annual report - cht...6 | cht annual report the care and support workers (pay equity) settlement act...

Annual Reportfor the year ended 31 March 2020

TRUST INFORMATION

Registered Office97 Great South Road Greenlane Auckland

TrusteesGraeme Edmond (Chairman)Robyn BeguelyLynne LaneRaewyn LovettStuart WilliamsBruce WaldinMax Robins (Executive Trustee)

AuditorsRSM Hayes Audit

BankersASB Bank Ltd

SolicitorsGlaister Ennor

CHT Annual Report | 1

Welcome to the CHT Healthcare Trust

2020 Annual Report

2 | CHT Annual Report

Facility locations

Auckland DHB

3 Facilities

188 Beds

132 Staff

Counties Manukau DHB

4 Facilities

281 Beds

202 Staff

Waitemata DHB

5 Facilities

324 Beds

206 Staff

Bay of Plenty DHB

3 Facilities

149 Beds

98 Staff

Waikato DHB

1 Facility

60 Beds

42 Staff

ValuesCHT Healthcare Trust aims to ensure a truly resident focused experience in our facilities by building on our five values:

Companionship ComfortCompassion Care Connected

Beds by care type

Rest Home 246Hospital 676Dementia Care 80

1,002

Chairman and Chief Executive’s ReportCOVID-19 resulted in the most challenging year in CHT’s history as the world faced a virus that older people were particularly vulnerable to. We appreciate how difficult it was for our residents, their families and our staff to deal with separation and their fear and anxiety over this time. We have learnt new ways of working and communicating and will be using this experience to continue to build strong connections with our communities.

CHT Chief Executive Max Robins, CHT Chairman Graeme Edmond



Sector leadership

CHT has taken an active role in sector leadership since we were established. Last year we set up the CHT Aged Care Fund to support research and innovation in the sector. The University of Auckland were the first recipients of a grant for their project to evaluate case mix funding for short term care. The aged care sector is moving towards funding being based on a more precise measure of dependency than the four levels of care that currently underpin the pricing structure. The project was delayed by COVID-19 but will get underway in August 2020 with the Auckland team working with Waikato DHB using CHT Te Awamutu and another small aged care provider as the trial sites.

Financial results

The operating surplus for the financial year of $7.7 million compared unfavourably with the previous year’s results of $8.7 million.

Profitability was impacted by multiple construction projects reducing useable capacity, the increase in the minimum wage, further pay equity increases for care workers and pay increases for registered nurses. Increases in interest expense and depreciation expense amounted to $1.1 million as debt increased to fund new builds and depreciation expense increased as those new builds came on line.

Valuations

A valuation of freehold land and buildings was undertaken as at 31 March 2020. This resulted in revaluation losses of $9.9 million. Land values increased significantly, causing a reduction in building values due to the valuation apportionment as determined by the level of market rent able to be generated from the site, then deducting a market land value per square metre, with the remaining value attributed to buildings. The accounting treatment for the reduction in building values resulted in a reduction in the fair value of buildings by $24.0 million. The change in building value was the primary driver of a net deficit for the financial year of $17.7 million. The gain on revaluation of land amounted to $14.1 million partially offsetting this deficit, to an overall loss for the year of $3.5 million.

At no time over the past 20 years has the government subsidy enabled providers to achieve a commercial rate of return on investments in care facilities. The EY report on the Aged Residential Care Funding Model Review, released in August 2019, modelled the returns that could be achieved on new capacity investments. A 60 – 89 bed hospital built in Auckland could achieve an internal rate of return of 3.3% if no accommodation supplements were applied and 5.2% with supplements.

As much of the market evidence is based on the sale of older assets, and very few facilities are constructed outside of a retirement village, there is not much comparative data on the value of more recently built facilities. Approximately 50% of the residential aged care facilities in New Zealand are owner operators running stand-alone facilities, many of which are not purpose built and have been developed as extensions to domestic dwellings. The compliance and building costs of bringing these up to the standard required for high level of care are prohibitive and the chronic underfunding of capital in the aged related residential care agreement results in new care facilities achieving well below a market rate of return, and a write down of the value of those assets when they are valued.

The insured replacement value for the building component in CHT’s portfolio based upon professional external advice is over $200 million compared with the market valuation of $49 million.

