ANNUAL REPORT

2013

04 CEO’S REPORT

06 CHAIRMAN’S REPORT

09 WHO WE ARE

10 CHAPLAINCY

12 COMMUNITY & RESIDENTIAL OPERATIONS

16 CASE STUDY – CARE

20 PROPERTY MAINTENANCE & FLEET

22 AFFORDABLE ACCOMMODATION

24 PEOPLE & EXTERNAL RELATIONS

27 CASE STUDY – RESPECT

30 CENTRAL PRODUCTION UNIT

32 CASE STUDY – DELIVER

33 IT PROJECTS

36 BUSINESS SECTORS

38 FINANCE

43 CASE STUDY – DISCOVER

44 THANK YOU

CONTENTS

OUR MISSION

Reflecting Christ’s love, transform the lives of those we serve.

OUR VISION

To build a network of connecting services for our clients.

OUR VALUES

“Christ in all we do” represents our organisational values of Care, Respect, Discover and Deliver which PresCare introduced in 2013. We are without apology Christian and committed to serving people in their greatest need. These values will permeate throughout PresCare and are critical for us to achieve our vision. Living the values helps us reinforce our differentiation as a trusted Christian organisation. • Care – Through servanthood we are compassionate and caring

and seek the wellbeing of others.

• Respect – Opportunities for transforming lives are created through respect, listening to and responding to the needs of others.

• Discover – Our passion for discovery drives the sharing of ideas, learning and the innovation of our services.

• Deliver – We deliver on our commitment to Christian Stewardship through high performance and the sustainable management of resources.

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A PROUD HISTORY

We have been caring for Queenslanders in their communities from Cairns to Coolangatta for almost 85 years. A Ministry of the Presbyterian Church of Queensland, PresCare provides a full range of care services from residential and in-home care, affordable accommodation and retirement living, to allied health services and nutritious meals.

chaplains across the state. This helps us deliver on our values of ensuring Christ

is in all we do.

Housing affordability is a major issue confronting seniors, particularly those in

regional centres. In Rockhampton and Maryborough over a third of the population

is renting and more than 20 per cent of them are aged over 65. The need for good

quality affordable housing is paramount.

I am particularly proud of PresCare’s involvement with the National Rental

Affordability Scheme (NRAS) and the progress of our developments in

Rockhampton and Maryborough. These developments began in April 2013

with first occupancy in December 2013.

The Federally-funded housing developments will meet a vital community need

for affordable housing for people over 55. A total of 60 two-bedroom units will

be constructed in this first round, 40 in Rockhampton and 20 in Maryborough.

To be part of a project providing a place for people to call home is a rewarding

experience. For many of us, not having to worry about having a roof over our

heads is something we may take for granted. For people over 65 on lower

incomes, finding a home on a budget can be a real challenge.

Our units are co-located with our aged care services — Alexandra Gardens in

Rockhampton and Groundwater Lodge in Maryborough — so as people age and

their care needs change, the services they need are close at hand. It also means

people do not have to leave their communities, friends or networks should they

require higher care.

At the other end of the spectrum PresCare’s newest and most prestigious

community — Kingsford Terrace — is setting the standard for stunning retirement

living. Named in honour of Brisbane icon and legendary aviator Sir Charles

Kingsford Smith, the $100-million development began construction in May

2013 on the site of our former Hopetoun Aged Care Home in Corinda.

From an Operational perspective, we continued to be audited by Bentleys and

received accreditation across all our sites of operation. We work to provide care

to over 5,000 Queenslanders every year, allowing them to age as independently

as possible. Across all PresCare sites we have around 275 carers working in our

residential facilities and community services teams along with 272 nursing staff

and over 300 volunteers. This is not to mention all our other people providing

assistance and support in various capacities to deliver the care services for

which PresCare is renowned.

I’d like to acknowledge the work all our people do, as they

are at the heart of what makes PresCare the caring and

compassionate organisation it is. Our commitment

to good governance and sustainability, in a year

of beginning our Property Development

Strategy, saw us deliver an overall surplus

of $381,245 for the year.

Our mission also includes providing

chaplains in our residential facilities and

through our community services. In the past

year we have committed around $1 million to our

Chaplaincy Program and have increased the number of

PresCare took considerable steps this year in implementing its Property Development Strategy to deliver a range of accommodation options for older Queenslanders.

CEO’S REPORT

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our people safe, but we encourage everyone to keep safety top of mind.

By making safety a part of what we do every day, our people will go home

in the same condition in which they arrived at work.

The results have been very positive. Our Workers Compensation claims

are down nearly 10% on the previous financial year. At our largest

residential facility — PresCare Vela — the team reduced their lost time

injuries by 35% and their medical only incidents dropped by 40%.

Improved injury management and proactive return to work programs

also helped reduce the cost of our claims. The Safety 101 program kicked

off in August to our leaders with the official launch by the Executive Team

in December. The program has been well received by all sites and the

campaign continues to run with themes including a focus on ‘slips, trips

and falls’ and employee wellness.

Our Just Do It…Quit It program, which was jointly funded by the

Queensland Government, was launched in early 2013 by the State Health

Minister The Hon. Lawrence Springborg. This anonymous 16-week

quit-smoking initiative was offered to all our employees, volunteers and

contractors and saw more than 61 people join up.

The Board and I are looking forward to the 2014 calendar year, during

which we celebrate PresCare’s 85th anniversary. We anticipate a number

of events and campaigns being rolled out in support of this significant

milestone in PresCare’s long and successful life. I very much look

forward to what promises to be an exciting and challenging year, and

one full of achievements.

Greg Skelton

Chief Executive Officer

The next milestone for the development will be the construction of the

68 Stage-One apartments commencing around June 2014 for expected

completion in late 2015.

These apartments suit a modern lifestyle. Beautifully laid out, with spacious

design and easy-care living in mind, residents have direct apartment access

from their secure underground car parks.

PresCare’s expansion into the affordable housing and retirement living

markets is a natural fit with our current aged care services and an extension

of our social mission.

For the period we raised more than $140,000 through appeals and events,

primarily via the PresCare Woollam Constructions Charity Golf Classics.

In their sixth year, the events in Brisbane and Mackay were very successful

and well attended. Delivering these events would not be possible without

the support of Woollam Constructions who not only provide funding for

the event but ensure they promote it to their suppliers and business

partners. This usually produces a lot of friendly rivalry on the golf course,

making for a fun day! We were also successful in obtaining a $73,000

Perpetual Grant which we will use towards enhancing the management

of medications across our facilities.

We were awarded a $369,000 Department of Health and Ageing Seed

Grant to pilot an intensive health initiative in Rockhampton. I look forward

to reporting on these initiatives next year as well as our philanthropic

initiatives which are under way.

I am very excited to have laid the foundations for transforming the

way PresCare addresses Work Health and Safety. We introduced Safety 101

– a comprehensive culture change program to make the health and welfare

of our people and clients our priority. Safety 101 helped redirect our focus,

ensuring that not only do we implement and enforce procedures to keep

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PresCare, as part of the Presbyterian

Church of Queensland, is an

expression of the Church’s Ministries

of spiritual, social and community care

through individual congregations and

through the provision of wide-ranging

care services. A key focus of the year

has been continuing to establish

and maintain strong linkages with

individual churches and congregations

and also to extend its services to

support quality of life within a

Christian environment.

In doing this, the Board has responded

to significant changes and reform

within the health and community

care sectors. This has required

PresCare to remain focused on the

needs of the community which it

serves and also to ensure we grow

as a sustainable organisation in

meeting our responsibilities of the

Church’s Mission.

During the year the PresCare Board

evaluated its governance structure

and further developed its Committee

CHAIRMAN’S REPORT

PresCare is firmly focused on the future. Our work over the past 12 months has laid important foundations for the next five years as we solidify our position as a leading aged care services provider and continue to share our Christian values with the community.

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only much-needed accommodation to those over 55 requiring financial

assistance to secure accommodation, but also support the spiritual and

social needs of those residents.

The Board has been actively engaged in the purchase and management

of State operated aged care facilities. This resulted in PresCare becoming

the successful tenderer for Yaralla Place, a 96-bed aged care facility at

Maryborough. This strategic purchase will enable PresCare to provide

efficiencies of care between two aged care facilities across Maryborough

and also further its objective of providing additional affordable housing

through land purchased adjacent to Yaralla Place.

The year has seen PresCare embark on enormous change

to ensure it continues as a sustainable Ministry on behalf

of the Presbyterian Church of Queensland, creating

pathways linking the Church’s mission in serving

a meeting community needs.

Regards,

Wayne Knapp

Chairman

and reporting structure to the Church to overview and support a number

of strategic developments. Supporting this, the PresCare Executive

implemented a new performance management and recruitment process

to achieve our strategic vision of being a “compassionate and innovative

Christian organisation where all are encouraged to provide excellence in

service to all people involved in our community”. This has been crucial to

the rapid expansion process PresCare has undertaken to grow its enduring

culture of Christ in all that we do.

