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AA S P E C I A L W O R K O F S T V I N C E N T D E P A U L S O C I E T Y Q U E E N S L A N D

A N N U A L R E P O R T � � � �

We strive to make Ozcare feel like home. Whether that’s in our aged care facilities, in our day respite centres or when we are delivering services in our clients’ homes.

The feeling and meaning behind the word ‘home’ is personal. It can be a physical place that is always there to come back to, that brings comfort and stability or it can be a feeling, an emotional connection to whatever makes you feel secure and relaxed.

To us, it means genuinely caring about our clients, like we do our own families. Always being there for them and putting their needs and preferences f irst, to deliver care and support that matters most to them.

Our caring workforce of over 3,000 staff and 320 volunteers wrap around more than 30,000 clients to support them from 35 locations across Queensland with a range of aged care, retirement living, disability care, respite care, nursing, allied health and dementia advisory and support services.

We are pleased to provide this report as a summary of our performance during 2018-19 and we look forward to sharing our story of how we make Ozcare feel like home.

Guiding Principles Ozcare was established as a special work of St Vincent de Paul Society Queensland. The Society, as a lay Catholic organisation, aspires to live the gospel message by serving Christ in the poor with love, respect, justice, hope and joy, and by working to shape a more just and compassionate society.

O U R P U R P O S E

Our purpose is to improve our clients’ quality of life through the delivery of personalised health and human services in the spirit of the St Vincent de Paul Society.

O U R V A L U E S

Our values form the basis of our culture and guide everything we do.Commitment – Loyalty in service to our purpose and values.Compassion – Welcoming and serving all with understanding and without judgement.Respect – Service to all regardless of belief, ethnic or social background, health and gender.Integrity – Promoting, maintaining and adhering to our purpose and values.Empathy – Establishing relationships based on respect and trust.Courage – Encouraging spiritual growth, welcoming innovation and giving hope for the future.

I guess where I should start is to tell you that all of these people are like family to me and Ozcare feels like home, just like the song says.

Front Cover: Bluey, Client, with Libby, Facility Manager.

– C H R I S T I N E , C L I E N T .

01 2018/19 Highlights03 The Ozcare Difference05 Chairman's Report07 Chief Executive Officer’s Report09 Doing Things With Heart11 Longevity of Our Staff + Ozheart Program13 Aged Care Facilities15 Ozcare Toowoomba17 Home Care19 Day Respite Centres21 Dementia Care23 Nursing24 Allied Health25 NDIS26 Queensland Community Support Scheme (QCSS)27 Retirement Villages29 Customer Service Centre30 Feels Like Home - Client Features49 Board of Directors51 Leadership Team

53 2019 Directors’ Report57 Declaration Of Independence58 Independent Auditor's Report60 Directors’ Declaration61 Statement of Profit or Loss and Other Comprehensive Income62 Statement of Financial Position63 Statement of Changes in Equity64 Statement of Cash Flows65 About This Report67 Notes to the Financial Statements

S E C T I O N O N E S E C T I O N T W O

87 Thank You

F E A T U R E . P G 3

The Ozcare Difference

F E A T U R E . P G 3 0

Feels Like Home - Client Features

F E A T U R E . P G 5 3

�� Directors' Report

• 2,615 clients called Ozcare home

• Burleigh Heads won Catholic Health Australia Award

• New Toowoomba facility opened & construction started on Mackay

• Significant refurbishment completed at Burleigh Heads, Port Douglas and Townsville

• Focus on client engagement, choice & feedback

• 3,173 clients chose Ozcare for their Home Care Package

• Supported 22,504 CHSP clients

• Re-launched our Wellness Program

• 8,000 client satisfaction surveys sent out

• Focus on regular carers & increased communication

• 1,470 clients came to our centres

• Extended hours for clients with dementia

• Introduced Smart Board technology

• Developed programs for NDIS participants

• Focus on innovative & engaging activities

• Maintained occupancy at Currimundi Gardens

• Planning for Currimundi Gardens extension

• Hervey Bay village opening late 2020/early 2021

• Development Approval for Newstead

• Planning for Toowoomba, Mackay & Labrador

• DASS supported 1,807 clients & their families

• Dementia awareness across Queensland

• Extended day respite program

• Secure dementia wings at all aged care facilities

• Focus on respecting each person’s lived experience

• Delivered nursing care to 4,852 clients

• Supported 4,936 clients with allied health services

• Over 16,000 f lu vaccinations administered & 50,000 vaccines administered in school immunisation program

• Collaborative holistic care

• Focus on increasing independence, health and well-being

• Provided supports to 1,677 NDIS Participants

• Delivered services to 4,045 QCCS clients

• Assisted clients to transition to NDIS

• Supported those ineligible for NDIS with QCSS (formerly QCCS)

• Focus on abilities and strengths to achieve goals

• Answered 78,334 calls with a smile

• Provided support with 30,000 outbound calls

• Expert information and support for new enquiries

• Guidance to navigate funding & assessment

• Secured QCSS Access Point funding

A G E D C A R E F A C I L I T I E S

H O M E C A R E

D A Y R E S P I T E C E N T R E S

R E T I R E M E N T V I L L A G E S

D E M E N T I A C A R E

N U R S I N G & A L L I E D H E A L T H

N D I S , D I S A B I L I T Y & H E A L T H S E R V I C E S

C U S T O M E R S E R V I C E C E N T R E

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Ozcare is an organisation which deserves praise in so many ways. I wish I could do more than say ‘thank you’ to such caring people.

– B E T T Y , C L I E N T .

Our clients come first. Their individual needs and preferences are central to how our teams pull together to deliver their care. We go the extra mile to learn about our clients, their history, family, likes and dislikes to ensure we are delivering care that matters most to them.

Range of ServicesOur clients can count on one provider for all of their services. They have access to a care team to look after every aspect of their care – carers, nurses, dementia advisors, allied health professionals and case managers.

Regular CarersWe make sure our clients continue to see familiar faces so they can get to know their carers and feel comfortable with them.

Doing Things with HeartOur staff genuinely care about our clients. They spend time getting to know their individual needs and preferences to ensure we deliver care that’s as individual as they are.

�� Years’ ExperienceWith 23 years’ experience in delivering high quality services, over 3,000 staff and 35 locations around Queensland, our clients are in safe hands.

Left: Care Team - Dragica, Shilpi & Robert

A G E D C A R E F A C I L I T I E S

D A Y R E S P I T E C E N T R E S

R E T I R E M E N T V I L L A G E S

H O M E C A R E P A C K A G E S

C O M M O N W E A L T H H O M E S U P P O R T P R O G R A M M E ( C H S P ) S E R V I C E S

N A T I O N A L D I S A B I L I T Y I N S U R A N C E S C H E M E ( N D I S ) S U P P O R T S

D E P A R T M E N T O F V E T E R A N S ' A F F A I R S ( D V A ) H E A L T H P R O V I D E R

N U R S I N G

Q U E E N S L A N D C O M M U N I T Y S U P P O R T S C H E M E ( Q C S S ) S E R V I C E S

A L L I E D H E A L T H

D E M E N T I A A D V I S O R Y & S U P P O R T S E R V I C E S

A S S I S T A N C E W I T H C A R E & H O U S I N G

I M M U N I S A T I O N S E R V I C E S

V E T E R A N S ' H O M E C A R E ( V H C ) P R O G R A M P R O V I D E R

J O H N T H O M A SChairman

support our most vulnerable older Australians, with 60% of all residents being fully or part concessional.

PeopleA significant number of the compliments we receive refer to the family feel at Ozcare. This is a direct ref lection of our hard-working teams who go over and above to get to know our clients, their carers and families, to ensure they understand their unique needs and preferences.

Our clients know what good care feels like. They are familiar with Ozcare’s high standard of care and they are accustomed to being respected and treated well.

On 1 July this year, the new Aged Care Quality Standards came into effect and the new Charter of Aged Care Rights was introduced. While this is an important change for the industry, we believe this as an opportunity to ensure that we continue to deliver our services at a

O N B E H A L F O F T H E B O A R D O F O Z C A R E , I T I S M Y P L E A S U R E T O P R E S E N T O U R A N N U A L R E P O R T F O R 2 0 1 9 , M Y F I R S T A S C H A I R M A N .

This was a year of change for Ozcare. In January, we farewelled Ron Sullivan, who retired from his position as Chairman. It is an honour to take over the reins from someone who has been instrumental in strengthening Ozcare's relationship with the St Vincent de Paul Society Queensland (The Society).

On 1 July 2019, Ozcare’s Community Support services transitioned to The Society. This decision highlights the close working relationship that Ozcare enjoys with The Society as we continue to operate in alignment and harmonisation with their mission and vision.

I am confident that these services will be able to maximise their potential with The Society and their good works, directly benefiting clients in their time of need.

At Ozcare, we are guided by our steadfast commitment to growing our residential aged care, community care and retirement village offering, while continuing our mission focus to

high standard and that we are responsive to our client’s individual needs.

A testament to the great care we provide was the award we received in August last year from Catholic Health Australia (CHA). The CHA Leadership in Positive Ageing Award recognised our Burleigh Heads aged care facility for their progressive leisure and lifestyle program.

OutlookWhen ref lecting on the strength of Ozcare, I am confident of a secure future ahead.

We continue to monitor the Royal Commission into Aged Care Quality and Safety, and whilst there is uncertainty around when and what the f indings will be, we look forward to positive change for the industry.

We are working towards our 2018-2021 Strategic Direction by putting into place initiatives that support our strategic goals of service excellence, growth and f inancial security.

We successfully opened our newest aged care facility in Toowoomba this year and we look forward to opening Mackay mid-2020. These large investment projects signify our commitment to regional Queensland communities; creating jobs, local supply agreements and meeting market demand for aged care beds.

Due to Ozcare’s success in developing aged care facilities, we are confident we are uniquely positioned to understand the lifestyle and care needs of retirees. Our vision is one of integrated aged care, our plan is to co-locate retirement villages with our aged care facilities, and to support village residents with our home care offering.

Thank YouI would like to thank my fellow directors for their collective contribution this year. Your commitment to good governance and support ensures Ozcare continues to grow and succeed.

On behalf of my fellow directors, I pay tribute to our hard-working staff, guided by our Leadership Team. Thank you for making a difference in the lives of the people we serve.

Our hard-working teams go over and above to get to know our clients, their carers and families,

to ensure they understand their unique needs and preferences.

C H A I R M A N ' S R E P O R T 6C H A I R M A N ' S R E P O R T5 A N N U A L R E P O R T 2 0 1 9 A N N U A L R E P O R T 2 0 1 9

A N T H O N Y G O D F R E Y Chief Executive Officer

Throughout this period of change, I am pleased to report that Ozcare delivered a strong f inancial result, safeguarding our ability to continue investing in new projects to directly benefit Queensland communities.

Strategic UpdateThis year we continued to work towards achieving our Strategic Direction, which sets the path for Ozcare until 2021. It gives me great pleasure to report that we have successfully implemented numerous strategic initiatives to support our organisational goals of service excellence, growth, and financial security.

The aged care industry hasn’t been without its challenges this year. We have worked hard to build on our reputation as a trusted provider. In both residential and community, we have engaged with our clients to ask for their feedback, and we have actively listened to their suggestions and made changes to continuously improve our services.

business is growing and continues to be another focal point for the organisation as we leverage off 23 years’ experience providing client centred care.

To support our service offering, we have made key changes to our information technology services to drive improved support and capabilities across the organisation. We are supporting this initiative with investment in new technology systems to help streamline corporate processes.

Our PeopleWe understand our capability as an organisation rests with our people. It is their high level of professional, compassionate care that brings comfort and support to our clients. We are dedicated to supporting our employees through recognition, training, leadership and development opportunities, and continuous f lexibility and support.

I am pleased to report that the Ozcare Enterprise Agreement was approved by the Fair Work Commission in May this year. This provides employees with stability in their conditions of employment and importantly, the agreement introduced ten days paid domestic violence leave.

I believe Ozcare does feel like home. In 23 years of operation our focus has never wavered. Our clients are, and always have been, central to everything we do. We are proud to make a difference in the lives of the people that entrust us with their care.

Thank you As we continue to expand and grow our service offering to help even more people across Queensland than ever before, I would like to thank the people who make Ozcare the successful organisation it is:• Our valued clients, their carers and families• Our hard-working employees and volunteers• Our dedicated leadership team• Our committed and supportive board members

We have been focused on the New Aged Care Quality Standards and ensuring we meet the new requirements to achieve high levels of compliance. We continue to build strong relationships with our clients so that we can provide responsive, individualised care and support, which achieves the outcomes that matter most to them.

In April, we successfully opened our new aged care facility in Toowoomba and we are making good progress with construction of our new Mackay facility. It is an exciting time at Ozcare as we continue to demonstrate our commitment to the Queensland community, opening three regional state-of-the-art facilities within f ive years and planning for co-located retirement villages, which will set a new benchmark in the design and operation of independent living units.

In community, we are driving loyalty with our client base by focusing on the delivery of high quality services and helping our clients get the most out of their home care packages. Our NDIS

T H E 2 0 1 9 F I N A N C I A L Y E A R W A S O N E O F S I G N I F I C A N T C H A N G E F O R O Z C A R E , W I T H S O U N D B U S I N E S S D E C I S I O N S M A D E T O E N S U R E O Z C A R E R E M A I N S F O C U S E D O N O U R C O R E B U S I N E S S O F A G E D C A R E , A N D G E N U I N E I N O U R M I S S I O N T O S U P P O R T O U R M O S T V U L N E R A B L E O L D E R A U S T R A L I A N S .