CHT has an extensive portfolio of predominantly new and modern facilities which, with over 1,000 beds across 16 sites and a high ratio of premium rooms, would be attractive to any large investor wanting modern assets which meet the present and future needs of the market. We believe the CHT portfolio could trade substantially above valuation.

Operating achievements

Our facilities are required to be certified by the Ministry of Health to provide residential aged care services. Four years is considered the gold standard for certification and two more CHT facilities achieved that goal this year: CHT St Margaret’s and CHT Acacia Park.

CHT’s charitable status enables us to reinvest surpluses in our facilities. That reinvestment combined with additional debt has enabled CHT to invest $75 million in new facilities over the last 4 years.

CHT Acacia Park


The modern trend in aged care is to develop “houses” which are small care suites holding 8 to 12 residents. CHT has been well ahead of the sector designing facilities that are based around eight to ten bed suites since 1999 when we built the first stage of CHT St Johns.

Our new developments include this feature which is highly valued by our residents and families who feel comfortable coming into a small community rather than a big institution.

This design has significant operational advantages as cohorting staff and residents is so much easier in our facilities when we are required to put parts of the facility into isolation.

Major capital developments

We have developed a unique design for our facilities which are broken into suites where residents and their families can form small communities.

This year CHT was in the middle of the biggest level of property development we have undertaken at one time. Projects were put on hold during the level 4 lockdown period, pushing most completion dates out by two months.

CHT Halldene

We completed the final stage of replacing the old rest home at CHT Halldene in Red Beach with a new 60 bed facility.

In Henderson the old CHT Carnarvon Hospital was making way for a new 60 bed hospital with the second stage of a three stage development opening in March.

The first stage of the redevelopment of our site in Omokoroa, CHT Acacia Park, was completed as we progressively demolished the old building to make way for the new 60 bed facility.

The project at CHT Bernadette in Mt Maunganui commenced with the demolition of the old rest home wing and construction of a new 17 bed addition to the hospital wing.

CHT Bernadette

The new beds were opened in November. In the next stage the old hospital wing will be refurbished and modernised and improvements made to the nurses station and reception area.

Significant refurbishment on two other sites, CHT Amberlea in Algies Bay and CHT Waiuku commenced during the year.

Workforce and training

While New Zealand continues to operate multiple labour markets in health, the funder will continue to draw nurses into DHBs from non-DHB providers. The aged care sector has been advocating strongly for pay parity with DHB nurses to stem the flow of nurses to the DHBs. Our registered nurse turnover has been running at high levels for several years with the combination of immigration settings and DHB wage rates major factors influencing staff to move.

CHT is increasingly reliant on a new migrant workforce, with 45% of our staff Asian or Indian. Recruitment practice may change as immigration policy responds to the NZ job market post COVID-19 and the availability of local workers.

Ethnic composition of CHT workforce

European, 28%

Maori, 2%

Asian, 20%

Unknown, 7%

Indian, 25%

Pacifica, 15%

Other, 2%

Ethnic Composition of CHT Workforce

Maori, 2%


The Care and Support Workers (Pay Equity) Settlement Act 2017, prescribes rates of pay for healthcare assistants and activities coordinators based on qualifications.

40% of CHT eligible staff are now employed at Level 4 compared with 18% when the legislation came into effect.

Distribution of Caregiver wage rates

0%

10%

20%

30%

40%

50%

Level 1 Level 2 Level 3 Level 4

2017 2018 2019 2020

The introduction of the Altura training platform has increased employee engagement with training. The Altura modules, which supplement the programmes offered through the industry training organisation Career Force, are very popular with staff.

Satisfaction with training leads in to overall satisfaction and 81% of our employees report that they are satisfied or very satisfied working at CHT.

Our management team from across the group meets monthly for training and a briefing. This provides a great opportunity for sharing, learning and developing leadership skills. As a result many of our appointments to managers’ roles are internal appointments as our new talent is developed and prepared through regular interaction with our leadership team.

Resident profile

The nature of residential care is changing with a steady reduction in rest home care, a higher proportion of males admitted and a greater proportion of residents admitted under short term contracts.

2009 Calendar Year

2019 Calendar Year

Proportion of Hospital Level residents

44% 62%

Proportion of male residents

30% 45%

Proportion in short term care

13% 35%

Length of stay in care facilities has remained stable over time with 46% of our residents having lengths of stay of less than 26 weeks in the calendar year 2019 and 18% staying less than 4 weeks.

