Annual Report - Community Vision · 4 ity ii Annual Report 2015-2016 CEO Report As the new CEO for the Organisation, it is my privilege this year to present the CEO report on behalf

Community Vision Annual Report 2015-2016 2

Annual Report2015-2016

Community Vision Annual Report 2015-20162


Vision, Mission and ValuesVisionTo create opportunities that enable people to shape their own lives and to be active citizens in their communities and in the world.

MissionTo work with and advocate for people to enable them to develop their aspirations and realise their dreams.

ValuesWe value consultative relationship, partner with people to develop sustainable environments and competently deliver personalised services that:

• Recognise and celebrate individuality and diversity

• Strengthen and promote interdependence

• Encourage creativity and innovation• Foster and support the leader in us all.

“What matters to you,

matters to us.“

ContentsVision, Mission and Values 3

CEO Report 4

Chairperson Report 6

Board Members: July 2015–June 2016 7

Board of Management & Advisory Committees 9

People with a Disability 10

Home Care Services 13

Family Day Care Service 16

Grandparents Raising Grandchildren Project 19

Our People 20

Corporate Services 22

Thank you to our Partners 23

Financial Summary 2015-2016 24

Independent Audit Report 26

Statement by the Board of Management 27

StatementofProfitorLossandOtherComprehensive Income 28

Statement of Financial Position 29

Statement of Cash Flows 30

Statement of Changes in Equity 31

Notes to the Financial Statements 32


CEO ReportAs the new CEO for the Organisation, it is my privilege this year to present the CEO report on behalf of Community Vision.

I started with Community Vision in July 2016 and oneofthefirstthingsIdidwashavealookattheachievements of the organisation over the past 12months.TheStaff,CarersandVolunteersofCommunity Vision should all be very proud of what they have achieved during that period and the steps they have made towards becoming a stronger organisation.

We should not however, be complacent as a result of the great work we do, as we have a big year ahead and one which requires us all to work together and strive for excellence in everything we do.

Iwanttoreflectfirstonsomeofthewonderfulwork we have done over the past 12 months before looking at what this year has in store.

InitsfirstyearoperatingindependentofGovernment funding, which ceased in July 2015, Family Day Care services have gone from strength to strength, with many new educators joining Community Vision over the year. We are particularly proud that our team have been nominated for the Service Provider of the Year award with Family Day Care Australia, and we have a number of our educators nominated for Educator of the Year.

The Kingsley Disability Centre has increased the number of individuals supported, and proven that there is a need in the community for support during out of school and during holiday periods; we are looking forward to replicating this model of support over the coming months in other regions. We are grateful to Disability Services Commission and Department of Social Services for the support they provide in ensuring that we can meet the demands of the community and to our newly established Carer Support & Consultation Group who provide great insights and suggestions for how we can support them.

Through the Leading into the Future Program sponsored by WAIS, we have been investing in our people and preparing ourselves for the demands of the changing market. We will continue to invest in our people and develop new capabilities as the changing world of Disability and Aged Care roll out over the next 12-18 months, to be in a strong position to help our consumers, clients and other stakeholders embrace the road ahead.

NDIS is expanding in WA later this year with a view to being fully rolled out in WA in the near future. The National Disability Insurance Scheme gives individuals a greater say in how they spend their


funding and, with a more person centred approach tosupport,allowsforgreaterflexibilityinservicesand outcomes for the individual. During 2015-2016, we have worked with a number of our clients to help them with the NDIS funding and their supporting plans. We look forward to continuing this journey with many more during 2016-2017 as weexpandourofferinginthismarket.

OurVeteranshavecontinuedtobenefitfromourunderstanding and work in the Veterans' Home Care programs and we have been pleased to continue the successful relationship we have with theDepartmentofVeterans'Affairs.

Our Home Care Program generously sponsored by the Department of Home and Community Care Services (HACC) has continued to see many elderly and frail individuals receive the support they need to remain living at home for longer with help to assist them with their daily tasks. With a greater focus on wellness and reablement, we look forward to working with our clients to help them restore some of the functionality and mobility they had and to assisting them to better health in the future. In partnership with others in the community, we will work on goals and outcomes with our clients to give them the support needed to achieve them.

We look forward to continuing to provide support and community activities through our Woodvale Social Club. The Club has proven to be a great way to socialise and has a number of activities which have resulted in some wonderful art work being produced.

We continue to work in partnership with others in the community and with the local authorities of Joondalup and Wanneroo, to provide services to the Northern Suburbs of Perth and we will be asking community members to provide feedback on how we can improve what we do to meet the demands of the community and also help educate consumers on what the new changes mean to them and the impact this will have on their services in the future.

We will help people take control of their care and their future services and will co design services and products with them, which will give them the opportunity to have input and say on what these should look like.

With Consumer Directed Care changes heading our way in February 2017, Community Vision will be well positioned to provide support to those who are looking for a local provider of services and who wish to work in partnership with us to secure the future of the community.

We acknowledge that we can’t do this without the generous support of all our Stakeholders including the Government funding bodies, Local Authorities and the support of the community as a whole.

We look forward to continuing this exciting journey in 2016-2017 and we look forward to collaborating with you the community to continue to serve you makingapositivedifferencetothelivesofthosewe touch.

Michelle Jenkins CEO

“We will continue to

invest in our people and

develop new capabilities

in the changing world of

Disability and Aged Care.”


Chairperson ReportThis year is my last as the Chairman of the Community Vision Board. After 4 years as a Director and three as Chairman it is time for me to step down. I am very pleased to say we have an excellent replacement in Greg Martin, who has a wealth of corporate and government experience and who has already put in a lot of time and effort since joining the Board about a year ago.

I have enjoyed my time on the Board of Community Vision and have seen many changes over the 7 years that I have been on the Board.

Ihaveseenthegreatworkthatourstaff,carersand volunteers do in the aged care, disability and family day care space. I think that we sometimes takeforgrantedtheworkthatnot-for-profitsdoandasIwrotelastyear,thisserviceourstaffprovide is incredibly important for so many of us in the community.