In particular, the Board over-viewed the final closure and demolition of the

Hopetoun Aged Care Facility and recommended redevelopment of the site

into a retirement village known as Kingsford Terrace. Design and costing of

the complex has been completed, and construction of the display suite will

be completed shortly. Early works construction of Stage One and Two and

the $5 million Southern Cross Community Centre is underway and sales of

units to the new community residents has commenced.

Exploring new opportunities to provide support to the community led the

Board to embark on the provision of affordable housing in partnership

with the Federal and State Governments through the National Rental

Affordability Scheme. Through this program, PresCare has constructed

sixty two-bedroom residences on unused land on the sites of aged care

facilities in Rockhampton and Maryborough. A key feature of this initiative

is, unlike traditional housing rental schemes, PresCare will provide not

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Staff from our PresCare Lake Sherrin Aged Care Facility, Thornlands, Brisbane.

WHO WE ARE

PresCare is one of the most established compassionate care and technologically

progressive aged care providers in Queensland. We offer excellence in all aspects

of care including our specialties in the palliative and dementia fields.

Through our 835 dedicated staff, PresCare delivers a diverse range of services and

support to a variety of people. Our accredited, modern complexes offer convenience

with ageing-in-place wherever possible, so care needs are fully supported.

PresCare strives to explore new concepts in care and our people take pride in their

flexibility and range of government-supported, full-fee residential and community

services. PresCare is known for our strength in advancing dementia and palliative

care practices and adopting some of the latest aged care technology to assist with

staff efficiencies and staff and resident safety and security.

Helping the elderly remains at the core of what PresCare does and we will

continue to focus on the delivery of quality services such as:

Residential Care Services

High Care; Low Care; Palliative Care; Dementia Care; the aged care facility

environment is homelike, modern and comfortable in order to enhance staff

efficiencies; use of technology; social events and interaction of residents, their

families and staff is actively encouraged; efficient use of government funding

and resident contributions to provide services and care.

For nearly 85 years, PresCare has been providing services to the elderly, disabled and some of the most vulnerable people in Queensland society.

Community Care Services

Mobile Care; Packaged Care; Transitional Care; Home and Community Care

Services; Disabilities Services; Extended Aged Care in the Home; Extended Aged

Care in the Home Dementia; Day Therapy and Allied Health Services; flexible care

and in-home services that are cost-effective, government-funded and can involve a

fee for service affordable for the client.

Accreditation

All PresCare services and facilities meet the Aged Care Standards and Outcomes.

Accommodation/Housing

PresCare provides rental accommodation in various styles, co-located with our aged

care facilities and services. Tenants at all our accommodation and housing sites have

access to lifestyle solutions at any time during their tenancy.

Food Services

Our expertise in the production of high-quality, nutritious home-style cooking

has seen PresCare launch its own catering business targeting the provision of

affordable meals for seniors.

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Chaplaincy and pastoral care is an integral part of PresCare’s services. As a

Ministry of the Presbyterian Church of Queensland, we express our Christian

values and our love for Christ and God, through all aspects of our services.

This ministry of compassion and mercy to the people we care for is led by

our chaplains and pastoral carers.

Our chaplains and pastoral carers are members of the Presbyterian Church

of Queensland who are driven to share God’s word with our clients, staff

and volunteers. They reach out to provide comfort and guidance in times

of need. They join in a range of communal activities and make time to visit

one-on-one. They share in the good times and give support when times

are tough; helping the PresCare community to come together to celebrate,

worship and at times mourn.

In the wider community, our chaplains and pastoral carers provide support

and guidance, reaching out to people isolated in their homes,

encouraging wellbeing, connecting with people, assessing

their needs and following up – all the while being ready

to help people in crisis.

Through our chaplains and pastoral carers,

we have strengthened our relationship with

the Presbyterian Church of Queensland

congregations. Reaching our through

publications like PresCare’s monthly

Prayer Points, a regular page in New

Directions and the distribution of our

quarterly Chapters, we are pleased to be able

to share our achievements, accomplishments

and stories with all who are part of our mission.

A number of changes have occurred throughout the year in our chaplaincy

team, but it remains that from Cairns in the north to Coolangatta in the

south, we have been finding ways to deliver gods message and provide

spiritual support to those in need.

Cairns

Rev Harry Oh long term Cairn’s Presbyterian Minister has accepted the role

of PresCare Chaplain for the Cairns region.

Mackay

This year we welcomed Ms Heather Mckay as Pastoral Carer, Heather

comes to us we a wide range of pastoral skills. Frank and Coleen Kop

continue to provide pastoral support for Mackay.

Rockhampton

Following the closure of Hopetoun there was the opportunity to provide

full time Chaplaincy in Rockhampton with Elder Chris Pengelly not only

providing care at Alexandra Gardens and the Independent Living Units

(ILUs) but also to our “In Home Care” clients in the Fitzroy region. Rev Jon

Chandler and Elder David Todd continue to provide good quality ministry

across the aged care facility Alexandra Gardens. It is pleasing to record the

starting of a “Men’s Shed” that clients from both the aged care facility and

ILUs attend.

Maryborough and Fraser Coast

Elder Wayne Pivac well-received ministry continues as a Pastoral Carer in

Wide Bay Region and at Groundwater Lodge, Maryborough.

Metro North

Robyn Sansbury continues her pastoral care work for our Community office

at Kawana. To overcome isolation Robyn has developed a PresClub (Friendship

Club) which meets at Caloundra Presbyterian Church.

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CHAPLAINCY

I have been crucified with

Christ. It is no longer I

who live, but Christ who

lives in me. And the life I

now live in the flesh I live

by faith in the Son of God,

who loved me and gave

Himself for me. Galatians 2:20 (NIV)

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Brisbane

Vela Chaplain Glenda Booker has added a Friendship Club

to her repertory of activities. This recognises the isolation

that older people feel even when surrounded by many

people. Lake Sherrin has a new Chaplain following the

retirement of Rev Gordon Jackson. We thank Gordon for his

work in this role. Rev Graeme McKay has joined the PresCare

team as Lake Sherrin’s full-time Chaplain and Rev Keith

Black following his move from Hopetoun joined the team

as a Volunteer Chaplain. We continue to be grateful for the

grateful for the support and assistance from Rev Gary Tosh,

when Brisbane staff are on leave.

Metro South

Desiree Koutoufides continues to provide loving pastoral

care in this region.

Gold Coast

It is a delight to advice that Rev Frank White has been

appointed Chaplain at Roslyn Lodge after many years of

voluntary service there and we continue to have the team

from Tamborine Mountain Presbyterian Church involved.

Rev John Gilmour continues in his role as Director of

Chaplaincy with a position on the PresCare Executive. His

guidance and wisdom allows gospel emphasis and pastoral

care to become imbedded into everything PresCare does.

As PresCare continues to grow so do the ministry

opportunities. We thank all our chaplains, pastoral carers and

their supporters for their tireless efforts caring for our clients,

staff, volunteers and their families.

w

COMMUNITY & RESIDENTIAL OPERATIONS

With over 1,000 dedicated staff and volunteers, PresCare Community and Residential Operations support more than 5,000 clients in communities from Cairns in the north to Coolangatta in the south-east.

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In 2012/13, PresCare implemented key organisational change to allow

Operational and Clinical governance to continue to proactively respond

to industry developments and expand PresCare services offered across

Queensland. This included the appointment of a General Manager across

both Community and Residential Services.

Looking to the future, the government and industry recognise our aging

population should have choices about the style of care they will access

throughout their senior years. This means clients will have greater input

into the provision of their care including how and when they will interact

with care providers. Community and Residential Services continue to work

to improve client confidence by promoting a Single Service approach that

ensures a consistent quality experience at every service touch point.

This has resulted in the tracking of key performance indicators and

implementation of agreed “service wide” portfolios through whole of

service operational governance frameworks. We continue forging the

integration of services across our business to enable connection

to services for older people and their families.

Commitment to quality of care has been clearly evidenced with all

services achieving and maintaining accreditation. In 2013 PresCare

appointed two Clinical Group Managers to help further enhance quality

across the organisation. A quality focus allows an organisation to

continuously scan for opportunities to improve business, customer service

and clinical practice driving an innovative, people-centred and responsive

organisational culture. Quality therefore underpins excellence in service

provision allowing PresCare to reflect Christ’s love while transforming the

lives of those we service.

In addition to exemplary accreditation results, PresCare’s dedicated staff

can also be congratulated for achieving excellent audit results across all

residential and community services.

In line with the single service approach PresCare is working to merge

clinical and business practices allowing a seamless transition of clients

and staff across the previously separate residential and community

sectors. Over 2013/14 this will be achieved through projects such as:

∞ An upgrade of medication management including a procedural

review, development of a new training package, and implementation

of a new electronic medication system in residential care;

∞ Implementing an integrated risk and incident management system;

∞ Developing and implementing integrated service policies; and

∞ Development of a robust quality system across

residential and community sectors.

