unit (DSU) has also commenced.

w White Boards have been installed in Dementia bedrooms to improve communication between residents and their families. A large clock was installed for Dementia residents in Grevillea so that they may have a better focus to the time of day.

w A nurturing area has been introduced for Dementia residents in Rose House. A work bench for residents in Rose House has been installed along with raised vegetable gardens.

Our Care Services


Enabled to Care 13

w One of Mary Mackillop’s volunteers applied successfully for a grant of $1500 from Grace Enterprises, they are building a raised garden in one of the DSU’s with the money.

w An animal visiting program has been extended, which the residents have really appreciated.

w More families are participating in the residents activities and meeting at the venues for bus outings.

w Werombi Court residents were very busy in July making craft, candles and planting succulent pots for their stall which they named Werombi Court Garden and Community Produce and Treasures. They were given a number of donations to assist at the stall. Residents gained a lot of satisfaction from their efforts and a special thanks goes out to all who donated and helped.

w A partnership has been developed with Cobbitty Preschool and Werombi Court, for residents to visit on a monthly basis and the preschool is exploring the opportunity for the children to come and visit the residents at Carrington.

Melinda Hodi and Nancy Marshall - Mary Mackillop Thank you to Grace

Enterprises for the kind grant of $1500

Residents enjoyed aday at the Cobbitty

Pre-school withthe children

Those who can, do. Those who can do more, volunteer.

- Author Unknown


Feedback is an essential component of our continuous improvement system at Carrington. Our annual resident and relative satisfaction survey was conducted in late 2015 with an overall response rate of 43%. A higher level of response was received from residents. Overall, there was an 89% satisfaction rate. The opportunities for improvement include communication and involvement, and meals and dining.In response to this feedback and accordance with strategic priorities we have engaged in an external consultant to increase our brand awareness to ensure promotion of our Vision, Mission and Values and design an effective communication framework to regularly inform and engage all stakeholders.

Our Guest AccommodationTo support the well-being of our residents, Carrington warmly invites family members and friends to spend time with us in our comfortable guest apartments. For the convenience of our guests these apartments are located on-site and offer quality accommodation at a reasonable price.

Inquiries and reservations can be made via our main reception(02) 4659 0590

Resident and Relative Feedback

More than you expect and all that you need

16 Carrington Annual Report 2015-2016

More than you expect and all that you need

Resident and Relative Feedback

Feedback is an essential component of our continuous improvement system at Carrington. Our annual resident and relative satisfaction survey was conducted in late 2015 with an overall response rate of 43%. A higher level of response was received from residents. Overall, there was an 89% satisfaction rate. The opportunities for improvement include communication and involvement, and meals and dining. In response to this feedback and accordance with strategic priorities we have engaged in an external consultant to increase our brand awareness to ensure promotion of our Vision, Mission and Values and design an effective communication framework to regularly inform and engage all stakeholders.

Our Guest

Accommodation To support the well-being of our residents, Carrington warmly invites family members and friends to spend time with us in our comfortable guest apartments. For the convenience of our guests these apartments are located on-site and offer quality accommodation at a reasonable price.

Inquiries and reservations can be made via our main reception (02) 4659 0590

Enabled to Care 15

Carrington Volunteers are a loyal long standing group of people. Some volunteers have been volunteering for a period of 43 years, starting with some of the original “Pink Ladies”. These generous and giving people come each week to give their time to enhance our residents lives.