There are many changes ahead of us, as the industry prepares for individualised funding, the roll out of NDIS in WA and the transition of HACC from its present program into the Commonwealth Home Support program. The advent of Consumer Directed Care in Aged Care will change not only the way we work, but also the way in which consumers will look at their services, giving them greater choice and control over the way in which they receive services.

With individualised budgets, consumers will now need to control how they spend their funds and direct their providers so that their goals are achieved. With a reablement focus in the aged and home care space, we will be working towards

the “doing with” not “doing for” approach to care and creating stronger alliances with allied health providers to ensure we achieve the best outcomes for our clients.

There is no doubt that this will create opportunities forCommunityVisiontoflytheflagforourclientsand also for others in the community and I know the Board will be looking at how the business needs to change to meet the future in this space. Consideration of alliances partnerships and mergers will have to stay on the agenda for us to remain sustainable and position ourselves best to look after those we provide services to and for our staffandexec.

I have no doubt that the Board under Greg’s guidance, will remain committed and focused on a strategy that works with what the community needs and want and I wish them every success in those endeavours and thank you all for the journey and support I have received as your Chair and Board member. I will remain a strong supporter of Community Vision.

Kevin Smout Chairperson


Board Members: July 2015–June 2016Kevin Smout Chairperson of the BoardFinance and Audit Committee MemberB Comm (Hons) Accounting, Inst of Company Directors, Chartered Institute of Mgt Acc’ntants,Fellow of the Finance and Treasury Association, Member CPA Australia,Registered Auditor ASIC & DOCEP.Partner, KPMG, Audit & Risk Adv.PracJoined Board: August 2009 Number of Meetings eligible: 9 Attended: 8

Siân Flynne Vice Chairperson of the BoardChairperson, Finance and Audit CommitteeM Comm Accounting, CPA, Postgrad Dip Business in Accounting, B Comm Accounting, BA (Hons) German, Business Manager, School of Economics & Finance, Curtin University.Joined Board: July 2011Number of meetings eligible: 9 Attended: 9

Brooke Jones Trainee DirectorResearchFellow,CurtinNot-for-profitInitiativeGradCert, Social Impact, UWA (Current)GradDip, International Relations, Curtin University BA (Asian Languages), Curtin UniversityJoined Board: February 2015Traineeship ended: March 2016Number of Meetings eligible: 5 Attended: 5

Greg Martin AM PSM Ordinary Board MemberBE(Hons), BCom (UWA), MS (UCB),GD Urban Systems (Swinburne)Fellow, Aust. Institute Company DirectorsDirector, Greg Martin Transport StrategiesJoined Board: June 2015Number of Meetings eligible: 9 Attended: 8

Dr. Susan King Ordinary Board MemberPhD, Syracuse University, Dept. of Cultural Foundations of Education, USAMEd, Bed, BA, University of Western AustraliaTeachersCertificate,EduDept.ofW.A.College Fellow, Aust Institute of ManagementMember, Aust Institute of Company DirectorsJoined Board: July 2012Number of meetings eligible: 9 Attended: 9

Rae Walter Ordinary Board MemberChurchill Fellow, Bachelor of Economics (UWA), Dip. of Education (UWA), Master of Business Leadership, (Curtin Uni.), Company Directors Diploma (AICD).Joined Board: May 2013Resigned: March 2016Number of meetings eligible: 5 Attended: 3


Anna Mulholland Ordinary Board MemberMaster of Business Administration (UWA), Bachelor of Science (Nursing) (Curtin Uni. of Technology).Joined Board: May 2013 Number of meetings eligible: 9 Attended: 9

Andrew Logan Ordinary Board MemberLitigation and Special CounselProperty Dispute resolutionLawyer: Minter EllisonPartner: Mills OakleyJoined Board: October 2014Resigned: August 2015 Number of Meetings eligible: 1 Attended: 0

Jason Hughes Ordinary Board MemberBachelor of Commerce, UWAGrad. Dip.in Applied Finance & Investment, Financial Services Institute of AustralasiaChartered AccountantSen. Fellow, Financial Services Institute of AustralasiaFellow, Chartered Accountants Australia and New ZealandMember of AICDBoardMember,ChildAustralia(NotforProfit)Joined Board: March 2016Number of Meetings eligible: 4 Attended: 1

D. John Carlson Ordinary Board MemberChairman – Calico Global, Linc Capital, D. John Carlson AdvisoryDirector – Picasso Capital Management, Perth Theatre Company, FoodbankBachelor of Arts with Honours (Psychology) UWAPost Graduate Diploma in Education, UWAMBA (not completed) UWAFellow, AICDFellow, Australian Marketing InstituteMember, UWA ClubJoined Board: March 2016Number of Meetings eligible: 4 Attended: 4

Jenni Werner Ex-Officio MemberTPTCD, Masters Equiv EducationCEO Community VisionJoined Board: July 2001Retired: April 2016Number of meetings eligible: 7 Attended: 6


Board of Management & Advisory Committees Board of ManagementCommunity Vision is incorporated under the Associations Incorporation Act 2015 and operates under the rules of the Constitution. The primary role of the Board is to ensure that all activities are directed towards achieving our Vision and Mission as well as ensuring sustainability of the organisation.

TheBoardisalsoresponsibleforfulfillingourlegal,ethical and functional responsibilities through adequate governance policy development.

The board members do not receive remuneration for their services. They must uphold the Constitution and Code of Conduct and new membersreceiveinductionwhenfirstappointed.

The appointment of the members is made to ensure the Board has the right mix of skills, experience and expertise to complement its governance duties. The Board meets at least seven times a year.

Finance and Audit Committee F&A Committee is responsible for exploring diverse funding streams, undertaking forward financialplanning,assessingfinancialrisksandimpacts, monitors performance against budget and overseeing audit functions.