QUALITY IN EVERYTHING WE DO

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The Day Therapy Centre moved from the site of the former Hopetoun Aged

Care Home in Corinda to its current site in Coopers Plains in September

2012. The different set up in the new site provided some initial challenges,

but both staff and clients have now settled in and business is going well

under the new appointment-based business model.

Our Day Therapy Centre provides extensive and professional services to our

client base, over 65’s generally in the region of Coopers Plains in Brisbane.

The eligibility to participate in these services includes:

∞ frail aged (low care and community) who require therapeutic

intervention to maintain or recover a level of independence;

∞ CACP, EACH, EACH D and HACC clients, unless their therapy is

funded by their package as part of their care plan; and

∞ Veteran’s Affairs and funded clients, unless their therapy is funded

by their packages as part of their care plan.

Staff conduct full assessments, review and discharge procedures for all

clients and accredited tools must use measurable, objective indicators and

record results associated with therapeutic goals or desired outcomes.

Our Sherwood Respite Centre provides services twice a month conducted

by our physiotherapists and Allied Health Assistants. The client base for this

centre averages between 85-95 years young.

The Acacia Ridge Presbyterian Church holds a diabetes group every

Wednesday and Lake Sherrin provides monthly podiatry services.

Most recently the Sunnybank Arthritis Support Group Seminar held in

April 2013 provided PresCare with an opportunity to spend time with the

community and through this experience we received 25 new referrals

with 98 people attending.

Community Care Regional began the Financial Year 2012/13 with the

appointment of new key personnel to service each site.

Fitzroy, Mackay and Cairns each appointed a new Community Care

Coordinator and a new Area Manager North Queensland was also

appointed during this financial year.

The team has a wealth of experience which has resulted in PresCare’s

higher occupancy and additional services added to the sites. We

have acknowledged an increased awareness of PresCare within these

communities.

Both Fitzroy and Mackay Disability Services have successfully completed

audits from government departments. Fitzroy finished the year with 59 new

HACC service clients won from the tender released by Queensland Health.

DAY THERAPY CENTRE (DTC)

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REGIONAL COMMUNITY SERVICES

METRO NORTH & METRO SOUTH

Staff displayed professionalism and dedication to PresCare and our clients

in the natural disasters during the summer season, with extensive flooding

affecting all areas of Metro North. Each team in Metro North and Metro

South has instigated the Frozen Chook Awards, which is designed to

acknowledge the work our people do in challenging times – always with

a smile and great compassion. This is discussed at every meeting and

awarded to the most deserving staff member.

WIDE BAY & KAWANA WATERS

During the year we increased in occupancy across all three packages. A

new coordinator was employed which enabled more promotional work

to occur and increase productivity.

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STRATHPINE

A volunteer pastoral carer was engaged in the Strathpine region and

attends clients.

As with Wide Bay and Kawana, upskilling staff has been a key priority and

many of the team have earned diplomas or Endorsed Enrolled Nurse (EEN)

qualifications. One of our community care workers who is completing her

EEN training was successful in being chosen to complete a placement in a

Dubai hospital giving her valuable experience and skills.

A pastoral carer was engaged and attends all staff activities. Upskilling

staff has been a key priority and many have earned diplomas or Endorsed

Enrolled Nurse (EEN) qualifications.

Kawana has a small number of volunteers providing office assistance and

social support to clients. Our Area Manager and one of our volunteers were

awarded Kawana Waters’ Rotary Pride of Workmanship awards.

Each month our Chaplain — along with assistance from our Community

care workers — conducts a social friendship group called PresClub. This is

held at different venues throughout the Sunshine Coast.

CARECASE STUDY

Ray Adams was a fiercely independent

and private man who had always had a fear of

needing any kind of assistance from people

outside of his immediate family. He had many

discussions with his family about not wanting

to “go to a home” or have any external help.

Ray retired early due to poor health and

had resigned himself to the fact that he

did not have long to live. He and his wife

moved in with family and due to good

management and a purpose in life his

health actually improved!

Ray’s daughter Gwen says that Ray’s life

expectancy at the time was three years.

“24 years later and still going strong, we

realised he now needed assistance for

daily living,” Gwen says.

Family members had suggested PresCare

Community Care as an option for in-home

assistance but when the time came, Ray was

reluctant for Community staff to come

to his home.

Gwen says the staff from PresCare’s Kawana

office were extremely patient with Ray and

supported his family during the period of

setting up services for Ray. “PresCare staff

listened to not only Ray’s concerns but also

our family’s concerns about the process

and how it would all work,” Gwen says.

One particularly pleasing aspect of the

care provided to Ray was that PresCare

had arranged for a male carer. Prem

Machura was Ray’s usual carer, although

it was sometimes necessary for Ray to

have female care staff — which he enjoyed

but was always happy to see Prem back

each time!

Prem and Ray would often sit and chat,

or sometimes just sit in companionable

silence, but this provided relief to Ray’s

full-time carer who was then able to have

some personal time in her day.

Prem says he enjoys doing what he does

for a number of reasons. “I love listening to

my clients talk about their lives, especially

when they tell stories about growing

up and their younger years as I am very

interested in history,” Prem says.

“Ray was one of those clients with great

stories to tell, and he loved to talk about

his family, who I could tell he cared about

very much.”

As Ray’s health deteriorated PresCare staff

became more involved with Ray, visiting

each day.

“The whole family treated the PresCare staff

as part of the family each time they were in

the home,” Gwen says.

Ray passed away in hospital earlier in the

year. Gwen says his family were extremely

happy that for his last few months he was

able to remain at home in the environment

he was so familiar with.

Ray’s family were also very touched that

Prem attended Ray’s funeral and were very

thankful for his care of Ray, but Prem sees it

the other way around. “I should be the one

saying thank you,” Prem says. “Thank you

for giving me the opportunity to look after

Ray and to be part of his life for that period

of time.”

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ALEXANDRA GARDENS

PresCare Alexandra Gardens has continued to maintain full occupancy and has

more than 140 people awaiting admission. This financial year commenced with

a successful re-accreditation audit resulting in a further three years accreditation.

The aim this year has been to strengthen clinical services and to build on the

benefits our clients enjoy, with ready access to Nurse Practitioners providing

acute care.

The acute care service enables our clients to stay at PresCare rather than be

admitted into hospital. A new clinical nurse position was created to provide

better clinical support for more complex care.

The heart breaking Central Queensland floods highlighted the effectiveness of

our Business Continuity Plan and the need to be in a ready state of preparedness

to respond to emergencies. The experience allowed PresCare Alexandra Gardens

to demonstrate our strength within aged care services, joining forces with other

residential aged care facilities in Central Queensland. PresCare consulted with the

Rockhampton Regional Council Emergency Management Committee and the

Capricornia Aged Care Providers Group to minimise the impact on clients in the

event of an emergency.

Our clients enjoy a range of new lifestyle activities such as, Tai Chi, pet therapy

and pampering days that include foot spas, manicures and massages. These

activities are complimented with opportunities to socialise in the community with

regular trips to shopping centres for retail therapy and lunch. Extra opportunities

include visits to the nearby Early Learning Centre, to the beach for fish and chips

and participating in the Lord Mayor’s morning tea.

RESIDENTIAL SERVICES Alexandra Garden staff enjoy recognition of service awards and Employee of

the Month awards. The Alexandra Gardens Logie Awards are highly embraced

alongside the Wellness at Work opportunity to purchase healthy lunch options

and participate in exercise groups on site.

ROSLYN LODGE

Roslyn Lodge introduced a Clinical Nurse as well as changes to increase

responsibility of the administration position to include operations. Both of these

staff have grown in knowledge and leadership throughout the past 12 months.

The facility has maintained a reasonable level of occupancy through the year.

We developed stronger relationships with the Presbyterian community through

the efforts of our chaplain, culminating in several donations to the facility for

replacement of equipment. We are also seeing an increased presence of visitors

from the church wishing volunteer.

We have had quite a number of activities throughout the year which have proven

very popular. These include Anzac Day, Valentine’s Day and the annual visit by

the Police Pipe Band. We have also begun a regular picnic day to various location

including the Broadwater at Southport.

We also celebrated Claude’s 104th birthday, Claude being one of three residents

over 100 years old.

We thank the local Masonic Lodge for kindly donating a new lounge suite.

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LAKE SHERRIN

Lake Sherrin underwent a number of improvements in 2012/13, as well as

adding to our list of services and activities. This included:

∞ Successful three-year accreditation in December with all 44

outcomes met;

∞ Successful Aged Care Funding Instrument (ACFI) validation in June;

∞ The introduction of Dentistry and Ophthalmology services

∞ Full-time Chaplaincy;

∞ Introducing education programs on urinary tract infections, hydration,

and safety;

∞ Training our Diversional Therapists in The Atargo Exercise Program;

∞ Providing meals to tenants in our affordable accommodation units;

∞ Enhanced podiatry clinic services;

∞ An improved Diabetic Management Plan;

∞ Holding an EKKA Show day on site; and

∞ Introducing High Tea by the lake for residents and tenants.