Ozcare remains focused on our core business of aged care, and genuine in our mission to support our

most vulnerable older Australians.

C H I E F E X E C U T I V E O F F I C E R ’ S R E P O R T7 C H I E F E X E C U T I V E O F F I C E R ’ S R E P O R T 8A N N U A L R E P O R T 2 0 1 9 A N N U A L R E P O R T 2 0 1 9


Our PeopleOur workforce of over 3,000 employees and 320 volunteers have big hearts.

Hard-working, professional, compassionate and kind are just some of the words that can be used to describe our people.

Their warmth and dedication can be felt in each smile, each comforting word and each task that is completed with genuine care, just as they would for their own families.

We have a huge responsibility to help seniors and people with a disability or illness stay in their own homes for as long as possible, to provide respite care so carers can take a break, and to offer homely aged care facilities to our oldest Australians.

We acknowledge the tremendous day-to-day effort that our staff make in ensuring that we not only meet, but exceed the needs of our clients. This is what makes Ozcare a great place to work, and a great place to come to for care and support.

We are proud of our caring team.

When you’re here with me,

All my worries they disappear.

Now the future is very clear,

I’m never alone.

And it always feels like home,

Feels like home,

Ozcare feels like home.

Debbie, Staff Member with

Lily, client

Rockhampton Staff

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Thank you! Your excellence drives our success.

Summer ��8 WinnerEMMA ORR, CARE ASSISTANT, OZ ANAM VILL A CLONTARF

An Ozheart because:Emma goes the extra mile to make a difference Kind, compassionate and treats clients with dignity and respect“Emma is exceptional in her duty of care” – Client's Wife

Emma with Brett Warhurst, Group Manager People and Lanna Ramsay, Head of Aged Care.

Winter �� WinnerK A REN RU S SELL , L AUNDRY SE RVICE S , P OR T D O U GL A S

An Ozheart because:Karen is a positive team player who goes above and beyondAlways smiling and gets the job done“Karen always has time to listen to queries and requests for help.” – Joan, Client

Karen with Damian Foley, Chief Operating Officer

Autumn �� WinnerT O N I - LY N S H AW - L I N K E , C A R E A S S I S TA N T, H E R V E Y B AY

An Ozheart because:Toni is always willing to lend a handMakes those around her feel special and cared for“One of the best carers I’ve ever had the privilege to know” – Daniel, Registered Nurse

Sarah Chapman, Group Manager Brand & Communications with Toni-Lyn.

1996 2006 2019

Years' of Service AchievementsNumber of Employees

NUMBER OF EMPLOYEES

20-24YRS 28

10-14YRS 319

5-9YRS 730

25-29YRS 9

30-34YRS 3

35+YRS 2

15-19YRS 109

600

2,200

3,223

One of the reasons Ozcare feels like home is due to the longevity of our staff.

We value our long-serving employees and we honour and thank them for their knowledge and continuing contribution. We hold in high regard the 1,200 staff who have achieved service awards with us.

Our Ozheart program recognises the very biggest hearts in Ozcare and the exceptional work they do. Each quarter, we recognise the accomplishments of our employees who strive to make a positive difference in the lives of their clients and colleagues. Congratulations to our Ozheart winners for the year.

Spring ��8 WinnerK A T E A D A M S , C A R E A S S I S T A N T , S U N S H I N E C O A S T

An Ozheart because:Kate loves her job and is passionate about helping othersNo job is too big or too small for Kate, and no request is ever a hassle“Kate is everything a person could wish for in a carer.” – Jacqueline, Client

Kate with June Chandler, Non-Executive Director.

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All of our facilities offer permanent care, respite care for short term stays, and specialised dementia care in secure wings. We are dedicated in our mission to support our most vulnerable seniors, with 60% of all residents being fully or part concessional.

We continue to implement our refurbishment plan to ensure that all of our aged care facilities present at the same high standard. Our goal is to provide f irst-class facilities that genuinely feel relaxed and home-like.

Our experienced interiors team put a lot of thought and effort into making selections that appeal to a broad audience and invoke feelings of comfort and home.

This year we completed significant refurbishment works at Burleigh Heads, Townsville and Port Douglas.

Thanks everyone from the bottom of my heart, you made the final months of Norm's life the best they could be.

As our daughter Julia said in the eulogy, ‘Norm lived in the Hilton of aged care facilities '. I think that’s an understatement.

– P A U L I N E , F A M I L Y M E M B E R .

Throughout ��/�� we maintained full accreditation across all of our aged care facilities.

S E E J U D I T H ’ S S T O R Y P G . 4 7

TOTAL CLIENTS

CLIENTS ENTERING

MULTIPLE TIMES

RESPITE TO PERMANENT

CLIENTS

PERMANENT CLIENTS

RESPITE CLIENTS

2,615

375 308

1,831 784

We are honoured to have the great privilege of caring for our older Australians. It’s compliments like the example above that push us to ensure our facilities operate at the highest standard, the same standard we would want for our own families.

Villa Vincent townsVille

REFURBISHMENT

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Registered Nurses always on duty

Family atmosphere

Fresh, nutritious meals

Full social calendar

- I R E N E , C L I E N T , W I T H

P R U E , A C T I V I T I E S O F F I C E R

I love living at Ozcare, the people are kind. Their smiles

bring out our smiles.

At Ozcare we believe that people come into aged care to live life, and we congratulate our staff and volunteers on their efforts to help our clients to participate in the things they like to do, while making our facilities a home for them to enjoy.

We see our clients as part of our family so we go the extra mile to learn about them and their life story. Finding out about our clients’ history, family, routines, likes and dislikes, helps us to build strong, engaging relationships with our clients to ensure we make their home with Ozcare just the way they like it.

S E E B L U E Y ’ S S T O R Y P G . 3 1

Single, ensuited rooms with private balconies

Bus trips & social activities

Hairdressing salon

Free Wi-Fi & cinema room

Coffee shop & children’s playground

Cosy fireplaces in main lounges

Five nutritious meals prepared fresh daily

Visiting health professionals

Prayer room

Laundry, postal & cleaning services

Lawn bowls & putt putt

Landscaped gardens & walking paths

A N N U A L R E P O R T 2 0 1 9 O Z C A R E T O O W O O M B A 16

The high level of community interest and support in our new facility was terrific! We had over �� people

attend our opening events.

- F R O M A T H A N K F U L

R E L A T I V E

When my brother was placed here it was like Heaven coming to earth. What peace to know

how well looked after he is. It is such a family and I thank the

people who had the vision to make it happen. May you grow from strength to strength to be known

as a landmark in the city of Toowoomba.

Ozcare proudly opened the doors to our award-winning Toowoomba Aged Care Facility in April this year.

We have a long history of caring for the Darling Downs community and building our f irst aged care facility in the area signifies our commitment to the region. We are pleased to be able to offer the full spectrum of aged care services in Toowoomba to support seniors as their care needs change.

Our new 150-bed facility makes the most of its tranquil semi-rural setting with spectacular valley views. Exclusively offering single rooms with private ensuites and balconies, it is staffed 24 hours a day with registered nurses, trained care staff and a team of hospitality support staff.

We are fortunate to be able to offer two secure units, a total of 30 beds, for people living with dementia and other challenging behaviours.

We look forward to shaping this state-of-the-art facility by creating a home-like environment that people are happy to come to, that involves the wider community, to deliver personalised, inclusive care at the highest possible standards.

Ozcare was extremely proud of the team at Woollam Constructions for winning the Master Builders Award for our latest aged care facility in

Toowoomba and we hope that our new Mackay aged care facility, currently under construction, will follow suit to make three consecutive projects

(following Hervey and Toowoomba) to gain such acknowledgement.

A N N U A L R E P O R T 2 0 1 9O Z C A R E T O O W O O M B A15


S E E M A V I S ’ S T O R Y P G . 3 3

Our people are the heart of our organisation and what we know drives the Ozcare difference. The fact that our carers go the extra mile to make a difference in the lives of our clients is gratefully appreciated.

All of our carers have either a Certif icate III in Aged Care or significant industry experience plus certif ication in CPR and First Aid.

I wouldn’t even try to manage on my own. I’m really blessed having them looking after me. I would certainly recommend Ozcare to anybody. They are

number one to me.– G E O F F R E Y , C L I E N T .

Assistance with Care & Housing (ACH)In 2019, ACH helped 313 older people at risk of homelessness, living in Cairns, Brisbane and on the Sunshine Coast, to f ind the right accommodation for their needs.

H O M E C A R E P A C K A G E S

P E R S O N A L C A R E

D O M E S T I C A S S I S T A N C E

S O C I A L S U P P O R T

M E A L P R E P A R A T I O N

T R A N S P O R T

R E S P I T E C A R E

N U R S I N G

A L L I E D H E A L T H

D E M E N T I A A D V I S O R Y & S U P P O R T S E R V I C E S

H O M E C A R E 18

2019 22,504

Number of Clients Who Received Services from Commonwealth Home Support Programme (CHSP)NUMBER OF CLIENTS WHO RECEIVED

A HOME CARE PACKAGE

3,173

A N N U A L R E P O R T 2 0 1 9

Without Ozcare, I wouldn’t be able to keep doing what I love.– D E N I S , H O M E C A R E P A C K A G E C L I E N T , W O R K I N G W I T H D A R R Y L ,

C A R E R , O N H I S N E X T C R E A T I O N .

Range of Services

Regular Carers

Doing Things with Heart

23 Years’ Experience

We help seniors to manage better at home and improve their health and well-being with our diverse range of home care services. Our experienced care teams of carers, registered nurses, dementia advisors, allied health professionals and case managers, wrap around our clients to support them to live independently in their homes for as long as they can.

Our clients come first. Their individual needs and preferences are central to how our teams pull together to

deliver their care. We pride ourselves on getting to know our clients so we well that we discover what is really important to them so we can deliver the outcomes they are looking for.

From services that provide low level support ongoing or high-level support temporarily, through to more complex support with a Home Care Package, our clients can count on one provider for all of their services, and if they ever need any extra help, it is always there.


Social & recreational activities

Fresh, delicious meals

Bus transport to and from centres

Warm, inclusive environment

Extended hours for people living with dementia**Available at Burleigh Heads, Clontarf & Townsville

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Dementia ServicesAll of our centres cater for people living with dementia. At three of our centres, Burleigh Heads, Clontarf and Townsville, we provide additional support to carers of people living with dementia, by offering extended hours so that carers can pursue work or study.

Every aspect of Ozcare is unreal. From the bus driver, to the cooks, to the wonderful helpers, it is a great day out. I 100% love it!

– B I L L , C L I E N T .

Total Number of Clients

2018

2019 1,470

1,295

Staff members at our day respite centres located around Queensland, tell us they have the best jobs because they get to help people enjoy themselves. Their aim is to make attending Ozcare, our clients’ favourite day of the week.

Our fun filled programs cater to senior members of the community and NDIS participants. We make it our job to f ind out what our clients enjoy doing so we can tailor activities accordingly. From concerts, excursions and guest speakers, to guided exercise

programs, trivia, cooking, gardening, arts and crafts, and much more, we ensure there is something for everyone.

By getting to know each of our clients personally, and learning about their unique story and life experiences, we are able to match individual skills and interests to the range of activities on offer. This means clients get to enjoy a day out of the house in the company of others, doing things that are meaningful to them, and which often challenge their thinking. While at the same time, giving carers the opportunity to take a well-deserved break.

We are empowering older Australians in our care to access the internet and increase their social connectedness.

– S H A R O N , D I V E R S I O N A L T H E R A P I S T .

Clients at Burleigh Heads Day Respite Centre trying out the new Smart Board technology with Sharon, Diversional Therapist.

Dementia Advisory & Support Service (DASS)Our expert Dementia Advisors support clients and their families with practical strategies to help people cope better. Our focus on personalised support and advice helps families make sense of behaviours and put in place strategies to go forward.

Dementia Friendly Home CareWe help people living with dementia stay at home longer with our suite of home care services, including respite care to give carers a much-needed break. We also support Home Care Package clients who are worried about their memory or brain health, or who are living with dementia, and their carers and family members, to link in with our DASS service using their package funds.

Dementia Friendly Day Respite CareAll of our day respite centres cater for people living with dementia. Our centres at Burleigh Heads, Clontarf and Townsville also link in with our DASS team to provide an extended hours service, allowing carers to pursue work or study. We focus on individual strengths and preferences to connect clients with activities they enjoy, while at the same time promoting independence and building self-esteem.

Dementia Friendly Aged Care FacilitiesOur 12 aged care facilities around Queensland offer secure special care wings to cater for the unique needs of people living with dementia for either short term stays or permanent care.

Our highly trained team of registered nurses, client services staff, allied health professionals and hospitality staff, support people of all ages and stages of dementia to live well, 24 hours a day, 7 days a week. We get to know our clients so well, they’re like family. We provide support in a way that reduces anxiety and worry, leading to calmer behaviour and happier outcomes for our clients.

Our Dementia Advisors also support other health and aged care providers across Queensland to further their knowledge and skills in the delivery of dementia care through informative workshops.