Information Technology CommitteeMonitoring and advising the Executive on technology and infrastructure issues and upgrade required. The primary focus this year has been the upgrade of our rostering and client management system. This is anticipated to rollout in October 2016.

Work Health and Safety CommitteeWork Health and Safety Committee (WHSC) has been established to provide a mechanism for consultation and to facilitate cooperation between management and employees of Community Vision Inc (CVI) in the areas of workplace health and safety.

WHS Committee reviews and provides advice and recommendations to the Executive on risks associated with health, safety and wellbeing on employees, volunteers and clients.


People with a DisabilityThe complexity of WA disability services sector continued in 2015-2016 with the two-model trial (now known as WA NDIS and NDIS) expanding to other metropolitan areas of Perth.

As individuals who access our services reside in the areas with mixed exposure to trial and non-trial sites, we have had to continue to learn and adapt our service delivery to both models. We have continued to provide a range of individualised services, with a particular focus on:

• Increasing opportunities for people with disability to achieve their goals and aspirations

• Expanding services for school leavers and young adults seeking options after leaving school and meaningful alternatives to employment activities

• Increasing awareness of our Kingsley Youth Space, the social hub for young people with disability

• Building and strengthening relationships with key stakeholders including carers, families, schools and other service providers.

We have continued our learning journey through the “Leading into the Future” program, delivered by WA Individualised Services (WAIS). This year, we focused on ‘Customer Journey’, from when customerscontactusforthefirsttime,throughdifferentinteractionswithus,andatthevarioustransitions in their life (from a child, to a teenager, to an adult).

Carersandfamilymembersplayasignificantrole in each individual’s journey. In May 2015 we established The Carer Support and Consultation Group. The group meets quarterly, mainly to network and share information about Community Vision services, government reforms in the disability sector and implications for individuals and families.

Milestones

267people with disability supported in pursuit of their GOALS

1,824 hours of After and Outside

School Care

59,621 hours of service delivered

School Holiday Programs


Two main topics of interest emerged – access to funding in ‘the new world’ and transitioning from school to adult life for our younger individuals. The group will also help Community Vision to identify and respond to changing needs.

Kingsley Youth SpaceKingsley Youth Space continues to be a popular choice for young adults (12+ years old). It has become a social hub where young people with disability can meet new and existing friends, get help with schoolwork, get help with applying for TAFE or vocational training as well as gather to relax, have fun, play games and go out with their peers.

Our ever popular school holiday programs continued to attract a large number of applications, usually resulting in waiting lists.

We will continue to expand and tailor the programs and activities under the Kingsley Youth Space banner, including ASDAN programs as an alternative educational pathway after school, as well as the platform for skills development for lifeskills, personal growth and independence.

In 2015-2016, we delivered nearly 60,000 of service hours to 267 clients. This is a 16% increase since the last year. We delivered over 17,000 hours of supports relating to alternatives to employment, over 5,400 hours of fun activities for young people and nearly 9,000 hours of after school care, all focussed on activities that help our clients achieve their goals.

5,447 hours of fun activities for young people

17,179 hours of Alternative to Employment Program

42 people accessing School Holiday Programs

8,804 hours of After School Care

“Carers and family

members play a

significant role in each

individual ’s journey.”

“Many of our Woodvale Social Club clients

say they have rediscovered the joys of social

interaction and community participation.“12 Community Vision Annual Report 2015-2016


Shirley GaleI was receiving domestic assistance with Community Vision and when the usual invoice arrived, it came with a leaflet about the Woodvale Social Club. After reading this I decided to give this a go. My husband had passed away and my daughter was working a few days per week.

I was a little apprehensive on the first day but since then I haven't looked back. I love coming to Woodvale and I have met a great group of ladies who have become my friends.

I love the company, the wonderful drives we have and love participating in the different activities.

I believe you have to have a laugh and get on with life. Life goes on and Woodvale is something I look forward to. My friends on the table all help each other.

My favourite activities are the quizzes as they keep my mind active and I just love having a chat with everyone as well.

Staff are wonderful on the buses and in the activities and the volunteers are great too. The office staff do a great job organising the activities and outings. Everyone just pulls together to make Woodvale a wonderful place to come.

Home Care ServicesOur Home Care Services Program includes delivery of Home and Community Care (HACC), Veterans’ Home Care and Woodvale Social Club.

The reforms in the aged care and home care sector arenowfirmlyonthehorizon,withthefocusonConsumer Directed Care, giving consumers greater choice and control of services they receive with the next phase being rolled out from February 2017. In the interim, WA HACC still continue to support WA over 65's to live actively in the community through their Home and Community Care Program (HACC).

We have continued to deliver quality services to our clients while keeping abreast of the changes.

Throughout 2015-2016 we continued to support people in their own home, providing assistance with domestic tasks, personal care, shopping and social support. Our services are provided in line with the wellness and reablement approach which supports individuals to identify and build on their strengths and maximise their independence, wellbeing and connections in the community.

Our Social Club at Woodvale has continued to be a popular choice for our clients, particularly those over 65 years of age. We have again worked closely with our clients to provide a range of meaningful activities and outings and to improve the quality of meals provided at the Club. Our new Arts Room has been popular, particularly with our clients with dementia.

Many clients who attend the Woodvale Social Club say they have regained a sense of purpose, feel needed and have rediscovered the joys of social interaction and community participation. Clients will often say that attending the club has turned their lives around. Our transport option to and from the Centre has provided the added mobility people need to help them get to their social programs and is an invaluable resource for the Club.

Milestones

2,046

Hours of Personal Care

4,726

Hours of Social Support

Hours of Domestic Assistance

17,704


As the aged care system undergoes reform, clients of Home Care Services and their carers are very grateful for services they receive from Community Vision and say it makes a real differencetotheirlives.Weregularlyhearclientsand carers say they could not manage to live independently at home without receiving the support we provide.

The Veterans’ Home Care (VHC) team continued to provide the highly valued assessment and coordination services that supports eligible veterans, war widows and widowers to remain living independently in their own homes for longer.