VELA

GROUNDWATER LODGE

With many successes, several key changes and a number of new and

improved activities at Groundwater Lodge, the past year was a busy one.

This has also resulted in Groundwater Lodge becoming the facility of

choice in Maryborough, with great feedback in the community regarding

our services and a consistently high level of occupancy.

Multiple murals and paintings were created by residents and a staff member

which were subsequently displayed throughout the entire facility creating

positive feedback.

Fundraising money enable the purchase of outdoor furniture with umbrellas

for the dementia wings as well as new clubroom lounge chairs and new

BBQ area furniture. This has created positive feedback from staff, residents,

family and the community. We also:

We successfully achieved three-year accreditation in December with all

44 outcomes met. Our strong links with the local community saw PresCare

Vela increase the numbers of training colleges using our facility for Cert III

and Endorsed Enrolled Nurse training.

We also increased networking opportunities through providing our

function room to community groups such as Nimac, SSS, Rotary and the

Presbyterian Church of Queensland.

We continued to focus on the care of our people and clients. This resulted

in decreased hours lost due to work injuries and work injuries and

increased training staff in managing challenging behaviours from

residents with dementia.

New technology enhanced our work and services. This included:

∞ Data conferences via Skype;

∞ iPads to enable residents to contact their families via email and

Facebook; and

∞ A beginner computer training imitative for residents.

We thank our supporters, especially our volunteers and Bunnings

Warehouse for assisting with improved gardens.

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∞ Held many resident activities including Australia Day Displays,

Melbourne Cup and Red Apple Day just to name a few;

∞ Participated in a Diversional Therapy Display with other aged care

facilities. Groundwater Lodge was awarded prizes kindly donated by

the Frazer Coast Council for our Diversional Therapy arts program;

∞ Were recognised by Alzheimer’s Australia for the quality of our

dementia activities;

∞ Implemented a number of facility improvements for residents including

renovations for seven resident rooms, development of a small gym area

for residents and creation of a small garden;

∞ Developed a system with GP practises to email wound photos

for consultation;

∞ Survived two major floods situations, being cut off, no gas, no hot

water for 9 days, issues with power;

∞ Maintained Aged Care Funding Instrument (ACFI) levels despite major

Government changes in the ACFI tool;

∞ Received positive media coverage on multiple channels covering our

volunteer awards and the quality of our dementia programs;

∞ A number of IT improvements were made, including the installation

of Wi-Fi, a new Medication Management System, a Nurse Call System,

access to the internet in the resident’s club room and installation of

security cameras;

∞ Assisted a large number of staff to complete Hospitality, Care and

Diversional Therapy qualifications.

PROPERTY MAINTENANCE & FLEET

The Property Maintenance and Fleet Team undertook a number of infrastructure improvements and replacements during this financial year.

20

Each site underwent an audit process to ensure compliance with the new

Queensland Development Code from which recommendations were put forward

for action. Some additional infrastructure was required along with the addition of

various pieces of safety equipment.

Inefficiencies of space usage were addressed at some of our residential sites, with

underused areas converted to more practical spaces.

Several utility and supplier contracts were renegotiated during the year, ensuring

significant savings for the organisation. Further negotiations will occur in the

current financial year for energy efficiencies.

In order to ensure the continued quality of our facilities, at our Lake Sherrin site

we undertook the refurbishment of four of our independent living units, which

were subsequently leased to tenants.

Due to a number of natural disasters in the previous financial year, it became

necessary to upgrade facilities at some sites to enable those sites to maintain

safe operations during crises periods. Generators were upgraded and electrical

equipment (such as mains boards) were replaced.

This year begins a new management process for the PresCare Fleet including the

introduction of a new motor vehicle policy. A review of the PresCare fleet was

completed and has a number of vehicles being replaced over the next 12 months.

Improvements in vehicle processes implemented include the recording of

odometer readings each month to better track the use of the fleet and to ensure

we have cars where they are needed. This should also better track the service

requirements and records for all vehicles.

25

PresCare Bus & Minivans

8PresCare Utes & Vans

5

PresCare Truck

1PresCare Cars

74

PresCare Golf Buggies

4PresCare Trailers

2

The current PresCare fleet consists of 94 vehicles broken down as follows:

21

32

LAKE SHERRIN (THORNLANDS)

Refurbishment of four units (numbers

150 – 153) was completed and we

were able to tenant them in early

2013. These had not been occupied

since about 2005. These units

overlook the croquet court. They are

a little smaller and the rent is less,

making them more affordable. The

refurbishment included a repaint,

new bathroom fittings, kitchen

improvement for two of the four,

new floor coverings and new digital

antenna re-cabled for digital television.

The land around the lower lake was

cleared of the ‘Singapore Daisy’

weed. This was a $5,000 project

that included the replanting of 1000

suitable native plants.

NRAS ROUND 5

An application for Round 5 of NRAS has been

submitted. PresCare has proposed a mix of

one and two-bedroom apartments, with a total

of over 200 units to be built across three of our

existing sites.

AFFORDABLE ACCOMMODATION

PresCare currently has cottages and units of various sizes for rent. They are

co-located alongside PresCare residential care homes at Thornlands in the

Redlands district of south-east Queensland; in Rockhampton on the Capricorn

Coast; and soon at Maryborough on the Fraser Coast.

22

ALEXANDRA GARDENS & GROUNDWATER LODGE (ROCKHAMPTON & MARYBOROUGH)

Construction of the new NRAS (National

Rental Affordability Scheme) units at both

Rockhampton and Maryborough is well

underway and due for completion in October

2013. When complete there will be 40 two-

bedroom units at Alexandra Gardens and 24

two-bedroom units at Groundwater Lodge.

SERVING THE COMMUNITY

The Fraser Coast is Queensland’s fourth fastest growing area with over 65s growing to make up the bulk of the population over the next 25 years. Our affordable housing projects in Maryborough and Rockhampton are part of PresCare’s commitment to these regions.

24

The People and External Relations Team strove to deliver an organisation of

safe, customer-focused, capable and dedicated employees and volunteers

who live the PresCare brand, our organisational values and deliver on our

service promises.

Bringing together our marketing and people functions in July, the team

focused on establishing clarity around the heart and purpose of PresCare

in an increasingly competitive national aged-care market, demanding

greater customer choice.

The Team led the completion of a new Strategic Plan in February

incorporating the introduction of the simplified and more easily

communicated values Care, Respect, Discover and Deliver. The Plan also

resulted in the Board approving a new vision and mission. Further work

is underway to ensure that in 2014 PresCare offers a compelling story

and differentiated brand attractive to customers, supporters, employees,

volunteers and the communities in which we operate. All of this is essential

for PresCare to respond to competitive pressures and the changing service

demands of the ageing population.

We also began the marketing and sales of PresCare’s inaugural retirement living

project, the $100M Kingsford Terrace development at Corinda in Brisbane.

Our achievements for the year contribute to readying PresCare for the

new customer-driven world and strengthen our ability to better respond

to opportunities and challenges.

PEOPLE & EXTERNAL RELATIONS

PEOPLE

The People stream encompassed the Human Resources, Work Health and

Safety and Learning and Development functions which work to enable

PresCare to attract, develop and retain outstanding PresCare People who

are committed to the PresCare values.

One of our first initiatives was developing a safety culture across the

organisation. The Safety 101 Program was implemented in July 2012,

engaging the leadership team to deliver a broader rollout in December

including the introduction of monthly toolbox talks, a Priority GP service

and other initiatives. These have brought safety front-of-mind and ensures

we are all more conscious of the things we need to do to go home safely

at the end of every day. The program has resulted in a 9% reduction in

Workers Compensation claims and at our largest facility a 35% reduction

on lost time injuries.

In the Human Resources area, we continued the implementation of

our performance management system e-Performance, best-practice

guides for performance management and recruitment as well as training.

This is preparing PresCare for a performance-driven culture. Our focus in

2013-14 will be the continued growth of each of these core functions and

to develop, deliver and refine our products and services to improve the way

we provide client service and support and brand PresCare as a preferred

industry employer.

In Learning and Development we revived traineeships and apprenticeships,

utilising the support available through the Queensland Government’s User

Choice program. This has seen us progress more than 20 trainees and

apprentices across PresCare’s sites. We have also encouraged participation

of around 25 care workers in the Aged Care Workforce Vocational

Education and Training Program (ACWVET).

25

EXTERNAL RELATIONS

The External Relations stream encompassed the Marketing, Corporate

Communications, Fundraising and Volunteers functions championing

commercial growth, the introduction of a sustainable fundraising program

and engaging our stakeholders. In the Marketing arena, the Team introduced

a panel of competitive creative agencies, refreshed the look and feel of

collateral and managed promotional events. The highlights included the

Safety 101 campaign, the development of PresCare’s The Contented Chef

brand as well as the marketing and sales of Kingsford Terrace.