My family and I wish to pass on our sincere thanks. Your service delivery insightfully embraced my husband’s personal needs in the true spirit of his background, present environment and family

relationships.– P A T R I C I A , W I F E O F C L I E N T .

Anne, Dementia Advisor talking about pet therapy with Ruth and her dog Caesar.

According to latest figures obtained by Dementia Australia:• A University of Canberra study in 2019 estimates that almost 1.5 million people in Australia are involved in

the care of someone living with dementia.• The study also found an estimated 447,115 Australians living with dementia and without a medical

breakthrough, the number of people with dementia is expected to increase to 589,807 by 2028.

S E E K A R E N ’ S S T O R Y P G . 4 5

Our EthosOzcare is proud to be a care provider that offers specialist dementia support through all stages for people living with dementia, their carers and families. We f irmly believe that learning about the life of a person with dementia can reveal clues that are key to offering them better support, and often family, carers and friends are a big help with this.

Knowing about a person’s past is important because it helps us get to know the person and it can be the key to offering support that is right for them. Understanding a client’s individual journey helps us to provide true person-centred care through our range of dementia services.

Knowing a person’s past is the key to offering support that

is right for them.

Last year, our DASS program supported �,�� clients living with dementia

and their families.

D E M E N T I A C A R E21 A N N U A L R E P O R T 2 0 1 9


CLIENTS RECEIVED NURSING CARE

4,852FLU VACCINATIONS

ADMINISTERED

16,300VACCINES ADMINISTERED

IN SCHOOL IMMUNISATION PROGRAM

50,000

Professional & compassionate nursing care

Available 7 days a week

Work collaboratively with other health professionals

Regular nurses for consistent care

We employ Clinical Nurses, Registered Nurses and Enrolled Nurses to deliver specialist nursing care to people in their homes, and elsewhere in the community, and to provide expert clinical care to seniors living in our aged care facilities.

Our highly skilled and qualif ied nurses help our clients manage a range of health conditions and improve their quality of life. Often our nursing services are required after a stay in hospital, or to help manage a health condition or disability or for end of life care. We also provide short term care while clients recover from an illness, injury or surgery, or long-term care dependant on needs.

• Chronic Disease Management• Diabetes Management• Wound Management & Stoma Care• Continence Management• Kids Bed Wetting Program• Medication Management• Palliative Care• Immunisation• Private Nursing • DVA Community Nursing

S E E C H R I S T I N E ’ S S T O R Y P G . 4 1

Did you know Ozcare employs over �� nurses across Queensland?

N U R S I N G23 A N N U A L R E P O R T 2 0 1 9

Caring, multi-disciplinary teams

Enhancing independence, safety, health and well-being

Personalised advice and services

Visit people in their homes

Group exercise and balance programs

Our team of multi-disciplinary health professionals, including Physiotherapists, Occupational Therapists, Dietitians, Exercise Physiologists, Social Workers and Allied Health Assistants, service clients in their homes, and also provide group classes in community settings, to help with a range of issues that affect health and well-being.

From advice about transitioning to aged care or managing diabetes, through to installing hand rails in someone’s home or treating a shoulder injury, our allied health professionals work with clients to create a personalised care plan that takes into account their specif ic needs.

Services that aim to improve health and wellbeing• Assessment for mobility, environment & home

modification• Assessment for aids & equipment• Social work• Diabetes & weight management• Pain management & symptom control• Coping strategies for stress, anxiety and depression

S E E M A L ’ S S T O R Y P G . 3 9

CLIENTS RECEIVED ALLIED HEALTH SERVICES

4,936

Tai Chi at Ozcare Gold Coast


NDIS

Cameron, Client, with Teena, Carer.

Access to an extensive range of NDIS supports

Support tailored to individual needs and preferences

Regular carers

A single point of contact for anything NDIS related

I get to see regular carers which is great because I find it hard to

get to know people.

Ozcare is proud to be a registered National Disability Insurance Scheme (NDIS) provider, supporting Queenslanders living with a disability to stay active and keep doing the things they love. Last year, our focus was on helping our eligible clients transition to the NDIS.

Our clients choose Ozcare as their NDIS provider because of:

Number of NDIS Clients

2018

2019 1,677

833

We focus on a person’s abilities and strengths, rather than the things they aren’t able to do.

Using these as a base we work with them to f ind ways to achieve their personal goals.

S E E T R E S N A ’ S S T O R Y P G . 4 3

– C A M E R O N , N D I S P A R T I C I P A N T

From 1 July 2019, Queensland Community Care Services (QCCS) changed to the Queensland Community Support Scheme (QCSS).

QCSS is a new scheme that provides supports to people who are not eligible for NDIS but still need support due to chronic health, mental health or disability related needs. With a small amount of assistance, we help these clients to maintain or regain their independence, live safely in their homes and be an active participant in their local community.

Ozcare is pleased to be a QCSS provider throughout Queensland, and we look forward to providing services to under 65 clients that focus on maintaining and promoting independence and quality of life.

QCSS supports clients who are under �� and not eligible for the NDIS

CLIENTS RECEIVED QCCS SERVICES LAST YEAR

4,045

P E R S O N A L C A R E

M E A L P R E P A R A T I O N

D O M E S T I C A S S I S T A N C E

C A P A C I T Y B U I L D I N G A C T I V I T I E S

C O M M U N I T Y C O N N E C T I O N

Based on the identif ied needs and goals of our clients we provide:

Q C S S 26A N N U A L R E P O R T 2 0 1 9


Our VisionWe have a number of retirement villages in planning that will be co-located with our existing aged care facilities. Future retirement village locations include Hervey Bay, Toowoomba, Mackay and Labrador, with construction of our Hervey Bay village due to commence early 2020.

We are also planning an extension to Currimundi Gardens Retirement Village to offer more units and a new, purpose built community centre to benefit village residents.

This year, we received Development Approval for our Newstead project which is set to offer a modern residential aged care facility and retirement lifestyle project within the urban environment.

To align our future retirement village portfolio with the compassionate and mission driven approach of our aged care services, we plan on allocating a small number of units for use as rental properties by single, older women at risk of homelessness.

Artist Impressions: Hervey Bay Retirement Village

Our vision for the future is integrated aged care. We plan

to co-locate retirement villages with our aged care facilities,

and to support village residents with our home care offering.

We currently offer a small, friendly retirement community of 37 units at our Currimundi Gardens Retirement Village on Queensland’s beautiful Sunshine Coast.

Residents move into our village to enjoy a tranquil, independent lifestyle and peace of mind with 24-hour emergency call systems and staff close by at our neighbouring Caroline Chisholm aged care facility.

As a community care provider, we are able to deliver home care services into the units of our village residents at a reduced rate.

Our value proposition is strong. With Ozcare, retirees can downsize and move into a vibrant community of like-minded people, knowing care is always there if needed.

Currimundi Gardens Retirement Village


Our experienced Customer Service Centre Team behind the 1800 Ozcare number, respond to enquiries and referrals via telephone, email, fax, web based forms and from the My Aged Care portal.

Our helpful team of consultants are able to comprehensively discuss individual situations, advise what services may be of benefit, and what’s available in the local area. They can also provide helpful information about funding options and guide people through the application process so they can start services as soon as possible.

Kate, one of our helpful Customer Service Consultants.

On average, our consultants receive up to 7,000 monthly calls and make up to 2,500 outbound calls. Reasons for outbound calls include following up enquiries, responding to incoming referrals to complete intake, booking residential site tours and scheduling a f irst contact with local branches.

A hub of activity, our Customer Service Centre is also home to the new Queensland Community Support Scheme Access Point (QCSS Access Point). Ozcare was successful tendering for this program, and we are pleased to provide one single entry point state-wide for all QCSS services.

The experienced team behind �� Ozcare

Number of Calls to �� Ozcare

2018

2019 78,334

65,978

S H A R I N G S O M E O F T H I S Y E A R S ’ H E A R T - W A R M I N G S T O R I E S F R O M O U R W O N D E R F U L C L I E N T S .

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As a society, we know that Australians like to live at home for as long as they can and we provide great home-based services to support this, but there are times when people like Bluey, need to move into care, signifying the importance of our aged care facilities.

Bluey has a long history with Ozcare. A talented musician, Bluey would come and entertain clients at our day respite centres in Toowoomba and Oakey.

That was seven years ago, several years later when his wife Val became sick, Bluey leant on Ozcare’s community services to help care for Val and support them both around the house with chores and meal preparation.

Bluey said the services meant the world to them. “The staff were absolutely fantastic, nothing was too much trouble. It was care straight from the heart and that made them number one to me.”

When Ozcare announced they were opening a new aged care facility in Toowoomba, Bluey was f irst in line to put their names down. Sadly, Val passed away before the facility opened but Bluey still had his heart set on moving in.

Bluey bravely became the face of our marketing campaign, promoting the opening of our new facility. His emotive story resonated with the local public.

“I lost my wife just before Christmas, we’d been married more than forty years, we had both planned to go into the facility in April – we knew we couldn’t stay here forever,” Bluey said.

“I would never go to anyone else. I’ll stay with Ozcare, start a new life and somehow I’m looking forward to it.”

Bluey was one of our f irst clients to move in after we opened in April and he is over the moon with his new home.

“It’s like a f ive-star motel. You move in here and you know you are going to be looked after in care and luxury.”

It’s like a five-star motel. You move in here and you know you are going to be looked after in

care and luxury.

T R A N S I T I O N I N G F R O M H O M E C A R E T O A N A G E D C A R E F A C I L I T Y

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We pride ourselves on getting to know our clients and Mavis’ story is one that demonstrates how learning about the lives our clients have lived, helps us to provide care that is right for them.

Mavis grew up around racehorses. Her father owned racehorses and when he passed away he left his horses to her. Mavis became good friends with legendary trainer, the late Jim Griff iths, who went on to teach Mavis much of what she knows about racehorses and later in life become her dear partner.

Racehorses were, and still are, an enormous part of Mavis’ life. To Mavis, her racehorses were like her children.

“I love my horses,” Mavis said. “They’re such lovely animals. I’ve had some good horses over the years and I’ve been lucky enough to have some winners.”

It won’t be a surprise to hear, that Mavis’ weekly social outings with her carer Mandy, as part of her Level 4 Home Care Package, are often centred around horses.

“I’ve been coming to Mavis every Monday and Friday for the last 10 years,” Mandy said.

“She’s a pleasure to look after and it just makes my day! I’ve gotten to know Mavis so well, I know all her secrets now,” Mandy said. “Particularly, her love of horses."

"Mavis will read up on the horses every Friday morning with a cup of coffee, and no one’s allowed to call on Saturdays because Mavis is always busy watching the horses on TV.”

Understanding Mavis’ passion, Mandy organised to take Mavis to the local disability riding school, where they got an ex-racehorse out for Mavis to pat and feed. It was a very special moment for Mavis; being able to reconnect with her beloved horses.

“Ozcare are very good,” Mavis said. “They can never do enough for you.”

Ozcare are very good. They can never do

enough for you.

K E E P I N G U P T H E T H I N G S Y O U L O V E W I T H A H O M E C A R E P A C K A G E

C L I E N T F E A T U R E

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Ozcare is committed to helping our clients get the most out of their Home Care Package. As Ermis found, with Ozcare as your Home Care Package provider, the only limit is your imagination.

Ermis and his wife Armanda are both Italian. They met in Sydney at Armanda’s 16th birthday and married three years later.

In the 1960’s they relocated to Queensland, to the sunny Gold Coast, where they built and operated The Lido apartments and brought up their family.

Now in their 90s, Armanda’s health isn’t so good. She can’t walk anymore and Ermis needs his walker to get around. Being Italian, food has always been a big part of their lives and until recently Ermis was doing all the cooking, but with his health deteriorating he decided it was time to ask for help.

Ermis knew his carer Kim, who had been looking after them for the past 4 years, was a good cook. Kim had always indicated that she enjoyed it and cooked for herself daily. Ermis asked Ozcare, if as part of their Home Care Package, they could have Kim cook for them.

Kim has now been cooking for Ermis and Armanda for the past few months and Ermis said it’s working beautifully.

“Everything is fresh, and it’s great because we’re eating well-balanced meals,” Ermis said. “Kim and I will discuss what to make, then we go out shopping to get fresh produce from speciality stores, and we come home and Kim cooks. Today we are having roast lamb with vegetables for lunch and then Kim is making Veal Osso Bucco for later in the week.”

Ermis said he believes Ozcare is one of the more professional operators on the Gold Coast.

“The staff are fantastic, they’ve been a huge help,” Ermis said.

“You only have to see what Kim is doing with our meals, we’re very fortunate.”

The staff are fantastic, they’ve been a huge help.

G E T T I N G T H E M O S T O U T O F A H O M E C A R E P A C K A G E


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At Ozcare, we offer a wide range of services to support our clients. We are delighted when we hear clients like Margaret, choose Ozcare to deliver their Home Care Package, and her favourite days of the week are attending our Day Respite Centre at Burleigh Heads.

Margaret tells us she is “18 years old with 63 years’ experience.” This gives you a sense of her enthusiasm for life. A New Zealander by birth, Margaret lived in Invercargill, until she moved to the Gold Coast three years ago, where she was able to become an Australian Citizen by descent. Margaret's father was born in Brisbane.

With 6 children, 21 grandchildren, and expecting her 17th great grandchild, Margaret is surrounded by love. When her husband passed away 8 years ago, she took her time before deciding to move to Australia to be closer to her daughter Brenda.

