2018...7 east coast accessibility experts coffs harbour home modification & maintenance service...

2018

Coffs Harbour Home Modification and Maintenance Service Incorporated

Trading As

East CoastAccessibility Experts

Annual Report

contents


Annual Report 2017 - 2018

History - 30 Years On ........................................................................................5

Agenda ....................................................................................................................7

Previous Annual General meeting minutes November 2017 ............. 16

Chairperson report ........................................................................................... 19

Audited financial statements 30 June 2018 ........................................... 20

Accompanying notes ...................................................................................... 24

Auditors’ report ................................................................................................ 38

Chief executive officer report...................................................................... 42

Introduction ........................................................................................................ 42

Service staffing and management ............................................................. 48

Geographical information ............................................................................. 49

Population profile ............................................................................................. 50

Service delivery...................................................................................................51

Service constraints ...........................................................................................52

Overview of services provided ................................................................... 55

Consumer contributions .................................................................................57

Service promotion ............................................................................................57

Workplace training and education ............................................................ 59

Community development and networking ............................................. 59

Service monitoring and service evaluation ............................................60

Management committee, staff and preferred contractors ............... 62

Mid North Coast Home Modification Scheme - Level 2 .................... 63

Allied Health Project - Occupational Therapy Brokerage ................ 66

Conclusion .......................................................................................................... 66

Works supervisor report ................................................................................ 68

Appendices ...........................................................................................................71

Table of Contents

Enabling people to live safely and independently at

home, and in their community the way

they choose


Our History 30 Years On

6East CoastAccessibility Experts

Coffs Harbour Home Modification & Maintenance Service Incorporated t/a East Coast Accessibility Experts Annual Report 2017-2018

admission into residential care.

The Australian Government, the State and the Territory Governments jointly funded the HACC Program. The State and Territory governments were responsible for managing the programme while the Australian government maintained a broad strategic role.

The Home and Community Care (HACC) Program, which provided low-level services

The Home and Community Care (HACC) Program was established under the Home and Community Care Act 1985.It was a joint Australian Commonwealth (Federal) and State/Territory Government programme, that provided support to all frail older people, younger people with disabilities and their carers. The program was designed to help clients remain at home and prevent inappropriate or premature

Coffs Harbour Home Modification & Maintenance Service Incorporated

Our History | 30 Years On

Trading as East Coast Accessibility Experts, Coffs Harbour Home Modification and Maintenance Service Incorporated 12 September 1988, Associations Incorporation Act 1984 | Section 10 (1) in New South Wales |

Registered No : Y 05728-21.

History And Implementation



care needs, and 231,000 people were in permanent residential aged care.

Coffs Harbour Home Modification and Maintenance Service Incorporated was part of the HACC Program and is now part of the Commonwealth Home Support Program (CHSP). Coffs Harbour Home Modification and Maintenance Service Incorporated is a NDIS Provider.

On 1 July 2012 funding was split between Federal and State Government allocations, again managed through NSW Human Services, Ageing, Disability and Home Care (State Government) and Department of Health and Ageing (Commonwealth Government).

The Home and Community Care Program was set up to provide services for frail aged, younger people with disabilities, and their carers, with purpose to prevent premature institutionalisation. Other HACC service types include Meals on Wheels, Community Transport, Neighbour Aid and Community Options.

Coffs Harbour Home Modification + Maintenance Service Incorporated was granted Public Benevolent Institution Status on 27 September 1990.

East Coast Accessibility Experts began operations (as a small maintenance provider) in Lawson Crescent, Coffs Harbour. The pilot co-location, Community Village, 22 Earl Street, Coffs Harbour was opened in 1990, and managed by Coffs Harbour City Council, this co-location became our new home in a small office and single car garage as workshop space.

to enable an older or disabled person to stay at home, was one part of the ‘aged care’ programme.

In 2014-15, 13% of Australian federal government aged care expenditure was on the Home and Community Care (HACC) programme with 9% on Home Care Packages and the great majority (75%) on residential care.1

In 2014–15, over 812,000 people aged 65 years and over (50 years and over for Indigenous Australians) used Home and Community Care (HACC) services, 24,900 people used transition care upon discharge from hospital, 83,800 people used home care packages, which provide home-based care through coordinated packages of services tailored to individual




The organisation was endorsed as a deductible Gift Recipient on 1 July 2000, the provision for gift deductibility item 1 of the table in section 30-15 of the Income Tax Assessment Act 1997, item (s) in Subdivision 30-B of the Income Tax Assessment Act 1997-4.1.1 public benevolent institution.

The organisation was endorsed for charity tax concessions

Income tax exemption from 1 July 2000 under Subdivision 50-B of the Income Tax Assessment Act 1997; Item (s) in Subdivision 50-5 of the Income Tax Assessment Act 1997 – Item 1.1 – charitable institution

GST concessions from 1 July 2005 under Division 176 of A New Tax System (Goods and Services Tax) Act 1999

FBT exemption from 1 July 2005 under section 123C of the Fringe Benefits Tax Assessment Act 1986.

Registered Australian Business Number on 13 June 2000 ABN 13 624 760 627

The organisation registered Goods and Services Tax (GST) from 1 July 2000, monthly GST tax periods, GST accounting method cash.

Long Service LeaveThe organisation registered as Employer No. 761265 on 24 August 1992, issued under the Building and Construction Industry Long Service Payments Act 1986.


Changes to Occupational, Health and Safety made the existing space no longer compliant and we eventually moved from tenancy to ownership, purchasing Unit 12/Lot 5 Druitt Court, Coffs Harbour in September 2012, moving in on 21 September 2012 and after excellent work by our construction team the fit out allowed us the opportunity to officially open our workplace of excellence on 24 July 2013. Our State Member, Andrew Fraser, MP officiated over the opening as the grant funding from State Government assisted in the cost of our fit out and subsequent showroom, a walk-through experience complimenting support for best decisions toward environmental change.

Builders Licence No. 1541C

The organisation was granted Public Benevolent Institution Status on 27 September 1990.

Recognising exemptions from | • incometax• salestax• fringebenefitstax• gifts of $2 or more are allowable

income tax deductions to donors.

The organisation was registered under the provisions of the Charitable Collections Act, 1934 on 8 October 1990.

Office of State Revenue granted exemptions on 25 July 1990 and endorsed again on 6 June 2000 | Stamp Duty |

• MotorVehicleRegistration• PoliciesofInsurance• FinancialInstitutionsDuty



• JobsAustralia• HousingIndustryAustralia• ChamberofCommerce,CoffsHarbour• MOD.AModificationAustralia• NorthernRegionConstructionandNetworkGroup• NationalDisabilityService

Current Memberships

Collaboration makes

for great outcomes



Core Strengths• 30years’experience• Bestpracticeemployer• ContractorofChoice• ContinuousImprovement• Compliance• QualityAssurance• FinancialManagement• StrategicPlanning• KeyPerformanceIndicators• Insurances• Workplace,HealthandSafety

Legal StatusRegistered as an Incorporated Association with Fair Trading NSW and Australian Charities and NFP Commission (ACNC).

Geographic FootprintCoffs Harbour Local Government and outlying areas with An additional budget for Mid North Coast Red Rock to Gloucester.

Acknowledging the Gumbaynggir, Dunghutti, Worimi and Biripi nations, the traditional owners of this Mid North Coast land on which we live and work.

Organisation StructureGOVERNANCE | Board of Management | 4 Executive Members, 3 Ordinary Members | delegate the day to day running, operational activities and management of the organisation and staff to Chief Executive Officer.

TEAM | Chief Executive Officer, Works Supervisor, Carpenter, Handyman, Client Liaison and Administration, Reception and Administration, Marketing Assistant.

Our Business

Vision“Enabling people to live safely and independently at home, and in their community the way they choose”

Value Proposition‘Providing easy, affordable solutions for living at home’

Value• Inclusiveofallwedoinourcommunity• Accountableforallouractions• Responsive to the needs of all our

stakeholders• Flexibleinourideasandactions• Openandtransparent• Respectfulof all ourclients, staff and

those we come into contact with• Ensuring quality assurance is at the

core of all our work• Advocates for our community and

clients

Objectives• Enable our elders and people with

disabilities to have the choice to remain in their own home by responsive, flexible and quality home modification and maintenance services;

• Be a best practice governance andrisk management community-based organisation;

• Ensure sufficient financial strength,resources and accountability build the capacity of Coffs Harbour Home Modification and Maintenance Service Incorporated;

• Be regarded as a best practiceemployer and contractor of choice.



Our Projects

Complex Modification Design and installation with specifications from Occupational Therapists, ie bathroom,

kitchen, ramps, lifts and more.

installation to specifications from Occupational Therapists, ie grabrails, handrails, easy steps, access ramps, handheld shower and more.

Minor Modification



Our Projects

Allied Health Occupational Therapist in-home assessments and home assessments to prescribe modifications designed to maintain independence and increase safety in and around the home and/or workplace.

Priority on safety and access in and around the home ie, electrical, plumbing, carpentry, yard care, guttering, garden re-design and more.

Low Level Maintenance



Our Service Delivery

Shalla ThomasChief Executive Officer

Geoff RogersHandyman

Greg MurrayMarketing Assistant

David ReidWorks Supervisor

Alison HeneryClient Liaison and Administration

Daniel CurzonCarpenter

Michelle EganReception and Administration

And preferred contractors:plumbers, electricians, builders, carpenters, tilers, waterproofing, asbestos removal, painting, etc.



Heading for each sectionSub Heading to go here

Social Purpose...

‘enabling people to live safely and independently

at home and in their community the way

they choose’





Annual Report 2017 - 2018


Trading as

East Coast Accessibility Experts

TABLED AND PRESENTED ANNUAL GENERAL MEETING

29 OCTOBER 2018



Agenda

Welcome to Association Members:

Apologies:

Motion 1: Confirmation of Minutes of previous AGM - 22 November 2017

AuditorsReport,EuanBloomer,DKM Financial Statements 30 June 2018

AnyQuestions?