Corporate Communications implemented a new PresCare website,

audited internal communications and developed an internal

communications strategy. This resulted in the evolution of the quarterly

magazine Chapters and the introduction of the new Spirit video to

showcase the unique spirit of our people. The emphasis on media

opportunities enhanced PresCare’s public profile. The launch of PresCare’s

$10M affordable accommodation projects in Rockhampton and

Maryborough resulted in publicity valued at more than $250,000.

Woollams Constructions continued to be our major fundraising partner,

sponsoring the Charity Golf Classics in Mackay, Rockhampton and

Brisbane for the sixth year running. Due to scheduling, the Rockhampton

event fell outside this financial year (August 2013). The Mackay and

Brisbane events were the most successful ever, delivering unprecedented

positive player feedback and funding for our services (see page 29). We

also focused on establishing a sustainable fundraising program which

included cleaning our donor database and introducing Christmas and

Tax Appeals. We are very pleased with the stronger relationships and

support we have established with Presbyterian Church of Queensland

congregations across the state. Finally we were successful in achieving

more than $500,000 in grants which will be used to implement an

electronic medication management system across all our six residential

sites as well as establish a pioneering sub-acute project in Rockhampton.

Our Volunteer program proves each year to be a valuable part of PresCare.

At the end of June 2013, the overall value of volunteers to PresCare for the

financial year was $205,298. We focussed on gaining involvement by each

residential and community service and finding staff to oversee volunteer

coordination locally.

The success of any volunteering program rests in large part on

acknowledgment of your volunteers, and PresCare held events around the

state to thank our volunteers.

With PresCare’s growth and evolving focus on customer service a

reorganisation in April saw External Relations move to a newly created Chief

Operating Officer Team and creation of the People and Culture Team.

26

LEARNING & DEVELOPMENT

Learning and Development has revived traineeship and apprenticeship

opportunities with PresCare. The team has been working to provide opportunities

for our staff including traineeships and apprenticeships via the Queensland

Government funding program — “User Choice”. The funding covers most of the

cost of training for eligible participants. In addition the Federal Government also

offers employer incentives paid directly to PresCare.

Across PresCare we received 44 Workers Compensation claims in 2012/13, a

reduction of 9% from last year. PresCare Vela reduced their claim numbers

significantly; lost-time injuries down 35% and medical only claims down 40%

on last year due to the hard work of the Return to Work and Rehabilitation

co-ordinator and the Management team at Vela. The average cost of these

claims was 20% lower this year due to improved injury management and

proactive return to work programs resulting in better recovery outcomes.

Manual handling remains our leading cause of injury, with musculoskeletal sprains

and strains to the back and shoulder being the most common injuries.

The Department of Health and Ageing offers a new Aged Care Workforce

Vocational Education and Training (ACWVET) Program. The aim of the program

is to provide opportunities for personal care workers to develop their skills in the

industry and gain recognised qualifications, resulting in the improved quality of

aged care.

WORK HEALTH & SAFETY

WORKCOVER

MONTHLY SAFETY REPORTS & TOOLBOX TALKS

∞ Certificate III in Business: 1 x Metro south

∞ Certificate III in Disabilities: 2 x Metro south (no funding)

∞ Certificate III in Commercial Cookery: 2 x Vela (Apprenticeship)

∞ Certificate III in Hospitality Front of House: 4 x Groundwater, 4 x Vela

∞ Certificate III in Aged Care and HACC: 10 x Metro South

∞ Certificate IV Frontline Management: 3 x Wide Bay, 2 x Mackay,

1 x Strathpine, 1 x Fitzroy

∞ Cert III and IV in Aged Care and HACC: 2 x Groundwater,

1 x Strathpine, 2 x Wide Bay, 1 x Kawana, 1 x Fitzroy

∞ Certificate IV Leisure and Health: 2 x Kawana, 1 x Alexandra Gardens,

1 x Groundwater, 1 x Lake Sherin, 1 x Strathpine

∞ Diploma in Community Services Coordination: 2 x Kawana

SAFETY 101

Safety 101 was launched across the business in early December 2012 with strong

support from the Executive Management team. It was well received by all sites, and

the campaign continues to run with various themes being rolled out including a

focus on Slip, Trips and Falls and employee wellness.

JUST DO IT, QUIT IT

PresCare was successful in gaining funding through the Queensland Department of

Health for this program which was launched in March 2013 by the Hon. Lawrence

Springborg, Minister for Health.

Monthly Safety Reports and Tool Box Talks are disseminated each month with

managers discussing these at their staff meetings. This has raised awareness of

safety across the organisation by providing a monthly talking point on safety and

providing education on various safety topics.

27

RESPECTCASE STUDY

Respecting clients often takes the form

of individualised care programs. PresCare

people strive to ensure we provide services

specific to each client’s needs across our

business, from in-home and allied health

clients to our facilities.

This is illustrated in the care of Jean*

who moved to PresCare Alexandra

Gardens in Rockhampton after a fall at

home and hospitalisation.

On the day of her arrival, a mobility

program was developed to assist Jean

with pain related to a spinal stenosis (a

narrowing of the spinal canal causing pain

and weakness in lower limbs) and to help

build her strength. Within a few weeks Jean

developed a range of symptoms and her

coordination deteriorated.

“We noticed Jean’s behaviour was not

typical of dementia and her other symptoms

were not consistent or easy to define,” says

Clinical Nurse Jane Setter.

“The Nurse Practitioner from the

Rockhampton Hospital Avoidance Services

was unable to determine the cause of

Jean’s decline. We worked with her family

throughout the process. This was not just

a clinical case to us; this was about

respecting Jean and focusing on

individualising her care.”

Because of her physical and cognitive

decline, Jean was transferred to PresCare’s

high-care unit where she was monitored

closely. After further consultation with

Jean’s family and her GP she was admitted

to hospital for testing as a result of which

Jean was diagnosed with a large inoperable

brain tumour.

In consultation with the facility, the Hospital

Avoidance Service and her family, Jean

opted to return to Alexandra Gardens,

where PresCare staff supported her

throughout the last few weeks of her life.

Importantly for Jean, she was able to make

most of her own decisions about her care

during those final weeks and our people

were very respectful of her choices.

“Jean’s family expressed their appreciation

for the care and support given to Jean

and themselves,” Jane says. “They were

pleased Jean was able to return to a familiar

environment and be with staff who knew

and cared about her.”

A number of benefits were realised

throughout this case. For our residents, it

means they can stay in their own rooms in a

familiar environment surrounded by familiar

people and reduces the trauma associated

with hospital transfers. For PresCare,

up-skilling of residential care staff has

contributed to Alexandra Gardens’ ability to

better manage sub-acute care cases.

Our expertise in managing this type of care

was recognised when PresCare was awarded

a $369,000 Better Healthcare Connections:

Models for Short-Term More Intensive

Healthcare for Aged Care Recipients grant

by the Commonwealth Government. This

funding will be used to build a more skilled

and flexible workforce by introducing a

residential sub-acute care program. The first

phase of the program will be launched in

March 2014.

*Jean’s name has been changed for privacy reasons.

WWWW

THE PRESCARE VOLUNTEER PROGRAM

The program has been building on the foundations laid in 2011 and 2012.

Documentation and training processes have evolved given changes to legislation

and WH & S requirements and we are producing monthly reports indicating an

increase in the number of hours donated of 40%.

The overall value of volunteers to PresCare increased significantly over a

twelve month period from $106,687 to $205,298. This was achieved with

approximately the same number of volunteers and speaks to those volunteers

feeling valued, feeling their contributions are worthwhile and feeling a part of

the PresCare service.

Paramount to any volunteering program is the

acknowledgement. Small events are held during

the year to say thank you to volunteers with a

major event in July 2012 held to acknowledge

three volunteers who had donated in

excess of 20 years each to the residents

of Alexandra Gardens. Rockhampton

Mayor Margaret Strelow, Chairman

of the Board Wayne Knapp

and Chief Executive Officer

Greg Skelton presented the

awards to recipients.

While 2011/2012 was a year of

foundation building for the Volunteer

Program, 2012/2013 has been a year of

growth, initiative and diversity.

Growth relies on awareness and with that

in mind a new initiative titled Gen~Connect is

28

being undertaken. Gen~Connect is a program aimed at enriching the connection

between generations. It will provide an opportunity to discuss the differences

in their lives, to understand the circumstances surrounding their opinions, to

share and compare skills and how they were utilised. This program will increase

awareness of PresCare in the community and touch three generations of

potential volunteers.

Our connection to a shared ministry of the Church has resulted in volunteers

from congregations and local communities from Cairns to the Gold Coast

joining together for friendship and food. This plays a great part in alleviating

social isolation and opens doors to new friendships and interests helping

improve wellbeing.

We always seek enthusiastic and dedicated people to join us, we know a

volunteer’s time is a gift to us and we promise to spend it wisely.