Brenda decided to have her mum ACAT assessed and after being assigned a Home Care Package, Margaret chose Ozcare as her provider because of her Catholic background. Brenda said Margaret couldn’t be happier.

“On Monday, her carer Maria, who is just awesome, comes for social time and they get up to trouble,” Brenda said.

“They go out with wicked grins on their faces and I hear about raspberry drinks and cake at the pub, movies and visiting friends. Lorena, mums other carer, makes her home sparkle and happily assists with shopping and any chores."

“Tuesdays and Thursdays, I come to Burleigh Heads Day Respite Centre,” Margaret said. “Teddy bear (Ted, bus driver and Ozheart winner) comes and picks me up on the bus.”

“He’s amazing,” replied Brenda. “He takes her to the door every time.”

Then Margaret enjoys the best days of her week.

“I have lots of friends at day respite and I like the idea that they do things that make you think,” Margaret said.

“There are games to play and quizzes where we get to share knowledge and help each other. There are chair exercises, outings, and so much more. The program varies so it is never the same. The staff really make it, they are A1!”

“Mum will come home and chat about the things they did, she’s always learning new things” Brenda said. “She even snapchats us saying how much she loves Ozcare.”

The staff really make it, they are A1 !

D I S C O V E R I N G O U R D A Y R E S P I T E C E N T R E S O N A H O M E C A R E P A C K A G E



Ozcare is proud to be a registered NDIS provider, and our wide range of services, including dedicated allied health practitioners, means we can help people like Mal use their NDIS funds to make life easier.

At 85 years old, Mal’s mum, Pat, felt overwhelmed at the thought of managing Mal’s NDIS budget so she turned to Ozcare for help.

Mal now receives coordination of supports from Ozcare, as well as weekly social supports, and he has linked in with our allied health team after Pat found she wasn’t coping with Mal’s manual wheelchair.

“Mal loves going to the football. He used to play f irst grade football when he was younger,” Pat said. “I recently took him to watch the Geelong Cats, his favourite team, and I found it so hard moving Mal around the stadium in his manual wheelchair.”

That’s when Lindsay, our Occupational Therapist stepped in. “We did a trial of different types of power chairs as Mal had quite specif ic criteria for what he needed,” Lindsay said.

“It was important the chair had attendant controls at the back, easy controls for Mal to use and reach at the front, a tilt chair to help position his bottom all the way to the back of the chair, and a comfortable backrest for support and positioning.”

The final chair is pretty extraordinary. Shipped all the way from Canada, on arriving in Australia it was customised specif ically to suit Mal.

“The simplicity of this chair for Mal was so important,” Lindsay said. “Since Mal got the chair I’ve been training him how to use it safely. Mal’s used to having other people push him around, so it takes time for him to get used to stopping and observing his surroundings. I’m also training Pat and Mal’s carers on how to use it.”

Going by Mal’s reaction as he tests out his new chair, we think he is suitably impressed. The smile on his face as he trials the up and down feature is priceless. We know he’s thinking he’ll have the best view at the footy, not to mention his OT is awesome!

My OT is awesome!

N D I S A N D A L L I E D H E A L T H M A K I N G D R E A M S C O M E T R U E



Ozcare employs over 380 qualif ied nurses, including Clinical Nurses, Registered Nurses and Enrolled Nurses, who work across our services to help clients like Christine manage health conditions and improve their quality of life.

Christine (63) works alongside her husband of 44 years, operating a service station 70km north of Rockhampton. For the last 10 years, Christine has been living with a severe leg wound that is prone to infection.

After ending up in hospital 2 years ago, she was put in touch with Ozcare. Christine tells us she feels lucky because that’s when she met her Ozcare family.

“I am absolutely convinced that if it wasn’t for Adonna, Bec, Rachel, Eleanor, and all the nurses at Ozcare, I wouldn’t have a leg,” Christine said.

“It is only with their constant care and professionalism that my left leg and more recently my right leg are still intact. I also feel that it is only due to Adonna and Bec that I am still alive. Their quick thinking and professionalism has saved my life on several occasions.”

Living 40 minutes out of town and unable to drive, Christine is also very appreciative of our transport services which she uses for her numerous medical appointments.

“The carers that drive me are such nice ladies,” Christine said. “I do have one special one, her name is Karen. After being severely depressed from my long-term disability, Karen has helped me learn to laugh again.”

Christine is so grateful for Ozcare’s help, that she recently wrote a letter commending all of our staff, saying how she truly believes Ozcare feels like home, just like the song (our jingle) says.

“Each and every person you meet makes you feel like you are part of the Ozcare family,” Christine said. “Even though there are a lot of other people involved in my care, the only time I feel safe and confident in my care is when I am with Ozcare.”

Each and every person you meet makes you feel like you are part of the Ozcare family.

C O M P A S S I O N A T E A N D P R O F E S S I O N A L N U R S I N G C A R E



All of our carers have either a Certif icate III in Aged Care or significant industry experience plus certif ication in CPR and First Aid, which is why it is very rewarding when clients like Tresna tell us we’re the best in town.

Tresna (48) receives NDIS supports from Ozcare Rockhampton. She was 32 when she picked up a virus and was later diagnosed with dilated cardiomyopathy. Since her diagnosis, Tresna has had 38 mini strokes and is eligible for NDIS due to the complexity of her problems following the strokes.

Ozcare visits Tresna once a week and said they help with activities like cleaning, shopping and social outings.

“They provide a service to make life easier for me," Tresna said. "I can’t lift much or bend over anymore, I also get short of breath. Having somebody to come and provide support helps take the edge off.”

Ozcare also travel with Tresna to Brisbane to attend her appointments at the Heart and Lung Failure Clinic, which helps Tresna feel safe. It’s this sense of security that makes Tresna feel good about her mum’s care.

Tresna's mum, Margaret has a seizure disorder and has been an Ozcare client since 2012, she is currently on a Home Care Package and Tresna tells us her mum

doesn’t have time to get lonely with her 15 hours of services a week.

“Ozcare visit mum daily to help with chores, showering and grooming, social outings and most importantly cooking, mum loves to cook.” Tresna said.

“Mum likes to show her carers her tips and tricks in the kitchen, they have so much fun. She’s also building an orchid farm with one of her carers Lyn, who had her husband organise hollow logs for planting.”

Tresna said it’s good to know someone is checking in and making sure her mum is well cared for.

“I’ve tried them all, in this town, Ozcare are the best. They are professional, their staff are well-trained and they go out of their way.”

They go out of their way!

N D I S A N D H O M E C A R E P A C K A G E S M A K I N G L I F E E A S I E R



A diagnosis of dementia can come as a shock to individuals as well as family and friends. Having experienced Dementia Advisors step in to help clients like Karen and her family, is invaluable.

In February, Karen was admitted to hospital. Severely dehydrated, unwell and experiencing some memory loss, Karen was in hospital for 3 weeks before being discharged with a diagnosis of Alzheimer’s disease.

Prior to her diagnosis, Karen was a very independent and social person. She would be out and about doing something every day. Karen was a weekly walk organiser for a Heart Foundation walking group, loved to travel, enjoyed spending time with friends, and supported her grandchildren.

It’s no surprise that when Karen initially received her diagnosis she felt very lost.

“I was really angry at f irst,” Karen said. “I couldn’t understand why I couldn’t get on a plane and f ly to Sydney by myself anymore. I also couldn’t drive anywhere.”

Karen has three daughters, the eldest Maree, a Registered Nurse, said after Karen got out of hospital they had her on 24-hour supervision as they were concerned about her living alone.

“Even though I’m a nurse and worked in aged care years ago, I knew we needed some help,” Maree said. “Mum had been very independent and she felt like we were smothering her. I was referred to Shilpi from Ozcare’s Dementia Advisory & Support Service.”

Shilpi said the best place to start is to have honest, open discussions.

“I’ve been able to speak to Karen and explain that her daughters want her safe at all times,” Shilpi said. “We’ve put strategies in place that maximise safety and minimise risk, while enabling Karen to continue living on her own. Things like organising an orientation clock with medication prompts and a personal safety alarm. Karen now travels with friends, she’s accepted services and checks in with her family regularly.”

“It’s been great,” both Maree and Karen said. “It’s helped us make sense of it all and move forward.”

It’s helped us make sense of it all.

M A K I N G S E N S E O F T H I N G S W I T H O U R D E M E N T I A A D V I S O R Y & S U P P O R T S E R V I C E



Staff in our aged care facilities work really hard to create an environment that makes our clients feel welcome, relaxed and at home. When we see and hear of clients like Judith at Ozcare Port Douglas, still being able to enjoy the things she loves, just as she would at home, it is very rewarding.

Judith, nearly 84, lived in Brisbane all her life until 3 years ago, when she moved to Port Douglas after separating from her husband of 35 years. Unable to have children, Judith chose to put a lifetime of love and energy into caring for dogs.

When Judith lived on a farm with her mother and stepfather she owned blue cattle dogs. Next Judith had Scotch Collies. She can remember having f ive buckets of water in the backyard and taking an entire day to wash all f ive dogs before grooming them for showing. Judith has also been the convenor for a championship dog show with eight helpers on her committee.

A lover of big dogs, Judith moved on to German Shepherds, which she tells us are very intelligent, and then she became the proud owner of an Afghan Hound. The last dogs Judith had at home were her

beloved Saint Bernard’s; Jade, Snuffy and Joy of Gemma.

“The dogs were my babies,” Judith said. “For me big dogs are it! It wouldn’t be fair to have a big dog here but if anyone brings a dog in then I’m Mother Duck.”

Our staff at Port Douglas know how much dogs mean to Judith. In an effort to ensure that Judith can still enjoy the company of furry friends, one of the night carers brings in her Poodle Cross, Biscuit, to sleepover in Judith’s room while she is working. This truly makes our facility feel like home for Judith.

“Look at what I’ve got here, it’s great! I get to look after Biscuit and have lots of cuddles,” Judith said.

“It’s a beautiful home and the staff are beautiful too!”

It’s a beautiful home and the staff are beautiful too!

M A K I N G O U R A G E D C A R E F A C I L I T I E S F E E L L I K E H O M E



J O H N T H O M A S

J U N E C H A N D L E R

P R O F E S S O R S U S A N D A N N A M

CHAIRMAN

NON-EXECUTIVE DIRECTOR


Qualif ications: MBA CPA, FCMA MAICD, JP (Qual)Experience: Board member since 2014. A current Vice President for St Vincent de Paul Society Queensland State Council. Formerly Group Finance Director, Toyota Tsusho South Pacific Holdings Pty Ltd. Extensive financial management, strategic planning and general management experience, at senior management and board levels in large corporations, over a career spanning 40 years. Special Responsibilities: Mr Thomas is member of the Finance Audit & Risk Management Committee and the Remuneration & Nominations Committee.

Experience: Board member since 2011. Over 10 years employed by ANZ Banking Group. Owned and operated business in tourism industry. Former State Councillor and Secretary of St Vincent de Paul Society Queensland State Council. Former Chair of the Society’s Migrants & Refugees Committee. Co-Chair of the Society’s Children’s Education Fund.

Qualif ications: BA MPub Admin PhD, FAMI CPM MAICDExperience: Board member since 2013. Professor of Marketing, Australian Catholic University. Extensive experience as a Board director including St Rita’s College, St Vincent’s and Holy Spirit Health, General Practice Queensland, Quality Improvement Council, Australian Marketing Institute and AFL Queensland Commission. Special Responsibilities: Professor Dann is Chair of the Remuneration and Nominations Committee.

Qualif ications: B.Comm, CPA, MBA (Exec)Experience: Extensive experience in Accounting, Information Technology and Business Development positions, both in private enterprise and the Not-for-Profit sector.

D I N U K E C H R I S T I E - D A V I D COMPANY SECRETARY

P E T E R D R I V E R

F R E D G I L L E T T

K A T H E R I N E S A D L E R

M A T T H E W V A N D E R B Y L A P M





Qualif ications: FCPA, JP (Qual), B. Bus Experience: Board member since 2016. Certif ied Practising Accountant – partner in a private accounting business in regional Queensland. Over 20 years experience in senior management positions in private and public organisations. Former State Councillor and Treasurer of St Vincent de Paul Society Queensland State Council. Special Responsibilities: Mr Driver is Chair of the Finance Audit & Risk Management Committee.

Qualif ications: GIA (Cert)Experience: Board member since 2004. Over 50 years business experience including senior management roles in the f inance industry and 10 years as Managing Director and major shareholder of a national importer/distribution company.Special Responsibilities: Mr Gillett is a member of the Finance Audit & Risk Management Committee.

Qualif ications: BA/LLB MBA LLM, FAICDExperience: Board member since 2017. Director of Brisbane Green Heart CitySmart Pty Ltd. Previous member and former Chair of Mercy Community Services. Commercial lawyer with extensive experience and expertise in governance, commercial transactions, administrative law, information technology, privacy, and data security.

Qualif ications: BA, Grad Dip Mgt, MBA and GAICD Experience: Board member since 2011. Previously Board member 2000 to 2010. Chief Superintendent of Police, and currently the Operations Commander, Business Improvement, within the Organisational Capability Command, Queensland Police Service. Former Vice President of the Society of St Vincent de Paul State Council of Queensland.Special Responsibilities: Mr Vanderbyl is a member of the Finance Audit & Risk Management Committee

Qualif ications: BA LLB(Hons) G DipAppFin (Finsia) Grad.Dip. AppCorpGovExperience: Qualif ied Solicitor with vast experience as In-House Legal Counsel with various companies including M.I.M. Holdings Limited, General Electric Company and Bank of Queensland Limited. Professional Company Secretary & Company Director.