The aged care reforms will bring profound changes to how clients purchase and receive home care services from service providers like us. We see these changes as a great opportunity to engage with our clients and seek their input into what services they wish to receive from Community Vision.

We have also embarked on extensive training ofourstaffsothatweallbetterunderstandtheprinciples of Consumer Directed Care and are fully prepared for February 2017.

Milestones720 clients, supported by 32 dedicated Support Workers, 13 Activities Assistants and 15 Volunteers, received over 99,000 hours of services.

Support Workers travelled 73,211 kms to deliver services to clients during the 2015-2016 financialyear.

We have coordinated and assessed home care services for 3,804 veterans and war widows/widowers on 7,608 occasions this year.

This means that we have worked closely with other service providers including hospitals, Aged Care Assessment Teams, social workers, hospital discharge planners, pastoral care members as well as other aged care and mental health providers in the Perth metro area.

Milestones

720 clientsreceived 99,000 hours of services

473 Hours of In Home Respite

549 Hours of meal preparation

in the home in

the

Hours delivered for clients of other Service providers

10,355

“We regularly hear clients

and carers say they could not

manage to live independently

at home without receiving the

support we provide.“


Alwyn and Joy DaviesMy husband Alwyn is blind and his only social life was to meet up with his friends from St John’s Ambulance now and again and he was reluctant to go anywhere else.

It was suggested by the social worker that we should both get out and socialise more. That’s how we came to join the Woodvale Social Club. We did not know what to expect, however right from the start, we found everybody very welcoming and Alwyn met up with Vivian who he knew from school days.

All the staff are so kind and caring. We have enjoyed all the activities and made great friends. We really look forward to each Friday.

49,738 Hours of Social Activity at the Woodvale Social Club or on outings

Trips to/from Woodvale Social Club

13,382


Milestones

Tonny’s Story – the Educator40 past and present families plus 5 past and present educators were invited to join me for afternoon tea on Sun 19th June. We had over 100 people visit with 44 of my 'babies'. Two of the adults were children I had not seen in 18 years. The day was very emotional, overwhelming and very humbling to see the impact I and my family had on all children and their families. I felt much loved and appreciated. My second child in care is now 42 and gave an emotional speech on how we impacted, particularly on her life, and the other children in care.

Our Educators cared for over

1,000 children

Supported

80 Educators

410,000hours of care provided

Family Day Care ServiceThe recurring theme throughout this Annual report is ‘big changes, new opportunities’, which in 2015-2016 was most evident in our Family Day Care Service team.

In the twelve months since the Australian Government ceased the funding for the Family Day Care Service across the country, our Family Day Care team has undertaken a major service review withtwogoalsinmind:todeliverafinanciallyviable service and to enhance the quality of our monitoring and support provided to our Educators.

As a result, this year we have supported 80 educators who in turn looked after over 1,000 children and provided over 410,000 hours of care, including weekend and after hours. This is an outstanding result in a newly competitive environment.

The focus this year has been on strengthening the capability and knowledge of our Educators. We continued to provide information sharing sessions on Early Years Learning Framework as well as sessions on pool safety and child protection. This in turn gives parents peace of mind that their children are cared for in a safe and educational environment.

We will continue to work closely with the Educators, families and the Education and Care Regulatory Unit (ECRU) and the Department of Education to ensure compliance, as well as support to educators to provide high quality Family Day Care services.

Community Vision Annual Report 2015-2016 17Community Vision Annual Report 2015-2016 17

“The focus this year has been on

strengthening the capability and

knowledge of our Educators.“



Grandparents Raising Grandchildren ProjectRaising Awareness of Grandparents Caring for their Grandchildren 24/7.

Following the collaboration of Community Vision with Edith Cowan University (ECU) on identifying needs of the grandparents who have primary responsibility for raising their grandchildren, a Rottnest Island “Take a Break Camp for Kids” was organised. The four day camp from 2nd to 5th Oct 2015 was attended by 15 children and 7 volunteers.

$15,000 generously donated by KPMG together with $6,500 raised via a crowdfunding campaign with assistance from ECU students, assisted with thefinancingofthecamp.

Thiscampwasnotonlyforthebenefitofthechildren, but also meant a four-day respite for the grandparents.

• A Report “Grandparents Raising Grandchildren in Western Australia: A Fair Go?” is available on CVI’s website.

• View video of the camp on CVI’s Facebook.

“This camp was not only for the benefit

of the children, but also meant a four-day

respite for the grandparents.”


89%

11%

Female

Male

9%

70%

21%

Casual

Part time

Full time

Our PeopleAs every year, the special mention in the annual report goes to our staff and volunteers who continue to deliver quality services to people in our community despite ongoing changes and disruptions that our industry has been experiencing across all its sectors.

Wefinished2015-2016financialyearwith132paidstaff,areductionofaround9%comparedtothepreviousfinancialyear.Thisreductionisduetothenaturalattritionofmainlyadministrativestaffandtheimprovedefficienciesacrossourbusiness.

Majority of our workforce continues to be part-time (70%), female (89%) and over 50 years of age (60%). Our workforce demographics is proportionate with the industry demographics.

The great focus next year will be learning and development for all employees and volunteers across the organisation, but particularly in Home Care Services in preparation for the changes to Consumer Directed Care commencing in February 2017.

Skilled,flexibleandtechnologicallysavvyworkforce will ensure that Community Vision remains competitive in delivery of services.

VolunteersOur volunteer numbers have remained steady at 40, with the majority providing valuable support to our Woodvale Social Club clients. We owe a great debt to the volunteers, including our Board of Management, who have given their time, skills and knowledge to the organisation. The work of the volunteers was again celebrated on two occasions: on International Volunteers Day in December and during the National Volunteers Week in May.

What our volunteers say:“Volunteering with Community Vision gives me an opportunity to do some community work whilst I embark on my job hunt.”

