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Annual Report 2017
2
Our Vision, Mission, Values and Patrons 3
Governance 4
Organisational Chart 5
Strategic Direction 6
Corporate Information 8
Board Members 9
President’s Report 10
Chief Executive Officer’s Report 11
Treasurer’s Report 12
Quality Assurance and Service Manager’s Report 13
Audit Report 14
Chief Financial Officer’s Report 16
Chief Operating Officer’s Report 18
Manager’s Reports 20
Disability Access and Inclusion Plan 24
Reaching My Goals 25
In Remembrance 29
Friends of Enable 29
Minutes - Annual General Meeting 2016 30
Contents
Artworks featured on pages 6, 7, 13 and the back cover are from our 2017 Art Exhibition celebrating 25 years and have been painted by Enable team members, clients and volunteers.
3
Charlie & Nan MartellaEnable WA is delighted to have Charlie and Nan Martella as inaugural patrons.
Charlie and Nan together with their two sons and two daughters, as well as three grandchildren, are longtime residents of Bunbury.
In the community, both Charlie and Nan are involved with many community organisations including Rotary of which Charlie has been a member for 34 years, and Zonta of which Nan has been a member for 19 years. Charlie and Nan bring to Enable their experience and knowledge which they have gained over many years.
VisionPeople living the life of their choice.
MissionWorking together to provide people with quality, individualised support of their choice at home and in the
community.
Values
We listen: the person is the expert in their
own life.
We have integrity: we will never compromise on
quality or confidentiality.
We are all about the person: it’s their goals, not ours.
We are accountable:funding is always utilised as
intended.
We are innovative: we work hard to find a way to
make it happen.
We are respectful: we recognise the diversity of
individuals.“It always
seems impossible
until it’s done”
Nelson Mandela
4
Governance
Board Experience
Enable WA was first established on 7 March 1991 under the name of South West Family Support Association Inc.
On 17 February 2009 the organisation changed its name to Enable Southwest Inc. An incorporated body under The Associations Incorporations Act 1987 and is a non-profit organisation. The organisation registered a trading name of Enable Western Australia to better reflect our organisation’s geographical spread. In January 2017, we changed our incorporated business to Enable WA Inc.
Enable receives funding from a number of government entities including the Western Australian Disability Services Commission, the Department for Child Protection and Family Services, and the Mental Health Commission.
Enable also works with the Health Department, insurance companies and a variety of other fee for service clients.
Enable is subject to a number of Commonwealth and State Acts and Regulations.The strong commitment to community service, which motivated the organisation’s founders, continues to underpin all activities.
Enable, while non-denominational, maintains a strong value based culture, and promotes partnership and teamwork as fundamental working models.
The organisation has a Strategic Plan which is reviewed annually. This is then translated into operations throughout the organisation in the annual business planning cycle documented in each department’s operational plan.
Board Members are elected individual members of the Association, with constitutional objects, powers, rules and procedures.
The Board is responsible for governance and major directional strategies, and employs a Chief Executive Officer who is delegated to carry out its business. The Board acts in a voluntary capacity.
The Chief Executive Officer is responsible to the Board for general management, risk management, the financial, administrative and service provision and other business of the organisation.
Board Experience
Community - Finance Community - Business
Community - Leagal Community - Architect & Design
Person with Disability (individual/parent/family)
14
Enable Southwest was first established on 7 March 1991 under the name of South West Family Support Association Inc. Recently the organisation registered a trading name of Enable Western Australia to better reflect our organisation’s geographical spread. Our official name of Enable Southwest will remain as our incorporated business name but we will eventually become Enable WA Inc.
On 17 February 2009 the organisation changed its name to Enable Southwest Inc. An incorporated body under The
Associations Incorporations Act 1987 and is a non-profit organisation. Enable Southwest receives funding from a number of government entities including the Western Australian Disability Services Commission, the Department for Child Protection and Family Services, and the Mental Health Commission. Enable Southwest also works with the Health Department, insurance companies and a variety of other fee for service clients.
Enable Southwest is also subject to a number of Commonwealth and State Acts and Regulations.
The strong commitment to community service, which motivated the organisation’s founders, continues to underpin all activities. Enable Southwest, while non-
denominational, maintains a strong value based
culture, and promotes partnership and
teamwork as fundamental
working models.
The organisation has a Strategic Plan which is reviewed annually. This is then translated into operations throughout the organisation in the annual business planning cycle documented in the Business Plan.
Board Members are elected individual members of the Association, with constitutional objects, powers, rules and procedures.
The Board is responsible for governance and major directional strategies, and employs a Chief Executive Officer who is delegated to carry out its business. The Board acts in a voluntary capacity.
The Chief Executive Officer is responsible to the Board for general management, risk management, the financial, administrative and service provision and other business of the organisation.
This annual report is published in October each year, with narrative and the audited financial report for the preceding financial year. This is presented to Members and guests at the Annual General Meeting.
governance
Community - Finance
Community - Business
Parent - Business
Community - Architect & Design
Community - Building/Shire
Parent - Community
B O A R D E X P E R T I S E
Community - Finance
Community - Business
Community - Legal
Community - Architect & Design
Person with Disability (individual / parent / family)
5
Ena
ble
WA
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Pat
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Pre
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• V
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• T
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Qua
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Strategic Direction
6Blank Stare by Khloe FielderCoffin Splash by Amelia
Services of Quality:
We deliver superior and individualised services that exceed quality standards and client expectations.
Culture is Key:
We are a values-driven, creative and dynamic
organisation which supports competent staff to build
constructive and accountable relationships with clients
and stakeholders.
As our client numbers continue to grow, we receive exemplary client feedback, external evaluation and validation. We receive positive peer and stakeholder recognition as we maintain the individuality of our services in both philosophy and practice.
We address any staff shortfalls in skills, experience and qualifications to ensure competent, capable and integrated service delivery and work practices. Our clients demonstrably see us live our values as we reject the status quo and balance the need for governance with a ‘can do’ attitude. Clients are constantly encouraged to provide feedback on our culture and performance.
7Ocean and sky by Xavier German Pepper Shaker by DWD
Financially Strong:
We remain financially robust and resilient to sustainably
deliver client outcomes.
Competitive Advantage Maintained:
We are a future-focussed, proactive, agile and capable
organisation which visibly demonstrates strategic foresight and client-focussed operational
solutions.
Technology Savvy:
We are an organisation which uses the latest technologies
to maximise innovation, transparency and efficiency for our clients, whilst minimising
bureaucracy.
We maintain quality assets, investments and reserves through a diversified income stream and a timely and accurate knowledge of the cost of our services. This allows us to reinvest an ongoing surplus into value adding services for our clients.
As our client numbers continue to grow, we fund targeted research and build strategic partnerships. We explore alternative models of support, delivery and marketing based on comprehensive environmental and competitor analysis.