Motion 2: Accept signed Audited Financial Statements 30 June 2018

Motion 3: Authority be given to Chairperson and Public Officer

to complete and sign Annual Statement for ACNC.

Motion 4: Appointment of Auditors 2019

Election of Office Bearers and Board Members:

Returning Officer Resides for Elections: Chairperson

Vice Chairperson Secretary Treasurer

3 x Ordinary Members

Motion 5: All nominations be accepted

Motion 6: Authorized signatories for organisation 2019

Motion 7: Board of Management meetings for 2019

Next Meeting: Board Meeting 29 October 2018

29 October 2018Annual General Meeting



Meeting Opened: 10.40 am

Present:TerryWilson,DonnaKerr,ShallaThomas,PaulSekfy,KevinGoode,KenCraig,StephanieTerese-Ring, David Reid, Geoff Rogers, Alison Henrey, Daniel Curzon, Peter Lean (ReturningOfficer),EuanBloomer(auditorDKM).

Apologies:

Michelle Egan

Welcome:

Welcome to all to the East Coast Accessibility Experts AGM for 2017

Previous AGM Minutes (24th October 2016):

Minutes tabled. Motion to accept previous AGM minutes. Moved Terry, seconded Paul.

Audited Financial Statements – presented by Euan:

Audited financial statements tabled and read. Auditor provided an unqualified audit, as in previous years. Euan thanked Shalla and Therese for their assistance throughout the audit process.

Profit and Loss – revenue, cost of sales have increased, and expenses have been well maintained.

Balance sheet – Organisation is in a good solid position.

Statement of cash flows – surplus showing net position in cash on hand has increased

Statement by members – needs to be signed by authorised representatives.

Key accounting and audit issues report:

• Closing off of accounts – recommendation to establish a policy and proceduresrelating to when accounts and closed off, so that no further transactions can be done. This is usually done when audit finalised.

• Cybersecurity–canbeanissue.C3currentlymanagingITsystems.Couldconsidercyber insurance for organisation.

• GSTprocessing errors – need to ensure that correctGST code is added toMYOBtransactions, in particular on sale of vehicles. Discussion has taken place with Therese re this issue.

• Employee Leave – some leave had not been entered into MYOB and entitlementaccruing as a set amount per pay, rather than a percentage of hours worked.

Monday, 20th November 2017Annual General Meeting Minutes




• PAYGsummarystatementfor2016–hadnotbeenlodged.Thishassincebeendone.

• Ageingdebtors–debtorsagedover90dayshasbeengrowing.Requiresattention.

• Balancesheetaccounts–someaccountsonbalancesheethavehadnomovement.These items need review.

• Auditadjustmentjournal–tabled.

Motion: Paul moved to accept financial statements. CARRIED. Paul and Terry sign off on statements. Thank you to Euan for a comprehensive report.

Euan leaves the meeting.

Appointment Of Auditor For 2017:

Board satisfied with existing auditor DKM. Moved by Paul to retain DKM. MOTIONCARRIED

Election of Office Bearers and Board Members:

Meeting handed over to Returning Officer Peter Lean. All positions declared vacant. Nominations duly executed and accepted unopposed. Board members are as follows:

• TerryWilson–Chairperson• StephanieTherese-Ring–

Vice Chairperson• PaulSekfy-Treasurer• DonnaKerr–Secretary• KenCraig–member• KevinGoode–member

Meeting handed over to Chairperson. Returning Office leaves meeting.

Authorised Signatories for 2018:

No change to signatories.

Future Board Meetings For 2018:

Meeting dates tabled. Change of date for February Meeting.

Chairperson Comments:

Terry expressed his thanks to all the team for their hard work and dedication, on behalf of the Board of Management.

Meeting Closed: 11.15am

Monday, 20th November 2017Annual General Meeting MinutesCoffs Harbour Home Modification and Maintenance Service Incorporated



Heading for each sectionSub Heading to go hereAGM 29 October 2018

Chairpersons Report

I take great pleasure writing this report for 2017/18 on behalf of the Board of East Coast Accessibility Experts. This year has been a time of signification change with the continuing roll out of the NDIS, continuation of My Aged Care changes, IT and telephone systems.

The Board operates from a governance and values framework and consists of dedicated voluntary skilled professionals. This year, the Board has ensured that robust mechanisms are in place and reported on throughout the organisation to fulfil their obligations in ensuring the organisation is compliant, lawful, and financially

viable and to ensure that quality outcomes are achieved through its services. In particular, the Board has supported the organisation’s investment in information technology to enhance productivity and streamlining processes including our new website and key changes to our operational system. We have undertaken a review and update of our strategic plan and associated processes to help guide us into the future

As the Chairperson, I extend my sincere appreciation to the members of our Board who voluntarily and generously give of their time and expertise. I also extend our gratitude to the hard-working staff of the organisation who achieve such great community and client outcomes, particularly our CEO Shalla Thomas and the great team that supports her.

The work of the Board will continue into the next year to ensure we continue to be a thriving and positive social enterprise into the future.

Terry Wilson Chairperson




Financial Report 2017 - 2018

Coffs Harbour Home Modification and Maintenance Service Incorporated13 624 760 627



Coffs Harbour Home Modification And Maintenance Service Incorporated

13 624 760 627

Financial StatementsAGM 29 October 2018

Coffs Harbour Home Modification & Maintenance Service Inc13 624 760 627

Statement of Profit or Loss and Other Comprehensive IncomeFor the Year Ended 30 June 2018

Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)

Employee benefits expense (469,744) (404,558)

Conference expenses (4,440) (8,474)

Depreciation and amortisation expense (43,487) (43,278)

Utilities telephone, internet & electricity (10,719) (11,050)

Advertising & marketing (32,845) (16,471)

Motor vehicle & travel expenses (17,534) (21,775)

Premises costs (11,683) (13,728)

Allied health brokerage (84,798) (85,179)

Other Expenses (140,359) (151,905)

Profit before income tax 164,231 72,988

Income tax expense - -

Profit for the year 164,231 72,988

Other comprehensive income

Other comprehensive income for the year - -

Total comprehensive income for theyear 164,231 72,988

The accompanying notes form part of these financial statements.3


13 624 760 627

Financial StatementsFor the Year Ended 30 June 2018

Contents

Financial Statements ........................................................................................22

Directors’ Report .................................................................................................23

Statement of Profit or Loss and Other Comprehensive Income ......25

Statement of Financial Position ....................................................................26

Statement of Changes in Equity ...................................................................27

Statement of Cash Flows .................................................................................28

Notes to the Financial Statements ...............................................................29

Directors’ Declaration ........................................................................................38

Independent Audit Report ........................................................................39-41

General informationThe financial statements cover Coffs Harbour Home Modification & Maintenance Services Inc as an individual entity.

The financial statements are presented in Australian dollars, which is Coffs Harbour Home Modification & Maintenance Services Inc’s as an individual entity’s functional and presentation currency.

The financial statements were authorised for issue, in accordance with a resolution of committee members, as dated within the statement by committee members.

Financial Report 2017 - 2018




13 624 760 627



13 624 760 627

Directors’ Report30 June 2018


Directors' Report30 June 2018

The following persons were committee members of the incorporated association during the whole of the financial year andup to the date of this report, unless otherwise stated:.

Committee members

The names of committee members throughout the year and at the date of this report are:


Stephanie Ring Vice Chairperson

Paul Sekfy Treasurer

Donna Kerr Secretary

Kevin Good Ordinary Member - Resigned February 2018

Ken Craig Ordinary Member

Emma Rhodes Ordinary Member - Appointed February 2018

Objectives

The Association's objectives are to:

Enable people with disabilities and frail aged to have the choice to remain in their own homes.

Be a best practice governance and risk management community-based organisation.

Ensure sufficient financial strength, resources and accountability to build the capacity of CHHMMS.

Be regarded as a best practice employer and contractor of choice.

Strategy and performance measures

To achieve these objectives, the Association has adopted the following strategies, and measurements against performance:

Governance and Executive LeadershipLegal Status; financial status; organisation structure; reporting

Performance Measure – 100% members completed training, satisfaction with succession plans and diversity targets reached by end of plan

Organisation DevelopmentPromotion and Marketing; community engagement; consumer information; Local Government partnerships;Partnerships Affordable and Accessible housing options

Performance Measure – Organisation name accurately reflect its business, with product delivery across area doesnot compromise quality, with competitive costing and mergers only pursued if considered beneficial for allstakeholders

1




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










The following persons were committee members of the incorporated association during the whole of the financial year andup to the date of this report, unless otherwise stated:.

Committee members

The names of committee members throughout the year and at the date of this report are:





Kevin Good Ordinary Member - Resigned February 2018

Ken Craig Ordinary Member

Emma Rhodes Ordinary Member - Appointed February 2018

Objectives

The Association's objectives are to:

Enable people with disabilities and frail aged to have the choice to remain in their own homes.

Be a best practice governance and risk management community-based organisation.

Ensure sufficient financial strength, resources and accountability to build the capacity of CHHMMS.

Be regarded as a best practice employer and contractor of choice.


To achieve these objectives, the Association has adopted the following strategies, and measurements against performance:

Governance and Executive LeadershipLegal Status; financial status; organisation structure; reporting

Performance Measure – 100% members completed training, satisfaction with succession plans and diversity targets reached by end of plan

Organisation DevelopmentPromotion and Marketing; community engagement; consumer information; Local Government partnerships;Partnerships Affordable and Accessible housing options

Performance Measure – Organisation name accurately reflect its business, with product delivery across area doesnot compromise quality, with competitive costing and mergers only pursued if considered beneficial for allstakeholders

1


13 624 760 627

Directors’ Report30 June 2018




Systems DevelopmentOutcome measurement; information technology; policies and procedures

Performance Measure – Software solution meets all specified requirements, strategies built into business plans ,with inefficiencies eliminated or reduced.