“I get a great feeling for helping others, to be there when needed and know one day I may be in a position of needing help myself from a volunteer.”

“I feel like I’m at home among my 'family' at Woodvale Social Club. It is lovely been able to listen to the clients about their lives and interact and have a good laugh with them and I hope to continue to be a Volunteer for many years.”

“I thoroughly enjoy being a volunteer and I think I am lucky to be able to contribute to a group in society who do not have the same freedom as I have.”

“I have met some wonderful people and become part of the 'family'. Being with them each week gives me a lot of pleasure and satisfaction and they have such fascinating stories to tell you about their lives and families. You can always learn from them.”

“It is nice that they have Volunteer week

celebrations, like morning tea and that we

get taken out to lunch at Christmas.“Community Vision Annual Report 2015-2016 21


Corporate ServicesCorporate Services comprises HR, IT, Marketing and Administration.

ThisyearhasbeensignificantfortheCorporateServices, with two major projects under way: renegotiation of a new Enterprise Agreement and the rollout of carelink+, a client management and rostering system.

The new Enterprise Agreement was adopted following 9 months of robust negotiations with the employees and the Australian Services Union. The main objectives of the agreement weretopromoteafair,flexibleandfamilyfriendlyworkplace and to ensure that the organisation isfinanciallyviableandsustainablewiththeanticipated industry reforms. The employee representatives and the management team agreed that the process was transparent and constructive and that we now have an Enterprise Agreement that is fair, well written and easy for all to understand. Following on from this process, a wholesale update of all HR policies and procedures is currently under way.

We also worked with a consultant to conduct the benchmarking of executive salaries to ensure that Community Vision is not lagging behind other organisations in the sector as well as provide a structure for employment and remuneration at the executive level.

In the IT space, the implementation of the carelink+ system has been a major project this year. Phase 1 of the implementation focused on rostering and invoicing capabilities, and Phase 2 will include payroll integration, client portal and mobile capabilities. The new system promises to deliver efficienciesthroughreductionofpaperworkandprocessing, as well as tighter scheduling of people and facilities.

An IT audit and review is currently under way to ensurewehavesufficientcapabilityforcurrentservice delivery needs and future growth.

Our marketing activities this year revolved around a refresher of the brand. We worked with key2creative, a marketing agency that supports the not-for-profitsectorinWA,togiveourlogoamorevibrant look, develop smart and consumer friendly brochures and a professional-looking website.

We have continued to develop our social media presence, with our Facebook page mainly focusing on our current and future service users, while strategywithTwitteristoengagewithinfluencersand expert matters. The social media and content marketing will feature highly in our future marketing effortsaswell.

“An IT audit and review

is currently under way to

ensure we have sufficient

capability for current

service delivery needs and

future growth.”


Thank you to our PartnersDelivery of our services would not be possible without generous contributions and financial support from government, business and individuals.

Government fundingFunding body ServicesDepartment of Health (DoH) – Home and Community Care Services (HACC) program

Woodvale Social ClubHome and Community Care Services including personal care, domestic assistance social support, respite, transport

DepartmentofVeterans’Affairs(DVA)

Veteran’s Home Care Program

Veterans’ Home Care Assessment and Co-ordination

Disability Services Commission (DSC) Alternatives to employment/post-school optionsIntensive family supportChild and Youth RespiteKinship, for 18-35 year oldsAccommodation SupportOut of School Care

Department of Social Services (DSS) School holiday programAfter school care for teenagers with a disability

Western Australian Individualised Services (WAIS)

Leading Into The Future – preparation for National Disability Insurance Scheme (NDIS)

Local Government – City of Joondalup Accommodation subsidy Lotterywest IT infrastructure upgrade

Sponsors and PartnersSponsor/Partner ServicesEdith Cowan University – Faculty of Business and Law School of Exercise and Health Science

Grandparents Research Project Marketing research project

KPMG Couta Boat Classic sponsoring Grandparent project

St Basil’s Aged Care Partnering on delivering Commonwealth funded Home Care Packages

Shire of Wanneroo Community Services

Our DonorsThank you to the generous individuals who have made donations towards the services we provide in the community.


Financial Summary 2015-2016Community Vision staff are to be congratulated on achieving another excellent surplus in a challenging year full of sector changes and challenges. By being prudent and maintaining appropriate controls Community Vision has achieved its best year end result to date with a surplus of over $590,000.

We’reconfident,butnotcomplacentandhavecontinuedtoreviewourfinancialprocessesandexpenditure in order to provide continuity of quality services to all our clients. Our priorities and plans keepusontracktogrowrevenue,byofferingadditional chargeable services to all clients; this will assist the organisation in generating additional cash and expand earnings. However we will continue to provide the quality services our clients depend on without a compromise to our professionalisms and standards.

Community Vision’s 2015-2016 revenue was $8.032M. Expenditure was $7.441M.

Major Items of Expenditure include:

• Salaries $5,435M• Program Costs $528K• OfficeAdministrationCosts$801K

During the year we have invested in a new client management system and built on the capability of ourfinanceandHRsystemstoensurewecontinueoperatingefficientlyandeffectivelyinthenewenvironment of consumer choice. By being diverse and responsive to the changes within our market andbymaintainingfiscalcontrolweareensuringthe viability and sustainability of our community focused organisation.