We have 140 volunteers consisting of general volunteers and pastoral care. At any given week we have volunteers giving up to 350 hours of volunteering time to Carrington. The majority of volunteers consists of people coming in to volunteer their time over the following areas:-

w Bus Driving. Driving the Bus for Shopping Village Run or Day Outings for our Residential Facilities and outings for our Independent Living Residents. The Volunteer Bus drivers are an integral part of the social aspect of Carrington’s Retirement and Residential facilities.

w Leisure and Lifestyle programs for our Residential Facilities. Volunteers in this area have a personal interest in being involved in increasing the social, physical and mental well-being of Carrington’s residents. They participate in a variety of activities that are prepared by the Leisure and Lifestyle staff and help residents with these activities.

w Administration. Volunteers come on board to either gain experience to enhance their own skillset or to help with project orientated work such as the Carrington Fair.

w Kiosk Volunteers. Volunteers come in each week to help with the running of the Kiosk shops within the Grasmere Terrace, Mary MacKillop and Paling Court facilities. These shops are a god send for our residents who are unable to get to the shops themselves but are able to visit the Kiosks to obtain items such as biscuits, sweets, some toiletry items and craft items.

w Ad-hoc volunteering. In some instances we require volunteers for situations that occur that are for a short period of time such as gardening for our Residential facilities.

w On September the 30th 2015 our Volunteer Coordinator attended a presentation for the Centre for Volunteering NSW for an Award presentation for volunteers within the Sydney South West and Macarthur regions. Our Volunteer Bus driving team were nominated and won their category – Volunteer Team of the year for the region. Thank you to all of our volunteers for the time that you so graciously give.

Our Volunteers

(The Carrington Volunteer Bus team photographed above with

Laurie Ferguson, former Member for Werriwa who presented the award

to the team. Congratulations!)


National Volunteer Week is an annual celebration to acknowledge the generous contribution of our nation’s volunteers. It gives our nation the opportunity to say thank you to the six million Australians who volunteer.

Carrington held its annual Thank You Morning Tea for our volunteers on Tuesday, 10th of May at the Recreation Club. It is our staff’s and residents opportunity to thank our wonderful volunteers who graciously give their time to make Carrington such a great place to live and work!

Pastoral Care Service of RemembranceA Service of Remembrance is held near the end of each year. This service provides an opportunity for families and friends to remember and honour those they have lost. The 2015 service was held in recognition of the 116 residents and clients who passed away in the previous 12 months. Following a service of music and remembering, those lives were honoured with the planting of a crepe myrtle out the front of the Recreation and Leisure Club.

Training of new Pastoral Care VolunteersPrior to officially joining the Pastoral Care Team, prospective volunteers participate in a 40-hour training program. This training provides an orientation to Carrington and its programs and facilities, as well as training in topics such as loss and grief, palliative care, dementia, spirituality and self-care.

Through Our Eyes Reminiscence ProgramCarrington’s partnership with Magdalene Catholic High School continues to grow, with 2016 being our biggest ever.Twenty-two Year 11 students were matched with eight Carrington residents with the focus of their time being spent on listening to the stories of the residents. The three month program culminated in a presentation afternoon where the residents and their families were invited to view an audio-visual presentation of the residents’ stories. This program is currently a finalist for the 2016 Quality in Pastoral and Spiritual Practice Awards, with winners being announced in October 2016.

Our Volunteers

(Les Langston, Gift of Time recipient)

w Gift of Time Volunteer Les Langston

w Mary MacKillop Kiosk Laurel Charles

w Grasmere Terrace Kiosk Laurel Patane

w Mary MacKillop Facility Annette Murchie/Valeria Garcia

w Carrington Bus Services Richard Long

w Mary MacKillop Kiosk Laurel Charles

Volunteers recognised at the annual Thank You Morning Tea 2016

“Volunteers do not necessarily have the time; they just havethe heart.”

(Elizabeth Andrew )

Enabled to Care 17

Duke of Edinburgh Award ProgramOver the past financial year we have been able to connect with more schools for the Duke of Edinburgh Award program. Carrington is currently hosting five Duke of Edinburgh students in completing their awards at either Bronze or Silver level. This has proven to be a very successful program and our Residents look forward to seeing the students each week. The students either read, play games – such as board, card or Wii games, knit, or general talking to our Residents. We currently have the following schools participating in the Duke of Edinburgh Award program at Carrington:

w Elderslie High School

w Macarthur Anglican

w Broughton Anglican College

w Magdalene Catholic School

w Elizabeth Macarthur High School

School’s Community VolunteeringWe have been able to accommodate various schools in the Macarthur District to attend Carrington for their Community Volunteering. Students from St Gregory’s College come once a year for a week where they co-ordinate it with their camp. The students are split up between the facilities and participate in the Leisure and Lifestyle program of their allocated facility.