We reflect, use and manage the latest information, communication and technology trends to increase efficiency and reduce administrative costs. Our clients individually control their level of technology interaction, and have the opportunity to access their own data in a ‘real time, self-service’ style.
Corporate Information
The Board (& Finance Committee)Roger VEEN.........................................President
Matt GRANGER............................Vice President
Phil DI CANDILO...................................Treasurer
Mandy MOULD.....................................Secretary
Andrew KING..........................................Director
David MILES ...........................................Director
Ray PHILP...............................................Director
Rob HOLMES ..............................CEO Ex Officio
Tere EUNSON.........................Executive Support
Operational Finance CommitteeRob HOLMES..............................................CEO
Todd FALCO......................Chief Financial Officer
Rhea TANSELL................Chief Operating Officer
Executive GroupRob HOLMES..............................................CEO
Rhea TANSELL................Chief Operating Officer
Todd FALCO......................Chief Financial Officer
Occupational Health & SafetyTere EUNSON..............................Office Manager
Chief Executive OfficerRob HOLMES
ManagersJason HALL...........Individual & Family Outcomes
Ian MUMFORD.......Individual & Family Outcomes
Andrea PREECE....Individual & Family Outcomes
Fiona STEPHEN....Individual & Family OutcomesMichael FINN....................Quality Assurance and Service Development
Tere EUNSON.................................Infrastructure
AuditorAMD Chartered Accountants
8
9
Board Members
Roger VeenPresident
Matt Granger Vice President
Phil Di Candilo Treasurer
Mandy Mould Secretary
Andrew King Director
David Miles Director
Ray Philp Director
10
President’s Report
It would seem that this past 12 months have streamed by and I must have missed some time as what Enable has done has been exceptional.
We have achieved great things and have proved that the service we provide as Enable WA to our clients and people that work with us is professional and at a high standard along with meeting the industry requirements. This is a great tribute to the organization and all involved. Well done!!
Congratulations on all the staff extending from Perth to the Southwest. Well done on a great year. Thank you to Rob (10 years with Enable) and team here in Bunbury for the commitment as well. I look forward to continuing the collaboration between you & the board.
It is exciting to see that our CEO, Rob has accepted our proposal to stay on with Enable WA as his contract had been completed. Rob has agreed to stay on for a further 5 years and this new contract has been completed & signed. Thank you, Rob, for your ongoing commitment and also for the hard work that you put in. The team you work with are extremely helpful and with them you all make Enable WA a dynamic provider. (P.S. I hope you enjoyed your long service leave)
The new extended offices have served everyone very well and has given a new level of service in this environment. I thank both Charlie & Nan Martella in representing Enable WA as their patrons and also in accepting this role as we continue. Thank you also for your donation and support of the Support Worker of the Year awards. This is appreciated.
The board has been fantastic and we certainly work well as a unit. The members are accommodating and helpful. Thank you for your commitment. Due to policy requirements some of the board have had to retire, but have renominated for their positions again this year.
We hope the members are supportive but this certainly does not preclude others if they see fit.
Congratulations to the board for your commitment and the time you have set aside for the ongoing work with the organization. A great group. I look forward to working with you in the future also.
The future is for all of us to work hard and continue being a formidable group. I am sure our growth will continue and our busy ‘savvy’ will show, and as a team on behalf of the board we thank you and look forward to the future together as this team. Growth and relationships are everything.
Thank you.
Roger VeenPresident
“Shoot for the moon, even
if you miss, you’ll land amongst
the stars”
11
CEO’s Report
You will note throughout this report that we refer to sustainability.
Having recently celebrated my ten-year anniversary at Enable the need to be a sustainable business has never been far from my thoughts. It has been terrific to watch and experience the changes in the organisation and the sectors in which we operate. The quality of our services and our staff are critical to the successful development of the organisation and indeed Enable’s future. We continue to expand, and diversification plans for the immediate future are focused on ensuring the sustainability of the organisation.
As in past years, in an ever-changing environment, the constant has been the needs of our clients and their families. The recent developments with the National Disability Insurance Scheme (NDIS) has brought many challenges and uncertainties. Whichever model WA agrees to, Enable will respond to ensure a quality service is available to people in the communities in which we operate. The pricing schedules of both NDIS models continue to challenge, especially as industrial regulations and awards exert increasing pressures on costs.
Not-for-profit organisations must generate a surplus if they are to be viable and sustainable. Enable has worked hard to ensure a modest profit is realised each year. This is achieved by sound management but is increasingly challenging as funding becomes harder to secure and costs, especially wages, rise. Tension in the not-for-profit sector, arising from delivering mission based services and being a commercial entity, grow, especially as competition increases for diminishing funds. This is despite the introduction of the NDIS.
Enable has continued to review our business, ensuring we maintain a contemporary service delivery model that is responsive to the needs of our clients. We have also met the needs of our funders and responded to their requirements. By accommodating these, we ensure Enable is viable and sustainable.
This is made possible by having well-trained, resourced and committed staff.
I recently read an article that identified six key areas organisations need to demonstrate if they want to have a values based commercial culture. These were; being reliable, that is we do what we say we are going to do. We are a commercial enterprise that is a well-run professional business. We are adaptable, that is we learn and adapt to our changing environment. We are participant led by ensuring clients and families have a say in how we deliver services. We are collaborative so that we are engaging and importantly that everyone matters. Finally, and something that underpins all we do, that we are a values driven organisation and that we “walk the talk”. These six key elements contribute to ensuring Enable continues to be a sustainable organisation that will be in business for many years to come.
Each year I write this but it never diminishes in value. What we do at Enable is not possible without the many individuals and families that consistently, each year, entrust Enable to work alongside them and be a part of their lives. I would like to thank the Board, led by its President Roger Veen. Also thanks to the Executive team, Rhea Tansell and Todd Falco, who so competently oversee the two main divisions of the organisation. Finally, I would like to thank the managers and staff across the organisation who have once again successfully undertaken their respective roles resulting in a strong, innovative, quality business that is sustainable. It is an honour and privilege to be part of this dynamic, professional and hugely supportive group of people.
Rob HolmesChief Executive Officer
12
Treasurer’s Report
Enable WA IncFor the year ended 30th June 2017
Enable WA Inc. (Enable) had a solid year finishing with a surplus of $669,452. This is down on the previous year. Enable’s gross operating revenue increased on the prior year by $666,000 to $15.349m. However there was a DSC Funding Give back of $1.228m that was completed by 30 June reducing the top line. In addition to the operating income there was a Lottery West Grant of $287,000. This grant was fully expended on equipment which is shown on the balance sheet and will be depreciated over the next few years. Expenses for the year totalled $13.738m and contain no abnormal items. The net Surplus for the year of $669,452 while being down on prior year the reduction can be accounted for with the DSC Funding give back. More planning/provisioning has been put in place for the future in regards to management of DSC funding to minimise any large give back payments.