J O H N L E M O N COMPANY SECRETARY

A N N U A L R E P O R T 2 0 1 9 52L E A D E R S H I P T E A M

Sarah ChapmanGROUP MANAGER BRAND & COMMUNICATIONS

Russell BrighouseHEAD OFCOMMUNITY CARE

John ScurrLanna Ramsay Joel ReadingHEAD OFINFORMATION TECHNOLOGY

HEAD OFAGED CARE

GROUP MANAGER RISK & COMPLIANCE

Russell YoungBrett WarhurstGROUP MANAGER CONSTRUCTION & PROPERTY

GROUP MANAGER PEOPLE

Focusing on our outstanding managers and empowering them to be successful will achieve our goals.

51 A N N U A L R E P O R T 2 0 1 9L E A D E R S H I P T E A M

Dinuke Christie-DavidDamian FoleyCHIEF FINANCIAL OFFICER CHIEF OPERATING OFFICER

Anthony GodfreyCHIEF EXECUTIVE OFFICER


Directors’ Meetings

H - Number of meetings held during the time the director held off ice or was a member of that committee during the year. A - Number of meetings attended. *On 29 March 2019 the Risk & Governance Committee and the Audit & Finance Committee were merged to form the Finance Audit & Risk Management Committee

The number of meetings of the Board of Directors and Board Committees during the year ended 30 June 2019, and attendance by Directors at those meetings were as follows:

Director

Ron SullivanJohn ThomasFred GillettMatthew VanderbylJune ChandlerSusan DannPeter DriverKatherine Sadler

Board

H A47777777

26776767

Risk & Governance Committee*

H A2

33

3

1

23

3

H HA A

Audit & Finance Committee*

Finance Audit & Risk Management

Committee*

11

1

222

2

11

1

120

2

H A

Remuneration Committee

00

0

00

0

Short-term and Long-term ObjectivesThe company’s short-term objectives are to:• Provide quality health and human services to clients

at all times irrespective of religion, sex, race and national origin;

• Provide these services to the community and in particular to the aged, frail, disabled and disadvantaged; and

• Be recognised as a leader in the provision of these services.

The company’s long-term objectives are to:• Be the provider of choice for both clients and

other stakeholders; • Strive for continuous improvement to provide the

highest level of service to our clients;• Strengthen existing programs and services through

operating excellence and satisfying client needs; and• Ensure sustainability through responsible

long-term management, including the design of all construction projects to achieve sustainable and environmentally friendly outcomes.

53 D I R E C T O R S ’ R E P O R T A N N U A L R E P O R T 2 0 1 9

Directors

• John Thomas (Current Chairman)• June Chandler• Professor Susan Dann • Peter Driver• Fred Gillett

• Katherine Sadler• Matthew Vanderbyl• Ron Sullivan (Previous Chairman - Resigned as a

Director of Ozcare on 9 January 2019)

The information on pages 1 to 52 forms part of the directors’ report for the f inancial year ended 30 June 2019 and is to be read in conjunction with the following information.

Directors have been in office since the start of the f inancial year to the date of this report unless otherwise stated.The qualif ications, experience and special responsibilities of the directors in office at the date of this report appear on pages 49 to 50 of this annual report.

The names of each person who has been a director during the year and to the date of this report are:

Principal ActivitiesThe principal continuing activity of the company is to act as a Public Benevolent Institution providing a wide range of programs and services which aim to improve the quality of life for the aged, frail, disabled and disadvantaged.

These services include: • Residential Aged Care• Community Care

There have been no significant changes in the nature of these activities during the f inancial year.

• Community Nursing• Community Support Services

The Board of Directors of Ozcare has pleasure in submitting its report for the financial year ended 30 June 2019.


To achieve these objectives, the company has adopted the following strategies:• The company strives to attract and retain quality

staff to provide the services which will ensure the ongoing success of the company;

• Staff work in partnership with a range of community stakeholders which is evidenced by the company continually receiving new projects and services;

• Investing and maintaining the quality of the company’s assets;

• Continual interaction with clients to assess current needs and future trends; and

• The company’s staff strive to meet consistent standards of best practice and provide clear expectations of professional accountabilities and responsibilities to all stakeholders.

Ozcare’s performance is constantly measured against the following KPIs:• number of people assisted• number of different services provided• quality of service (including incident reporting)

• f inancial performance to budget• maintenance of capital base• investment returns

Business Strategies

Key Performance Measures

John Thomas - ChairmanDated this 27th day of September 2019

Members’ GuaranteeOzcare is incorporated under the Corporations Act 2001 and is a company limited by guarantee. If the company is wound up, the Constitution states that each member is required to contribute a maximum of $10 each towards meeting any outstanding obligations of the company. At 30 June 2019, the total amount that members of the company are liable to contribute if the company is wound up is $10.

Auditor’s Independence DeclarationA copy of the auditor’s independence declaration as required under section 60-40 (1)(a) of the Australian Charities and Not-for-profit Commission Regulation 2013 is set out on the next page.

Signed in accordance with a resolution of the Board of Directors.

57 D E C L A R A T I O N O F I N D E P E N D E N C E

Level 10, 12 Creek St Brisbane QLD 4000GPO Box 457 Brisbane QLD 4001Australia

Tel: +61 7 3237 5999Fax: +61 7 3221 9227www.bdo.com.au

BDO Audit Pty Ltd ABN 33 134 022 870 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 Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation.

DECLARATION OF INDEPENDENCE BY K L COLYER TO THE DIRECTORS OF OZCARE

As lead auditor of Ozcare for the year ended 30 June 2019, I declare that, to the best of my knowledge and belief, there have been:

1. No contraventions of the auditor independence requirements of the Division 60 of the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and

2. No contraventions of any applicable code of professional conduct in relation to the audit.

K L ColyerDirector

BDO Audit Pty Ltd

Brisbane, 27 September 2019

A N N U A L R E P O R T 2 0 1 9 58I N D E P E N D E N T A U D I T O R ' S R E P O R T

Level 10, 12 Creek St Brisbane QLD 4000GPO Box 457 Brisbane QLD 4001Australia

Tel: +61 7 3237 5999Fax: +61 7 3221 9227www.bdo.com.au

BDO Audit Pty Ltd ABN 33 134 022 870 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 Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation.

INDEPENDENT AUDITOR'S REPORT

To the members of Ozcare

Report on the Audit of the Financial Report

Opinion

We have audited the financial report of Ozcare (the registered entity), which comprises the statement of financial position as at 30 June 2019, 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 report, including a summary of significant accounting policies, and the responsible entities’ declaration.

In our opinion the accompanying financial report of Ozcare, is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012, including:

(i) Giving a true and fair view of the registered entity’s financial position as at 30 June 2019 and of its financial performance for the year then ended; and

(ii) Complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the Australian Charities and Not-for-profits Commission Regulation 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 the registered entity in accordance with the auditor independence requirements of the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act) 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.

Other information

Those charged with governance are responsible for the other information. The other information obtained at the date of this auditor’s report is information included in the Ozcare’s annual report, but does not include the financial report and our auditor’s report thereon.

Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon.

A N N U A L R E P O R T 2 0 1 9

Level 10, 12 Creek St Brisbane QLD 4000 GPO Box 457 Brisbane QLD 4001 Australia

Tel: +61 7 3237 5999 Fax: +61 7 3221 9227 www.bdo.com.au

BDO Audit Pty Ltd ABN 33 134 022 870 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 Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation, other than for the acts or omissions of financial services licensees.

DECLARATION OF INDEPENDENCE BY K L COLYER TO THE DIRECTORS OF OZCARE

As lead auditor of Ozcare for the year ended 30 June 2017, I declare that, to the best of my knowledge and belief, there have been:

1. No contraventions of the auditor independence requirements of the section 60-40 of Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and

2. No contraventions of any applicable code of professional conduct in relation to the audit.

K L Colyer Director

BDO Audit Pty Ltd

Brisbane, 27 October 2017

A N N U A L R E P O R T 2 0 1 959 I N D E P E N D E N T A U D I T O R ' S R E P O R T

In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work we have performed on the other information obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we arerequired to report that fact. We have nothing to report in this regard.

Responsibilities of responsible entities for the Financial Report

The responsible entities of the registered entity are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the ACNC Act, and for such internal control as the responsible entities determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, responsible entities are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the responsible entities either intends to liquidate the registered entity or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the registered entity’s 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 the 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 this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website (http://www.auasb.gov.au/Home.aspx) at:

http://www.auasb.gov.au/auditors_responsibilities/ar4.pdf

This description forms part of our auditor’s report.

BDO Audit Pty Ltd

K L ColyerDirector

Brisbane, 27 September 2019

The directors of Ozcare declare that:

1) The financial statements, comprising the statement of profit or loss and other comprehensive income, statement of financial position, statement of cash f lows, statement of changes in equity, and accompanying notes, are in accordance with Division 60 of the Australian Charities and Not-for-profits Commission (ACNC) Act 2012 and:

a) Comply with Australian Accounting Standards - Reduced Disclosure Requirements and Australian Charities and Not for profits Commission Regulations 2013 (ACNC Regulation 2013); and

b) Give a true and fair view of the entity’s financial position as at 30 June 2019 and of its performance for the year ended on that date.

2) In the directors’ opinion, there are reasonable grounds to believe that the entity will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of directors.On behalf of the directors by:

John Thomas - ChairmanDated this 27th day of September 2019

D I R E C T O R S ’ D E C L A R A T I O N 60A N N U A L R E P O R T 2 0 1 9

BDO Audit Pty Ltd ABN 33 134 022 870 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 Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation, other than for the acts or omissions of financial services licensees.

If, based on the work we have performed on the other information obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of responsible entities for the Financial Report

The responsible entities of the registered entity are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the ACNC Act, and for such internal control as the responsible entities determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, responsible entities are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the responsible entities either intends to liquidate the registered entity or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the registered entity’s 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 the 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 this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website (http://www.auasb.gov.au/Home.aspx) at:

http://www.auasb.gov.au/auditors_responsibilities/ar4.pdf

This description forms part of our auditor’s report.

BDO Audit Pty Ltd

K L Colyer Director

Brisbane, 27 October 2017

A N N U A L R E P O R T 2 0 1 961 F I N A N C I A L S T A T E M E N T S

Revenue and other income

Employee benefits expense

Purchased services

Premises expense

Motor vehicle expense

Food services

Client services

Depreciation and amortisation expenses

Gain (Loss) on disposal of debt instruments at fair value

Other expenses

Profit before income tax

Income tax expense

PROFIT FOR THE YEAR

Other comprehensive income Items that may be reclassified to profit or loss:

Changes in the fair value of debt instruments at fair value through other comprehensive income

Transfer of loss (gain) on disposal of debt instruments

Other comprehensive income for the year

TOTAL COMPREHENSIVE INCOME FOR THE YEAR

2

3

232,155,180

(162,765,920)

(2,382,875)

(13,103,947)

(4,339,125)

(6,481,509)

(4,425,645)

(17,741,445)

(546,154)

(12,631,504)

7,737,056

-

7,737,056

(1,859,791)

546,154

(1,313,637)

6,423,419

256,471,202

(175,327,512)

(2,256,113)

(14,159,256)

(4,883,177)

(7,169,877)

(6,929,885)

(19,313,877)

(848,040)

(15,350,306)

10,233,159

-

10,233,159

1,715,483

848,040

2,563,523

12,796,682

2019$

2018$NOTES

The above statement of profit and loss and other comprehensive income should be read in conjunction with the accompanying notes.

for the year ended 30 June 2019Statement of Profit or Loss and Other Comprehensive Income

The above statement of financial position should be read in conjunction with the accompanying notes.