We have been able to engage St Patricks’ College to change their program to be weekly throughout the school term. This has proven to be very beneficial to not only the students but the residents. It gives the students a better understanding of aged care and also the opportunity to build up a rapour with residents.

Overall, we have been developing and enlarging the scope of volunteering at Carrington.

Carrington FairThe Carrington Fair was once again a significant event on the yearly calendar.The Fair was held on Saturday 13th August 2016 and was enjoyed by all those attended from far and wide.A special thank you to all residents and staff that volunteered on the day.

Community Engagement


Carrington Community Care has undergone significant change through 2016-17 to enable the service to be reconfigured to meet the broader service system changes for Consumer Directed and Person Centred Care in aged and disability services.

Community Care has continued to receive funding for the following service types:

w Commonwealth Home Care Packages (HCP)

w Commonwealth Homes Support Program (CHSP), which included domestic assistance, personal care, cottage and flexible respite

w State government funding for people under 65 years for domestic assistance and personal care.

Home Care PackagesFrom 1 July 2015, all Home Care Packages (HCP) have been client focused and individualised. Clients now receive regular monthly statements and are offered a range of flexible services to meet their individual needs. With more choice and opportunity to say how their funding is spent there is total control and flexibility to ensure people are receiving the care they want and when they want it to enable them to remain living in their home longer.

In 2015-16 a total of 179 people received HCP services during the year; the attrition of people through this part of the service during the year was 37 %.

During the course of the year additional services were sourced to meet people needs, including massage, physiotherapy and occupational therapy, counselling services and a range of activities and community outings were made available. These have been welcomed by our clients and enabled people to stay connected with their local community. This a high intensity service so case management and service co-ordination play a major role in supporting people to stay at home longer.

Commonwealth Home Support Program (CHSP)The intent of the Commonwealth Home Support Program is to provide restorative, short term and low intensity services to assist people to stay at home and reduce the need for higher intensity services. It is the entry tier of the aged care service system and is aimed at complimenting higher intensity services such as home care packages and residential aged care.

Community Care

“My Co-ordinator is very supportive and provides me with help so I can provide a good service. I am really happy to hear we are focusing more on customer service”

(comment from Care Workerfollowing her performance review )

(Care worker Edwina Whiley and client Richard Eldred)

Enabled to Care 19

This year the service has been able to meet its contracted service targets and the needs of over 400 people living across the Camden, Campbelltown and Wollondilly local government areas.

The range of services has included domestic assistance, personal care, medication monitoring, meal preparation, support to medical appointments, home and community respite.

State Services – under 65While this is a small service within Community Care, we support up to 40 people who have a disability living in the community through domestic assistance and personal care.

The last half of the year has been focused on supporting these clients to prepare for their transition to the National Disability Insurance Scheme (NDIS).

Carrington Community Care is now a registered provider for the NDIS and our future focus will be on what we do well, supporting this group of people to stay at home and be a part of their community.

Quality Service and CareDuring the year Community Care was reviewed and its structure reconfigured to meet the changing system reforms for service delivery in community aged care. This has included the establishment of a focused service scheduling team, a targeted client care co-ordination team, and a referral and relationshipco-ordinator position to focus on new clients in a customer centric and caring way.

Staff have continued to participate in a range of training which focus on person centred care, case management, financial and individualised budgeting, customer service, training in Procura and information technology and the standard training requirements such as first aid, manual handling, elder abuse, dementia care.