Quality indicators

The Board’s Quality, Health and Safety subcommittee reinforces our relentless emphasis on quality resulting in significant improvements in quality indicators over the last 5 years.

CHT has very satisfied residents and families. Over 80% of our residents would recommend CHT to family and friends, over 90% view our staff as helpful and friendly and 86% are satisfied or very satisfied with our care.

A relentless emphasis on quality has seen significant improvements in quality indicators over the last 5 years.

Rate per 1,000 bed-days

2016 2020

Infections 4.8 4.46

Falls 9.94 8.62

Medication Errors 0.84 0.3

Complaints 1.18 0.73

We introduced a mystery shopper programme to provide us with feedback on our customer service, with the results providing input to the improvement of our training programme.


Changes in Executive Management

Stana Pezic our Chief Financial Officer, resigned in November and her replacement, Stuart Tabuteau started in March. Stuart is an experienced Chief Financial Officer who worked for Kiwi Property as CFO prior to joining CHT.

Acknowledgements

We would like to acknowledge the extraordinary efforts of our staff as they grappled with COVID-19. The demands placed on the aged care sector were huge and we were very proud of their contribution. Before the impact of COVID-19 was felt we already had an extraordinarily busy year.

The commitment of our Board and Management team to continuous improvement has allowed us to maintain an ambitious building and systems improvement programme, keeping staff engaged and customers satisfied.

We would like to thank our Board, Management and staff for continuing to care for our residents with unwavering compassion and commitment.

Note from The Chairman

This is the last Annual Report that will be presented by our CEO, Max Robins, as he will be stepping down from his role at the end of the year, having completed 21 years’ service as CEO. Max has made a significant contribution to CHT over this period, building and enhancing the Trust’s reputation for sound financial performance and sustained and reliable delivery of quality residential aged care services. He has also given his time freely to the Aged Care Sector, championing sector wide enhancements to the benefit of the elderly, their families, service providers and funders alike.

Graeme Edmond Max Robins Chairman Chief Executive


Our peopleCHT has become reliant on a new migrant workforce and immigration policy has had a profound impact on our ability to recruit and retain staff.

The placement of registered nurses back on the long term skills shortage list removed a significant barrier to retention but the disparity between DHB and aged care registered nurse pay rates incentivises nurses to move to DHBs. The sector has launched a campaign to have funding adjusted to the level necessary for pay parity between DHB and ARC nurses.

COVID-19 has reversed some of the gains achieved on immigration policy as New Zealand looks to redeploy people from industries such as tourism.

Employee satisfaction

CHT’s staff have a high level of engagement with 81% reporting they are satisfied or very satisfied with their jobs, 90% satisfied or very satisfied with the way they are treated respectfully by their manager, 86% satisfied or very satisfied with the way their manager communicates with them and 84% satisfied or very satisfied with training.

Training

The Altura training system was introduced last year and it is becoming the delivery mechanism for much of our training. CHT is working with a private training provider and Altura to have some Altura modules credited as prior learning for level 2, level 3 and level 4 qualifications on the NZ Qualifications Framework.

Altura can be accessed on a range of hardware including mobile devices. This means that staff can access training outside their work environment if they chose.

Altura training packages have an assessment of understanding, and on successful completion, the employee is awarded an achievement certificate. The system which uses videos extensively lends itself to both group and individual learning.

Altura sits on the Bridge platform. CHT is using Bridge to build in-house programmes on topics that are not included in the Altura Library. It was particularly useful during the COVID-19 lockdown when the Chief Executive used the platform to broadcast video messages to all staff.

EMPLOYEE SATISFACTION 81%


Meet some of our team membersWe’d like to introduce you to just a handful of our staff, originating from all around the world, and contributing in many ways to our organisation.

Nicki Wallace – Unit Manager, CHT Royal Oak

As a Registered Nurse, Nicki has worked all over the world, even working as the head nurse looking after the Sheikh of Dubai. The past 10 years have seen Nicki move into management in aged care facilities and when she’s not working you’ll find her in the great outdoors. Nicki believes ‘we are all different and we each have different skill sets to contribute. A smile and kind words go a long way’.

Hendrick Churr – Maintenance Manager

Originally from South Africa, Hendrick has more than 10 years’ experience in the maintenance industry, holding senior positions at very large companies. The ever-changing environment within his role and interaction with the residents is what he enjoys most about his role at CHT. In his spare time Hendrick likes reading, camping and spending time with his family.