CURRENT ASSETS

Cash and cash equivalents

Trade and other receivables

Other Financial Assets

Prepayments

TOTAL CURRENT ASSETS

NON-CURRENT ASSETS

Property, Plant and Equipment

Investment Property

Other Financial Assets

Intangible Assets

TOTAL NON-CURRENT ASSETS

TOTAL ASSETS

CURRENT LIABILITIES

Trade and other payables

Borrowings

Grants in advance

Employee Benefits

Resident liabilities

TOTAL CURRENT LIABILITIES

NON-CURRENT LIABILITIES

Grants in advance

Employee Benefits

TOTAL NON-CURRENT LIABILITIES

TOTAL LIABILITIES

NET ASSETS

EQUITY

Reserves

Retained earnings

TOTAL EQUITY

4

6

9

7

8

9

10

11

12

13

14

15

13

14

NOTES

14,255,097

3,194,451

5,000,000

2,114,575

24,564,123

306,464,734

8,121,433

107,047,663

36,574,761

458,208,591

482,772,714

30,570,339

-

17,788,117

20,023,638

102,448,012

170,830,106

3,511,951

4,673,713

8,185,664

179,015,770

303,756,944

(558,072)

304,315,016

303,756,944

23,478,648

3,804,000

-

1,854,175

29,136,823

332,430,879

7,773,254

111,133,124

36,408,445

487,745,702

516,882,525

30,958,041

3,050,654

14,048,436

21,127,134

121,725,180

190,909,445

5,011,952

4,407,502

9,419,454

200,328,899

316,553,626

2,005,451

314,548,175

316,553,626

2018$

2019$

as at 30 June 2019Statement of Financial Position

F I N A N C I A L S T A T E M E N T S 62A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 963

BALANCE AT 1 JULY 2017

Profit for the year

Other comprehensive income

Transfer of loss/(gain) on disposal of debt instruments at fair value through other comprehensive income to profit or loss

Total comprehensive income for the year

Transactions with owners in their capacity as owers

BALANCE AT 30 JUNE 2018

Profit for the year

Other comprehensive income

Transfer of loss/(gain) on disposal of debt instruments at fair value through other comprehensive income to profit or loss

Total comprehensive income for the year

Transactions with owners in their capacity as owers

BALANCE AT 30 JUNE 2019

TOTAL$

RESERVES $

RETAINED EARNINGS

$

296,577,960

7,737,056

-

-

7,737,056 -

304,315,016

10,233,159

-

-

10,233,159

-

314,548,175

755,565

-

(1,859,791)

546,154

(1,313,637)

-

(558,072)

-

1,715,483

848,040

2,563,523

-

2,005,451

297,333,525

7,737,056

(1,859,791)

546,154

6,423,419

-

303,756,944

10,233,159

1,715,483

848,040

12,796,682

-

316,553,626

The above statement of changes in equity should be read in conjunction with the accompanying notes.

for the year ended 30 June 2019Statement of Changes in Equity

F I N A N C I A L S T A T E M E N T S

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from activities

Payments to suppliers and employees

Interest received

Interest paid

NET CASH PROVIDED BY OPERATING ACTIVITIES

CASH FLOW FROM INVESTING ACTIVITIES

Proceeds from sale of property, plant and equipment

Payment for property, plant and equipment

Payments for software

Investment in financial asset bank notes

NET CASH USED IN INVESTING ACTIVITIES

CASH FLOW FROM FINANCING ACTIVITIES

Repayment of finance lease liabilities

Refundable accommodation deposits received

Refundable accommodation deposits/Accommodation bonds refunded

Ingoing contributions received

Ingoing contributions refunded

NET CASH PROVIDED BY (USED IN) FINANCING ACTIVITIES

Net increase/(decrease) in cash held

Cash at 1 July

CASH AT 30 JUNE

NOTES

242,824,557

(208,268,417)

5,090,906

-

39,647,046

1,424,517

(57,597,310)

(37,112)

(7,585,270)

(63,795,175)

-

44,408,013

(22,666,461)

1,570,000

(922,825)

22,388,727

(1,759,402)

16,014,499

14,255,097

260,148,776

(234,873,454)

3,325,348

(21,135)

28,579,535

1,671,264

(42,826,139)

-

2,630,022

(38,524,853)

(252,926)

54,747,070

(35,716,267)

1,150,000

(759,008)

19,168,869

9,223,551

14,255,097

23,478,648

18

4

2019$

2018$

The above statement of cash flows should be read in conjunction with the accompanying notes.

for the year ended 30 June 2019Statement of Cash Flows

F I N A N C I A L S T A T E M E N T S 64A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 965 A B O U T T H I S R E P O R T

Corporate InformationThe financial report covers the economic activities of Ozcare. Ozcare is a company limited by guarantee. The financial statements, which are presented in Australian dollars and rounded to the nearest dollar, were authorised for issue on 27 September 2019 by the Directors. Ozcare is a non-profit entity for financial reporting purposes under Australian Accounting Standards.

The registered office of the company is: Ozcare 66 River Terrace Kangaroo Point QLD 4169

T H E N O T E S T O T H E F I N A N C I A L S T A T E M E N T S

The notes include financial information which is required to understand the financial statements and is material and relevant to the operations, financial position and performance of the Company. Information is considered material and relevant if, for example: • The amount in question is significant because of its size or nature • It is important for understanding the results of the Company • It helps explain the impact of significant changes in the Company’s business – for example, acquisitions and

impairment write downs • It relates to an aspect of the Company’s operations that is important to its future performance

Significant and other accounting policies that summarise the measurement basis used and are relevant to an understanding of the financial statements are provided throughout the notes of the financial statements. These policies have been consistently applied to all the years presented, unless otherwise stated. K E Y E V E N T S A N D T R A N S A C T I O N S F O R R E P O R T I N G P E R I O D

The financial position and performance of Ozcare was particularly affected by the following events and transactions during the reporting period: — Construction costs in relation to the Mackay and Toowoomba developments.

W O R K I N G C A P I T A L

At balance date the statement of financial position discloses prima facie a deficiency in working capital, being excess of current liabilities over current assets of $161,772,622 (2018: deficiency of $146,265,983). The working capital deficiency partially arises because of the requirement under Australian Accounting Standards to classify Resident Liabilities totalling $121,725,180 (2018: $102,448,012) as a current liability, whereas the assets to which they relate, Property, Plant & Equipment and Investment Properties are required to be classified as non-current assets.

Included in Resident Liabilities are Ingoing Contributions totalling $6,460,762 (2018: $6,391,681). When a retirement village resident relinquishes the unit/apartment they occupied the entity is not required to pay the resident's exit entitlement (the ingoing contribution less the exit fee) until the unit/apartment has been sold to a new resident and the new ingoing contribution is received. From November 2017, new legislation dictates that where a unit has not sold within 18 months of the resident's departure, the company is required to buy back the unit from the outgoing resident (at market price).

The major portion of Resident Liabilities is accommodation bonds and refundable accommodation deposits of $115,264,418 (2018: $96,056,331). The timing of the obligation of accommodation bonds and refundable accommodation deposits will not practically all fall due within the next twelve months. Accommodation bonds become payable upon the departure of aged care residents. It is unlikely that all residents will depart in the next twelve months thereby requiring a pay out of the full amount of the liability. Historically, the turnover of the aged care residents has been approximating 20%-30%.

Furthermore, the entity has $111,133,124 (2018: $107,047,663) worth of other financial assets recognized as a non-current asset, as they are not expected to be sold within the next 12 months. Whilst they are not expected to be sold within the next 12 months and are ultimately held for long term appreciation, if required the entity can call upon these investments to fund repayments of Accommodation Bond and Entry Contribution liabilities. After considering all available current information, the directors have concluded that there are reasonable grounds to believe that the entity will be able to pay its debts as and when they fall due and payable and preparation of the financial statements on a going concern basis is appropriate. I N C O M E T A X

No provision for income tax has been raised as the company is exempt from income tax under Div 50 of the Income Tax Assessment Act 1997. C R I T I C A L A C C O U N T I N G E S T I M A T E S A N D J U D G M E N T S

In the process of applying the Company's accounting policies, management has made a number of judgements and applied estimates for future events. Judgements and estimates which are material to the financial report are found in the following notes:

Key Estimates — Impairment - Property, plant and equipment - Note 7 - Investment property - Note 8 - Intangibles assets - Note 10 Estimation of useful life of assets - Property, plant and equipment - Note 7 - Investment property - Note 8 - Intangibles assets - Note 10 Employee benefits provision - Note 14 C O M P A R A T I V E F I G U R E S

Where required by Accounting Standards comparative figures have been adjusted to conform with changes in presentation for the current financial year.

A B O U T T H I S R E P O R T 66A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 967

Note �: Summary of significant Accounting Policies(a) Basis of Preparation

The financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards - Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board (AASB), the Aged Care Act 1997 and the Australian Charities and Not-for-profit Commission Act 2012 (ACNC Act 2012).

The Australian Accounting Standards include Australian equivalents to International Financial Reporting Standards. Due to the application of Australian specific provisions for not-for-profits entities contained only within Australian Accounting Standards, the financial report and notes thereto are not necessarily compliant with all International Financial Reporting Standards.

The financial statements, except for cash flow information, have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of financial assets and financial liabilities.

(b) Adoption of new and revised accounting standards

The company has adopted all of the new, revised or amending Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') that are mandatory for the current reporting period.

(c) Early adoption of standards

Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet mandatory, have not been early adopted by the company for the annual reporting period ended 30 June 2019. The company has not yet assessed the impact of these new or amended Accounting Standards and Interpretations.

Accounting Standards issued by the AASB that are not yet mandatorily applicable to the company include:

- AASB 16: Leases (applicable to annual reporting periods beginning on or after 1 January 2019).

- AASB 15 Revenue from contracts with customers (applicable to annual reporting periods beginning on or after 1 January 2019).

- AASB 1058 Income of Not-for-profit entities (applicable to annual reporting periods beginning on or after 1 January 2019).

(d) Fair values of assets and liabilities

Fair values may be used for financial asset as liability measurement as well as for sundry disclosures.

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. It is based on the presumption that the transaction takes place either in the principal market for the asset or liability or, in the absence of a principal market, in the most advantageous market. The principal or most advantageous market must be accessible to, or by, the Company.

N O T E S T O T H E F I N A N C I A L S T A T E M E N T S F O R T H E Y E A R E N D E D 3 0 J U N E 2 0 1 9

for the year ended 30 June 2019Notes to the Financial Statements

68N O T E S T O T H E F I N A N C I A L S T A T E M E N T S F O R T H E Y E A R E N D E D 3 0 J U N E 2 0 1 9

Fair value is measured using the assumptions that market participants would use when pricing the asset or liability, assuming that market participants act in their best economic interest.

The fair value measurement of a non-financial asset takes into account the market participant's ability to generate economic benefits by using the asset at its highest and best use or by selling it to another market participant that would use the asset at its highest and best use.

In measuring fair value, the Company uses valuation techniques that maximise the use of observable inputs and minimise the use of unobservable inputs.

(e) Investments and other financial assets

Classification

From 1 July 2016, the company classifies its financial assets in the following measurement categories: • those to be measured subsequently at fair value (either through other comprehensive income, or through

profit or loss), and • those to be measured at amortised cost. The classification depends on the entity’s business model for managing the financial assets and the contractual terms of the cash flows.

For assets measured at fair value, gains and losses will either be recorded in profit or loss or other comprehensive income. For investments in debt instruments, this will depend on the business model in which the investment is held. For investments in equity instruments, this will depend on whether the company has made an irrevocable election at the time of initial recognition to account for the equity investment at fair value through other comprehensive income.

The company reclassifies debt investments when and only when its business model for managing those assets changes.

Measurement

At initial recognition, the company measures a financial asset at its fair value plus, in the case of a financial asset not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of financial assets carried at fair value through profit or loss are expensed in profit or loss.

Financial assets with embedded derivatives are considered in their entirety when determining whether their cash flows are solely payment of principal and interest.

Debt instruments

Subsequent measurement of debt instruments depends on the company’s business model for managing the asset and the cash flow characteristics of the asset. There are three measurement categories into which the company classifies its debt instruments:

• Amortised cost: Assets that are held for collection of contractual cash flows where those cash flows represent solely payments of principal and interest are measured at amortised cost. A gain or loss on a debt investment

for the year ended 30 June 2019Notes to the Financial Statements Cont.

A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 969

that is subsequently measured at amortised cost and is not part of a hedging relationship is recognised in profit or loss when the asset is derecognised or impaired. Interest income from these financial assets is included in finance income using the effective interest rate method.

• Fair value through other comprehensive income (FVOCI): Assets that are held for collection of contractual cash flows and for selling the financial assets, where the assets’ cash flows represent solely payments of principal and interest, are measured at FVOCI. Movements in the carrying amount are taken through OCI, except for the recognition of impairment gains or losses, interest revenue and foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity to profit or loss and recognised in other gains/(losses). Interest income from these financial assets is included in finance income using the effective interest rate method.

• Fair value through profit or loss: Assets that do not meet the criteria for amortised cost or FVOCI are measured at fair value through profit or loss. A gain or loss on a debt investment that is subsequently measured at fair value through profit or loss and is not part of a hedging relationship is recognised in profit or loss and presented net in the statement of profit or loss within other gains/(losses) in the period in which it arises. Interest income from these financial assets is included in finance income.

Equity instruments

The company subsequently measures all equity investments at fair value. Where the company’s management has elected to present fair value gains and losses on equity investments in other comprehensive income, there is no subsequent reclassification of fair value gains and losses to profit or loss. Dividends from such investments continue to be recognised in profit or loss as other income when the company’s right to receive payments is established.

Changes in the fair value of financial assets at fair value through profit or loss are recognised in other gain/(losses) in the statement of profit or loss as applicable. Impairment losses (and reversal of impairment losses) on equity investments measured at FVOCI are not reported separately from other changes in fair value.

Impairment

The company assesses on a forward looking basis the expected credit losses associated with its assets carried at amortised cost and FVOCI. The impairment methodology applied depends on whether there has been a significant increase in credit risk.

For trade receivables only, the company applies the simplified approach permitted by AASB 9, which requires expected lifetime losses to be recognised from initial recognition of the receivables.

(f) Goods and Services Tax

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the Statement of Financial Position are shown exclusive of GST.



70

Accounting Policy

Government Grants

Grant revenue is recognised in profit or loss when the company obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the company and the amount of the grant can be measured reliably. If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied.

Resident and client fees and charges

Revenue from resident care fees, service charges and government subsidies is recognised upon delivery of service to the residents.

Accommodation bond retentions and Exit fees

Accommodation bond retentions are recognised on a contractual basis and deducted from the Accommodation Bond liability balance.