Enable’s financial position to 30 June shows a current net asset position of $2.582m. The building extensions have been completed and the Lotterywest funding expended. Surplus cash has been placed into revolving term deposits to maximise investment returns. Term deposits was the best option to access extra income while not putting the cash at risk. Other financial assets were considered but decided not to pursue. The net current asset position places Enable well for the coming year. It is healthy for an organisation to carry between 10-15% of turnover as working capital. Enable is sitting well in that space.
Enable continues its market penetration from South Perth down and throughout the South West. With an excellent reputation, financial stability and changes in the disability services area more opportunities should present themselves in the coming year to further expand the business. Smaller operations will find it difficult to operate and will be seeking the shelter of larger organisations to be able to service their client’s needs. This is something Enable already has in place.
Enable can expect a strong result for the 2018 year and I look forward to continuing my role on the board.
Thank you to Todd and his finance team for the strong financial management over the 2016-17 year
Phil Di Candilo Treasurer
“Dreams and dedication are
a powerful combination.”
William Longgood
13
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
Enable WA 2017 Annual Report Graphs
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2014 2015 2016 2017
Surplus/Deficit
$0$2,000,000$4,000,000$6,000,000$8,000,000
$10,000,000$12,000,000$14,000,000$16,000,000
2014 2015 2016 2017
Turnover
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2014 2015 2016 2017
Expenses
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2014 2015 2016 2017
Net Assets
050
100150200250300350400
2014 2015 2016 2017
Staff Numbers
0
100
200
300
400
500
Jun-14 Jun-15 Jun-16 Jun-17
Client Numbers
El Dorado by Daniel Marinovich Frogspawn by Oliver Reid
14
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF ENABLE SOUTH INC. T/AS ENABLE WA
Report on the Audit of the Financial Report
We have audited the financial report of Enable Southwest Inc. T/As Enable WA which comprises the statement
of financial position as at 30 June 2017, the statement of profit or loss and other comprehensive income, the
statement of changes in equity and the statement of cash flows for the year then ended, and notes to the
financial statements, including a summary of significant accounting policies, and the declaration by those
charged with governance.
In our opinion, the accompanying financial report has been prepared in accordance with Division 60 of the
Australian Charities and Not-for-profits Commissions Act 2012, including:
i) giving a true and fair view, in all material aspects, of the financial position of Enable Southwest Inc.
T/As Enable WA as at 30 June 2017, and of its financial performance and its cash flows for the year
then ended; and
ii) complying with Australian Accounting Standards to the extent described in Note 1 and Division 60
of the Australian Charities and Not-for-profits Commission Regulations 2013.
Basis for Opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those
standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of
our report. We are independent of Enable Southwest Inc. T/As Enable WA in accordance with the Australian
Charities and Not-for-profits Commission Act 2012 and the ethical requirements of the Accounting Professional
and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant
to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in
accordance with the Code.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Emphasis of Matter- Basis of Accounting
We draw attention to Note 1 to the financial report, which describes the basis of accounting. The financial
report has been prepared to assist Enable Southwest Inc. T/As Enable WA to meet the requirements of the
Australian Charities and Not-for-profits Commissions Act 2012. As a result, the financial report may not be
suitable for another purpose. Our opinion is not modified in respect of this matter.
Emphasis of Matter- Economic Dependency
We draw attention to Note 2 to the financial statements whereby in order to continue as a going concern,
Enable Southwest Inc. T/As Enable WA is dependent upon the continued receipt of funding from the Disability
Services Commission (“DSC”) . Our opinion is not modified in respect of this matter.
Responsibilities of the Board and Those Charged with Governance for the Financial Report
The Board is responsible for the preparation of the financial report that gives a true and fair view and have
determined that the basis of preparation described in Note 1 to the financial report is appropriate to meet the
requirements of the Australian Charities and Not-for-profits Commissions Act 2012 and the needs of the
members. The Board’s responsibility also includes such internal control as determined necessary to enable the
preparation of a financial report that gives a true and fair view and is free from material misstatement, whether
due to fraud or error.
In preparing the financial report, the Board are responsible for assessing the Enable Southwest Inc. T/As Enable
WA ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using
the going concern basis of accounting unless management either intend to liquidate the Enable Southwest Inc.
T/As Enable WA or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Enable Southwest Inc. T/As Enable WA
financial reporting process.
Auditor’s Responsibilities for the Audit of the Financial Report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance
with Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements
can arise from fraud or error and are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken on the basis of the financial report.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
AMD Chartered Accountants
TIM PARTRIDGE
Director
28-30 Wellington Street, Bunbury, Western Australia Dated this 28th day of September 2017
Audit Report
15
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF ENABLE SOUTH INC. T/AS ENABLE WA
Report on the Audit of the Financial Report
We have audited the financial report of Enable Southwest Inc. T/As Enable WA which comprises the statement
of financial position as at 30 June 2017, the statement of profit or loss and other comprehensive income, the
statement of changes in equity and the statement of cash flows for the year then ended, and notes to the
financial statements, including a summary of significant accounting policies, and the declaration by those
charged with governance.
In our opinion, the accompanying financial report has been prepared in accordance with Division 60 of the
Australian Charities and Not-for-profits Commissions Act 2012, including:
i) giving a true and fair view, in all material aspects, of the financial position of Enable Southwest Inc.
T/As Enable WA as at 30 June 2017, and of its financial performance and its cash flows for the year
then ended; and
ii) complying with Australian Accounting Standards to the extent described in Note 1 and Division 60
of the Australian Charities and Not-for-profits Commission Regulations 2013.
Basis for Opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those
standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of
our report. We are independent of Enable Southwest Inc. T/As Enable WA in accordance with the Australian
Charities and Not-for-profits Commission Act 2012 and the ethical requirements of the Accounting Professional
and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant
to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in
accordance with the Code.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Emphasis of Matter- Basis of Accounting
We draw attention to Note 1 to the financial report, which describes the basis of accounting. The financial
report has been prepared to assist Enable Southwest Inc. T/As Enable WA to meet the requirements of the
Australian Charities and Not-for-profits Commissions Act 2012. As a result, the financial report may not be
suitable for another purpose. Our opinion is not modified in respect of this matter.
Emphasis of Matter- Economic Dependency
We draw attention to Note 2 to the financial statements whereby in order to continue as a going concern,
Enable Southwest Inc. T/As Enable WA is dependent upon the continued receipt of funding from the Disability
Services Commission (“DSC”) . Our opinion is not modified in respect of this matter.
Responsibilities of the Board and Those Charged with Governance for the Financial Report
The Board is responsible for the preparation of the financial report that gives a true and fair view and have
determined that the basis of preparation described in Note 1 to the financial report is appropriate to meet the
requirements of the Australian Charities and Not-for-profits Commissions Act 2012 and the needs of the
members. The Board’s responsibility also includes such internal control as determined necessary to enable the
preparation of a financial report that gives a true and fair view and is free from material misstatement, whether
due to fraud or error.