Thembi Ngema – Unit Manager, CHT St Christophers

After completing her nursing training and working for many years in South Africa, Thembi moved to New Zealand in 2001 and has worked in a variety of senior nursing roles both in facilities and in the community. She loves the satisfaction and different perspectives of life that she gets from older people, especially after listening to their stories and life experience. When she’s not at work, Thembi loves to spend time with family, friends and singing in her church choir.

Stuart Tabuteau – Chief Financial Officer

Stuart has been in financial roles for more than 25 years in the UK and New Zealand, and started working at CHT in March 2020. Stuart has been really impressed by the level of passion, compassion and friendliness of the CHT people, and enjoys working for an organisation with such a strong sense of purpose. His goal at CHT is to use his skills and experience to drive efficiencies, improve resident experiences and deliver business process improvements, in particular by continuing to leverage technology.


Focus on Care AwardsEach year the CHT Focus on Care Awards celebrate the very best in quality care, innovation and staff excellence. The 2019 Awards are no exception, with inspiring winners standing out as worthy recipients who had clearly put considerable effort into their entries.

Unit Focus on Care Merit Award This year’s winner, CHT Te Awamutu, put considerable effort into building a relationship with their local school and over five visits to the facility the children were encouraged to build intergenerational relationships, reinforcing the commitment to connection for our residents with their communities. From sharing morning tea, to games and activities, to the children interviewing and writing the life stories of residents, the programme was a collaborative approach that brought to life meaningful connections.

Focus on Care Manager Award - Runner Up With impressive tenacity, courage and dedication, Unit Manager Jenny Vollmer has steered her facility through many changes and challenges and enhanced the culture at CHT St Johns since relocating to New Zealand from the UK in 2006.

Focus on Care Manager of the Year AwardWynnona Faustino, Unit Manager at CHT Peacehaven, has performed very well and leads a passionate team using her strong relationship, organisation and resident-focused skills - all outstanding qualities for a top manager. Having worked her way up through the ranks as a Registered Nurse and Clinical Co-ordinator, Wynnona sets a wonderful example of how hard work can pay off with a rewarding career in aged care.

CHT Registered Staff AwardAna Figuerres, Registered Nurse at CHT Glynavon investigated the reasons for weight loss and reduced interaction amongst Alzheimer’s dementia residents. After determining the role sleeplessness played in energy levels, interest in food and interaction with others, a simple programme was introduced which led to improvements in food intake and time with others.

CHT Non-Registered Staff Award A non-clinical perspective on caring for our residents and providing excellent customer service, was the winning formula for this Award, submitted by Sylvia van Dyk, Receptionist at CHT Halldene. The judges were impressed by the level of research about dementia that underpinned the entry and for identifying the pivotal role a receptionist plays in our facilities.


Our residents

Length of stay for residents admitted for long term care has remained very stable over time. Around 11% of residents have a length of stay less than 14 days, 27% have a length of stay at less than 90 days, 41% with stays less than 6 months, almost 60% less than a year and 74% less than 2 years.

21%

2013 2020

37%

SHORT TERM CAREShort term care increasing from 21% of ARC admissions

in 2013 to 37% of ARC admissions in 2020, a 3% increase on 2019.

RESIDENT GENDERThe proportion of female residents is 54%

and male residents 46%.

11%less than

14 DAYS

27%less than

90 DAYS

41%less than 6 MTHS

57%less than 1 YEAR

74%less than

2 YEARS

Resident & family experience feedback

Over 85% of residents and families are consistently satisfied and very satisfied with our care, reflecting our commitment to the highest possible quality care for all residents and continual communication with family members.

0

20

40

60

80

100

20162017

20182019

2020

88.9% 90.4%86.1% 87.2%

85.7%

!"#$%&"'#$()*+$#,*-"./

46%54%

SATISFACTION WITH CARE 85.7%


Meet a few of our residents

Rose Jacobs - CHT Acacia Park

Rose Jacobs celebrated her 105th birthday at CHT Acacia Park, where she has been a resident for many years. A living legend, Rose has 3 children, 13 grandchildren, 25 great grandchildren and 10 great great grandchildren! She has also set two world records at the Masters Games in Whanganui aged 92 years old, the second eldest of the 7,000 competitors! She created new world records over 100m [32.3s] and 300m [1.43.7s] in indoor rowing - what a special lady she is!