A review of systems and process has been a major focus to ensure our Information and Technology needs meet the future demands of a more community focus and mobile service.

Service promotionCommunity Care Coordinators have continued to attend various networks and local forums throughout the Macarthur, Camden and Wollondilly regions.

ActivitiesA range of activities have been provided to our clients this year including high tea, equipment expos, trips to the local Men’s Shed, movie days, lunches to Camden RSL and Glenswood Farm.

“Thank you Carrington for the lovely service”

(Compliment received from client)

Community Care

New branding for Community Care vehicles

Staff ProfileCarrington continues its proud status as a major employer in the Macarthur region.Staffing levels have increased from 400 to 450 this year due to the fast-growing operations of Carrington with the opening of Paling Court.

Carrington remains one of the largest employers within the south-west Sydney region, and we expect to increase staff levels to around 500 by the time Paling Court is fully occupied.

The Voice SurveyThis year Carrington provided our staff with an opportunity to give feedback through a survey coordinated by Macquarie University called The Voice Survey.

We were really encouraged by the feedback received which demonstrated our staff’s love for the work they do, and they are committed to quality service outcomes. It also recognised their health and safety at work is a priority, and are a learning workforce committed to ongoing training and development.

Educational PartnershipsThis year Carrington continued to partner with educational institutions and expanded our current relationships.TAFE’s South West Sydney Institute (TAFE SWSi) provided us with access to their students in the hospitality and housekeeping industries so that we may offer part-time work during their studies.

TAFE SWSi were also kind enough to provide our teams with funded training in First Aid and Food Safety Supervisory.

We established a new relationship with Western Sydney University’s School of Computing to assist their students gain valuable client interaction experience to help their transition into the workforce.We look forward to all of our educational partnerships continuing into the future.

Service Recognition Awards

10 YearsKim NewhamMichelle DiffordJulie TanzerKim BushMelinda UnderwoodMichelle SetonAlice ButtigiegJoseph Galea

15 YearsNicole DaleyNina BakerCathy PrestonCheryl ChalkerShirley SmithVeronique PeixotoCarol Jarrett

20 YearsRobyn MayorLesley MaCraeMariana HarrisonCarol Dyke

25 YearsEileen BradfordDiana Perkins

35 YearsJennifer Hystek

We thank and congratulate our dedicated staff for their service

Our People and Culture

We will build and maintain a culture of well-being, learning

and opportunity


Enabled to Care 21

Organisational Development“Staff are our most valuable asset”Carrington continues to grow our culture of learning by providing a range of education and development opportunities to ensure our staff are enabled to provide person centered care and competent services to our residents, clients and the community. The provision of up-to-date and relevant training combined with on-the-job instruction contributes to our staff being able to provide a service-oriented approach; this in turn improves performance, efficiency, productivity and job satisfaction.

The Learning and Development team works closely with the Chief Executive and Executive Management Team to ensure that our current and future L&D priorities align to result in improvements in individual performance, organisational efficiency and to meet our actions under the key strategic priority area of “People”.

Carrington has successfully completed training for staff in our philosophy of person centered care by rolling out a series of workshops in residential aged care. This approach will ensure that we are committed to care for the older person in a holistic person centred approach; built on Carrington’s values of CARE: Considerate, Attentive, Responsive and Excellence.

With advancements in learning technologies for e-learning solutions, Carrington has successfully continued to roll out e-learning programs tailored to the aged care industry.Our e-learning platform enables our staff the opportunity to have access to a comprehensive range of industry best

practice courses and learning that is available to complete 24/7 at home or at work. The e-learning project has created and added value to Carrington’s learning and development program by ensuring consistent delivery of learning outcomes and a reduction in training costs associated with face-to-face delivery.

Modules identified and completed this year have included: Work Health and Safety Fundamentals, Prevent and Manage Elder Abuse, Bullying and Harassment, Manual Handling, Skin Tears, Dementia, Medication Management, Food Safety and Continence Management.