In preparing the financial report, the Board are responsible for assessing the Enable Southwest Inc. T/As Enable
WA ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using
the going concern basis of accounting unless management either intend to liquidate the Enable Southwest Inc.
T/As Enable WA or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Enable Southwest Inc. T/As Enable WA
financial reporting process.
Auditor’s Responsibilities for the Audit of the Financial Report
Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance
with Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements
can arise from fraud or error and are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken on the basis of the financial report.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
AMD Chartered Accountants
TIM PARTRIDGE
Director
28-30 Wellington Street, Bunbury, Western Australia Dated this 28th day of September 2017
Audit Report
16
Chief Financial Officer’s Report
The 2017 Financial Year again produced a strong result for Enable WA, returning a healthy surplus for the fourth consecutive period.
We have further improved the long term sustainability of the organisation, with an increase in Cash and Cash Equivalents, whilst our Non-Current assets have also increased and remain at a high quality. We have been able to achieve this whilst also decreasing our Liabilities, which has resulted in a 12% increase in Net Assets of the organisation.
Enable was also able to achieve an increase in two particular income streams. Income from the Department of Child Protection and Family services saw a 68% increase, whilst income from the Insurance Commission of Western Australia also increased by 81%, further enhancing our Strategic Goal of becoming a more diverse Support Provider across multiple sectors.
In the 2017 Financial Year, Enable was fortunate to be the recipient of a $311,000 Grant from Lotterywest, with the majority of these funds being expended before 30th June. This Grant was used to fit-out the extensions to our Bunbury Head Office in Beach Road with new office furniture, and also purchase upgraded IT Equipment.
In line with this Grant, we successfully implemented an 18 month Strategic Information Technology Plan, with the help of our current IT Providers. This plan was designed to look at the organisations IT requirements over the next three years, including both software and hardware. The main focus though, was to ensure Enable has the capability and Network Infrastructure in place to be able to work efficiently in all of our offices, and to use Technology wherever needed to stay connected to each other as one organisation.
It is also very pleasing to see that Enable has continued to find efficiencies in the way we work and deliver services to our clients.
6
chief finance officer’s report
If it doesn’t challenge you
it wont change you
The past Financial Year has certainly been an exciting one for Enable.
W ith a firm focus on growth and sustainability, we have been able to achieve significant increases in turnover
and net assets, as well as client and staffing levels.We have also managed to achieve a healthy surplus, due mainly to the implementation of tighter procurement procedures throughout the organisation, and being able to attract new clients across our various funding streams.
This has allowed Enable to create a solid financial base, which is essential in ensuring the sustainability of the organisation going forward, and has been achieved whilst remaining competitively priced in the market.
Our Finance, Administration and Human Resources (HR) systems have also continued to evolve
over the past financial year. A fully integrated rostering, finance and
payroll system has now been
implemented across the organisation, and our HR and Administration systems have continued to develop and become more streamlined. This has resulted in greater access to crucial information on which we base our decisions, and has also meant Co-ordinators and their clients have real time funding information available when needed.
We have been able to make some very important changes to the way we work and in the way we interact with various agencies, which is testament to everyone’s willingness and ability to manage change.
As the sector moves closer to the rollout of the NDIS, we will be investing in further improvements to our systems to ensure they can meet all current and potential reporting requirements, with a commitment to Best Practice in system design and development.
I would like to thank the fantastic team at Enable for all of their hard work and commitment to continuous improvement over the past year. This flexibility and dedication has contributed to making our organisation much stronger and much more resilient to any challenges that may lie ahead.
TODD FALCOChief Financial Officer
Although we have achieved a 22% increase in client numbers, our operating expenses only increased by 10% over the course of the Financial Year. This has been achieved by continually improving our internal systems and also being able to produce different models of support for our clients where needed.
The year ahead will continue to see Enable move towards being ready for the National Disability Insurance Scheme, whether that be a State of Federal model. With this in mind, we are confident that the steps taken over the past few years have placed us in a strong position to accept any challenges that may arise.
I would personally like to thank everyone at Enable WA for their hard work over the past year, and am confident the future of our organisation is very healthy with such a dedicated team in place.
Todd FalcoChief Financial Officer
“Doubt kills more dreams than failure ever will”
Karim Seddiki
17
Chief Operating Officer’s Report
“I never lose, I either win or learn”
Nelson Mandela
8
And blossom we have…. 2014/2015 has seen unprecedented growth for the organisation. Growth can often just be regarded as growth in terms of the size of the tree, however, it must also be seen in terms of the diversity and richness of the garden itself.
The past year has seen Enable spread its branches to new and exciting areas of work where we can deliver the same quality of
supports, using the same core values to provide individualised supports to people who need it.
We have planted seeds in new geographical areas such as the Peel area but have also charted new ground in establishing supports to people through WA Country Health Services and Department of Child Protection and Family Services. This has meant that we have had to learn to adapt and change to new environments, while ensuring that the core of our business is rooted in the cultural values and ways of supporting people that the organisation holds at its heart.
It has also been crucial to ensure that the support we offer is sustainable into the future regardless of the climate and conditions around us. This has been achieved by taking time to do the ground work, prepare well and ensure that these areas are well tendered, until they become an established area in which we work. For these reasons, our work in these new areas has grown and flourished over the past year and will continue to grow in the years to come.
Considering purely the size of our operations throughout the region, the graph below shows the growth in the number of individuals we work alongside over the past two years.
chief operating officer’s report
Rhea Tansell – Chief Operations Officer
And the day came when the risk to
remain tight in a bud was more painful
than the risk it took to blossom.
~ Anaïs Nin ~
This evaluation takes approximately two months to complete and takes place every three years.
So how did we fair? Well… we were absolutely delighted with the findings from the evaluations across all regions. Enable were commended for their proactive and innovative practice that brings ‘terrific outcomes for families’. Other good practice identified within the report was how we provide ‘best value’ which, according to the Evaluators, was acknowledged and appreciated by clients. Our orientation, training and support for staff was regarded highly as it is responsive to staff and client needs.
Enable’s transparency and accountability was also highlighted as an area of best practice as clients were fully aware of the parameters of their support and had clear expectations. Importantly they were able to have open and honest conversations with staff around this.
The findings of the Evaluators were wonderful to hear and these are the practices we will ensure are maintained and are built upon.
So what could we do better? Although the Evaluators could not identify any areas that required action from the organisation, they did make suggestions with respect to areas we could pay better attention to. One of these was with regard to our review processes. The Evaluators felt that there could be increased consistency in terms of the format and frequency of internal plan reviews.
Over the last two years of Annual Reports, change management has been the theme.
When in the throws of change, it can be easy to forget what the fundamentals, the foundations, the non-negotiables are when you feel at the mercy of responding to change and the challenges it brings.