Service & Product DevelopmentNDIS low cost modification; equipment and assistive technology; garden redesign; social support; regional footprint;affordable access housing options

Performance Measure – potential product range identified, promotional strategy for energy efficiency products isoperational and monitored with viable range of aids and appliances being sold through organisation. Viablebusiness development options identified and pursued with potential partners identified and agreements in place.

Workforce DevelopmentIn-house Occupational Therapist project; staff development; internships

Performance Measure – All schedule training is completed and evaluated with team goals attained and 2018 goalsidentified.

Principal activities

The principal activities of the Association during the financial year were community service non profit organisation.

Significant changes

No significant change in the nature of these activities occurred during the year.

Operating result

The profit of the Association for the financial year after providing for income tax amounted to $ 164,231(2017: $ 72,988).

Signed in accordance with a resolution of the Members of the Committee:

Chairperson: ...............................................

Terry Wilson

Treasurer: ...............................................

Paul Sekfy

Dated: 29 October 2018

2




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









Statement of Financial PositionAs At 30 June 2018

Note

2018

$

2017

$

ASSETS

CURRENT ASSETS

Cash and cash equivalents 4 1,135,811 932,129

Trade and other receivables 5 150,241 171,624

Inventories 6 67,984 65,432

Other financial assets 7 3,710 2,540

TOTAL CURRENT ASSETS 1,357,746 1,171,725

NON-CURRENT ASSETS

Property, plant and equipment 8 584,472 607,370

TOTAL NON-CURRENT ASSETS 584,472 607,370

TOTAL ASSETS 1,942,218 1,779,095

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 9 257,539 288,313

Employee benefits 11 63,892 44,761

Other liabilities 10 5,960 -

TOTAL CURRENT LIABILITIES 327,391 333,074

NON-CURRENT LIABILITIES


TOTAL NON-CURRENT LIABILITIES 9,285 4,710

TOTAL LIABILITIES 336,676 337,784

NET ASSETS 1,605,542 1,441,311

EQUITY

Retained earnings 1,605,542 1,441,311

TOTAL EQUITY 1,605,542 1,441,311





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627




Note

2018

$

2017

$

ASSETS

CURRENT ASSETS

Cash and cash equivalents 4 1,135,811 932,129

Trade and other receivables 5 150,241 171,624

Inventories 6 67,984 65,432

Other financial assets 7 3,710 2,540

TOTAL CURRENT ASSETS 1,357,746 1,171,725

NON-CURRENT ASSETS

Property, plant and equipment 8 584,472 607,370

TOTAL NON-CURRENT ASSETS 584,472 607,370

TOTAL ASSETS 1,942,218 1,779,095

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 9 257,539 288,313


Other liabilities 10 5,960 -

TOTAL CURRENT LIABILITIES 327,391 333,074

NON-CURRENT LIABILITIES


TOTAL NON-CURRENT LIABILITIES 9,285 4,710

TOTAL LIABILITIES 336,676 337,784

NET ASSETS 1,605,542 1,441,311

EQUITY

Retained earnings 1,605,542 1,441,311

TOTAL EQUITY 1,605,542 1,441,311





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627

Statement of Changes in EquityFor the Year Ended 30 June 2018



2018

RetainedEarnings

$

Total

$

Balance at 1 July 2017 1,441,311 1,441,311

Surplus attributable to the entity 164,231 164,231

Balance at 30 June 2018 1,605,542 1,605,542

2017

RetainedEarnings

$

Total

$

Balance at 1 July 2016 1,368,323 1,368,323


Balance at 30 June 2017 1,441,311 1,441,311



Statement of Cash FlowsFor the Year Ended 30 June 2018

Note

2018

$

2017

$

CASH FLOWS FROM OPERATINGACTIVITIES:

Receipts from customers 1,853,354 1,919,323

Payments to suppliers andemployees (1,629,083) (1,797,921)

Net cash provided by (used in)operating activities 224,271 121,402

CASH FLOWS FROM INVESTINGACTIVITIES:

Proceeds from sale of plant andequipment - 41,363

Purchase of property, plant andequipment (20,589) (78,485)

Net cash used by investing activities (20,589) (37,122)

Net increase (decrease) in cash andcash equivalents held 203,682 84,280

Cash and cash equivalents atbeginning of year 932,129 847,849

Cash and cash equivalents at end offinancial year 4 1,135,811 932,129





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










2018

RetainedEarnings

$

Total

$

Balance at 1 July 2017 1,441,311 1,441,311


Balance at 30 June 2018 1,605,542 1,605,542

2017

RetainedEarnings

$

Total

$

Balance at 1 July 2016 1,368,323 1,368,323


Balance at 30 June 2017 1,441,311 1,441,311



13 624 760 627




Note

2018

$

2017

$

CASH FLOWS FROM OPERATINGACTIVITIES:

Receipts from customers 1,853,354 1,919,323

Payments to suppliers andemployees (1,629,083) (1,797,921)

Net cash provided by (used in)operating activities 224,271 121,402

CASH FLOWS FROM INVESTINGACTIVITIES:

Proceeds from sale of plant andequipment - 41,363

Purchase of property, plant andequipment (20,589) (78,485)

Net cash used by investing activities (20,589) (37,122)

Net increase (decrease) in cash andcash equivalents held 203,682 84,280

Cash and cash equivalents atbeginning of year 932,129 847,849

Cash and cash equivalents at end offinancial year 4 1,135,811 932,129





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627

Notes to the Financial StatementsFor the Year Ended 30 June 2018



1 Summary of Significant Accounting Policies

The principal accounting policies adopted in the preparation of the financial statements are set out below.These policies have been consistently applied to all the years presented, unless otherwise stated

(a) Basis of Preparation

These general purpose financial statements have been prepared in accordance with Australian AccountingStandards - Reduced Disclosure Requirements and Interpretations issued by the Australian AccountingStandards Board ('AASB'), the Australian Charities and Not-for-profits Commission Act 2012, as appropriate fornot-for-profit oriented entities.

Critical accounting estimates

The preparation of the financial statements requires the use of certain critical accounting estimates. It alsorequires management to exercise its judgement in the process of applying the incorporated association'saccounting policies. The areas involving a higher degree of judgement or complexity, or areas whereassumptions and estimates are significant to the financial statements, are disclosed in note 2.

(b) Comparative Amounts

Comparatives are consistent with prior years, unless otherwise stated.

(c) Income Tax

The Association is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

(d) Revenue and other income

Revenue is recognised when the amount of the revenue can be measured reliably, it is probable that economicbenefits associated with the transaction will flow to the entity and specific criteria relating to the type of revenueas noted below, has been satisfied.

Revenue is measured at the fair value of the consideration received or receivable and is presented net ofreturns, discounts and rebates.

All revenue is stated net of the amount of goods and services tax (GST).

Sale of goods

Revenue is recognised on transfer of goods to the customer as this is deemed to be the point in time whenrisks and rewards are transferred and there is no longer any ownership or effective control over the goods.

Grant revenue

Grant revenue is recognised in the statement of profit or loss and other comprehensive income when the entityobtains control of the grant, it is probable that the economic benefits gained from the grant will flow to the entityand the amount of the grant can be measured reliably.

When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly backto the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in thestatement of financial position as a liability until the service has been delivered to the contributor, otherwise thegrant is recognised as income on receipt.

7




Grant revenue

Coffs Harbour Home Modification & Maintenance Service Inc receives non-reciprocal contributions of assetsfrom the government and other parties for zero or a nominal value. These assets are recognised at fair value onthe date of acquisition in the statement of financial position, with a corresponding amount of income recognisedin the statement of profit or loss and other comprehensive income.

(e) Goods and Services Tax (GST)

Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), exceptwhere the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payable are stated inclusive of GST.

The net amount of GST recoverable from, or payable to, the ATO is included as part of receivables or payablesin the statement of financial position.

Cash flows in the statement of cash flows are included on a gross basis and the GST component of cash flowsarising from investing and financing activities which is recoverable from, or payable to, the taxation authority isclassified as operating cash flows.

(f) Inventories

Inventories are measured at the lower of cost and net realisable value. Costs of purchased inventory aredetermined after deducting rebates and discounts.

(g) Property, Plant and Equipment

Classes of property, plant and equipment are measured using the cost or revaluation model as specified below.

Where the cost model is used, the asset is carried at its cost less any accumulated depreciation and anyimpairment losses. Costs include purchase price, other directly attributable costs and the initial estimate of thecosts of dismantling and restoring the asset, where applicable.

Assets measured using the revaluation model are carried at fair value at the revaluation date less anysubsequent accumulated depreciation and impairment losses. Revaluations are performed whenever there is amaterial movement in the value of an asset under the revaluation model.

Land and buildings

Land and buildings are measured using the cost model.

Plant and equipment

Plant and equipment are measured using the cost model.

8




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Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)











The principal accounting policies adopted in the preparation of the financial statements are set out below.These policies have been consistently applied to all the years presented, unless otherwise stated

(a) Basis of Preparation

These general purpose financial statements have been prepared in accordance with Australian AccountingStandards - Reduced Disclosure Requirements and Interpretations issued by the Australian AccountingStandards Board ('AASB'), the Australian Charities and Not-for-profits Commission Act 2012, as appropriate fornot-for-profit oriented entities.

Critical accounting estimates

The preparation of the financial statements requires the use of certain critical accounting estimates. It alsorequires management to exercise its judgement in the process of applying the incorporated association'saccounting policies. The areas involving a higher degree of judgement or complexity, or areas whereassumptions and estimates are significant to the financial statements, are disclosed in note 2.

(b) Comparative Amounts

Comparatives are consistent with prior years, unless otherwise stated.