Exit fees on retirement village assets is earned while the resident occupies the independent living unit and is recognised as income over the residents' expected tenure. The expected tenure is calculated with reference to Australian Bureau of Statistics current data relating to life expectancy and historical trends of roll-overs within the company. Exit fee revenue earnt reduces the existing Ingoing Contribution liability.

Interest income

Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets.

OPERATING ACTIVITIES

Government grants and subsidies

Residents and clients fees and charges

Other

NON-OPERATING ACTIVITIES

Capital grants

Accommodation bond retentions

Interest received

Rent received

Bequests and donations

Profit on disposal of non-current assets

TOTAL REVENUE

137,366,620

76,335,254

11,762,583

225,464,457

-

327,179

5,090,906

498,887

323,969

449,782

6,690,723

232,155,180

154,742,203

80,273,777

14,753,497

249,769,477

204,676

361,774

5,021,428

693,185

113,591

307,072

6,701,725

256,471,202

Note �: Revenue and Other Income2019

$2018

$



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 971

NOTES

Cash on hand

Cash at bank and on deposit

Cash at bank - Capital Replacement Fund*

44,865

14,004,394

205,838

14,255,097

46,165

23,215,812

216,671

23,478,648

Note �: Cash and Cash Equivalents

(a) Expenses

Depreciation of property, plant and equipment

Depreciation of investment property buildings

Amortisation of property, plant and equipment

Amortisation of intangible assets

Remuneration of Auditor:

- audit or review

Bad & Doubtful Debts

Defined contribution superannuation expense

(b) Revenue and Net Gains

Gain on disposal of non-current assets

16,355,045

417,987

800,533

167,880

153,755

40,664

10,027,236

449,782

17,916,216

427,444

803,822

166,316

110,065

267,712

10,650,546

307,072

Profit before income tax has been determined after:

Note �: Profit before Income Tax2019

$2018

$

2019$

2018$

* Secured and restricted use Capital Replacement Fund accounts established in terms of sections 91 and 92 of the Retirement Villages Act 1999 which cannot be used by the entity in its ordinary activities.

Accounting Policy

Cash and cash equivalent include cash on hand, deposits held at call with banks, other short term highly liquid investments with original maturities of 3 months or less.

For the purposes of the Statement of Cash Flows, cash and cash equivalents consist of cash and cash equivalents as defined above, net of outstanding bank overdrafts.



72

(a) Capital expenditure commitments:

- Capital expenditure projects contracted for

- Capital expenditure projects planned

Payable

- Not longer than one year

- Longer than 1 but not longer than 5 years

(b) Operating lease commitments:

Non-cancellable operating leases contracted for but not recognised in the financial statements

- Not later than 12 months

- Later than 12 months but not later than 5 years

- Later than 5 years

(c) Finance lease commitments:

Future minimum lease payments:

- Not later than 12 months

- Later than 12 months but not later than 5 years

- Later than 5 years

Less future interest payments

Present value of minimum lease payments:

Current (note 12)

Non-current (note 12)

13,890,645

-

13,890,645

13,890,645

-

13,890,645

420,524

578,620

145,788

1,144,932

-

-

-

-

-

-

-

-

-

25,805,000

-

25,805,000

25,805,000

-

25,805,000

420,524

370,840

71,817

863,181

3,125,911

-

-

3,125,911

(75,257)

3,050,654

3,050,654

-

3,050,654

Note �: Capital Expenditure Commitments2019

$

2019$

2018$

2018$

The property lease commitments are non-cancellable operating leases contracted for but not capitalised in the financial statements with a five year term. Increases in lease commitments may occur in line with the consumer price index (CPI).

The company finance leases relates to motor vehicles.



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 973

CURRENT

Trade debtors

Less: Allowance for doubtful debts

Other debtors

TOTAL TRADE AND OTHER RECEIVABLES

1,984,326

(92,184)

1,302,309

3,194,451

3,969,143

(307,083)

141,940

3,804,000

Note �: Trade and Other Receivables

Accounting policy

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised.


Trade and other receivables are recognised and carried at original invoice amount less an allowance for any uncollectible amounts. An estimate for doubtful debts is made when collection of the full amount is no longer probable. Bad debts are written off when identified.

(a) Provision for Impairment of Receivables

The company applies the simplified approach permitted by AASB 9, which requires expected lifetime losses to be recognised from initial recognition of the receivables.

(b) Credit Risk — Trade and Other Receivables

The company does not have any material credit risk exposure to any single receivable or group of receivables and has a large and unrelated customer base. The company does not hold any financial assets whose terms have been renegotiated, but which would otherwise be past due or impaired.

2019$

2018$



74

LAND & BUILDINGS

Freehold land - at cost

Buildings - at cost

Less accumulated depreciation

Leasehold improvements - at cost

Less accumulated amortisation

Work in progress

TOTAL LAND AND BUILDINGS

PLANT AND EQUIPMENT

Plant and equipment - at cost


TOTAL PLANT AND EQUIPMENT

TOTAL PROPERTY, PLANT AND EQUIPMENT

92,062,292

235,720,510

(74,958,865)

160,761,645

16,009,897

(10,932,507)

5,077,390

28,913,372

286,814,699

64,470,923

(44,820,888)

19,650,035

306,464,734

92,210,539

279,119,215

(87,580,467)

191,538,748

16,042,064

(11,736,329)

4,305,735

20,181,487

308,236,509

72,277,397

(48,083,027)

24,194,370

332,430,879

Note �: Property, Plant And Equipment2019

$2018

$



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 975

Accounting Policy

Freehold Property

Land, buildings and leasehold property is stated at historic cost less accumulated depreciation and any accumulated impairment losses. Such cost includes the cost of replacing parts that are eligible for capitalisation when the cost of replacing the parts is incurred. All other repairs and maintenance are recognised in the statement of comprehensive income as incurred.

Land is not depreciated. Depreciation on other assets is calculated on a straight-line basis over the estimated useful life on in the case of leasehold improvements, the shorter lease term.

Plant and Equipment

Plant and equipment are measured on the cost basis and are therefore carried at cost less accumulated depreciation and any accumulated impairment losses. In the event the carrying amount of plant and equipment is greater than its estimated recoverable amount, the carrying amount is written down immediately to its estimated recoverable amount and impairment losses are recognised either in profit or loss or as a revaluation decrease if the impairment losses relate to a revalued asset. A formal assessment of recoverable amount is made when impairment indicators are present.

Plant and equipment that have been contributed at no cost, or for nominal cost, are valued and recognised at the fair value of the asset at the date it is acquired.

Depreciation

The depreciable amount of all fixed assets, including buildings and capitalised lease assets but excluding freehold land, is depreciated on a straight-line basis over the asset’s useful life to the company commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements. The depreciation rates used for each class of depreciable assets are:

Balance at the beginning of the year

Additions at cost

Disposals

Depreciation expense

Transfers between classes

CARRYING AMOUNT AT END OF YEAR

MOVEMENTS IN CARRYING AMOUNT:

LAND AND BUILDINGS

WORK IN PROGRESS

LEASEHOLD IMPROVEMENTS

PLANT AND EQUIPMENT TOTAL

252,823,937

18,225,398

-

(12,621,602)

25,321,554

283,749,287

5,077,390

32,168

-

(803,822)

-

4,305,736

28,913,372

16,589,669

-

-

(25,321,554)

20,181,487

19,650,035

18,980,682

(9,141,734)

(5,294,614)

-

24,194,369

306,464,734

53,827,917

(9,141,734)

(18,720,038)

-

332,430,879

$ $ $ $ $



76

Class of Fixed Asset

Buildings & Leasehold Property

5%

Plant & Equipment 15-33%

Depreciation Rate

The assets’ residual values and useful lives are reviewed and adjusted if appropriate, at the end of each reporting period.

Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are recognised in profit or loss in the period in which they arise. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings.

Impairment of Assets

At each reporting date, management review a number of factors affecting Investment Property, including their carrying values, to determine if these assets may be impaired. If an impairment indicator exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and ‘value in use’ is compared to the carrying value. Any excess of the asset’s carrying value over its recoverable amounts is expensed in profit or loss as an impairment expense.

As the future economic benefits of certain Company assets are not primarily dependent on their ability to generate net cash inflows, and if deprived of the asset, the Company would replace the asset’s remaining future economic benefits, ‘value in use’ is determined as the depreciated replacement cost of the asset, rather than by using discounted future cash flows.

Depreciated replacement cost is defined as the current replacement cost of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. The current replacement cost of an asset is its cost measured by reference to the lowest cost at which the assets future economic benefits of that asset could currently be obtained in the normal course of business.



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 977

Freehold land - at cost

Buildings - at cost


TOTAL INVESTMENT PROPERTY

MOVEMENTS IN CARRYING AMOUNT:

Balance at the beginning of the year

Additions at cost

Depreciation expense


840,000

8,313,701

(1,032,268)

7,281,433

8,121,433

8,384,350

155,070

(417,987)

8,121,433

840,000

8,392,965

(1,459,711)

6,933,254

7,773,254

8,121,433

79,265

(427,444)

7,773,254

Note 8: Investment Property2019

$2018

$

Accounting Policy

Retirement living community assets are classified as investment properties as they are held to earn revenues and capital appreciation over the long-term. These assets are comprised of independent living units, common facilities and integral plant and equipment.

Investments property is measured at cost less accumulated depreciation and impairment losses, including transaction costs. The buildings component are depreciated over a useful life of 20 years.

Transfers to and from investment properties to property, plant and equipment are determined by a change in use of owner occupation. The existing carrying amount of property, plant and equipment is used for the subsequent accounting cost of investment properties on date of change of use.

Any gain or loss on disposal of investment property (calculated as the difference between the net proceeds from disposal and the carrying amount of the item) is recognised in profit or loss.

Impairment of Assets

At each reporting date, management review a number of factors affecting investment property, including their carrying values, to determine if these assets may be impaired. If an impairment indicator exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and ‘value in use’ is compared to the carrying value. Any excess of the asset’s carrying value over its recoverable amounts is expensed in profit or loss as an impairment expense.



78

Accounting Policy

Classification of financial assets at fair value through other comprehensive income

Financial assets at fair value through other comprehensive income comprise:

• equity securities which are not held for trading, and for which the company has made an irrevocable election at initial recognition to recognise changes in fair value through OCI rather than profit or loss, and

• debt securities where the contractual cash flows are solely principal and interest and the objective of the company’s business model is achieved both by collecting contractual cash flows and selling financial assets.

Upon disposal of these equity investments, any balance within the OCI reserve for these equity investments is reclassified to retained earnings and is not reclassified to profit or loss.

Classification of financial assets at amortised cost

The company classifies its financial assets as at amortised cost only if both of the following criteria are met:

• the asset is held within a business model with the objective of collecting the contractual cash flows, and

• the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal outstanding.

Fair value

(i) Recurring fair value measurementsFair value through other comprehensive income:Fixed and floating interest rate notes

(ii) Valuation techniques used to determine fair values Specific valuation techniques used to value financial instruments include: - the use of quoted market prices or dealer quotes for similar instruments - the fair value of the remaining financial instruments is determined using discounted cash flow analysis.

CURRENT

Financial assets at amortised cost:

Bank fixed rate term deposits

NON-CURRENT

Fair value through other comprehensive income:

Fixed and floating interest rate notes

5,000,000

5,000,000

107,047,663

107,047,663

-

-

111,133,124

111,133,124

111,133,124 107,047,663

Note �: Other Financial Assets2019

$2018

$



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 979

Aged Care Bed Licences

Software

TOTAL INTANGIBLE ASSETS

Opening Balance

Additions

Disposals

Amortisation charge


35,851,268

723,493

36,574,761

35,851,268

557,177

36,408,445

723,493

-

-

(166,316)

557,177

35,851,268

-

-

-

35,851,268

36,574,761

-

-

(166,316)

36,408,445

Note ��: Intangible Assets2019

$2018

$

TOTAL $

SOFTWARE $

BED LICENSES $MOVEMENTS IN CARRYING AMOUNT:

Aged Care Bed licenses

Aged Care Bed Licences are recorded at cost or at deemed cost at time of grant from the Australian Government Department of Health. Provided Ozcare complies with Department of Health requirements, Aged Care Bed Licences have an indefinite life and accordingly they are not amortised.

Software – internal management systems

Software licenses used in internal management systems, whether acquired or internally developed are stated at cost less amortization. They are amortised on a straight line basis over the useful life of 5 years.

Impairment

Indefinite life intangible assets (Bed licenses) are tested for impairment annually or more frequently if events or circumstances indicate that it might be impaired and is carried at cost less accumulated impairment losses.

The company assesses impairment of non-financial assets other than goodwill and other indefinite life intangible assets at each reporting date by evaluating conditions specific to the company 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 of disposal or value-in-use calculations, which incorporate a number of key estimates and assumptions.



80

CURRENT

Trade Creditors

Sundry Creditors

CDC Client Funds Held*

Deposits Held

TOTAL TRADE AND OTHER PAYABLES

8,945,474

9,088,237

12,503,138

33,490

30,570,339

5,775,394

10,208,636

14,942,844

31,167

30,958,041

Note ��: Trade and Other Payables2019

$2018

$

Accounting Policy

These amounts represent liabilities for goods and services provided to the company prior to the end of financial year which are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition. Trade and other payables are presented as current liabilities unless payment is not due within 12 months after the reporting period. They are recognised initially at their fair value and subsequently measured at amortised cost using the effective interest method.