-1,000,0000

1,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,0008,000,000

Net Profit/(Loss) Gross Revenue

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

Financial Performance 2015-2016

-250,000-200,000-150,000-100,000-50,000

050,000

100,000150,000200,000

Actual Profit/Loss Budgeted Profit

June

May

April

MarchFeb

Jan

Dec

NovOct

Sept

Augu

st

July

Financial Performance from June 2007 to June 2016


Financial Statements


BDO Audit (WA) Pty Ltd ABN 79 112 284 787 is a member of a national association of independent entities which are all members of BDO Australia Ltd ABN 77 050 110 275,an Australian company limited by guarantee. BDO Audit (WA) Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, andform part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation other than forthe acts or omissions of financial services licensees

Page 1

38 Station StreetSubiaco, WA 6008PO Box 700 West Perth WA 6872Australia

Tel: +61 8 6382 4600Fax: +61 8 6382 4601www.bdo.com.au

INDEPENDENT AUDITOR’S REPORT

To the members of Community Vision Incorporated

Report on the Financial Report

We have audited the accompanying financial report, being a special purpose financial report ofCommunity Vision Incorporated, which comprises the statement of financial position as at 30 June2016, the statement of profit or loss and other comprehensive income, statement of changes in equityand statement of cash flows for the year then ended, notes comprising a summary of significantaccounting policies and other explanatory information, and statement by the Board of Management.

Responsible Entities’ Responsibility for the Financial Report

The Board of Management of the entity are responsible for the preparation of the financial report thatgives a true and fair view and have determined that the basis of preparation described in Note 1 to thefinancial report is appropriate to meet the requirements of the Australian Charities and Not-for-profitsCommission Act 2012 (ACNC Act) and the needs of the members or other appropriate terms. Theresponsible entities’ responsibility also includes such internal control as the responsible entitiesdetermine is necessary to enable the preparation of a financial report that gives a true and fair viewand is free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on the financial report based on our audit. We haveconducted our audit in accordance with Australian Auditing Standards. Those standards require that wecomply with relevant ethical requirements relating to audit engagements and plan and perform theaudit to obtain reasonable assurance whether the financial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures inthe financial report. The procedures selected depend on the auditor’s judgement, including theassessment of the risks of material misstatement of the financial report, whether due to fraud or error.In making those risk assessments, the auditor considers internal control relevant to the responsibleentities’ preparation of the financial report that gives a true and fair view in order to design auditprocedures that are appropriate in the circumstances, but not for the purpose of expressing an opinionon the effectiveness of the registered entity’s internal control. An audit also includes evaluating theappropriateness of accounting policies used and the reasonableness of accounting estimates made bythe responsible entities, as well as evaluating the overall presentation of the financial report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basisfor our audit opinion.

Page 2

Opinion

In our opinion the financial report of Community Vision Incorporated has been prepared in accordancewith Division 60 of the Australian Charities and Not-for-Profits Commission Act 2012, including:

(a) giving a true and fair view of the registered entity’s financial position as at 30 June 2016 and of itsperformance for the year ended on that date; and

(b) complying with Australian Accounting Standards to the extent described in Note 1 and the Division60 the Australian Charities and Not-for-profits Commission Regulation 2013.

Basis of accounting

Without modifying our opinion, we draw attention to Note 1 to the financial report, which describesthe basis of accounting. The financial report has been prepared for the purpose of fulfilling theresponsible entities’ financial reporting responsibilities under the ACNC Act. As a result, the financialreport may not be suitable for another purpose.

BDO Audit (WA) Pty Ltd

Neil Smith

Director

Perth, 19 September 2016

Independent Audit Report


Statement by the Board of Management


Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 30 June 2016

Note 2016

$ 2015

$

Revenue 2 8,032,523 7,868,574

ExpenditureOfficeadministrationexpenses 801,153 691,616Depreciation and Amortisation 361,408 391,176Insurance 315,830 342,425Programme costs 527,684 551,056Salaries and salaries on cost 5,434,996 5,721,697

Total Expenditure 7,441,072 7,697,970

Net surplus 591,451 170,604

Total Comprehensive Income attributable to the Members of Community Vision Incorporated 591,451 170,604

Theaccompanyingnotesformpartofthesefinancialstatements.


Statement of Financial Position As at 30 June 2016

Note 2016

$ 2015

$

Current AssetsCash and Cash Equivalents 3 1,284,505 1,699,182Prepayments 100,240 36,784Trade and Other Receivables 4 1,633,339 1,080,861

Total Current Assets 3,018,084 2,816,827

Non-Current AssetsProperty, Plant & Equipment 5 826,859 1,105,348

Total Non-Current Assets 826,859 1,105,348

Total Assets 3,844,943 3,922,175

Current LiabilitiesTrade and Other Payables 6 340,433 519,520Employee Provisions 7 628,797 587,929Income in Advance 8 634,175 1,077,352

Total Current Liabilities 1,603,405 2,184,801

Note 2016

$ 2015

$

Non-Current LiabilitiesEmployee Entitlements 7 204,713 203,578Advance on Enrolments – Department of Education - 88,422

Total Non-Current Liabilities 204,713 292,000

Total Liabilities 1,808,118 2,476,801

Net Assets 2,036,825 1,445,374

EquityAccumulated surplus brought forward 1,445,374 1,274,770

Current-yearsurplus/(deficit) 591,451 170,604

Total Equity 9 2,036,825 1,445,374



Statement of Cash Flows For the Year Ended 30 June 2016

Note 2016

$ 2015

$

Cash flows from operating activities

3 1,284,505 1,699,182Interest received 60,860 70,539Proceeds from Grant Funding 6,793,361 6,884,565Payments to suppliers & employees (7,280,325) (7,324,704)

Netcashinflow/outflowfromoperating activities 16 (426,104) (369,600)

Cash flows from investing activitiesPayment for property, plant & equipment (86,005) (355,602)Proceeds from sale of property plant and equipment. 97,432 -

Netcashoutflowfrominvestingactivities 11,427 (355,602)

Note 2016

$ 2015

$

Net increase/(decrease) in cash and cash equivalents (414,677) (725,202)Cash and cash equivalents at the beginning of the financial year 1,699,182 2,424,384

Cash and cash equivalents at the end of the financial year 3 1,284,505 1,699,182



Statement of Changes in EquityAs at 30 June 2016

Note 2016

$

1 July 2014 1,274,770

Total Comprehensive Income attributable to the Members of Community Vision Incorporated 170,604

At 30 June 2015 1,445,374

1 July 2015 1,445,374 Total Comprehensive Income attributable to the Members of Community Vision Incorporated 591,451

At 30 June 2016 2,036,825



Notes to the Financial StatementsFor the Year Ended 30 June 2016

1. Statement of Significant Accounting PoliciesThe principal accounting policies adopted in the preparationofthefinancialstatementsaresetout below. These policies have been consistently applied to all the years presented unless otherwise stated.