(c) Income Tax

The Association is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

(d) Revenue and other income

Revenue is recognised when the amount of the revenue can be measured reliably, it is probable that economicbenefits associated with the transaction will flow to the entity and specific criteria relating to the type of revenueas noted below, has been satisfied.

Revenue is measured at the fair value of the consideration received or receivable and is presented net ofreturns, discounts and rebates.

All revenue is stated net of the amount of goods and services tax (GST).

Sale of goods

Revenue is recognised on transfer of goods to the customer as this is deemed to be the point in time whenrisks and rewards are transferred and there is no longer any ownership or effective control over the goods.

Grant revenue

Grant revenue is recognised in the statement of profit or loss and other comprehensive income when the entityobtains control of the grant, it is probable that the economic benefits gained from the grant will flow to the entityand the amount of the grant can be measured reliably.

When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly backto the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in thestatement of financial position as a liability until the service has been delivered to the contributor, otherwise thegrant is recognised as income on receipt.

7


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Grant revenue

Coffs Harbour Home Modification & Maintenance Service Inc receives non-reciprocal contributions of assetsfrom the government and other parties for zero or a nominal value. These assets are recognised at fair value onthe date of acquisition in the statement of financial position, with a corresponding amount of income recognisedin the statement of profit or loss and other comprehensive income.

(e) Goods and Services Tax (GST)

Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), exceptwhere the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payable are stated inclusive of GST.

The net amount of GST recoverable from, or payable to, the ATO is included as part of receivables or payablesin the statement of financial position.

Cash flows in the statement of cash flows are included on a gross basis and the GST component of cash flowsarising from investing and financing activities which is recoverable from, or payable to, the taxation authority isclassified as operating cash flows.

(f) Inventories

Inventories are measured at the lower of cost and net realisable value. Costs of purchased inventory aredetermined after deducting rebates and discounts.


Classes of property, plant and equipment are measured using the cost or revaluation model as specified below.

Where the cost model is used, the asset is carried at its cost less any accumulated depreciation and anyimpairment losses. Costs include purchase price, other directly attributable costs and the initial estimate of thecosts of dismantling and restoring the asset, where applicable.

Assets measured using the revaluation model are carried at fair value at the revaluation date less anysubsequent accumulated depreciation and impairment losses. Revaluations are performed whenever there is amaterial movement in the value of an asset under the revaluation model.

Land and buildings

Land and buildings are measured using the cost model.

Plant and equipment

Plant and equipment are measured using the cost model.

8




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627






Depreciation

The depreciable amount of all fixed assets including buildings and capitalised leased assets, is depreciated ona reducing balance basis over the asset's useful life 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 theestimated useful lives of the improvements.

The depreciation rates used for each class of depreciable asset are shown below:

Fixed asset class Depreciation rate

Buildings 4%

Plant and Equipment 2 - 40%

Furniture, Fixtures and Fittings 15 - 50%

Motor Vehicles 12.5 - 25%

Improvements 4 - 13.33%

At the end of each annual reporting period, the depreciation method, useful life and residual value of each assetis reviewed. Any revisions are accounted for prospectively as a change in estimate.

When an assets is disposed, the gain or loss is calculated by comparing proceeds received with its carryingamount and is taken to profit or loss.

(h) Financial instruments

Financial instruments are recognised initially using trade date accounting, i.e. on the date that Associationbecomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs (except forinstruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial Assets

Financial assets are divided into the following categories which are described in detail below:

loans and receivables;

Financial assets are assigned to the different categories on initial recognition, depending on the characteristicsof the instrument and its purpose. A financial instrument’s category is relevant to the way it is measured andwhether any resulting income and expenses are recognised in profit or loss or in other comprehensive income.

All income and expenses relating to financial assets are recognised in the statement of profit or loss and othercomprehensive income in the ‘finance income’ or ‘finance costs’ line item respectively.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are notquoted in an active market. They arise principally through the provision of goods and services to customers butalso incorporate other types of contractual monetary assets.

9




After initial recognition these are measured at amortised cost using the effective interest method, less provisionfor impairment. Any change in their value is recognised in profit or loss.

The Association’s trade and most other receivables fall into this category of financial instruments.

Significant receivables are considered for impairment on an individual asset basis when they are past due atthe reporting date or when objective evidence is received that a specific counterparty will default.

The amount of the impairment is the difference between the net carrying amount and the present value of thefuture expected cash flows associated with the impaired receivable.

For trade receivables, impairment provisions are recorded in a separate allowance account with the loss beingrecognised in profit or loss. When confirmation has been received that the amount is not collectable, the grosscarrying value of the asset is written off against the associated impairment provision.

In some circumstances, the Association renegotiates repayment terms with customers which may lead tochanges in the timing of the payments, the Association does not necessarily consider the balance to beimpaired, however assessment is made on a case-by-case basis.

(i) Cash and cash equivalents

Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which arereadily convertible to known amounts of cash and which are subject to an insignificant risk of change in value.

Bank overdrafts also form part of cash equivalents for the purpose of the statement of cash flows and arepresented within current liabilities on the statement of financial position.

(j) Employee benefits

Short-term employee benefits

Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leaveexpected to be settled within 12 months of the reporting date are measured at the amounts expected to be paidwhen the liabilities are settled.

Other long-term employee benefits

The liability for annual leave and long service leave not expected to be settled within 12 months of the reportingdate are measured as the present value of expected future payments to be made in respect of servicesprovided by employees up to the reporting date using the projected unit credit method. Consideration is given toexpected future wage and salary levels, experience of employee departures and periods of service. Expectedfuture payments are discounted using market yields at the reporting date on national government bonds withterms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

Employee benefits are presented as current liabilities in the statement of financial position if the Associationdoes not have an unconditional right to defer settlement of the liability for at least 12 months after the reportingdate regardless of the classification of the liability for measurement purposes under AASB 119.

10




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)












Depreciation

The depreciable amount of all fixed assets including buildings and capitalised leased assets, is depreciated ona reducing balance basis over the asset's useful life 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 theestimated useful lives of the improvements.

The depreciation rates used for each class of depreciable asset are shown below:

Fixed asset class Depreciation rate

Buildings 4%

Plant and Equipment 2 - 40%

Furniture, Fixtures and Fittings 15 - 50%

Motor Vehicles 12.5 - 25%

Improvements 4 - 13.33%

At the end of each annual reporting period, the depreciation method, useful life and residual value of each assetis reviewed. Any revisions are accounted for prospectively as a change in estimate.

When an assets is disposed, the gain or loss is calculated by comparing proceeds received with its carryingamount and is taken to profit or loss.

(h) Financial instruments

Financial instruments are recognised initially using trade date accounting, i.e. on the date that Associationbecomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs (except forinstruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial Assets

Financial assets are divided into the following categories which are described in detail below:

loans and receivables;

Financial assets are assigned to the different categories on initial recognition, depending on the characteristicsof the instrument and its purpose. A financial instrument’s category is relevant to the way it is measured andwhether any resulting income and expenses are recognised in profit or loss or in other comprehensive income.

All income and expenses relating to financial assets are recognised in the statement of profit or loss and othercomprehensive income in the ‘finance income’ or ‘finance costs’ line item respectively.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are notquoted in an active market. They arise principally through the provision of goods and services to customers butalso incorporate other types of contractual monetary assets.

9




After initial recognition these are measured at amortised cost using the effective interest method, less provisionfor impairment. Any change in their value is recognised in profit or loss.

The Association’s trade and most other receivables fall into this category of financial instruments.

Significant receivables are considered for impairment on an individual asset basis when they are past due atthe reporting date or when objective evidence is received that a specific counterparty will default.

The amount of the impairment is the difference between the net carrying amount and the present value of thefuture expected cash flows associated with the impaired receivable.

For trade receivables, impairment provisions are recorded in a separate allowance account with the loss beingrecognised in profit or loss. When confirmation has been received that the amount is not collectable, the grosscarrying value of the asset is written off against the associated impairment provision.

In some circumstances, the Association renegotiates repayment terms with customers which may lead tochanges in the timing of the payments, the Association does not necessarily consider the balance to beimpaired, however assessment is made on a case-by-case basis.

(i) Cash and cash equivalents

Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which arereadily convertible to known amounts of cash and which are subject to an insignificant risk of change in value.

Bank overdrafts also form part of cash equivalents for the purpose of the statement of cash flows and arepresented within current liabilities on the statement of financial position.

(j) Employee benefits

Short-term employee benefits

Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leaveexpected to be settled within 12 months of the reporting date are measured at the amounts expected to be paidwhen the liabilities are settled.

Other long-term employee benefits

The liability for annual leave and long service leave not expected to be settled within 12 months of the reportingdate are measured as the present value of expected future payments to be made in respect of servicesprovided by employees up to the reporting date using the projected unit credit method. Consideration is given toexpected future wage and salary levels, experience of employee departures and periods of service. Expectedfuture payments are discounted using market yields at the reporting date on national government bonds withterms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

Employee benefits are presented as current liabilities in the statement of financial position if the Associationdoes not have an unconditional right to defer settlement of the liability for at least 12 months after the reportingdate regardless of the classification of the liability for measurement purposes under AASB 119.

10


13 624 760 627





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










2 Critical Accounting Estimates and Judgments

The committee members make estimates and judgements during the preparation of these financial statementsregarding assumptions about current and future events affecting transactions and balances. These estimates andjudgements are based on the best information available at the time of preparing the financial statements, however asadditional information is known then the actual results may differ from the estimates. The significant estimates andjudgements made have been described below.

Impairment of non-financial assets other than goodwill and other indefinite life intangible assets

The association assesses impairment of non-financial assets other than goodwill and other indefinite life intangibleassets at each reporting date by evaluating conditions specific to the association and to the particular asset that maylead to impairment. If an impairment trigger exists, the recoverable amount of the asset is determined. This involvesfair value less costs of disposal or value-in-use calculations, which incorporate a number of key estimates andassumptions.