*Client funds held are included in Cash at bank and on deposit.



A N N U A L R E P O R T 2 0 1 9

CURRENT

Finance lease liabilities

NON-CURRENT

Finance lease liabilities

-

-

-

-

3,050,654

3,050,654

-

-

Note ��: Borrowings NOTES

12 (a)

2019$

2018$

12(a) The finance lease liabilities are secured via charge against the motor vehicle assets for which it was used to acquire.

Accounting Policy

Non-derivative financial liabilities are recognised at amortised cost using the effective interest rate method, comprising original debt less principal payments. Borrowings consists of finance lease liabilities

Finance leases

The economic ownership of a leased asset is transferred to the lessee if the lessee bears substantially all the risk and rewards of ownership of the leased asset. Where the Company is a lessee in this type of arrangement, the related asset is recognised at the inception of the lease at fair value of the leases asset or, if lower, the present value of the lease payments plus incidental payments, if any. A corresponding amount is recognised as a finance lease liability.

The corresponding finance lease liability is reduced by lease payments near of finance charges. The interest element of lease payments represents a constant proportion of the outstanding capital balance and is charged to profit or loss, as finance costs over the period of the lease.

A N N U A L R E P O R T 2 0 1 981

CURRENT

Unsecured Liabilities

Subsidies in advance - operational

TOTAL CURRENT

NON-CURRENT

Unsecured Liabilities

Subsidy advance - operational

Grants in advance - capital

Secured Liabilities



TOTAL NON-CURRENT

17,788,117

17,788,117

197,594

-

197,594

1,903,644

1,410,713

3,314,357

3,511,951

14,048,436

14,048,436

-

1,697,595

1,697,595

1,903,644

1,410,713

3,314,357

5,011,952

Note ��: Grants In Advance NOTES

13 (a)

13 (a)

13 (b)

2019$

2018$

13 (a) The Queensland Department of Health (QH) has provided funding to purchase two properties to be used for programs funded by QH. The loans are secured by Registered First Mortgages over the properties acquired and Capital Funding Agreements.

13 (b) The Queensland Department of Housing has provided funding to assist with the renovation of a building used for a supported accommodation service. The Queensland Department of Housing retains an interest in the building secured by a Registered First Mortgage over the property.

Accounting Policy

Grants are principally of a recurrent or capital nature and intended to fund ongoing operations or asset acquisitions.

Grants received on the condition that specified services are delivered, or conditions are fulfilled, are considered reciprocal. Such grants are initially recognised as a liability and revenue is recognised as services are performed or conditions fulfilled. Revenue from non-reciprocal grants is recognised when the entity obtains control of the funds.



82

CURRENT

Annual leave

Long service leave

NON-CURRENT

Long service leave

12,932,892

7,090,746

20,023,638

4,673,713

4,673,713

13,097,656

8,029,478

21,127,134

4,407,502

4,407,502

Note ��: Employee Benefits2019

$2018

$

Accounting Policy

Short-term employee benefits

Short-term employee benefits are benefits, other than termination benefits, that are expected to be settled wholly within twelve (12) months after the end of the period in which the employees render the related service. Examples of such benefits include wages and salaries and non-monetary benefits. Short-term employee benefits are measured at the undiscounted amounts expected to be paid when the liabilities are settled.

Other long-term employee benefits

The Company’s liabilities for long service leave are included in other long-term benefits as they are not expected to be settled wholly within twelve (12) months after the end of the period in which the employees render the related service. They are measured at the present value of the expected future payments to be made to employees. The expected future payments incorporate anticipated future wage and salary levels, experience of employee departures and periods of service, and are discounted at rates determined by reference to market yields at the end of the reporting period on high quality corporate bonds that have maturity dates that approximate the timing of the estimated future cash outflows. Any re-measurements arising from experience adjustments and changes in assumptions are recognised in profit or loss in the periods in which the changes occur.

The Company presents employee benefit obligations as current liabilities in the statement of financial position if the Company does not have an unconditional right to defer settlement for at least twelve (12) months after the reporting period, irrespective of when the actual settlement is expected to take place.

Estimates

The liability for long service leave is recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account.

The following are considered when measuring the annual leave provision:

• Company policy that employees are required to use their annual leave in the year it is earned. • Employees of the company are paid under employment agreements that are current for up to 3 years with all

pay increases agreed in advance and documented. • Increases as noted above are processed on 1 July each year and leave provisions are adjusted accordingly with

the resultant expense carried through to the profit and loss at that time.



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 983

CURRENT

Unsecured liabilities

Accommodation bonds and Refundable Accommodations Deposits

Ingoing contributions

96,056,331

6,391,681

102,448,012

115,264,418

6,460,762

121,725,180

Note ��: Resident Liabilities 2019

$2018

$

Accounting Policy

Accommodation bonds

An accommodation bond as governed by the Aged Care Act 1997 is an amount of money payable for entry to Ozcare by residents who enter permanent care at a low level care, if they are eligible to pay. It is in addition to the standard resident contribution and any income tested fee that may apply to the resident. Accommodation bonds are recognised as a liability net of retentions receivable.

Refundable accommodation deposits

A refundable accommodation deposit (RAD), as governed by the Aged Care Act 1997, is an amount of money payable for entry to Ozcare by any resident who, in terms of a Commonwealth asset and income assessment, is eligible to pay. It is in addition to the standard resident contribution and any means tested care fee that may apply to the resident. RADs are recognised as a liability only upon receipt of the deposit. Residents can choose to pay a RAD as a lump sum, a daily accommodation payment, or a combination of both. The service provider must, if instructed by the care recipient, deduct from the RAD (whether fully or partly paid), the daily accommodation payment and may, in its sole discretion and upon receiving a request from the care recipient, agree to the deduction from the RAD of any other amount. Any deductions from the RAD bear interest at the maximum permissible interest rate as set by the Commonwealth Government. The balance of the RAD is refunded to the resident, or their estate, on departure. Service providers may also retain any interest they derive from RADs. No interest is payable to the resident. RADs are refundable within a maximum of 14 days of departure of the resident or, in the case of decease, within 14 days of the receipt of probate.

Ingoing Contributions

Retirement village residents pay an ingoing contribution to the entity in exchange for the exclusive use of an independent living unit. Ingoing Contributions are refundable to a departed resident following sale of the respective unit and receipt of an ingoing contribution from the new resident. Ingoing contribution liability is recorded net of exit fees receivable.

Current classification

Accommodation Bonds, RADS and Ingoing Contributions are classified as current liabilities in the statement of financial position. Based on historical trends and experience it is likely that the majority of the liability recognised will not be payable within 12 months, however there is no unconditional right to defer settlement of the liability for more than 12 months and, therefore, the liability is recognised as current in its entirety.

Total remuneration paid to key management personnel of the company during the year 2,436,1542,226,518

Note ��: Key Management Personnel Compensation2019

$2018

$



84

PROFIT FOR THE YEAR

NON CASH FLOWS IN PROFIT FOR THE YEAR

Accommodation bond retentions and exit fees and other charges

Depreciation and amortisation

Loss/(profit) on disposal of non-current assets

Loss/(profit) on disposal of other financial assets

CHANGES IN ASSETS AND LIABILITIES

Decrease/(increase) in trade and other debtors

Decrease/(increase) in prepayments

Increase/(decrease) in trade and sundry creditors

Increase/(decrease) in employee benefits provisions

Increase/(decrease) in grants received in advance

NET CASH PROVIDED BY OPERATING ACTIVITIES

(b) Non-cash investing and financing activities

Acqusition of Property, Plant & Equipment by way of finance lease

Trade-in of motor vehicles during the year (proceeds equals trade in value)

Accommodation retentions and exit fees, other charges reducing resident liabilities

(c) Reconciliation of cash and non-cash movements in borrowings from financing activities

Finance leases

Opening balance

Cash flows

Non-cash finance lease additions

CLOSING BALANCE

7,737,056

(747,769)

17,741,445

(449,782)

546,154

(507,499)

(404,075)

9,498,216

1,282,524

4,950,776

39,647,046

-

8,386,164

747,769

-

-

-

-

10,233,159

(144,627)

19,313,877

(307,072)

848,040

(866,180)

260,400

644,334

837,285

(2,239,681)

28,579,535

3,303,580

7,777,542

144,627

3,303,580

(252,926)

-

3,050,654

Note ��: Cash Flow Information

(a) Reconciliation of profit after income tax to net cash inflow from operating activities

2019$

2018$

Note ��: Related Party TransactionsAny transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other persons unless otherwise stated.



A N N U A L R E P O R T 2 0 1 9

A N N U A L R E P O R T 2 0 1 985

Note ��: Financial Risk ManagementThe company’s financial instruments consist mainly of deposits with banks, local money market instruments, short-term investments, accounts receivable and payable, bank bills, accommodation bonds, and Ingoing Contributions. The totals for each category of financial instruments, measured in accordance with AASB 9 are detailed below:

The Board of Directors and Senior Management are responsible for monitoring and managing financial risks. Senior Management regularly review investments and borrowings and seek advice from an independent investment research and advisory firm. The Board reviews investments at each meeting and receives a quarterly portfolio report from the independent investment research and advisory firm.

The company does not have any derivative instruments at 30 June 2019 (2018 nil).

FINANCIAL ASSETS

Cash and cash equivalents


Financial assets a fair value through other comprehensive income

Financial assets at amortised cost

TOTAL FINANCIAL ASSETS

FINANCIAL LIABILITIES

Financial liabilities at amortised cost:

- Trade and other payables

- Finance lease liabilities

- Resident liabilities

TOTAL FINANCIAL LIABILITIES

14,255,097

3,194,451

107,047,663

5,000,000

129,497,211

30,570,339

-

102,448,012

133,018,351

23,478,648

3,804,000

111,133,124

-

138,415,772

30,958,041

3,050,654

121,725,180

155,733,875

2019$

2018$



86

Note ��: Economic Dependence

Note ��: Contingencies

Note ��: Events After The Reporting Period

Ozcare’s continued operation is dependent on retaining bed licences and ongoing Government subsidies which are subject to regular contractual reviews and/or accreditation requirements.

Contingencies relate to the outcome of future events and may result in an asset or liability, however due to current uncertainty do not qualify for recognition.

At reporting date, there are not contingent assets or contingent liabilities.

On 1st July 2019, Ozcare transferred part of its operations, including the associated assets ($3.78M) and employees provisions ($1.71M) to St Vincent De Paul (SVDP) – Ozcare’s sole member, for nil consideration. This includes its social inclusion services comprising homeless men’s hostels, women’s refuges and drug & alcohol services, which it currently provided to the community on behalf of various government departments. The transfer of these operations was a strategic decision that will advance the charitable objectives of Ozcare and SVDP and will better serve the needs of its social inclusion clients as SVDP is better placed to provide these services to the current recipients. SVDP is a charitable entity with a charitable purpose similar to Ozcare itself and is consistent with the objectives of Ozcare, as stated in the Constitution. As part of the transfer of these operations, Ozcare will transfer all titles to the assets (i.e equipment, land and buildings) relevant to these operations to SVDP. Ozcare will be transferring these assets for no consideration and accordingly, will not be making any profit from this transaction (i.e it is a loss making transaction that will result in a reduction in its retained earnings).



A N N U A L R E P O R T 2 0 1 9


To everyone who supports Ozcare. W E A P P R E C I A T E E V E R Y T H I N G Y O U D O !

The work that Ozcare does throughout the Queensland community would not be possible without the wonderful support of federal and state government funding and the generosity of individuals, community groups and corporates.

You help us help:• Seniors and people living with a disability or health

condition to live independently at home for as long as possible

• Carers who need to take a break for their own health and well-being, and

• Our oldest Australians with homely aged care facilities that encourage choice and deliver meaning and purpose

Donations & BequestsWe give our heartfelt thanks to the individuals, community groups and corporates who chose to support Ozcare this year. Your kindness directly benefits the people we support with 100% of every donation and bequest going directly to the service specif ied, there are no administration charges.

Quality StatementOzcare is a quality certif ied organisation and has met the requirements of the International Standards Organisation (ISO 9001:2015).

Funding AcknowledgementsOzcare’s wide range of services are made possible by funding from a diverse range of programs from the Australian and Queensland governments.

A U S T R A L I A N G O V E R N M E N T

• Department of Health• Department of Social Services• Department of Veteran Affairs

Q U E E N S L A N D G O V E R N M E N T

• Department of Communities, Disability Services and Seniors

• Queensland Health

100% of every donation and bequest goes directly

to the service specified, there are no

administration charges

T H A N K Y O U87

We would like to thank and recognise the generosity of our clients and staff who we have featured throughout this report.

We believe a picture paints a thousand words and we have shared your images and stories in the hope that it helps others to understand how Ozcare can make a difference.

We love what we do and we look forward to caring for our community for many years to come!

Masquerade Party for Seniors Week


Corporate Office66 River Terrace, Kangaroo Point Q 4169PO Box 912 Fortitude Valley Q 4006p: 1800 Ozcare (1800 692 273)e: [email protected]: 58 072 422 925

Ozcare is a quality certified organisation and has met the requirements of the International Standards Organisation (ISO 9001:2015)

Ozcare's wide range of services to support Queenslanders are made possible by funding

from a diverse range of programs from the Australian and Queensland Governments.

A Special Work of St Vincent de Paul Society Queensland

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