Basis of AccountingThisfinancialreportisaspecialpurposefinancialreportpreparedforusebytheBoardof Management. The Board has determined that Community Vision Incorporated is not a reportingentity.Theentityisanotforprofitentityfor the purposes of reporting under Australian Accounting Standards.

The report has been prepared in accordance with the Associations Incorporation Act Western Australia, The Australian Charities and Non for Profit Commission Act 2012 and requirements of the following applicable Accounting Standards:

AASB 101: Presentation of Financial StatementsAASB 107: Statement of Cash FlowsAASB 108: Accounting Policy, changes in Accounting, Estimates and ErrorsAASB 110: Events After Reporting DateAASB 1048: Interpretation & Applicable StandardsAASB 1054: Australian Additional Disclosures

No other applicable Accounting Standards, Australian Accounting Interpretations or other authoritative pronouncements of the Australian Accounting Standards Board have been applied.

ThesefinancialstatementsdonotconformwithInternational Financial Reporting Standards as issued by the International Accounting Standards Board.

The report is also prepared on an accrual basis and is based on historic costs and does not take into account changing money values or, except wherespecificallystated,currentvaluationsofnon-current assets.

Thefollowingspecificaccountingpolicieshavebeen adopted in the preparation of this report.

(a) Income TaxThe organisation is an exempt body in accordance with Division 50-10 of the Income Tax Assessment Act 1997.

(b) Property, Plant & EquipmentEach class of property, plant and equipment is carried at cost less, where applicable, any accumulated depreciation.

(c) DepreciationDepreciation is calculated on a straight-line basis soastowriteoffthecostofeachdepreciablenon-current asset over its expected useful life.

The depreciation rates used for each class of assets are:

OfficeEquipment&Furniture 25%Computer Equipment 33% Motor Vehicles 25%Other Equipment 25%

(d) Employee EntitlementsProvision is made for the Associations liability for employee entitlements arising from services rendered by employees to balance date. Employee entitlements, expected to be settled within one year, together with entitlements arising from wages and salaries, annual leave and long service leave which will be settled after one year, have been measured at their nominal amount. Other employee entitlements payable later than one year have been measured at the present value oftheestimatedfuturecashoutflowstobemadefor those entitlements.

Regardless of when settlement is expected to occur liabilities for long service leave and annual leave are presented as current liabilities in the statementoffinancialpositioniftheentitydoesnothave an unconditional right to defer for 12 months.


(e) RevenueRevenue from the rendering of a service is recognised upon the delivery of the service to the customers. Grants not fully acquitted in the course of the year may be carried forward to the next financialyear.

Interest revenue is recognised on a proportional basis taking into account the interest rates applicabletothefinancialassets.

Grant revenue is recognised in the statement of profitorlossandothercomprehensiveincomewhenthe association obtains control of the grant, it is probablethattheeconomicbenefitsgainedfromthegrantwillflowtotheassociationandtheamountof the grant can be measured reliably. If conditions areattachedtothegrantwhichmustbesatisfiedbefore it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred untilthoseconditionsaresatisfied.

Capital grants are recognised as income in advance on receipt and revenue is recognised over the life of the relevant asset.

(f) ComparativesComparativefigureshavebeenre-classifiedwheremanagement considers they provide a fairer representation of the organisational activities.

(g) Asset Valuation The property owned by Community Vision is currentlyunderoffersubjecttorezoningandchangeof use being granted by the City of Joondalup. As the sale is conditional on this approval from a third party it cannot be sold in its present condition and is not yet classed as a current asset held for sale.

(h) Critical Accounting Judgments, Estimates And AssumptionsEstimation Of Useful Life Of AssetsThe Incorporation Association determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipmentandfinitelifeintangibleassets.Theusefullivescouldchangesignificantlyasa result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or soldwillbewrittenofforwrittendown.

REVENUE IN ADVANCEThe capital grants received are recognised as revenue over the useful life of the asset. The Incorporation Association determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipmentandfinitelifeintangibleassets.

Theusefullivescouldchangesignificantlyasa result of technical innovations or some other event and as a result change the amount of grant income recognised.

Conditional grants are recognised as income in advance on receipt. As and when services and conditions are met the corresponding grant income is recognised. In recognising the corresponding grant income the association estimates the proportion of service delivered or grant conditions met.

IMPAIRMENT OF NON-FINANCIAL ASSETS OTHER THAN GOODWILL AND OTHER INDEFINITE LIFE INTANGIBLE ASSETSThe Incorporation Association assesses impairment ofnon-financialassetsotherthangoodwillandotherindefinitelifeintangibleassetsateachreportingdatebyevaluatingconditionsspecifictothe Incorporated Association and to the particular asset that may lead to impairment. If an impairment trigger exists, the recoverable amount of the asset is determined. This involves fair value less costs to sell or value-in-use calculations, which incorporate a number of key estimates and assumptions.