3 Revenue and Other Income

2018

$

2017

$

Grants & contributions revenue

- Client contributions 238,238 286,041

- Operating grants 1,427,370 1,488,872

1,665,608 1,774,913

Other revenue

- Gain on sale of assets - 5,091

- Reimbursements 3,631 5,184

- Interest received 23,631 21,073

- Other income 5,403 8,563

32,665 39,911

Total Revenue 1,698,273 1,814,824

4 Cash and cash equivalents

Cash at bank and in hand 104,849 269,596

Short-term bank deposits 1,030,962 662,533

1,135,811 932,129

5 Trade and other receivables

CURRENT

Trade receivables 158,439 172,230

Provision for impairment (16,952) (17,108)

141,487 155,122

GST receivable 8,754 16,502

Total current trade and otherreceivables 150,241 171,624

11


13 624 760 627




6 Inventories

2018

$

2017

$

CURRENT

At cost:

Raw materials and consumables 67,984 65,432

7 Other financial assets

CURRENT

IAG Shares 3,710 2,540

8 Property, plant and equipment

LAND & BUILDINGS

Land value Druitt Court 110,400 110,400

Building 325,591 325,591

Improvements 126,257 105,668

Accumulated depreciation (56,794) (43,752)

Total land and buildings 505,454 497,907

PLANT AND EQUIPMENT

Motor vehicles

At cost 96,858 96,858


Total motor vehicles 60,938 81,250

Office equipment

At cost 72,381 72,381


Total office equipment 12,473 18,460

Plant, tools & equipment

At cost 40,368 40,368


5,607 9,753

Total plant and equipment 79,018 109,463

Total property, plant andequipment 584,472 607,370

12




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627




6 Inventories

2018

$

2017

$

CURRENT

At cost:

Raw materials and consumables 67,984 65,432

7 Other financial assets

CURRENT

IAG Shares 3,710 2,540


LAND & BUILDINGS

Land value Druitt Court 110,400 110,400

Building 325,591 325,591

Improvements 126,257 105,668


Total land and buildings 505,454 497,907

PLANT AND EQUIPMENT

Motor vehicles

At cost 96,858 96,858


Total motor vehicles 60,938 81,250

Office equipment

At cost 72,381 72,381


Total office equipment 12,473 18,460

Plant, tools & equipment

At cost 40,368 40,368


5,607 9,753

Total plant and equipment 79,018 109,463

Total property, plant andequipment 584,472 607,370

12




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)











(a) Movements in Carrying Amounts

Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year:

Land &Buildings

$

MotorVehicles

$

OfficeEquipment

$

Plant, Tools,& Equipment

$

Total

$

Year ended 30 June 2018

Balance at the beginning of year 497,907 81,250 18,460 9,753 607,370

Additions 20,589 - - - 20,589

Depreciation expense (13,042) (20,312) (5,987) (4,146) (43,487)

Balance at the end of the year 505,454 60,938 12,473 5,607 584,472

13


13 624 760 627







Land &Buildings

$

MotorVehicles

$

OfficeEquipment

$


$

Total

$



Additions 20,589 - - - 20,589



13






Land &Buildings

$

MotorVehicles

$

OfficeEquipment

$


$

Total

$



Additions 20,589 - - - 20,589



13



9 Trade and other payables

2018

$

2017

$

CURRENT

Trade payables 230,725 234,654

Amounts due to customers for contractwork 4,314 7,359

Amounts due under contract of sale 22,500 46,300

257,539 288,313

10 Other Liabilities

CURRENT

Amounts received in advance 5,960 -

5,960 -

11 Employee Benefits

Current liabilities

Long service leave 28,861 23,321

Annual leave 35,031 21,440

63,892 44,761

Non-current liabilities


12 Key Management Personnel Disclosures

The totals of remuneration paid to the key management personnel of Coffs Harbour Home Modification & MaintenanceService Inc during the year are as follows:

Key management personnel compensation 104,094 95,065

14




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










9 Trade and other payables

2018

$

2017

$

CURRENT

Trade payables 230,725 234,654

Amounts due to customers for contractwork 4,314 7,359

Amounts due under contract of sale 22,500 46,300

257,539 288,313

10 Other Liabilities

CURRENT

Amounts received in advance 5,960 -

5,960 -

11 Employee Benefits

Current liabilities


Annual leave 35,031 21,440

63,892 44,761

Non-current liabilities


12 Key Management Personnel Disclosures

The totals of remuneration paid to the key management personnel of Coffs Harbour Home Modification & MaintenanceService Inc during the year are as follows:

Key management personnel compensation 104,094 95,065

14


13 624 760 627





13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










13 Contingencies

In the opinion of the Committee of Management, the Association did not have any contingencies at 30 June 2018 (30June 2017:None).

14 Related Parties

Key management personnelDisclosures relating to key management personnel are set out in note 11.

Transactions with related partiesThere were no transactions with related parties during the current and previous financial year.

15 Events Occurring After the Reporting Date

The financial report was authorised for issue on 29 October 2018 by the Committee of Management.

No matters or circumstances have arisen since the end of the financial year which significantly affected or maysignificantly affect the operations of the Association, the results of those operations or the state of affairs of theAssociation in future financial years.

15


13 624 760 627



Directors' Declaration

In the committee's opinion:

(a) the attached financial statements and notes, satisfy the requirements of the Australian Charities and Not-for-profitsCommission Act 2012 and the Associations Incorporation Amendment (Review) Act 2016 No 1, including:

(i) complying with Australian Accounting Standards – Reduced Disclosure Requirements, and the AustralianCharities and Not-for-profits Commission Regulation 2013 and Associations Incorporation Regulation 2016; and

(ii) giving a true and fair view of the association’s financial position as at 30 June 2018 and of its performance for theyear ended on that date; and

(b) there are reasonable grounds to believe that the association’s will be able to pay its debts as and when they becomedue and payable.

Signed in accordance with subsection 60.15(2) of the Australian Charities and Not-for-profit Commission Regulation 2013.

On behalf of the Committee

Chairperson: ......................................................................................... Terry Wilson

Treasurer: ......................................................................................... Paul Sekfy


16




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










13 Contingencies

In the opinion of the Committee of Management, the Association did not have any contingencies at 30 June 2018 (30June 2017:None).

14 Related Parties

Key management personnelDisclosures relating to key management personnel are set out in note 11.

Transactions with related partiesThere were no transactions with related parties during the current and previous financial year.

15 Events Occurring After the Reporting Date

The financial report was authorised for issue on 29 October 2018 by the Committee of Management.

No matters or circumstances have arisen since the end of the financial year which significantly affected or maysignificantly affect the operations of the Association, the results of those operations or the state of affairs of theAssociation in future financial years.

15


13 624 760 627

Directors’ DeclarationCoffs Harbour Home Modification & Maintenance Service Inc13 624 760 627

Directors' Declaration

In the committee's opinion:

(a) the attached financial statements and notes, satisfy the requirements of the Australian Charities and Not-for-profitsCommission Act 2012 and the Associations Incorporation Amendment (Review) Act 2016 No 1, including:

(i) complying with Australian Accounting Standards – Reduced Disclosure Requirements, and the AustralianCharities and Not-for-profits Commission Regulation 2013 and Associations Incorporation Regulation 2016; and

(ii) giving a true and fair view of the association’s financial position as at 30 June 2018 and of its performance for theyear ended on that date; and

(b) there are reasonable grounds to believe that the association’s will be able to pay its debts as and when they becomedue and payable.

Signed in accordance with subsection 60.15(2) of the Australian Charities and Not-for-profit Commission Regulation 2013.

On behalf of the Committee

Chairperson: ......................................................................................... Terry Wilson

Treasurer: ......................................................................................... Paul Sekfy


16




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627

Independent Audit Reportto the members of Coffs Harbour HomeModification & Maintenance Service Inc


Independent Audit Report to the members of Coffs Harbour HomeModification & Maintenance Service Inc

Report on the Audit of the Financial Report

Opinion

We have audited the financial report of Coffs Harbour Home Modification & Maintenance Service Inc (the Association),which comprises the statement of financial position as at 30 June 2018, the statement of profit or loss and othercomprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, andnotes to the financial statements, including a summary of significant accounting policies, and the declaration by thosecharged with governance.

In our opinion, the accompanying financial report has been prepared in accordance with Division 60 of the AustralianCharities and Not-for-profits Commission Act 2012, including:

(i) giving a true and fair view of the Association's financial position as at 30 June 2018 and of its financial performanceand its cash flows for the year ended; and

(ii) complying with Australian Accounting Standards to the extent described in Note 1 and Division 60 of the AustralianCharities and Not-for-profits Commission Regulation 2013, the Associations Incorporation Act 2009 and theAssociations Incorporation Regulation 2016.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards arefurther described in the Auditor's Responsibilities for the Audit of the Financial Report section of our report. We areindependent of the Association in accordance with the auditor independence requirements of the ethical requirements ofthe Australian Charities and Not-for-profits Commission Act 2012, and the Accounting Professional and Ethical StandardsBoard's APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financialreport 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 thisauditor’s report is information included in the committee's report, (but does not include the financial report and our auditor’sreport thereon).

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

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 theaudit, 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, weconclude that there is a material misstatement of this other information, we are required to report that fact. We have nothingto report in this regard.

17



Responsibilities of Management and Those Charged with Governance

Management is responsible for the preparation and fair presentation of the financial report in accordance with the AustralianCharities and Not-for-profits Commission Act 2012, the Associations Incorporation Act (NSW) 2009 and AssociationsIncorporation Regulation (NSW) 2010, and for such internal control as management determines is necessary to enable thepreparation of the financial report is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the the Association's ability to continue as agoing concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accountingunless management either intends to liquidate the Association or to cease operations, or has no realistic alternative but todo so.