At Enable, regardless of what external factors or pressures placed on us, we never lose sight of the most fundamental aspect of our service and that is quality.
I recognise that it can be very easy to become complacent so it’s crucial that we ask the question of ourselves, ‘Are we really doing the best work for the people we work alongside?’ in order that our services are sustainable for clients and families into the future. At Enable, we seek out the answer to that question in a number of ways. We meet with families, we review plans and we ask for feedback in surveys. However, it is invaluable when we have the opportunity for the quality of our service to be measured through independent, unbiased and transparent lenses. It also affords us a fantastic opportunity to receive constructive feedback. Having fresh eyes on the work we do allows us to continually improve and strive to become the best that we can be.
Since the last Annual Report, Enable have undergone two independent Quality Evaluations, one for the Southern Region and the most recent focussing on the Central and Northern Regions. Such evaluations are undertaken as part of a mandatory condition of our contract with the Department of Communities. continued on page 18
18
Another area was the quality of the notes we keep on file. The Evaluators believed these could be more extensive, in some instances, to ensure smoother transitions especially when there are changes of staff. It was also suggested that we review our communication protocols to ensure information is effectively relayed and in a timely fashion.
The Management Team and I are now considering a range of strategies to improve our service in all the above areas. In fact, new processes have already been put in place. An example of this is the approach we take to reviews. Training for Coordinators and a standardised review template has already been rolled out. We will continue to work on these over the coming months.
It is always exciting when you first receive the email with your first glimpse of the evaluation attached. It’s like when you take home your report from school and open it with nervous anticipation to see what it says. However, the most exciting part for me is when I am able to read quotes that have come directly from clients and families, because regardless of what the Evaluator thinks, it is the views of the people we work alongside that matter most.
Some examples are:
‘Since accessing Enable the world has opened up for me.’
‘My child has been out in the community more than ever in her life before. This has made a huge change in her ability to operate in the wider community environment.’
‘They asked what I really wanted not just what I had been doing before. They listened and worked with me. That led to changes in my life that I am so much happier with.’
‘I suffer from anxiety now I am much more confident going out. I have learned how to better manage my own anxiety.’
‘Enable is always the place to call if you need to know where to go.’‘In the past I have always hit brick walls. Enable helped me to look at alternatives.’
‘The staff have such warm professionalism.’
‘Enable go the extra mile.’
‘I could not manage to live independently without the support of Enable. I was in a hostel and now I’m living in my own home.’
‘I always know when Enable Support Workers are in the house because I can hear laughter ringing through the house.’
‘My child, through Enable’s support, is now achieving better outcomes in all aspects of her life including schooling, communication and relationships.’
It is feedback such as this which inspires everyone here at Enable to do the work we do. I would like to thank the whole team for their awesome work and commitment. Here’s to the next twelve months.
Rhea Tansell Chief Operating Officer
“The meaning of life is to find your gift. The
purpose of life is to give it away”
William Shakespeare
continued from page 17
19
Quality Assurance and Service Development Manager’s ReportThe role of Enable’s Quality Assurance and Service Development Manager is certainly a mixed and varied one.
No two days are ever the same and I can be moving across a number of issues, often simultaneously, depending on the priorities that I may be presented with by our CEO Rob Holmes (my boss!) and the Executive team.
My role is largely to keep a watching brief across the organisation on broad aspects of how Enable supports our clients and to keep the Enable Executive team informed around issues that may impact on the quality of the services we provide and the longer term issues that affect the sustainability of Enable.
This is a “big picture” view of Enable and incorporates everything from developing policies and procedures, reviewing on-call coordinators activities, assessing incident reports, ensuring compliance with our funders reporting requirements, conducting satisfaction surveys, exploring grant opportunities, preparing tenders, identifying staff training requirements and accessing resources to assist in workforce development.
These activities reach across all of Enable’s areas of service delivery and bring me into contact with all of Enable’s Managers, Coordinators and many of our support workers. While not directly involved in service delivery, I am often involved behind the scenes providing reports to the Executive team in ensuring that Enable continues to meet with the standards that Enable is required to observe.
Having a “helicopter view” of Enable’s activities is a rewarding experience as I get to see how Enable not just meets with the standards that govern our industry but in most cases, exceeds these standards as has been evidenced in the recent Quality Evaluation reports handed down by the Department of Communities (previously Disability Services Commission).
The consecutive evaluations for 2016 and 2017 have identified that Enable is an outstanding provider of disability support services and that the organisation has met all National Disability Service Standards without any adverse comments or recommendations.
From a sustainability perspective, external recognition of the quality of Enable’s services bodes well for Enable’s future as the sector goes through significant change. In addition to the regional growth of Enable, opportunities are opening up in new areas for Enable such as Child Protection, Mental Health and Aged Care and my role is to assist Enable’s Executive team and Managers in exploring these opportunities.
Enable’s role as a major player in the region is also being recognised outside of the disability sector with Enable increasingly being invited to participate in planning activities across other areas of the community. Enable is also increasingly being recognised as a provider of training within our region and this is factoring into the workforce development planning activities associated with this role. The role of Enable’s Quality Assurance and Service Development Manager is a privileged one as it witnesses most of the organisation’s achievements and goes some way to assist in these. This is a great job!
Michael FinnQuality Assurance and Service Development Manager
Northern Manager’s Report
2017 has been a rewarding and at times eventful year for Enable in the Mandurah and Peel Region of WA.
Our major priority has been to expand our operational presence and to raise awareness of the role Enable plays in human services and to establish our organisation as the region’s disability service provider of choice.
In order to achieve these outcomes, a number of strategic actions were undertaken, these included:
• Recruiting and ensuring that Enable’s local coordination team consisted of trusted, knowledgeable and experienced staff
• Raising the profile of Enable as a contemporary provider of ‘innovative individualised support solutions’
• Demonstrating operational flexibility and zeal by quickly responding to opportunities presented by the new NDIS funding strategies.
• Placing great importance on building and nurturing relationships with clients and families.
• Recruiting teams of quality support workers and host families – thus ensuring that Enable (in the Peel Region) delivers services consistent with those in the South West/Lower South West Regions
Fostering and maintaining positive relationships with Managers and Coordinators/Case Workers from Department of Communities, Disability Services /NDIS and Child Protection and Family Support divisions.
Since the local implementation of the NDIS in July 2017 in Mandurah, community and stakeholder consultation has found that there is now significant demand for additional disability support services.
20
By way of demonstrating recent growth, in August 2016, Enable was supporting 12 Clients with one coordinator as part of our Mandurah operation. In August 2017 the amount of clients had risen to 44, with two coordinators operating in tandem. This growth represents a 267% increase in the client base in one year alone. In view of the continuing demand for Enable’s services, approval has now been given to recruit an additional third Coordinator for the Mandurah Office. It is anticipated that the new coordinator will commence duties by late September 2017.