FUNDRAISING

PresCare’s philanthropy program is in its infancy. This year we began establishing

the foundations for a sustainable philanthropy program.

This involved continuing to invigorate and grow our successful Charity Golf

Classics in Brisbane, Mackay and Rockhampton as well as pursue philanthropic

and government grants.

For the period in review, the golf days were the most successful in their six-

year history and delivered almost $94,000 in revenue. This is due specifically

to refreshed and exciting events as well as an enormous effort from our major

sponsor Woollam Constructions.

We also began work strengthening our donor database, revitalising our bequests

program and introducing annual Christmas and Tax Appeals. Investing in these

initiatives is critical to build donor support as the PresCare business grows.

DOHA — Procura

$70,000

Perpetual Trustees Electronic Medication Management System

$72,850

GRANTS

PresCare was successful in winning grants totalling $511,850. This was made up of

$72,850 from a Perpetual Grant, $70,000 from a Department of Health & Ageing

grant and $369,000 from a Department of Health and Ageing Seed Grant. These

grants are being used in the 2013-14 year to help fund the introduction of a fleet

of “smart carts” as part of an integrated medication management system across all

PresCare residential service sites and implement a 12-month Sub-Acute Care trial

on a treating residents to reduce visits to hospital.

29

Department of Health and Ageing Seed Grant

$369,000

We are grateful for the support of our staff, volunteers and local Presbyterian

congregations who gift time and resources to support PresCare’s work.

We acknowledge and thank our corporate partners (page 44) whose generosity

and ongoing support contributes to enriching the lives of senior Queenslanders

in need.

Brisbane September 2012

$63,004

Mackay 19 May 2013

$30,745

CHARITY GOLF CLASSIC

As PresCare’s major sponsor, Woollam Constructions continued to support

the three Charity Golf Classics across Queensland with funds raised going towards

purchasing upgraded electronic equipment. Despite a slumped national economy,

charity was never forgotten. Brisbane raised just over $63,000 while Mackay

achieved a record $30,745 for the event. The Rockhampton event, which fell in the

2013-14 year, also achieved an outstanding result.

$33,263

REGULAR GIVING, BEQUESTS & FUNDRAISING

Christmas Appeal

$5,403Tax Appeal

$2,020

CHRISTMAS APPEAL 2012 & TAX APPEAL 2013

The inaugural PresCare Christmas Appeal “What price do you put on compassion

this Christmas” sought donations to help PresCare continue providing

compassionate care to those in most need during Christmas, traditionally the

loneliest time of year for thousands of elderly Australians. PresCare also introduced

an annual Tax Appeal in 2013. Together both campaigns raised more than $7,000.

CENTRAL PRODUCTION UNIT

A number of pieces of new equipment were purchased in 2012-13 to ensure

continued delivery of high quality catering services. This includes pumping

stations and a new industrial freezer.

CPU have been developing their skills in the kitchen, with a number of the team

completing chef apprenticeships. We also welcomed a team member who

transitioned from our care services area into the kitchen.

The team catered for the PresCare Woollam Constructions Brisbane Charity

Golf Classic in October 2012, providing food for around 80 players at

Indooroopilly Golf Club.

The CPU maintained its five star food safety rating as assessed by the Brisbane

City Council.

Our expertise in the production of high-quality, nutritious

home-style cooking has seen PresCare launch its own

catering business – The Contented Chef – targeting the

provision of affordable meals for seniors.

Washing pots and pans

8hrs per dayCatering truck

600km/3x per week

Full time staff

7Breakfast, lunch and dinner

260 people

Pieces of food weekly

28,000Contented Chef meals weekly

350

Meat used weekly

300kgPotatoes mashed weekly

260kg

30

THE CONTENTED CHEF

This financial year saw the development of the Contented

Chef brand which evolved out of our head chef’s desire

to provide nutritious, creative and wholesome food to

his clients. The Contented Chef catering service reflects

PresCare’s commitment to the health and wellbeing of our

clients and good old-fashioned value, quality and service.

During this financial year, The Contented Chef business

was in its infancy in terms of marketing and development.

However, the business was already offering gourmet frozen

meals and customised catering for special events to a wide

range of aged care providers including:

∞ PresCare’s five Aged Care Residential facilities scattered

along the eastern seaboard of Queensland from

Rockhampton to Mt Tamborine;

∞ PresCare’s Day Therapy Centre in Brisbane;

∞ Renaissance Retirement Living in Redland Bay;

∞ A number of private clients including café’s and

corporations;

∞ External events and functions, including a number of

Presbyterian Church events.

Further development, including a standalone e-commerce

site, branded delivery vehicles, improved packaging and

promotional collateral is expected to continue throughout

2013-14 as we build The Contented Chef into a strong and

viable business unit.

31

DELIVERCASE STUDY

For 75-year-old Brian Edmonds,

independence is everything.

Despite losing both his legs to diabetes

complications, he still lives by himself

enjoying life’s simple pleasures like carrot

cake and movies.

With the help of PresCare Day Therapy

Centre’s occupational therapist, Pauline

Bonney, Brian’s independence improved

immeasurably when he took possession

of his new motorised wheelchair.

“Thirteen years ago my left leg had to be

amputated below the knee. In September

2006 my right foot toes were amputated.

Last Christmas I spent 103 days in hospital

and lost over 30 kilos,” Brian said.

“I lost these limbs to peripheral neuropathy,

which means the simple things are much

more difficult for me to achieve.”

Brian said the support of his family and

people like Pauline means he is able to do

a lot of things he otherwise could not.

“Pauline has helped me realise an

independence I hadn’t dreamed possible,”

he said.

“Despite these challenges, I know I am very,

very lucky. I often reflect on my life, which

has been incredibly colourful and fulfilling.”

Sadly, because of peripheral neuropathy,

Brian has lost almost all sensation in his

fingers. For this lover of the bag pipes and

flying planes, he can no longer do the

things he loves.

“But I have found new loves. I enjoy making

carrot cake for my grandchildren,” he said.

However the numbness in his hands means

that he burns his fingers while cooking or

gets them caught in his manual wheelchair,

he may not notice the damage.

This where Pauline came to the rescue.

Pauline applied to the Medical Aids Subsidy

Scheme on Brian’s behalf for a motorised

wheelchair*. Pauline says that when

she first saw Brian, he was in a manual

wheelchair.

“I provided an Occupational Therapy

wheelchair assessment,” Pauline says.

“Following that I encouraged him to

consider a power drive wheelchair with a

high end pressure redistribution cushion to

provide additional stability and increase his

independence.

We trialled a power drive wheelchair and

fine-tuned it to his requirements and I

submitted a lengthy Medical Aids Subsidy

Scheme application, which I was pleased

to hear was successful.”

Brian said a motorised wheelchair will give

him the independence he treasures and a

better quality of life and both Pauline and

Brian say they are very excited about the

new possibilities this mobility has opened

up to him.

*Brian’s wheelchair arrived in October 2013.

32

IT PROJECTS

Early 2012 PresCare carried out an

in-depth business analysis of our

Community sector. This process

identified the need for multiple

improvements in order to provide the

high level of care delivery and system

integration required in the future. A

project has been initiated in order to

source and implement software in

order to meet these requirements.

Following an extensive Request For

Information process Procura was

selected as the preferred software.

The implementation started during

November 2012 and went live on the

27 June 2013 without incident.

There are some major changes

to the funding and client visibility

surrounding packaged care starting on

the 1st July 2013.

COMMUNITY PROJECT

33

Community Rostering has been

traditionally managed through the

sites and IT Projects has centralised a

rostering team to reduce the costs. IT,

with the use of technology, has now

delivered a better method of managing

the on-call service. The extensive

use of paper has been reduced by

providing remote connectivity to

the Community systems. In addition,

recorded voice messages are now

emailed to the on-call staff instead

of receiving calls directly. The emails

provide a good monitoring tool

therefore less chance of not actioning

a particular message. It also gives the

on-call staff a few minutes to resolve

a problem before contacting the client

or staff member, therefore taking the

pressure away. Another benefit is that

the number of calls the staff member

needs to deal with has reduced due to

non-urgent staffing issues being sent

to the rostering team instead.

BUSINESS INTELLIGENCE

Business Intelligence changes the very paradigm in which PresCare has grown

and operated. Business Intelligence provides the tools that allow the Board, CEO

and Executives to drive the business rather than react. Business Intelligence can

only be achieved through the culmination of multiple data bases into a centralised

data warehouse.

Data Warehousing is the prerequisite for Business Intelligence as it draws data

from multiple applications and creates the relationship between data bases. In

short, it is about taking data and turning it into information, creating knowledge

then getting it out to people at the right time in the right place in the right format

so they can make better decisions to drive business benefit.