Carrington has again actively pursued opportunities to gain funding support from government for nationally recognised education programs for our staff and has developed partnerships with registered training organisations to deliver high quality programs at our site.Programs delivered, with no cost to staff or Carrington, include:

w Certificate IV Aged Care Work

w Certificate IV in Leisure and Health (part-qualification)

w Diploma of Business

w Palliative Approach skill set

w Clinical Leadership skill set

w First Aid Certification

w Food Safety Supervisor


Developing Carrington’s emerging leadersCarrington is in the process of developing a leadership program based on the Aged Care Leadership Framework that incorporates formal education, mentoring and on-the-job training opportunities to reinforce knowledge and skill transference.Carrington has engaged the services of a well-regarded aged care industry training organisation to partner with us through a series of educational workshops covering: emotional intelligence, managing operational plans, leading and managing effective workplace relationships, leading and managing team effectiveness, managing quality customer service and mentoring in the workplace.

As an organisation, we have also invested in our staff to develop their industry skills and knowledge, by sending key staff to external training opportunities conducted by peak bodies and industry specialists. Courses have included: the ACS Community Forum, ACS Frontline Conference, National Volunteering Conference, Residential Care Management, Falls Prevention, Grief and Bereavement and Nutrition in Aged Care.

Supporting our community through work experienceCarrington has committed resources to support over 150 work experience student placements at its facilities to ensure they have the practical component of their qualification in a supportive and professional aged care environment. Carrington also supports our community by offering our local high school students the opportunity to complete their work experience component of their senior school studies in the areas of primary

industries; business administration and hospitality services. Carrington has continued to support Mater Dei students to achieve their “job ready” work experience program throughout this reporting period.

Carrington’s award-winning innovative partnership with Macquarie Fields TAFE enables Certificate III, IV and Diploma students studying Fitness to attend Carrington on a weekly basis to provide our residents with tailored one-on-one and group exercise programs to assist our residents in the areas of strength, mobility, flexibility and positive social interactions. Approximately 80 students have been oriented to Carrington this year as part of this ongoing successful community partnership. Another partnership with Macquarie Fields TAFE is the continued provision to host massage students to provide massage services to independent living residents, residential aged care residents and staff to support their work experience in a “hands on” people environment.

Carrington’s management team have been working closely with Theo Papanikolaou from Positive Concepts to re-imagine our customer’s experience. Theo has provided our management team with a series of interactive workshops based on service philosophy, service design, service delivery and service integration.

A key component of these workshops was to revisit our vision, mission and staff values. This collaborative exercise was empowering and positive for the Board and management team. In addition, representative members of staff from all care and service areas, residents from residential aged care and independent living clients were invited to focus groups as part of the consultation process to ensure that our new vision, mission and values were meaningful to our staff and customers and that they clearly reflect andarticulate our aspirational goal, our purpose and our staff values.


‘Enabled to Care –Live the Experience’A Customer Centric

Journey

Enabled to Care 23

We are currently delivering a series of workshops which are compulsory for all staff members to attend that will embed a culture and a service as aligned to our new vision, mission and staff values. A key component of these workshops is our staff committing in writing on their “commitment card” the purpose of their role as aligned to our staff values and our culture of service.

Part of the success of this program rests in the creation of multi-disciplinary project groups to workshop key customer touchpoints at Carrington and underpinning process maps. The aim of these groups is to embed our CARE values in all customer touchpoints and ensure our processes reflect our customer’s experience with consideration, attention, responsiveness and excellence.

Our integration project will also ensure that our values are applied across all the service delivery channels of People, Place and Process. The core elements of service integration will cover Recruitment, Training, Role Modelling, Common Language, Communication, Rewards and Recognition, Measures and Metrics, Continuous Improvement and Benchmarking.