Hinerangi Simons - CHT St Johns

A resident at CHT St Johns since late 2018, Hine is a wonderful member of the CHT St Johns family. Her room is a reflection of her personality - warm and welcoming with many photos, treasured items and flowers. She loves catching up with other residents and staff in the communal areas, and attending the special cultural and musical events or hosting visitors.

Andy & Peggy Fisher - CHT Royal Oak

Andy and Peggy Fisher are both residents at CHT Royal Oak where they love being so close to each other, and enjoying the company of all the residents. After meeting on a boat from Scotland to New Zealand in their early 20’s, they celebrated their 65th wedding anniversary this year.

Jenny Bassett - CHT Onewa

Jenny has lived at CHT Onewa since mid-2019 and loves living here because she feels safe knowing that she is well cared for, plus she doesn’t need to worry about cooking for herself! She really enjoys the activities programme and chatting to staff and other residents.


Activities ProgrammeThe Activities Programme at every CHT facility provides a wide range of activities, outings and entertainment suitable for residents of all abilities, managed by dedicated staff.

From simple yet important exercise sessions to indoor bowls, crafts, cultural performances, religious services, visits from groups and outings in the local area, the opportunity for residents to stay active in mind, body and spirit is an essential aspect of the care provided by CHT.

Volunteers from the communities surrounding our facilities also ensure that any special or unique activities enjoyed by residents are catered to, such as reading, chatting in their native tongue or taking a stroll.


DevelopmentsBuilding costs continue to escalate well above the price increases received by ARC facilities. CHT has continued to reinvest surpluses into upgrading and redeveloping our facilities in accordance with our underlying purpose but on the understanding that a commercial rate of return cannot be achieved with the current Government policy settings. The COVID-19 Level 4 lockdown halted all construction work and refurbishment projects were also on hold during Level 3.

CHT Halldene - Red Beach

The final stage of CHT Halldene was completed in October increasing the bed capacity from 32 to 60 beds. This completes a project CHT started with the purchase of the old rest home and adjoining properties in October 2014 and commencement of the first stage in April 2017. The staged construction enabled the existing operation to continue.

CHT Acacia Park

CHT bought the old Acacia Park Home and Hospital in October 2015. A replacement building was designed to take advantage of the topography and sea views from its prime position on the Omokoroa peninsula. The new building is being constructed around the existing facility to keep bed availability close to the normal operating level, with the old wings demolished in stages as new capacity becomes available.

Acacia Park will be on two levels with 6 suites, each with 10 beds. The first stage was completed in November 2019, the second stage programmed for completion in November 2020 and the final stage due for completion in April 2021.

CHT Carnarvon - Henderson

CHT acquired CHT Carnarvon in November 2016, with an agreement with Bloom Living to build freehold apartments to the west and east of the site. Residents who have moved into the Bloom apartments regularly visit residents in Carnarvon.

Carnarvon was a 40 bed hospital built around a heritage homestead. The homestead has been restored to ensure the history of the site will not be lost.

The first stage of the Carnarvon rebuild was completed in April 2019 and the second stage in March 2020.

The final stage is programmed for completion in November 2020. Carnarvon has been developed in CHT’s distinctive style with six individual suites with 10 bedrooms. Each suite has its own lounge, dining area and kitchenette encouraging small communities of residents and families.


CHT Bernadette

CHT Bernadette was nominally a 113 bed site when CHT bought it in 2015. The oldest part of the facility was not suitable for a modern care facility and was demolished to make way for a new wing which was constructed over most of 2019. The middle section of the facility is being refurbished in the second stage to this project which will be completed by November 2020.

Major RefurbishmentsCHT Waiuku

CHT bought Waiuku in 2009 and increased the 40 bed facility to 60 beds in 2011. A refurbishment project is underway to upgrade the older block, replacing cabinetry, lighting and floor coverings.

CHT Glynavon

CHT bought Glynavon in 2015 and it is the final property in the Bay of Plenty to be redeveloped. Design of a new 50 bed facility is well advanced. The unit will have 10 dementia care beds and 40 dual purpose (hospital and rest home) beds.

Construction will be over two stages: the first will create 30 beds to replace the existing capacity and the remaining beds, administration and service areas will be constructed in stage 2.