Those charged with governance are responsible for overseeing the Association'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 materialmisstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonableassurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the AustralianAuditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or errorand are considered material if, individually or in the aggregate, they could reasonably be expected to influence theeconomic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintainprofessional scepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design

and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate

to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher

than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,

or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are

appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the

Association’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and

related disclosures made by the management.

Conclude on the appropriateness of the management’s use of the going concern basis of accounting and, based on

the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast

significant doubt on the Association’s ability to continue as a going concern. If we conclude that a material

uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial

reporter, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence

obtained up to the date of our auditor’s report. However, future events or conditions may cause the Association to

cease to continue as a going concern.

18




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)









13 624 760 627




Responsibilities of Management and Those Charged with Governance

Management is responsible for the preparation and fair presentation of the financial report in accordance with the AustralianCharities and Not-for-profits Commission Act 2012, the Associations Incorporation Act (NSW) 2009 and AssociationsIncorporation Regulation (NSW) 2010, and for such internal control as management determines is necessary to enable thepreparation of the financial report is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the the Association's ability to continue as agoing concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accountingunless management either intends to liquidate the Association or to cease operations, or has no realistic alternative but todo so.

Those charged with governance are responsible for overseeing the Association'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 materialmisstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonableassurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the AustralianAuditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or errorand are considered material if, individually or in the aggregate, they could reasonably be expected to influence theeconomic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintainprofessional scepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design

and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate

to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher

than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,

or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are

appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the

Association’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and

related disclosures made by the management.

Conclude on the appropriateness of the management’s use of the going concern basis of accounting and, based on

the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast

significant doubt on the Association’s ability to continue as a going concern. If we conclude that a material

uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial

reporter, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence

obtained up to the date of our auditor’s report. However, future events or conditions may cause the Association to

cease to continue as a going concern.

18




13 624 760 627




Note

2018

$

2017

$

Revenue 3 1,698,273 1,814,824

Cost of sales (718,433) (985,418)









Other Expenses (140,359) (151,905)










Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and

whether the financial report represents the underlying transactions and events in a manner that achieves fair

presentation.

We communicate with the management regarding, among other matters, the planned scope and timing of the audit andsignificant audit findings, including any significant deficiencies in internal control that we identify during our audit.

..........................................................................Murray McDonaldDirector Audit & AssuranceMoore Stephens - Audit (QLD & Northern NSW)

.............................................................Moore StephensChartered Accountants

29 October 2018

19


13 624 760 627






Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and

whether the financial report represents the underlying transactions and events in a manner that achieves fair

presentation.

We communicate with the management regarding, among other matters, the planned scope and timing of the audit andsignificant audit findings, including any significant deficiencies in internal control that we identify during our audit.

..........................................................................Murray McDonaldDirector Audit & AssuranceMoore Stephens - Audit (QLD & Northern NSW)

.............................................................Moore StephensChartered Accountants

29 October 2018

19

Treasurer’s ReportAGM 29 October 2018

I present the annual financial report for the 2017-2018 financial year for East Coast Accessibility Experts with the news that we continue to operate generally within our budget,

meet the negotiated outputs for our funded activities, maintained and or improved outputs overall, and managed to generate a surplus from our enterprise activities.

ECAE has sound financial and more general risk management processes and due to the diligence of the Board and staff remains in a relatively strong position to identify, assess and deal with those risks that continue to arise in the changing funding and fees environment for the bulk of our operations and clients that are eligible for either the CHSP or the NDIS.

The Board and CEO have finalised a more streamlined financial reporting regime in recent times, and we have a clear set of indicators and analysis to note any significant changes in our financial performance.

The Board, alongside our Executive Officer, has remained focussed on maintaining and/or improving our financial position which has allowed us to explore more creative and innovative strategies to

enhance the options available for clients requiring adaptive housing.

The total funding income from grants for thefinancialyearwas$913,669.00.

When client contributions and cost of sales are taken into account our total incomefortheyearwas$1,434,688.00.

ECAE recorded an operating surplus of $336,342.00forthefinancialyearended30 June 2018.

ECAE’s Balance Sheet as at 30 June 2018 shows a sound financial position with a cash balance of $1,286,000.54 and$1,615,992.13inequity.

In accordance with the requirement of the Office of Fair trading and our funding bodies, the financial statements in this year’s annual report have been prepared in accordance with the Australian Accounting Standards. The complete audited financial statements are included in the report, and provide a more detailed account of the overall financial position and performance of ECAE during the financial year ended 30 June 2018.

I wish to thank the ECAE staff for their diligence in relation to finances underpinned by their strong commitment to our strategic plan.




AGM 29 October 2018

Chief Executive Officer’s Report

IntroductionCoffs Harbour Home Modification and Maintenance Service Incorporated 21 September 1988.

Trading as, East Coast Accessibility Experts is a not for profit community based organisation, receiving recurrent funds from Commonwealth Department of Health and NSW Family and Community Services, Ageing Disability and Home Care Department.

“East Coast Accessibility Experts: a not for profit community service providing easy, affordable solutions for Living At Home”

Funding Source Value | 2017 Value | 2018 %

Commonwealth Department of Health Minor Mods 226,419 216,559 24

NSW Family and Community Services Minor Mods 22,387 4,672 0.5

Commonwealth Department of Health Maintenance 179,117 181,270 20

NSW Family and Community Services Maintenance 12,782 886 0.1

Commonwealth Department of Health Major Mods 309,701 310,239 34

NSW Family and Community Services Major Mods 129,038 111,373 12

Commonwealth Department of Health Allied Health 84,011 85,010 9

NSW Family and Community Services Allied Health 9,359 3,292 0.4

Total Recurrent Funding 2017 -2018 972,814 913,301 100

Client Contributions 286,031 238,693

Transitional Funding 15,000 0

Commercial Enterprise 525,388 469,608

NDIS 0 2,251

Funding received for the Financial Year 1 July 2017 – 30 June 2018



The lesson for the organisation is to assist our elders to access MAC and our service types, making it as streamline as possible.

Making the process of minor and/or complex modification as streamline as possible and sign off on contractor works with a phone call and/or consumer feedback form.

• Ensure timely closure on all jobs bigand small

Cost of work and financially disadvantaged

• Consider contractor fees and clientcontribution passed on to financially disadvantaged

Ensure all work on Service Agreement/contract is completed.

Impact ReportThere is widespread international evidence of the effectiveness and cost effectiveness of low level intervention programmes such as the Home and Community Care (HACC) / Commonwealth Home Support (CHSP) programme, which enable older people to stay in their homes for longer.

To meet the needs of our elders and younger people with disabilities, including their carers, we provide some 1100 - 1500 modification and maintenance episodes for our elders, considerably fewer for our younger people with disabilities due to budget constraints and the wait for NDIS plans to be implemented.

Our Modification prescriptions and designs are to meet individual needs, achieving increased independence, freedom and safety, enabling you to live safely and independently at home and in your community the way you choose. Some 57 hours of at- home assessments were completed during the year by Occupational Therapists clearly stating a demand for modification with waitlists in health.

Post fall is a common pathway of, fear of falling, reduced activity, de-conditioning, leading to an increase risk of falls.

Our outcomes for recipients of home modification, maintenance, and at home assessments, is enabling and wellness. Prevention of falls, reducing incidents of hospital admissions and any future falls risks.

AGM 29 October 2018




AGM 29 October 2018


What We Do

Minor and major modification projects East Coast Accessibility Experts provide minor and major home modifications, to our elders, people with disabilities and their carers, enabling them to live more independently and safely in their own homes, the way they choose, enabling access to their community. The major emphasis is on maintaining safety, preventing accidents and adaptation to changing circumstances. Modifications will include, and not be limited to, installation of grab rails and handheld showers, handrails, access wedges, door widening, furniture adjustments, lever taps, bidet, bathroom modification, kitchen modification, easy steps and ramps East

Client TestimonialJune Allen wrote: I am always happy with the jobs done around my home. I am so grateful for this excellent help.

Lott Bloor wrote : I would not hesitate on recommending ECAE for work that needs to be done. Excellent work & a very pleasant young man Daniel to look after the work.

Donna Capewell, Support Planner, Community Care Options wrote: Ruth Anscombe called yesterday to advise me the work has been completed for her ramp installation. She advised the results were ‘absolutely wonderful and much better than she had expected. The two handrails which she was not expecting were also wonderful’ She couldn’t wait to show her handyman who said it could not be done.



specialist trades ie plumbers and electricians to ensure our clients can stay at home in a safe and accessible environment. This may also include fixing/replacing faulty wiring, replacement of hot water service, repairing/replacing entry/exit steps/ramps. All building and carpentry requirements can be met with our experienced tradesmen.

Allied Health ProjectThe Allied Health Project, engaging private provider Occupational Therapy services, a brokerage model of service delivery providing clinical prescriptions for minor and major modification design for individual needs. Occupational Therapist and Builder will do joint visits to ensure best outcomes for complex modifications, the built environment.

Coast Accessibility Experts, as auspice for The Mid North Coast Home Modification Scheme L2 project, is the budget holder for complex modifications across the Mid North Coast, ie Port Macquarie in the South to Coffs Harbour in the North, now with the roll out of the National Disability Insurance Scheme | over 65/50 year old budget held is for Gloucester in the South to Coffs Harbour in the North.

Low Level Maintenance ProjectLow level maintenance project provides a lawn mowing service, one off yard clean up and gardening for safe access purposes. The project will carry out garden redesign, saving repetitive lawn mowing requirements.