Considerate

OUR VALUES

Attentive Responsive Excellence

(Certificate IV Aged Care presentation congratulations

to all staff)

(Staff in Mary Mackillop facility celebrate the launch of the Vision Mission and CARE Values during Customer Service

Week 4-7 October 2016)


Our Board of Directors

Bruce Hanrahan, AMSolicitorChairman (since Nov. 2012)

Non-Executive Director

Appointed 2003

Chairman of the Audit and Risk Management CommitteeMember of The Finance Committee. Care Review Committee and Property & Development CommitteeBruce Hanrahan is the principal solicitor in a local firm. He has extensive involvement in the local community including Chairman of the Macarthur Business Enterprise Centre, Chairman of St. Gregory’s Foundation, Director of Kids of Macarthur Health Foundation and in 2001 was awarded an AM for his service to the Macarthur region.

Alek JankowskiBE, M Eng Sc, Grad Dip Mgt, JP,Deputy Chairman (since Nov. 2012)


Appointed 2000

Chairman of the Finance Committee Member of the Audit & Risk Management Cmte

Alek Jankowski , prior to retirement from full time employment, worked for a Fortune 500 International Corporation as Group General Manager of several businesses in the Asia Pacific region. Originally trained as an Electrical Engineer he also achieved post-graduate degrees in Industrial Engineering and management. His career has included senior executive roles with several international businesses.

Graham G. PascoeB Ec(Hons), M Ltt, Grad Dip Urb Reg Plan,Grad Dip Local Govt Mgt, Grad Dip Ed Studies,


Appointed 2000

Member of the Care Review Committee and Property & Development CommitteeImmediate Past Chairman of the Board 2009—2012.Graham is a lifelong Camden resident with an extensive and diverse commitment to the local community.Graham holds an Economics Degree and post-graduate qualifications in Environmental Planning, Land, Economy, Local Government Management and Education.

Teresa HarmGrad Dip Adult & Further Ed, LSDA licentiate diploma speech and Drama, Grad Dip Art (Visual Arts)


Appointed 2011

Member of the Care Review, Finance, Property & Development and Audit & Risk CommitteeTeresa Harm has expertise in Adult Learning, Community Development and Health Promotion. She has a strong interest in workplace learning, change management and women’s leadership, whilst working in the health services sector she promoted the health benefits of physical activity for seniors. Her current role is in management for a large NGO and her portfolio of programs is in mental health, community development, research, advocacy, fundraising and volunteer training programs.

Enabled to Care 25

Ally DenchB.Soc.SC BA (Hons– Politics) UNE


Appointed 2012

Chair of the Care Review Committee, Member of the Property & Development and Finance CommitteeAlly has over 25 years of experience in direct care, service management and delivery and policy development in the Macarthur area. She has also held management positions at the Centre for Community Welfare training, Uniting Care Burnside and at the Spastic Centre of NSW.Ally has completed a Bachelor of Social Science (double major of Sociology and Politics) and Honours in Politics which received the Arthur J Davies Prize.

Raad RichardsBBus, Grad Dip. Industrial Relations and Human Resources, MHP

Company Secretary

Appointed 2004

Raad has had over 41years experience in health and aged care services in New South Wales. Prior to joining Carrington in February 2004, Raad occupied a number of senior executive positions in the NSW Health System.Raad has extensive involvement at Board level in various professional and community organisations, including: Past President and Life Member of the Australasian College of Health Service Management (ACHSE); Chairman of the Bankstown Credit Union; Chairman, Creating Links Community Services Co-operative; Board Member of Aged and Community Services (NSW/ACT) and Chair of the ACS Residential Advisory Committee.

Deborah ParkerRN, BA, MSocC, PhD


Appointed 2015

Member of the Care Review, Finance and Property Development Committees.Deborah is currently the Professor of Nursing at Western Sydney University and Director of the Centre for Applied Nursing Research located at the Ingham Medical Research Institute.Professor Parker has over three decades of experience in aged care and held leadership positions at a State and National level for Palliative Care, representing the aged care sector.