CHT Amberlea

CHT bought Amberlea in 2010 and built an additional 20 beds in 2013 increasing capacity to 70 beds. The original 50 beds are being refurbished with new cabinetry, lighting, flooring and paint. Part of the unit is being converted into a dementia unit.


CHT Aged Care FundThe CHT Aged Care Fund strives to enhance the wellbeing of older people by designating funds to support initiatives that drive innovation and improvement in care for New Zealand’s elderly.

A selected number of grants are made by the CHT Aged Care Fund each year, in areas directly relating to the aged care sector such as research into the needs of older people, improved access to care and workforce development.

The first recipient of a grant is a project that is set to have a transformative effect on the future of providing tailored care and funding for older people. The ground-breaking research project into a new case-mix approach for aged care residents, is being lead by leading researchers from the University of Auckland and will take place over six months at CHT Te Awamutu. Certain residents will receive care using the case-mix categories which tailor care (and subsequent funding) according to needs, in a demonstration set to prove that this will indeed be the future of aged care in New Zealand.


Key Performance Indicators

90.0%

93.3%

90.0%

92.7%93.8%

FY16 FY17 FY18 FY19 FY20

Occupancy

99.4

126.0 127.4 139.3

151.8


Total Assets ($m)

OCCUPANCY

93.8%TOTAL ASSETS

$152M

9.2

8.9 9.0

8.7

7.7


Operating Surplus ($m)

OPERATING SURPLUS

$7.7M

49.5 52.5

60.1 64.5

67.9


Revenue ($m)

REVENUE

$67.9M

NUMBER OF BEDS

1,002913 924

997 976 1,002


Number of beds

NUMBER OF FACILITIES

1614 14

16 16 16


Number of facilities


Rate per 1,000 bed days

4.8 4.67 4.69 4.21 4.46

9.94 9.74 9.31 9.398.62

0

2

4

6

8

10

12

2016 2017 2018 2019 2020


Infections Falls

0.84

0.41 0.390.29 0.3

1.18

0.870.99

0.55

0.73

0

0.2

0.4

0.6

0.8

1

1.2

1.4

2016 2017 2018 2019 2020


Medication Errors Complaints

Clinical KPI trends

We are focused on continuous improvements in our care and clinical performance.

CHT measures and reports adverse events each month and works continually to improve the quality of service.

Events are recorded as a rate per thousand bed days. The rate of falls across CHT sites has reduced by 13% over the last 5 years and the infection rate is 7% below the rate 5 years ago.

There is an ever greater reduction in complaints which are 38% below the rate 5 years ago and medication errors have fallen by 64%. The introduction of an electronic prescribing and medication administration system was a major factor in achieving the reduction in medication errors.


CHT Lansdowne105 Botany RoadHowick 2010

09 535 4244

CHT Peacehaven55 Kinross StreetBlockhouse Bay 0600

09 627 8653

CHT Halldene35 Bay Vista DriveRed Beach 0932

09 426 3252

CHT Glynavon50 Boucher AveTe Puke 3119

07 573 6458

CHT Bernadette25 Taupo AveMt Maunganui 3116

07 575 4855

CHT Acacia Park134 Hamurana RoadOmokoroa 3114

07 548 0400

CHT Te Awamutu414 Swarbrick DriveTe Awamutu 3800

07 214 2010

CHT Carnarvon20 Lincoln RoadHenderson 0610

09 838 8348

CHT Head Office 97 Great South Rd Greenlane 1051 | Tel: 09 522 4585 | www.cht.co.nz

CHT St Johns54 Pah RoadEpsom 1023

09 625 6054

CHT Hillcrest86 Friesian DriveMangere 2022

09 275 8349

CHT St Christophers230 St George StPapatoetoe 2025

09 278 4637

CHT Onewa202-204 Onewa RoadBirkenhead 0626

09 481 0447

CHT St Margarets52 Beach RoadTe Atatu 0610

09 834 4963

CHT Royal Oak23A Mt Smart RoadRoyal Oak 1061

09 636 6211

CHT Waiuku14 Waimanawa LaneWaiuku 2123

09 235 6955

CHT Amberlea665 Mahurangi East RdAlgies Bay 0920

09 425 5017

annual report - cht...6 | cht annual report the care and support workers (pay equity) settlement act...

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