Low level maintenance project engages

AGM 29 October 2018




Key Result Area 1:Governance And Executive LeadershipStrategic Objective 1:1 Legal StatusStrategic Objective 1:2 Financial StatusStrategic Objective 1:3 Organisation StructureStrategic Objective 1:4 Reporting

Key Result Area 2:Organisational Development + PartnershipsStrategic Objective 2:1 Promotion and MarketingStrategic Objective 2:2 Community EngagementStrategic Objective 2:3 Consumer InformationStrategic Objective 2:4 Local Government PartnershipsStrategic Objective 2:5 Partnerships | Affordable + accessible housing optionsStrategic Objectiv3 2:6 Regional Budget Holder

Key Result Area 3:Service And Product DevelopmentStrategic Objective 3:1 NDIS low cost modificationStrategic Objective 3:2 Equipment and Assistive TechnologyStrategic Objective 3:3 Garden RedesignStrategic Objective 3:4 Social SupportStrategic Objective 3:5 Regional FootprintStrategic Objective 3:6 Affordable access housing options

Key Result Area 4::

Workforce DevelopmentStrategic objective 4:1 In-house Occupational Therapist ProjectStrategic Objective 4:2 Staff DevelopmentStrategic Objective 4:3 Internships

Key Result Area 5::

Systems DevelopmentStrategic Objective 5:1 Outcome MeasurementStrategic Objective 5:2 Information TechnologyStrategic Objective 5:3 Policies and Procedures

Strategic Priorities 2018-2020East Coast Accessibility Experts

AGM 29 October 2018




Key EnablersPeople And Skills• Qualified• Experience• Expertise

Process And Controls• StaffRetention• Training• PrivacyandSecurity• Clientengagementframework

TechnologyRobust Platform

Delivery ModelEmployment• ContractedlocalTrades• Brokeragelocalprofessionals

Values• Inclusive• Accountable• Responsive• Flexible• Transparent• Respectful• QualityAssurance• Advocates

AGM 29 October 2018




The Board of Management consists of 7 active members and meet bi -monthly to discuss Governance issues, ensuring the ongoing accountability to community, target group, funding body and staff. The Board of Management has a Strategic Plan for the 2016 - 2018 period. The implementation of this plan is the responsibility of both the Board of Management and Chief Executive Officer. A Business Plan (Appendix 1) has been developed from the Strategic Plan, and is implemented and reviewed by CEO, and reported to Board of Management. A Finance and Risk Management Plan has been formulated and will be reviewed 6 monthly.

Geographical InformationCoffs Harbour Home Modification and Maintenance Service Incorporated, Trading As East Coast Accessibility Experts provides service to residents living within the Coffs Harbour Local Government area ;

• NorthtoandIncludingRedRock• West to and IncludingGlenreagh and

Ulong• SouthtotheRaleighBridge

Service Staffing and Management

Board of Management

Building Supervisor

Carpenter HandymanClient Liaison

& Administration

Reception & Administration

Marketing Assistant

CEO

East Coast Accessibility ExpertsCurrent Membership• JobsAustralia• NationalDisabilityServices• HousingIndustryAssociation• NSWUniInformationClearingHouse• CoffsHarbourChamberofCommerce• NSWHMMSStateCouncil,MOD.A• NorthernRegionConstructionNetwork

Group• DisabilityOrganisations

AGM 29 October 2018




Coffs Harbour LGA

People | 86,021Male 41,677 | Female 44,344

Median Age 44Over 65’S 21.5ATSI 4.8Widowed 6.8

Ancestry Australian 29.4 English 30.5Irish 9.5Scottish 8.0German 3.2

Country Of Birth Australia 78.7England 3.6New Zealand 1.4India 1.2Germany 0.5Scotland 0.4

Population ProfileAustralia’s population is set to change substantially over the next 50 years, with around one in four Australians being 65 years or older by 2056, according to the latest population projections released today by the Australian Bureau of Statistics (ABS). These projections are based on a series of assumptions that take into account recent trends in fertility, mortality and migration.

The number of people aged 65 years or over is 15.7% of the total population.

There were notable differences in the rates of disability in the Aboriginal and Torres Strait Islander and non-Indigenous populations:

Language Punjabi 1.5German 0.4Spanish 0.3 Mandarin 0.3Italian 0.3

Home Ownership 37.9 Private Dwellings 38,673Median Weekly IncomeHousehold$1,086

AGM 29 October 2018




East Coast Accessibility Experts has provided many complex modifications for residents of Limetree Village, Pacific Highway, Coffs Harbour, an indication the mobile home style of retirement is not necessarily meeting the functional needs of residents as they age in place.

Location of over 55 year olds are Woolgoolga, Arrawarra, Mullaway and Safety Beach share 34 – 36%, Coffs Urban 29 – 34%; Sawtell, Toormina, East Boambee, Moonee, Sapphire, Red Rock and Corindi share 22 – 29%; Sandy Beach, Emerald Beach share 16-22%; Bonville, West Boambee, Ulong, Coramba, Nana Glen and Bucca share 14-17%.1

The population of the Mid North Coast Region, as well as the Coffs Harbour LGA, is ageing more rapidly than in the State as a whole, reflecting its continued popularity as a destination for retirees. In terms of numbers Hastings, Coffs Harbour and Taree will have the most aged people by 2026, consequently likely to experience greater pressures on aged care facilities and services than the State as a whole. The anticipated higher concentrations of older residents will have implications for the provision of government services (eg health services) for these and surrounding communities.

Service DeliveryEast Coast Accessibility Experts is currently funded to provide minor and major modifications, low level maintenance, lawn mowing/gardening and Allied Health - Occupational Therapist services. The emphasis is on safety, accessibility, preventing accidents and adaptation to changing circumstances, continuing to embrace the wellness, re ablement and restorative models of service delivery.

Modification work is accepted on the recommendations and clinical prescriptions of our professional partners, Occupational Therapists, major work includes a joint home visit with Builder to establish structural potential for recommendations made, achieving best outcomes for client and carer. From 1 July 2015 all referrals come through the MyAgedCare (MAC) service provider portal

1 Source : Coffs Harbour City Population Profile 2006

‘The costs of inaccessible housing are wide-ranging and significant. They include: the costs of residential care that could otherwise be avoided; levels of social care that could be reduced or removed; impacts on independent living, employment and social life; falls and other accidents which can be life-changing or fatal; mental health impacts; impacts on general health; avoidable hospital admissions; increased stays in hospital due to lack of accessible housing to return to (‘bed-blocking’), etc’

AGM 29 October 2018




Recurrent funding for under 65/50’s is unable to meet demand in Minor Modification, Low Level Maintenance, including lawn mowing and Allied Health for occupational therapy at home assessments. All programs are currently underfunded and the service is now creating wait lists for all projects, together with a review of client contributions to projects. The funding provided for services to people with disabilities has been reduced over the last 12 months to accommodate the roll out of the National Disability Insurance Scheme (NDIS). East Coast Accessibility Experts is a registered provider for the NDIS and no longer receives recurrent funding to provide service subsidy for younger people with disabilities.

Recurrent funding for over 65/50’s is now meeting demand in Low Level Maintenance, including lawn mowing, and yet demand for Allied Health for occupational therapy at home assessments and home modification demand is higher than current funding allocations.

The biggest drawer for the allied health budget is Hastings, Coffs Harbour and Great Lakes, in line with the growth areas identified in statistical data. The administration of both lawn mowing and allied health projects is time consuming in relation to reportable responsibilities to funding bodies.

The Voucher system has been introduced for lawn mowing service, providing clients with choice of contractor from a preferred list of providers. Clients are provided with abookletof20vouchersvalue$25eachwith the balance for service to be paid directly to contractor.

This model has increased capacity for an additional 112 clients who now receive the lawn mowing service.

Service Constraints

AGM 29 October 2018




Reliable Resilient and able to demonstrate staying power in good and bad times; operate in a trustworthy and accountable manner

Responsible Respond to client needs, goals and aspirations in a consumer directed care environment; met the needs of the market; pursue innovation in a housing shortage environment explore small accessible housing design and options.

Enriching Provide opportunities for people to learn and grow in the built environment, with the freedom and independence for staying in their home, as dictated in goals and aspirations in our elder environment and choice and control for younger people with disabilities as participants in the National Disability Insurance Scheme environment.

Raising Awareness of brand : ‘East Coast Accessibility Experts’

Strategic Directions 2018 – 2020

30 Year Celebration for organisation

20 Year Celebration for CEO, Shalla Thomas

10 Year Celebration for Works Supervisor, David Reid

Celebration of National Seniors Week 2018

ShowroomAccessibleKitchencompleted

Winner Living Well Expo Service Provider stand

Finalist HIA Special Purpose Housing Awards

What We Achieved In 2018

Core Values Met

Effective East Coast Accessibility Experts provides programs and services, of the highest quality at a reasonable cost, making a difference in the lives of individuals. Aspirations of timely service provisions is regularly monitored.

AGM 29 October 2018




relating to our elders and younger people with disabilities. Views to our posts range between 60 – 90,000, an excellent result.

MONTHLY NEWSLETTERS

Providing information on modification, forums, training and the bigger picture. Our current subscribers to our newsletters is 237. Our newsletter is available in hard copy and online. Our newsletter is also emailed, broadening our audience.

SOCIAL IMPACT INVESTMENTEast Coast Accessibility Experts has put Commercial Enterprise funds to work by selecting social investments during the year. Our Chairperson Terry Wilson was happy to present a certificate of acknowledgement and cheque for funds which student (of Community Services) will put towards her own social investment, paying it forward. We negotiated with Coffs Harbour Community Garden to create accessible spaces, funds being in reserve to be allocated as the ideal project is commenced. Donations to our Firefighters and Paramedics to enhance ability to provide ongoing excellent community service.

Caring Listen, respond and provide services at reduced costs to disadvantaged populations, as the service type, a natural wellness and re-ablement environment, consumer directed care environment, choice and control and reasonable and necessary.

Balance And Strength ClassesTuesday and Friday classes for all levels of fitness, as gentle exercise classes to increase muscle strength, flexibility and fitness, improve balance, concentration and memory, and stimulate digestion. The benefits for our client group has more than proven itself with the increased fitness levels of participants, they love their classes each week and we may need to add a third class to meet the demand.