As a regionally focused organisation with a proven capacity to deliver across urban, suburban and country locations, Enable is now well positioned to meet the growing demand for services. With a strong team in place, an exciting and successful future is forecast for Enable’s Mandurah/Peel operations.
Ian Mumford Northern Manager
21
Central Manager’s Report
I accepted the role of Manager at Enable in March 2017 having worked previously at the Disability Services Commission as a Local Coordinator.
Having valuable insight into the changing world from the “other side of the fence” I was acutely aware that Enable needed to keep pace with the fluid nature of Disability Services Commission, WA NDIS and the possibility of a Federal disability funding model on the horizon.
Our Enable coordinators are adaptable and dynamic, they recognised the need to work flexibly and effectively to deliver the outstanding service our clients expect and deserve.
I have undertaken additional training with the coordinators around the nuances of funded plans, how they can be interpreted and how they can be utilised optimally to give our clients the greatest outcomes. Some of these new learnings have challenged us and forced us to realise that the job and the landscape is changing.
Fortunately, we have the highest quality coordinators in the sector. Their ability to embrace new ways of working is admirable. Their willingness to learn, adapt and overcome challenges is a constant source of surprise and inspiration for me as their manager.
Our coordinators are now fully involved in all aspects of the clients plans from review, to inception, to delivery. They are able to provide informed, valuable operational insight and advice. They now have the additional commercial awareness required to extract the maximum outcomes for our clients.
This greater understanding of the mechanics of disability funding has led to even closer collaboration with the Local Coordinators at the newly formed Department of Communities. Our close ties with the funding body have been vital when working through complex plans in an ever-changing environment. Once again those relationships are built and strengthened through the hard work, knowledge and confidence shown by the coordinators.
Having worked in the sector for a number of years both in Government and for other Disability Services Organisations. I can hand on heart say that our coordinators are the most professional, well trained and values driven collection of people you will find in any organisation. It is my pleasure and privilege to work alongside them and I can honestly say that our clients are in very safe hands.
Jason Hall Central Manager
“To live is the rarest thing
in the world. Most people just exist.”
Oscar Wilde
“If you are always trying to
be normal, you will never know how
amazing you can be”
Maya Angelou
Southern Manager’s Report
The year has seen some changes with the Bridgetown Office closing in June, this, however has had such a positive outcome for Jean & Lorraine who are now very happily working from the Manjimup Office making an even stronger team buzzing with a broad range of people and skills.
We said goodbye to Rich Wade a Coordinator from Busselton who has left to travel & follow the sun with his family, and we have said hello to Ellie Hearn & Jason Johnson who have joined the Busselton Team bringing great personalities & passion as well as skills & experience.
The sector continues to be very competitive which means that there are more agencies providing services in the region & people have more choice about who provides those services. Choice & control is a positive outcome of and NDIS people are still overwhelmingly choosing Enable as their Service Provider which is a great affirmation of the work that we do.
It’s important for the growth & sustainability of Enable in the regional areas that we are visible and actively part of the community; word of mouth is very powerful, everyone knows someone who knows someone who needs our services.
There is a trend that we are just starting to see evidence of, which is people deciding to use an agency to deliver supports rather than Self-Manage plan funding, we’d like Enable to be the first agency that they think of when they are making a choice.
22
There has been a stronger than ever focus on networking, relationship building, & joining in with community activities which is increasing the awareness of the Enable brand & confirming our place as integral to communities, as well as lots of fun for everyone involved.
Enable have this year, hosted the very successful Empowering Women Expo in Margaret River; got very dirty at Mudfest; volunteered at Cinefest Oz; competed in XAdventure & Busselton Jetty Swim, providing publicity opportunities that keep us part of the conversation in our towns.
Andrea Preece Southern Manager Manjimup
“The only thing worse than
being blind is having sight but no vision”
Helen Keller
23
Southern Manager’s Report
With new clients continuing to come to us for support, the need for reliable, committed and diverse support workers is becoming more essential and the challenge for us now is to shape a more sustainable work force.
Sustainable development has been recognised by the co-ordinators as they continue to work together when recruiting. With multiple clients in mind throughout the recruitment process, co-ordinators look for career minded people who are keen to diversify and work to their strengths improving outcomes for clients. Coordinators collaborate specifically to source support workers with multiple skills, availability, experience, personality, life experience and community connections to suit a range of clients.
Matching clients and support workers remains a priority so having the resources to offer training to up-skill existing employees is proving a positive experience. In doing this, the client receives a continued high quality of service and support workers are able to fulfil the needs of a broader range of clients.
We have recently seen 10 support workers complete Certificate III in Individual Support. This resulted in renewed enthusiasm for working with existing clients, fresh ideas and the confidence to challenge themselves with new clients. Feedback from support workers has been encouraging having heard that they feel “valued” and appreciate the opportunities offered to further their skills to make this a career rather than just a job.
Continued in house training provided by our Enable nurses has been of great benefit. Training given to support workers in client specific care requirements has provided support teams with a greater confidence and depth of knowledge ensuring existing and new support workers are equipped to better serve the people we work alongside.
Training also provides the opportunity for support staff to network and socialise with one another. Coordinators are mindful of the isolation of the support worker role and continue to look for ways to provide opportunities for support workers to engage with one another and feel valued in their role. A recent gathering to celebrate the Certificate III graduation, The Margaret River Mudfest, Busselton Chevron Fun Run and Christmas celebrations all contribute to including our support workers and allows everyone the chance to feel part of the Enable organisation.
Valued feedback and communication with our support workers is helping coordinators work collaboratively across the pool of support, endeavouring to consolidate rosters to fill shifts with a broad range of clients . As the support worker pool becomes stronger through smart recruitment, training, high morale and coordinator support, we continue to build a reliable, skilled and more sustainable support worker cohort.
Fiona StephenSouthern ManagerBusselton & Margaret River
“Sometimes people feel the rain, others just
get wet.”
Bob Marley
Disability Access & Inclusion Plan (DAIP)
As a recipient of government funding, Enable is required to submit an annual report demonstrating compliance with the State Government’s Disability Access and Inclusion Plan (DAIP) progress reporting to Department of Communities, DSC and the CPFS.
This year, Enable has been able to include amongst other things:
• how our building extensions and new offices continue to improve access for people with disability to Enable’s facilities;
• Website redesign made fully compliant with Web Content Accessibility Guidelines 2.0.
• our evidence of updates to policies and quality assurance activities;
• Enable is represented on the City of Bunbury Community Access Committee.
• Enable is a party to the MARCIA (Most
Accessible Regional City in Australia) initiative
• Enable contributes to the HaDSCO online reporting process for Complaints and Compliments.
The DAIP is yet another mechanism by which government seeks to ensure quality service for people with disability and Enable sees this as an opportunity to demonstrate continuous quality improvement.