Through the use of standardised template across all operations that achieves

user acceptance from the PresCare Executive Management Team through to site

Managers, the sponsors will continue to move forward providing full automation

for enterprise-wide use that will see;

∞ A single portal using Microsoft SharePoint;

∞ Automated Executive Reporting;

∞ Improved access to information;

∞ Improved Business visibility;

∞ On-Demand delivery (Anytime/Anywhere Access);

∞ Reduced risk of inaccurate reporting;

∞ Delivered on existing infrastructure functionality;

∞ Decrease manual time spent on Reporting;

∞ Deliver to Reporting Deadlines;

∞ Active Directory driven Security Access.

34

FINANCE

The new Document Management System has been in implementation stage

throughout the second half of the financial year. PresCare anticipates taking

full advantage of our investment in Epicor by enabling an invoice approval and

payment workflow which can interface directly into the Epicor system and remove

the current paper based system where data is manually re-entered into Epicor.

PresCare continues to standardise its infrastructure platform to achieve best

practice. Combining our existing team with our innovative strategy, IT has seen

a significant improvement in our service delivery and infrastructure. This has

translated to the enterprise through better network performance, measurable

and longer uptime, increased reliability, and higher levels of service. As part of the

life cycle planning, PresCare continues to insure that equipment is maintained

to the latest at the core data centre and evolves the end users PC’s to maintain

productivity throughout the PresCare network. This year’s included the upgrade

and standardise upgrade of all PresCare Citrix repeaters, Introduction of WiFi to

another facility with the balance to be roll out in first half of FY13/14.

INFRASTRUCTURE PROJECTS

PAYROLL

Payroll which affects all staff has been successfully upgraded multiple times

through the well documented testing and validating process which involve IT

and Payroll team. As the new Community system is affected by three Enterprise

Bargaining Agreements IT Projects has together with legal, external industrial

relations review and Human Resources develop an internal Award interpreter to

reduce the workload, error and forecasting abilities of the Rostering team.

Lake Sherrin and Roslyn Lodge have undergone upgrades and Alexander

Gardens has recently seen the introduction of the latest in WiFi Nurse

Call providing residents with greater freedom and security to move freely

throughout the facility whilst maintaining personalised call systems to

which Carers can track and locate. These upgrades are vital to PresCare’s

ability to deliver best in technology and improve quality of care.

As PresCare relies more and more on automation, data integrity and

software our requirement to support storage has not been forgotten with

the expansion of the Storage Array Network. PresCare continues to increase

its capacity to stay ahead of the growth. Technology improvements

have also allowed us to improve our test labs mitigating costly upgrades,

unnecessary risks and labour requirements.

35

ENTERPRISE INTRANET RELAUNCH

In March 2013 PresCare launch the heavily revised and simplified Intranet

site to improve internal communications to all staff. This was part of the

strategy to improve easier access to applications and tools. Furthermore,

the site has been design to improve quality control of commonly used

documents through version control and automated review dates.

BUSINESSSECTORS

Funded through the National Rental Affordability Scheme (NRAS) by the Australian

Government in partnership with the Queensland Government, Rockhampton’s

40 two-bedroom units and Maryborough’s 24 two-bedroom units will provide

housing for low income seniors in the two regions.

The units will be co-located with PresCare’s Alexandra Gardens and Groundwater

Lodge aged care services. This means as tenants age and their needs change,

instead of having to leave their communities, neighbours and familiar surrounds

to receive appropriate care, they can remain in their homes. The service they may

need will be right next door. If one partner has to move into the service because of

higher care needs, their loved one does not have to travel far to be with them.

The units are being built on land owned by the Presbyterian Church of Queensland.

Final design was completed in early 2013, with early works undertaken by Woollam

Constructions beginning in April this year. Full construction started on the $10

million dollar projects in June. It is expected that both developments will be ready

for tenancy late 2013 for residents over 55 years.

PresCare was pleased to welcome the Minister for Housing and Public Works the

Hon. Tim Mander to a ground-breaking ceremony in June 2013 at the Rockhampton

site. Fraser Coast Regional Council Division 4 Cr Daniel Sanderson and Member for

Maryborough Anne Maddern were part of Maryborough’s event which was also held

in June 2013.

Many regional areas are lacking in affordable rental accommodation for older

people, in areas such as Rockhampton and Maryborough, with over one third

of the population renting, the need for good quality affordable housing is

paramount.

36

ACCOMMODATION PROJECTS

The number of senior households in our community is expected to almost double

over the next 15 years. This demographic shift means we, as a society, have to get

serious about ensuring we have enough appropriate housing available, close to

family, health services and other forms of support.

In the 2012/13 financial year, PresCare focussed on three key accommodation

projects under two banners – Affordable Housing and Retirement Living.

AFFORDABLE HOUSING

In June 2011, PresCare’s Board announced their decision to close the Hopetoun

residential aged care facility and independent living units at Corinda. It was

determined that in order to continue to provide relevant and high-quality facilities

to our clients, ongoing refurbishment of Hopetoun was not possible.

The site at Corinda has been an integral part of PresCare’s history; it represents our

legacy of caring for people as they age and has been in use for over 80 years.

The new site will be home to PresCare’s most prestigious community -

Kingsford Terrace - and will surely set a new standard for quality retirement

living. Named in honour of another Brisbane icon, legendary aviator Sir Charles

Kingsford Smith, the $100 million Kingsford Terrace development will be home

to hundreds of residents.

Demolition of the site was completed in late 2012, following the relocation of

residents, staff and our Day Therapy Centre. Every effort was made to work with

the residents and staff to ensure a smooth and comfortable transition to their new

home or place of work. We are pleased that many of our residents stayed with us,

relocating to other PresCare facilities.

The redevelopment of the site was well underway by the end of June 2013 with

a ceremonial ground-breaking event held on site in May at which Minister for

Housing and Public Works Tim Mander turned the soil.

This will be a six year five-stage development with the 68-stage one apartments

due for completion in 2015.

These stunning, balcony apartments have been designed from

the ground up to suit a modern lifestyle. As part of a wider,

supportive community, at the heart of the complex is

The Southern Cross – a social hub offering a range

of facilities to make life at Kingsford Terrace as full

and rich as it can be. Named after Kingsford

Smith’s famous trans-Pacific aircraft, the

design includes spacious lounge areas,

a café, purpose-built chapel and

a sensational indoor pool.

47

PresCare’s CEO Greg Skelton, with the full support of the PresCare Board,

determined that now was the time to start addressing the issue of housing

availability and supply, and the future aged care needs of this group. It sits within

our Mission and Core Values.

PresCare’s units will provide a place for people to call their own; a home that

is affordable and in areas that really need them. PresCare sees NRAS-funded

developments as a natural fit in our mission to care for older Queenslanders.

PresCare is applying for further NRAS funding in the current round for

Rockhampton, Maryborough and Thornlands.

PresCare’s CEO Greg Skelton, with the full support of the PresCare Board,

determined that now was the time to start addressing the issue of housing

availability and supply, and the future aged care needs of this group. It sits within

our Mission and Core Values.

PresCare’s units will provide a place for people to call their own; a home that

is affordable and in areas that really need them. PresCare sees NRAS-funded

developments as a natural fit in our mission to care for older Queenslanders.

PresCare is applying for further NRAS funding in the current round for

Rockhampton, Maryborough and Thornlands.

37

RETIREMENT LIVING

The year saw the approval of a

Development Application for the old

Hopetoun site – a 209 unit retirement

village to be known as Kingsford

Terrace, demolition and clearing of the

site, commencement of construction

of the two National Rental

Affordability Scheme (NRAS) projects

in Maryborough and Rockhampton,

negotiation of an expanded funding

package with ANZ Bank, unexpected

recovery of funds from the

administrators of Lehman Brothers

Australia and continued development

and implementation of new software

in relation to Community operations

and Business Intelligence.

The operating result for 2012/13 was

a surplus of $381,245 compared to

the previous year which had a deficit

of $4,050,479 after including the

impairment write down of $5,960,216

in relation to the Hopetoun assets.

FINANCE

In a year that saw the final closure of the Hopetoun Facilities

and the first impacts of the Government’s Living Longer Living

Better package, PresCare has continued to grow and diversify

its operations.

REVENUE

Total revenue for 2012/13 was

$52,655,666. This compares to 2012

where total revenue was $51,256,800

(excluding Hopetoun which had

revenue of $7,616,382). This represents

an increase of 2.7%. Total revenue was

impacted by the very late decision

EXPENSES

Total expenses for 2012/13 were

$52,274,421. This compares to

2012 where total expenses were

$49,322,852 (excluding Hopetoun

expenses of $7,640,593 and

Hopetoun impairment write down of

$5,960,216). This represents an overall

increase of 5.9%.

38

Wages and Salaries were the major

driver for the increase. Overall,

excluding Hopetoun, there was

an increase of 8.8% in wages and

salaries of which 3% is built into our

Enterprise Bargaining Agreements

and the balance reflects greater

staffing requirements with growth in

Community programs and increasing

occupancy of Community packages.