Karen KavanaghRegistered Tax Agent,Financial Planning


Appointed July 2016

Karen is a Certified Financial Planner and an Accredited Aged Care Professional with over sixteen years experience in this profession. She is a part owner in Accountcorp Financial Planning, an arm of Accountcorp Group Services which has been practising in the Macarthur region since 1977. She is a member of Australian Institute of Company Directors.

Director Professor Rhonda Griffiths

Retired November 2015

Director Michael Coffey

Retired February 2016


Company SecretaryRaad Richards was appointed to the position of Company Secretary in July 2005. He holds qualifications in Business Administration (BBus), Industrial Relations and Human Resources (Grad Diploma) and Master of Health Planning (MHP) and is currently Chief Executive for the Company.

Principal ActivitiesThe principal activities of Carrington during the financial year were the provision of aged care services through the operation of four aged care facilities,

283 Independent Living Units and Community Care including Carer Respite, Care Packages Levels 3 and 4, Community Care Packages Level 2 and Commonwealth Home SupportProgram (CHSP).

There were significant changes in the nature of the activities of the Companyduring the financial year due to theopening of the Paling Court Aged Carefacility and the additional 19 Independent Living Units (Mayfarm).

Short and Long Term Objectives and StrategiesCarrington’s objectives and strategies over the next three years is to build a stronger aged care service by:

w Ensuring all our services are responsive to the needs and wants of our customers.

w Building and maintaining a culture of wellbeing, learning and opportunity.

Directors’ MeetingsThe number of Board and Committee Meetings attended by the Directors of the Company during the financial year are:

Directors Report

Bruce Hanrahan 11

Director NumberMtgs

AvailableTo Attend

Attended

FinanceCommittee

Care ReviewCommittee

Property & DevelomentCommittee

Audit & RiskCommittee

No. MtgsAttended

No. MtgsAttended

No. MtgsAttended

No. MtgsAttended

Attended Attended Attended Attended

Board Meetings Committee Meetings

11

11

6

5

11

11

6

10

10

11

3

3

10

7

4

11

11

11

6

-

11

11

7

10

11

9

3

-

11

8

7

11

-

11

6

4

11

11

7

10

11

8

3

4

11

8

7

11

11

11

11

11

11

11

7

10

11

10

3

1

11

8

7

4

4

4

-

1

4

4

3

2

2

2

-

1

2

1

1

Alek Jankowski

Graham Pascoe

Michael Coffey(retired Feb 16)

Rhonda Griffiths(retired Nov 15)

Teresa Harm

Ally Dench

Deborah Parker

Enabled to Care 27

w Ensuring we have a strong brand recognition and connection with our community.

w Having systems that support Carrington to drive efficiency, growth and innovation.

w Ensuring our facilities and assets meet the needs of our business and the future needs of our customers.

w Continually identifying growth opportunities to ensure our services are flexible and efficient.

Performance of Carrington is measured through reporting of financial and non-financial information to the Board and Sub Committees against operating budgets and industry key performance indicators.

Operating and financial reviewCarrington delivered a consolidated Net Result of $2.4 million before depreciation, amortisation and impairments. The consolidated Operating income for the year was $30.9 million.

Environmental RegulationCarrington’s operations are not regulated by any significant environment regulations under the laws of the Commonwealth, State or Territory.

Future DevelopmentsCarrington will continue to provide ‘excellence in care’ to the ageing population of the Macarthur region and its environs.

Carrington has continued to expand in recent years as it has sought to provide for the increasing demands of the ageing population of the Macarthur region and its environs. This expansion has occurred at a time when the aged care industry in general has expanded and diversified considerably. The Board has made a conscientious decision to grow as an independent entity to be a long-term provider of quality aged care services.

w The opening of the new, state of the art, 130 bed Paling Court facility in July 2015.

w The completion and occupation of nineteen (19) Independent Living Units to enhance the 264 strong ILU’s in our Retirement Village.

w The refurbishment of the main dining room and lounge room in Mary Mackillop facility.

w The refurbishment of 35 Independent Living Units.