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“You are never too old to set another goal
or to dream a new dream.”
Aristotle
25
Reaching My Goals!
Brodie wanted desperately to work part time after school working with cars as this would be his dream job when he leaves school.
Brodie, with the help of support, created a current resume and began walking from garage to garage asking for a chance to show what he could do.
The local garage in Pinjarra was that impressed with Brodie’s attitude he was offered a part time job 2 days a week after school.
Brodie
Brodie is enjoying his 2 days at the garage. They are impressed with his
attitude and have advised if he carries on like this they will consider him doing his mechanical apprenticeship
with them
So what’s next?
Collin Jennings has recently become a new client to Enable and is enjoying the independence that his support team are able to provide.
Collin is working on building his self esteem through roles that are valued in his close knit community, connecting with his friends and keeping a healthy relationship with Mum and Dad by developing his independence.
Collin volunteers twice a week at his local Salvation Army Store and enjoys sorting and pricing the new merchandise that comes in. Collin is keeping in touch with his friends and attends a weekly music group where he can catch up with them.
Collin loves to sing and is particularly enthusiastic on the guitar. In the kitchen Collin has been cooking up a storm! Collin recently had his first weekend away from Mum and Dad in over 10 years and says he wants “more parties and sleepovers every weekend”
Collin
Reaching My Goals!
Georgia has been determined to develop her independence within her personal and work life. 2017 has been the year that Georgia has been able to do just that.
Georgia has enrolled herself on a self study course in animal welfare and has obtained a day a week work experience to go alongside this. Georgia is hoping this will develop into a future career that she can feel passionate about.
On Monday 10th April 2017, Georgia was given the keys to her very own rental accommodation in San Remo, Mandurah . Georgia has dealt with the agent and sorted her weekly rental a bond herself.
Georgia has started her journey into independent living and a new TAFE course.
Working within a set budget is priority now for Georgia. Georgia is keen to develop her financial skills and increase her savings.
Georgia is to continue working within her set routine with her TAFE studies and her work experience to pursue a career in animal welfare at the end of her course.
Jakeb has recently moved into his own place! Lots of planning and preparation went into this venture and Jakeb feels very proud he has accomplished this goal.
Jakeb is enjoying the challenges of the daily domestic duties tasks that come from moving out of home and living independently. Cooking his own meals and keeping his home neat and tidy.
Jakeb now looks after his own finances and purchases his weekly groceries using his ATM bank card.
Georgia Jakeb
Jakeb is thriving in his volunteer positions within the community;
reading children’s book at playgroup in Australind and helping
out at Stirling Street Art Centre.
Jakeb has been busy meeting new people and interacting
socially.
So what’s next?So what’s next?
26
Reaching My Goals!
Bec moved from Greenbushes to Bridgetown 18 months ago, where she lives in her own home. Bec has become a well-known, liked and valued member of the Bridgetown community.
Bec has a beautiful home that she loves and has achieved amazing independent living skills by maintaining a routine to keep her home in good order. Bec already had great cooking skills but since living independently has gained even greater skills. Bec really enjoys cooking curries, making healthy shakes and cooking sausages. Bec lives with her cat Spike who is nearly 2 years old.
Bec is very involved in local community activities, and currently volunteers her time at the local library. Bec’s role is to sort through books that have been borrowed and returned and place the books in alphabetical and numeral order. Bec is also going to be volunteering her time at the Bridgetown Family & Community Centre making Boomerang Bags.
Bec attends TAFE in Manjimup weekly where she is studying Literacy and Numeracy. Since attending TAFE, Bec’s confidence has improved out of sight.
Rebecca’s story by Sharna Bennett
On Tuesday nights Bec often goes to Bunbury where she is involved in Ball Room Dancing classes. When she is not going to dance lessons, she attends Horses Helping People in Bridgetown and has made a very special bond with a horse named Salty.
Bec is conscious of her health and wellbeing which has led her to recently join the local gym in Bridgetown.
Bec wrote a list of her own achievements stating that she is very capable of making her own appointments. This includes being able to call a tradesman when needed. Bec also said she “is very capable of taking her own medication”. Bec commented she loves her home.
Left: Bec with her cat Spike
Above right: Bec with Salty the horse
27
Reaching My Goals!
Turi Ranga has achieved many personal goals over the past year with support.
Turi overcame her 40+ year old phobia of water by starting to walk laps to improve her strength and mobility in the pool. She then moved on to feeling comfortable enough to enjoy and love sailing for life and even swam with dolphins on a recent holiday in Bali.
Turi had budgeted and managed her finances so well leading up to her first holiday in years to Bali that she had ample funds for her daily living needs when she returned.
Turi’s relationship with her sons has improved and she is able to visit with them regularly including weekend trips to spend time with her grandchildren.
Turi’s informal networks have been building and Turi is confident in asking her neighbour to care for her cat, ‘Coco’ when she goes away.
Turi has trialled assistive technology through Rocky Bay and now has communication equipment available to her for as long as she requires.
Turi’s story by Kellie Roennfeldt
Turi now has a secure area to store her bike and gopher which has opened her backyard up for her blossoming garden and vegie patch. Turi’s confidence is building on her gopher and she is now able to access her community independently.
Turi has attended many social occasions including the NZ v AUS rugby game in Perth as well as day trips to the Gosnells markets and down in Busselton.
At the moment Turi is attending TAFE to develop her skills in leadership and build her confidence in being able to utilise her past diplomas and personal experience in mental health.
Turi has also recently been approached by WA Community Mental Health to become a ‘Consumer Representative’ because of her vast knowledge and personal experience in this area. This is something Turi has been passionate about since Enable first become involved with Turi and we all look forward to witnessing the future progress that Turi will be able to provide to this much needed service in Bunbury and surrounds.
What a year, Turi!
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29
In Remembrance
James LeeAnthony Bertone
Ruth Kretschmer
Friends of EnableWe would like to acknowledge and extend heartfelt thanks to all these organisations (and individuals) for their contribution so generously given to Enable WA.
We thank them for the support provided to our organisation through their regular visits, outings, work experience and employment, as well as their products and/or services.