Non-salary expenses totalled

$14,669,743 compared to 2012

which were $14,756,253 (excluding

Hopetoun). All non-salary expense

areas were well contained in 2013.

by the Government to apply no

indexation increase to residential

government funding. It had earlier

implied that this indexation may have

been up to 1.9% in line with CPI.

2013 EXPENDITURE TOTAL

Employee expenses $37,604,678

Depreciation and amortisation $3,569,509

Operating lease expense $583,903

Maintenance expense $2,513,854

Resident/client expenses $2,346,841

Utilities $904,229

Consulting & legal fees $387,344

Interest expense $608,260

Other expenses from ordinary activities $3,644,724

Carrying amounts of assets sold $130,028

Total Expenses $52,274,421

2012 EXPENDITURE TOTAL

Employee expenses $40,200,273

Depreciation and amortisation $3,754,876

Operating lease expense $713,497

Maintenance expense $2,547,047

Resident/client expenses $2,818,182

Utilities $734,794

Consulting & legal fees $947,341

Interest expense $1,306,234

Impairment Losses $5,960,216

Other expenses from ordinary activities $3,297,863

Carrying amounts of assets sold $643,338

Total Expenses $62,923,661

39

2013 REVENUE TOTAL

Residential aged care $30,392,158

One-off government development grants $206,394

Community care & home community care $18,214,053

Rental from independent living $1,228,275

Fundraising income $149,150

IT consulting income $241,679

Other operating activities $1,443,102

Interest received $652,784

Dividends from listed corporations $9,301

Proceeds from disposal of plant & equipment $118,770

Total Revenue $52,655,666

2012 REVENUE TOTAL

Residential aged care $36,517,593

One-off government development grants $126,250

Community care & home community care $17,421,158

Rental from independent living $1,542,765

Fundraising income $548,287

IT consulting income $378,962

Other operating activities $447,362

Interest received $1,839,209

Dividends from listed corporations $2,555

Proceeds from disposal of plant & equipment $49,042

Total Revenue $58,873,1822013 Revenue

2013 Expenditure

40

ASSETS

Trade & Other Receivables Financial Assets

Other current Assets

CURRENT ASSETS

2

4

6

8

10

12

14

16

18

20

22

24

26

28

Cash & Cash Equivalents

$ m

illio

n

20132012

Property, plant and equipment Intangibles

NON CURRENT ASSETS

10

20

30

40

50

60

70

80

90

100

110

120

130

140

Financial assets

$ m

illio

n

20132012

ASSETS 2013 TOTAL

Total Current Assets $19,680,872

Total Non Current Assets $128,435,399

Total Assets 2013 $148,116,271

ASSETS 2012 TOTAL

Total Current Assets $20,677,279

Total Non Current Assets $124,612,447

Total Assets 2012 $145,289,726

Assets grew by 1.9% to $148,116,271. This growth reflects the Capital Work in

progress that has accumulated in relation to the Kingsford and NRAS projects as

at 30 June.

Net Assets at 30 June were $79,909,700. The small increase from 2012 reflects

the operating surplus for the year.

41

Trade and other payables Provisions

CURRENT LIABILITIES

5

10

15

20

25

30

35

40

45

50

55

60

65

75

Borrowings

$ m

illio

n

20132012

Trade and other payables Provisions

NON CURRENT LIABILITIES

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Borrowings

$ m

illio

n

20132012

LIABILITIES 2013 TOTAL

Total Current Liabilities $67,269,848

Total Non Current Liabilities $9,936,723

Total Liabilities 2013 $77,206,571

LIABILITIES 2012 TOTAL

Total Current Liabilities $70,697,999

Total Non Liabilities $4,063,272

Total Liabilities 2012 $74,761,271

LIABILITIES

Liabilities increased by 3.3% to $77,206,571. The increase is due to an increase

in resident accommodation bonds held. Changes have occurred in our banking

arrangements to provide funds for our development projects however there was

no increase in external borrowings as at 30 June.

42

Cash reserves decreased by $2,234,746 in the year. Cash of $3,219,393 was

generated from operating activities. Investing activities reduced our cash reserves

by $7,212,687. This reduction mainly reflects the capitalised costs to date of our

development projects. Financing activities contributed $1,758,548 to our cash

reserves reflecting a net contribution from resident accommodation bonds of

$2,505,906 offset by a net reduction of external borrowings of $747,358.

GOING FORWARD

The year ahead promises to be exciting and challenging for PresCare. The NRAS

units in Maryborough and Rockhampton will be operational by Christmas and

marketing of Kingsford Terrace begins in earnest as we aim for Stage 1 construction

commencement by June 2014.

Budget targets will see continued growth in revenue and further development

of software will enable enhanced management of controllable costs. The labour

market continues to be tight but wage increases are contained through Enterprise

Bargaining Agreements.

We were successful in our bid to purchase Yaralla Place Residential Aged Care

facility in Maryborough from the Queensland State Government and we continue

to seek other opportunities to partner with the Government where there are

economically viable and strategic opportunities.

A change of Government at a Federal level will see changes to aged care funding

models and priorities which may require flexibility in our budgets and operations as

we continue to grow and diversify.

Peter Lynch

Chief Financial Officer

CASH FLOWS

43

DISCOVERCASE STUDY

PresCare’s passion for discovery drives

innovation across our business and

encourages our people to learn and apply

new skills and techniques. Sometimes it

may be as simple as searching for a solution

to a problem one of our clients

is experiencing. This was the case at

our Lake Sherrin aged care facility in

Thornlands, Brisbane.

When Ruth Schueler arrived at Lake Sherrin,

she was unable to sit upright comfortably,

either in bed or in a chair. Back and hip pain

severely impacted her quality of life and

meant she was unable to join in the regular

activities residents enjoy.

Lake Sherrin Physiotherapist Helen Waite

says that Ruth suffered from osteoporosis

and dorsopathies (scoliosis) and prior to

coming to Lake Sherrin was in and out of

hospital due to the pain.

“When Ruth first came to Lake Sherrin,

it was clear we needed to explore her

therapeutic options,” Helen says.

“Diversional Therapist Lisa Craig and I

sourced special equipment so that Ruth

could first of all sit up in comfort for longer

periods of time, and eventually increase

her mobility.”

Helen ordered special padding which

provided lower back support and another

product for use in her wheelchair and

recliner and arranged for Lisa to trial each

new product with Ruth to see what worked

best. Over time, they determined the right

equipment and therapeutic treatments

for Ruth, which has meant Ruth no longer

spends all day lying in bed nor does she

need the cushions for support.

“It is exciting to see Ruth walking with a

wheelie walker, getting out and about

without staff assistance,” Helen says.

“She has physio once a week as well

as joint mobilisation exercises. She

attends a number of the activities Lisa

organises, including Sit and Get Fit and

the balance class.”

Lisa says she found this a great learning

experience as she worked with Helen to

come up with ways to solve the problem

and to get Ruth motivated. “Ruth resisted

a little at first,” Lisa says. “I think because

she was so used to staying in bed and

being unable to participate, it was hard

for her to imagine things any other way.

It was important to us and to Ruth that

we persisted in finding a solution, and the

results have certainly been worth it.”

Ruth says she is very pleased Lisa and Helen

persisted with their research and convinced

her to give it a go, and is thankful that she

is now able to enjoy the activities she’d

missed out on for so long.

Keith’s Mean Machine Excavations

McKays Solicitors

Precise Contracting Pty Ltd

Souths Leagues Club

ANZ Banking Corp

One Steel Reinforcing

RIS

VPN Solutions

TT Building Consultant

Aspect Project Managers

Mdev

MBA Consulting Engineers

THANK YOU

44

TO OUR WONDERFUL SPONSORS AND SUPPORTERS

Every day across Australia, thoughtful people like those below make decisions to donate to their favourite

charities because they are warmly invited to support or because they value the wonderful work presented

by the charity. There are so many worthy causes like PresCare, all deserving of your donations so we

would like to say a sincere and heartfelt thank you to all the individuals and companies that chose to

support us during 2012-13.

Whether the support was via one of our fundraising campaigns, an event, a bequest or an individual

donation we appreciate the fact that PresCare is your charity of choice.

Mark Nyp

Mr T.A. James

Graham Bowling

Craig Percival

AE Smith

AJK Contracting

Barcam Commercial

Coll Plumbing

Demo’s Plastering

Dig-It Landscaping

Energize Electrical

Nathan Hagenback Bricklaying

EVOCARE

Westpac Banking Corp.

Zupps Aspley

Arjo Huntleigh

A-Tech Plumbing

Gary Garnett Architects

Algrove Pty Ltd

Compass Consulting

Fire Service Professionals

Spicor

Bentley’s

Cool Link

Funded by The Samuel &

Eileen Gluyas Charitable Trust,

managed by Perpetual

Level 4, 19 Lang Parade

Milton QLD 4064

PO Box 771

Toowong BC QLD 4066

P 07 3223 4444 F 07 3223 4411

E info@prescare.org.au

ABN 85 338 603 114

www.prescare.org.au