Indemnification and Insurance of Officers and Auditors IndemnificationCarrington has agreed to indemnify the current and previous directors of the Company for all liabilities to another person (other than the Company or a related body corporate) that may arise from their position, except where the liability arises out of conduct involving a lack of good faith. The agreement stipulates that the Company will meet the full amount of any such liabilities, including cost and expense.

Insurance PremiumsSince the end of the previous financial year Carrington has paid insurance premiums of $15,635.00 (2015: $14,795) in respect of directors’ and officers’ liability and legal expenses insurance contract, for current officers, including senior executives of the company and directors, against liabilities for the cost and expenses incurred by them in defending any legal proceedings arising out of their conduct whilst acting in the capacity of officer of the Company, other than conduct involving a wilful breach of duty in relation to the Company. The insurance premiums cover matters that arise within the twelve months of cover even if the matter is a consequence of an incident in a prior period.


Directors’ BenefitsNo Director of the Company has received or became entitled to receive, during or since the end of the financial year, a benefit by reason of a contract made by the Company with a director or with a firm of which the director is a member, or with a company in which the director has a substantial interest.

Directors’ interestsNo director has an interest required to be disclosed by section 300 (11) (a) of the Corporations Act 2001. The Company is limited by guarantee and does not have share capital.

Events subsequent to reporting dateThere has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material or unusual nature likely, in the opinion of the directors of the company, to affect significantly the operations of Carrington, the results of those operations, or the state of affairs of Carrington, in future financial years.

Lead Auditor’s independence declarationThe lead auditor’s independence declaration is set out on page 33 of the 2016 Annual Financial Report and forms part of the directors’ report for the financial year ended 30 June 2016.

This report is made with a resolution of the directors:

Dated at CamdenThis 26 of October 2016

Directors Report


Alek JankowskiDeputy Chairman

Enabled to Care 29

All Carrington facilities must be accredited/compliant in order to receive funding from the Australian Government through Care Subsidies.

Our consistent, positive accreditation and compliance results are a direct reflection of the dedication of our staff and a reflection of Carrington’s values of service excellence.

The compliance process provides us with an import framework to ensure continuous improvement in the delivery of our care and services.

2015/16 has seen Hotel Services go through a major re-structure of the Food and Beverage as well as the Housekeeping department with the introduction of many different components to facilitate a higher service delivery thus enhancing Life Style of both our Residential Residents as well as Independent Living Unit Residents.

The NSW Food Authority conducted their yearly audit and Carrington has again attained an ‘A’ Rating, an excellent outcome testament to the excellent work undertaken by our catering department.During the year there has been numerous positive changes to the way catering services are conducted, these include:

w Commissioning of Paling Court for both catering and housekeeping services.

w Re-deployment of food service for numerous areas of the campus by decentralising Werombi Servery with a hot and cold meal delivery system from Paling Court servery thus increasing quality whilst reducing costs.

Rocksalt @ Carrington continues to be a popular place to visit by our residents, families and the local community. Rocksalt offers a variety of high quality meal selections.

The venue offers a selection of fine meals and a vibrant atmosphere for both residents and corporate functions. The Hotel Services Team continues to develop the service offering and look forward to continuing this in the coming year.

Our new independent living In Room Dining service has commenced. This service allows residents to order meals from Rocksalt and have them delivered to their unit. The service has been embraced by residents and sales have been steadily increasing.

Operational Compliance

Carrington hasretained an ‘A’ rated licence for each of the last 8 years sinceimplementationin 2008

90 Werombi RdGrasmere NSW 2570PO Box 269Camden NSW 2570ABN: 11 109 853 278

Tel: 02 4659 0590Fax: 02 4655 [email protected]

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