• Manjimup Ed Support• McCays Mitre 10 & Retravision Manjimup• Mental Health Commission• Milligan House• Mower Plus• MS Society• National Disability Coordination Officer:
Dale Arthur• NDS• Nites Electrical• Noongar Boodjar Language Centre• Riding Develops Abilities• Rotary• Rowe Group• Simcoa• South West Development Commission• South Regional TAFE• South West Mental Health Network• St John of God Hospital• Staples• Stirling Street Arts Centre• TADWA• The Senior Citizens Centre• The Washing Well Laundrette• Thommo’s Community Garden• WAAMH• Withers and City Library• Woolworth Bunbury Plaza
• Access Housing• Activ• Advocacy Southwest• Alliance Housing• Andel Plumbing & Gas• Artisan Jewellery• Back Beach Café• Bakers Delight, Centrepoint• BRAG• Bunbury Machinery• Bunbury Regional Art Gallery• CEWA• Corporate First Aid• Dale Alcock• Dance Work Studio• Department of Child Protection
& Family Services• Department of Communities• Department of Health• Dunsborough Climbing Naturaliste• Geographe Ford• Greendoor wines• HACC• Harvey Norman Electrical• iSports• Kidds Inn Dalyellup• Leschenault Community Nursery• Lighthouse Beach Resort
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SIGNED: ___________________________________________ DATED: _____________________
Z:\COMMERCIAL\Enable WA\Annual Report 2017\Updated\Minutes AGM 2016.doc Page 1
1. Opening & Welcome of Visitors1.1 The President opened the Annual Meeting by welcoming the patrons, Charlie and
Nan Martella, previous Board members, CEO and staff of Enable. He also welcomed the guest speaker, Conrad Liveris and Tim Partridge of AMD Accountants. The President also acknowledged the traditional owners of the land present and past.
2. Apologies2.1 Robert Axon, Phil Di Candilo
3. Confirmation of Minutes – 2015 AGM3.1 “That the Minutes of the Annual General Meeting held on 26 October 2015, be
accepted.”
No matters arising from Previous Minutes
Moved: Michael Finn Carried: Mandy Mould
4. Guest Speaker – Conrad LiverisConrad Liveris is an advocate, adviser and researcher on the politics and economics ofdiversity. Focusing on gender and generations, he advises emerging and established
Minutes of theAnnual General
Meeting for Enable
Southwest
Enable South West IncTel: 9792 7500 Free: 1800 468 965
Fax: 9791 [email protected]
104 Beach Road BunburyPO Box 6379, South Bunbury 6230
DATE Monday 31 October 2016 VENUE Enable Southwest, 104 Beach Road,Bunbury
Present: R Veen – PresidentM Granger – Vice-PresidentM Mould – SecretaryA King – Board Member
Guests: Amanda Mould, Rob Holmes, Roger Veen, Andrew King, Conrad LiverisCody Westwell, Leah Miers, Derek Fisk, Tim Partridge (AMD Auditor) David Miles, Todd Falco, Jackie CoffinFiona Stephen, Jenny Jones, Andrea Preece, Danielle Cronin, Jacqueline Davies, Mary Mitchell, Emma DearnKerry Morrison, Mark Wright, Daniel Bruce, Nan Martella, Charlie MartellaGem Fielder, Rhea Tansell, Michael Finn, Carol Radovan, Jenny WoodStephen Catoni, Ian Mumford, Celeste Dumitrascu, Sarah Pepper, Brooke Kuipers, Tere Eunson, Kelli CarlisleAnnette Whitelaw, Matt Granger, Elle Elias, Rich Wade, Ray Philp
APOLOGIES Robert Axon, Phil DiCandiloMeeting Start 3.00 pm
1. Opening & Welcome of Visitors
1.1 The President opened the Annual Meeting by welcoming the patrons, Charlie and Nan Martella, previous Board members, CEO and staff of Enable. He also welcomed the guest speaker Conrad Liveris, and Tim Partridge of AMD Accountants. The President also acknowledged the traditional owners of the land present and past.
2. Apologies
2.1 Robert Axon, Phil Di Candilo
3. ConfirmationofMinutes–2015AGM
3.1 “That the Minutes of the Annual General Meeting held on 26 October 2015, be accepted.”
No matters arising from Previous Minutes
Moved: Michael Finn Carried: Mandy Mould
4. GuestSpeaker–ConradLiveris
Conrad Liveris is an advocate, adviser and researcher on the politics and economics of diversity. Focusing on gender and generations, he advises emerging and established organisations on diversity and inclusion. He has overseen the development of policy and programs for a number of organisations.
The President thanked Conrad Liveris for his talk and presence at the AGM.
Minutes - 2016 Annual General Meeting
31
5. FinancialReport
5.1 “That the Audited Financial Report for the year ending 30 June 2016 as presented, and as prepared by AMD Chartered Accountants, be accepted.”
Moved: Andrew King Carried: Matt Granger
5.2 “That AMD Chartered Accountants be appointed as auditor for the 2016-2017 Financial Year.”
Moved: Todd Falco Carried: Mandy Mould
6. President’sReport
The President acknowledged the hard work being carried out by the Board, the CEO and staff and made special mention to all staff for their patience and perseverance during the building extension.
The President thanked the Board for their input this past year, also thanking Enable for the privilege of leading a team of professional Board members, Executives and staff and to watch the ongoing growth of the organisation.
7. CEO’sReport
The CEO presented a Powerpoint making references to the year that was.
8. RegionalManager’sReport
Andrea Preece spoke about the NDIS and how these changes will affect Enable.
The President thanked Andrea for her presentation
9. AdoptionofAnnualReport
“That the Annual Report for 2016 as presented be accepted.”
Moved: Matt Granger Carried: Andrew King
10. ApprovalofnamechangefromEnableSouthwestInctoEnableWAInc.
Moved: Nan Martella Carried: Mandy Mould
11. ApprovaltochangethenamefromEnableSouthwestInc.toEnableWAIncinourConstitution.
Moved: Nan Martella Carried: Mandy Mould
12. WordsfromthePatronsandSupportWorkeroftheYearaward
The Patrons of Enable, Charlie & Nan Martella, presented Steve Catoni with the 2016 Support Worker of the Year Award. Steve received travel vouchers for his hard work and dedication to both Enable and clients / families.
13. Boardstandsdown–TimPartridge
14. ElectionofBoardMembers–TimPartridgetoofficiateBoardelection.
There being fewer nominations than positions available and there being no objections nominees were duly elected to the Board:
15. AnnouncementofnewBoard–TimPartridge
Roger Veen; Matt Granger; Phil DiCandilo; Mandy Mould; Andrew King; Ray Philp; David Miles.
16. Meetingclosed:4:10pm
Roger Veen closed the meeting and invited people to have light refreshments.
Enable WA Inc.ABN 40 673 480 698
Telephone: 08 9792 7500Freephone: 1800 468 965Facsimile: 08 9791 2776Email: [email protected]: www.enablewa.org.au
Head Office104 Beach RoadBunbury WA 6230PO Box 6379 South Bunbury WA 6230
Busselton86 Bussell HighwayBusselton 6280Telephone: 08 9792 7500
MandurahUnit 4, 61 Sutton StreetMandurah 6210Telephone: 08 9792 7500
ManjimupUnit 4 Laika Place15 Ipsen StreetManjimup 6258Telephone: 08 9792 7500
Margaret RiverUnit 1, 33 Fearn AvenueMargaret River 6285Telephone: 08 9792 7500
Moon Elk by Jasmine Engstrom
Sailing Free by Mary Hunt
Wolf Heart by Braidley McFayden