Notes to the Financial Statements (continued)For the Year Ended 30 June 2016

2016 $

2015 $

2. RevenueAged and Health Service 12,757 188,828HACC 2,818,498 2,889,968Disability Services 2,746,713 2,353,362Veterans’ Home Care 690,027 700,515Funded Family and Children’s Service 11 333,444Other Programs 390,305 341,782Client Fees 1,291,940 913,612Interest 60,860 70,539Other Revenue 21,411 76,523

8,032,523 7,868,574

3. Cash and Cash EquivalentsCash at bank and in hand 1,284,505 1,699,182

1,284,505 1,699,182

4. ReceivablesTrade Receivables 87,320 68,490Accrued Income 17,705 12,371Term Deposit 1,528,314 1,000,000

1,633,339 1,080,861

2016 $

2015 $

5. Property, Plant & EquipmentComputers & software at cost 283,935 465,116Less: accumulated depreciation (220,819) (336,310)

63,116 128,806

Equipment,furniture&fittingsatcost 204,295 288,884Less: accumulated depreciation (143,273) (214,881)

61,022 74,003

Motor vehicles at cost 899,041 1,280,569Less: accumulated depreciation (664,949) (879,476)

234,092 401,093

Land and buildings at cost 855,938 855,938Less: accumulated amortisation (387,309) (354,492)

468,629 501,446

Total property, plant & equipment 826,859 1,105,348


(a) Movements in Carrying AmountsMovementinthecarryingamountsforeachclassofproperty,plant&equipmentbetweenthebeginningandtheendofthefinancialyear.

2015

Computers & Software

Equipment Furniture & Fittings Motor Vehicle Land & Buildings Total

$ $ $ $ $Carrying amount at the beginning of year 67,227 107,184 427,079 539,432 1,140,923Additions 140,440 7,964 209,073 - 357,477Disposals - (1,876) - - (1,876)Depreciation (78,861) (39,270) (235,059) (37,986) (391,176)Carrying amount at the end of year 128,806 74,003 401,093 501,446 1,105,348

2016

Computers & Software

Equipment Furniture & Fittings Motor Vehicle Land & Buildings Total

$ $ $ $ $Carrying amount at the beginning of year 128,806 74,003 401,093 501,446 1,105,348Additions - 24,924 61,081 - 86,005Disposals - - (3,087) - (3,087)Depreciation (65,690) (37,906) (224,996) (32,817) (361,408)Carrying amount at the end of year 63,116 61,021 234,092 468,629 826,858



2016 $

2015 $

6. Trade and Other PayablesTrade payables 85,930 74,937Accruals 59,542 218,207Other payables 194,961 226,376

340,433 519,520

7. Employee EntitlementsCurrentProvision for annual leave 368,422 338,036Provision for long service leave 260,375 249,893

Current Employee Entitlements 628,797 587,929

Non-CurrentProvision for long service leave 204,713 203,578

Total Employee Entitlements 833,510 791,507

2016 $

2015 $

8. Income in AdvanceCapital Grants 486,504 911,423Grants received in advance 147,671 165,929

634,175 1,077,352

9. Accumulated SurplusAccumulated surplus at the beginning of thefinancialyear 1,445,374 1,274,770 CurrentYearProfitorLoss 591,451 170,604

Accumulated surplus at the end of the financial year 2,036,825 1,445,374

10. Contingent LiabilitiesThe Board Members of Community Vision Inc. are of the opinion that there are no contingent liabilities as at 30 June 2016 (30th June 2015 Nil).


11. CommitmentsThe Board Members of Community Vision Inc. are of the opinion Community Vision Inc. had one commitment at 30 June 2016, being:

(a) Rent is payable to the City of Joondalup of $80,461 for the next 12 months (2015: Nil).

12. Funding DependencyCommunity Vision Incorporated’s ability to continue to provide its existing services is dependent on the continuingfinancialsupportofthegovernmentandcharitable organisations.

13. Principal Place of Business 2nd Floor Joondalup Admin Centre Boas Avenue JOONDALUP 6027

14. Members of the BoardCommunity Vision Inc. Members of the Board during the year ending 30 June 2016 include:

Kevin Smout *(Commenced August 2009)

Sian Flynn **(Commenced July 2011)

Susan King (Commenced July 2012)

Anna Mulholland (Commenced May 2013)

Rae Walter (Commenced May 2013, Resigned March 2016)

Andrew Logan (Commenced October 2014, Resigned August 2015)

Brooke Jones (Commenced January 2015, Resigned March 2016)

Greg Martin (Commenced June 2015)

John Carlson (Commenced March 2016)

Jason Hughes (Commenced March 2016)

*Commenced as Chairperson 1st July 2013**Commenced as Vice Chair 1st July 2011



2016 $

2015 $

15. Auditors RemunerationDuring the year, the following fees were paid or payable for services to BDO Audit (WA) Pty Ltd:

Auditoffinancialstatementsandgrants 12,250 12,25012,250 12,250

2016 $

2015 $

16. Statement of CashflowsReconciliation of the net loss after income tax to the net cash flows from operating activitiesProfitfortheyear 591,451 170,604Depreciation and amortisation 361,408 391,176

- (increase)/decrease in trade debtors (18,830) (17,849)- (increase)/decrease in other receivables (597,105) (961,399)- increase/(decrease) in trade creditors (179,086) 32,055- increase/(decrease) in employee provisions 42,003 (70,100)- increase/(decrease) in income in advance (625,945) 85,913

Netcashflowfromoperatingactivities (426,104) (369,600)


17. Subsequent EventsThere are no matters or circumstances which have arisensince30June2016thathavesignificantlyaffectedormaysignificantlyaffect:

• Theoperations,infinancialyearssubsequentto30th June 2016, of the association

• Theresultsorstateofaffairs,infinancialyearssubsequent to 30 June 2016, of the association

Contact details and locationsJoondalup OfficeHome Care Services, Veterans’ Home Care and Family Day CareLevel 2, City Administration Building 90 Boas Avenue Joondalup WA 6027PO Box 3498, Joondalup WA 6027

p 9301 8222 f 9301 8282 e [email protected] w communityvision.asn.au

ABN: 75 390 895 907

Woodvale Social Club 5 Trappers Drive Woodvale WA 6026

p 9409 2347 f 9409 2086 e [email protected]

Disability Services 11A Moolanda Boulevard Kingsley WA 6026

p 9309 9578 f 9409 7764 e [email protected]

key2creative 37823 1016

Documents

Annual Report - Community Vision · 4 ity ii Annual Report 2015-2016 CEO Report As the new CEO for the Organisation, it is my privilege this year to present the CEO report on behalf