Facebook & Social Media Integration

Analysis shows our facebook page is currently a close third with local service providers in likes and daily activity views, building a strong, relevant online presence. Greg manages our page, providing an excellent range of posts

AGM 29 October 2018




News: by Linda Belardi 2

‘Australian-first research has shown that modifying the home of a community care client can reduce the need for care by an average of 42% and lead to a 40% improvement in a person’s quality of life and demonstrated the significant role home modifications can play in not only supporting, but substituting for care, and in a restorative approach’.

Our enabling program providing some 1500+ individuals to achieve their goal and aspiration of living at home with freedom, independence, safety, confidence, and improved mobility.

What do individuals want?

Value for money; best outcome; staying at home; emotional wellbeing; good design; networks; partnerships; efficiencies.

What do they need?

Value for money; meet demand; remain at home safely; low hospital admission; low residential admission; accessibility; adaptability.

East Coast Accessibility Experts Product Benefits:trust, safety and comfort, promote independence; safely navigate the home, enhanced wellness perform tasks better, social participation, value add to property; manage activities of daily living; live a longer, healthier life; decrease risk of falls, cost savings; maintain sense of dignity; reduce excess disability; slows functional dependence; reduce costs of personal assistance; prevent accidents.

East Coast Accessibility Experts Product Features:quality design; quality trades; primary focus people living at home; ageing in place; working with occupational therapists; working with Aus/NZ Standards 1428; individual design; identify hazards; accessibility; adaptability; universal design; visibility; house maintenance; environmental support; quick and affordable; professionally constructed; staff qualifications; staff experience; home as the care base, social inclusion.

Clients under 65/50’S161 Participants received minor, complex modification services and low level maintenance services during the year 1 July 2017 – 30 June 2018. With the new voucher model we have not had to create a waiting list.

Overview Of Service Provision

2 Home Modifications reduce reliance on care: study Dr Phillippa Carnemolla, AAA Community Care Review

AGM 29 October 2018




Consumers who receive service from East Coast Accessibility Experts are in negotiations to contribute toward the cost of work done, this will include material costs, contractor costs and hourly labour charge. The organisation client contributions are in line with the FACS Fees Guide and the Commonwealth Fee Framework including the sliding scale of Band 1 – 4 clients, ie full pension to self funded, income assessed. If clients are financially challenged then further negotiations will be entered into for payment plans over a period of time, this ensures client modification and maintenance needs are met with cost effective solutions.

Voucher System for lawn mowing service was introduced with a saving of time and funds, now introducing another 80 clients to the ongoing service.

Clients over 65/50’S1434 clients received minor, complex modification services and low level maintenance services during the year 1 July 2017 – 30 June 2018.

Under and over 65/50’S Allied Health Occupational Therapy in the Home495 Clients received a minimum of one Occupational Therapist assessment in the home with prescription for modification, minor or complex for the period 1 July 2017 – 30 June 2018.

Data from CIVICRM

Type Funded Jobs

Maintenance ServiceSubsidy$31,017 1434

Minor Modification ServiceSubsidy$161,458 547

Major Modification ServiceSubsidy$251,160 74

Allied Health

All Allied Health is taken from the minimal budget for same, together with some assessment being included in Modification budget

495 episodes

AGM 29 October 2018




In looking at Financial Statements for the year ended 30 June 2018 a monthly review of budgeted figures to actuals will occur, in particular: Marketing

Operational Expenses will be monitored during the year.

All outstanding invoices over $1,000willbe referred to Bonville Legal Service.

Client Contributions are regularly monitored.

Yearly budget has been prepared and was tabled at the Board Meeting of 27 August 2018 and was adopted by the board to be reviewed February 2019.

Service Promotion and MembershipEast Coast Accessibility Experts has a website, facebook page, twitter and instagram, expo collateral includes service information folder and promotional bags, with a focus on environmentally friendly contents, ie keep me cups.

A Community Partners Booklet was produced by the CEO during the year as

an education tool for providers on the scope of work carried out by East Coast Accessibility Experts and why.

Videos and client testimonials are to be created by ‘Little Stories’ with expansion to available platforms for use ie cinema, television, website, Youtube etc. Community Aged Care Network Meetings a large forum of new and existing package provider organisations.

CEO has created Power Point Presentation for use at education and information sessions with Community Groups.

CEO has created Power Point Presentation of our 30 year history to be a slideshow at our celebration day 29 October 2018.

Expos attended this year

• MulticulturalExpo• WhoYaGunnaCall• LivingWellExpo• Prevention of the Abuse of Older

People Awareness Expo• UpperMidNorth Coast Prevention of

the Abuse of Older People Action Plan

Financial Management

AGM 29 October 2018




Memberships

Coffs Harbour Home Modification and Maintenance Service Inc has numerous memberships, enhancing ongoing networking and positive partnerships with the following organisations:

• MidNorthCoastHomeModificationScheme Level 2

• MOD.A(HomeModificationAustralia)• MidNorthCoastLocalHealthDistrict

– Aged Care Services• UpperMidNorthCoastPrevention

of the Abuse of Older People Collaborative

• NSWMealsonWheelsAssociation• CounciloftheAgeing(COTA)• MidCoastCommunities• NSWCouncilofSocialServices

(NCOSS)• HousingIndustryAssociation(HIA)• JobsAustralia• NorthernRegionConstructionGroup

National Disability Service

• DisabilitySurfers

Online Inclusion

• CoffsHarbourChamberofCommerce• LinkedtoLife• CoffsHarbourSupportServices

Networking Opportunities

Coffs Harbour Home Modification and Maintenance Service, through the CEO, and other staff where possible, consider networking an integral part of ensuring service continues to operate at a high level and is widely exposed to consumer groups, other community services, other Home Help and Disability services and the broader community with representation locally, regionally and state-wide

• MNCHomeModificationSchemeLevel 2 Coffs Harbour Representative, Co-ordinator and Minute Taker

• LinkedtoLifeAdvisoryCommitteeMember

• CommunityAgedCareNetworkMeetings guest chair and Minute Taker

• NorthernRegionConstructionGroupConference Coordinator

• RelevantCommunityExposandInformation Sessions

• CoffsHarbourSupportServicesBoardMember

• CoffsHarbourChamberofCommerce• EducationandInformation

Presentations | Community Groups

Service Promotion and Membership

AGM 29 October 2018




Community Development Opportunities sought to advocate for the needs of consumers also identifying and developing resources needed to further meet those needs, locally, regionally and state-wide, by participating in the following:

• CommunityAgedCareNetworkMeetings, Coffs Harbour Health Campus

• NorthernRegionConstructionGroupconferences

• CoffsHarbourHMMSauspicesMNCHome Modification Scheme L2

• Consultationgroups,locally,regionallyand state-wide

• UpperMidNorthCoastPreventionof the Abuse of Older People Collaborative

• CoffsHarbourSupportServicesBoardMember

Workplace Training And Education

Staff Mandatory Training Completed:Orientation for new employee Dealing with challenging behaviour Manual handlingFire and emergencyFire drillSenior first aidWebinars

Board of Management Mandatory Training Completed:Orientation for new membersGood GovernanceBetter Boards Conference

Staff Training Access ConsultantCertificate IV Building and Construction

Other Training Completed By Staff:Wordpress website maintenance

AGM 29 October 2018




Service MonitoringEast Coast Accessibility Experts completed Third Party Verification on 15 July 2016.

East Coast Accessibility Experts completed Commonwealth QualityReview on 20 July 2016.

Service User Feedback is sought with a review of survey format to identify wellness and reablement outcomes post modification and/or maintenance.

Commonwealth Department of Health has introduced a new reporting agenda | Wellness Reports to be lodged annually.

East Coast Accessibility Experts CEO reports against the 2018-2020 Strategic Plan with a new planning phase to be commenced in January 2018 and completed May 2018 for a 2 year plan 2018 – 2020. Two year plan and reporting mechanism are now in place reportable to Board Meetings.

East Coast Accessibility Experts have bi-monthly Board of Management meetings, held the fourth Monday of every second month.

Toolbox Talks, Operational Meetings and Team Meetings are held monthly with a solution focus on continuous improvement across the service sections.

Outcomes followed up to date | Daniel Curzon is the face of East Coast Accessibility Experts

CEO has recorded an advertisement for 2Airfm and continues to go to air together with radio time with interview. Photos have been taken of service users and

videos with their modification experience. Little Stories has been engaged to provide marketing media across multiple platforms, ie cinema, television, website and facebook.

Showroom is coming to completion with the accessible kitchen completed in August 2018.

Service building has been wrapped in new branding.

Policy Development • Prevention and Response to Elder

Abuse• National Lesbian, Gay, Bisexual,

Transgender and Intersex (LBGTI)• DrugandAlcoholPolicy• ClientServiceCharter• AgedCareQualityStandards• National Disability Standards

incorporatingQualityandSafeguarding

Service Evaluation 2018Satisfaction with Voucher System, feedback on contractor choice and work practices, quality of work completed. Conclusion is clients are very happy with the new voucher system, also opportunity for choice of lawn mowing contractors selected on the approved list.

Modification feedback as below with client testimonials

Jill Ogilvy Wrote: I would recommend East Coast Accessibility Experts to organise any home maintenance necessary to help with your mobility to enable you to stay in your own home

AGM 29 October 2018




SummaryThe analysis of questionnaires undertaken for Coffs Harbour Home Modification and Maintenance Service seeking feedback from service users in relation to work requested, work completed, satisfaction with quality and cost of work, work still needed, how well have we met the need for safety and access of our target group, frail aged, people with disabilities and their carers living independently in the community. A testament to the work completed by East Coast Accessibility Experts is in client testimonials included in our social impact statement.

Yvonne Kachel wrote: having a faulty smoke alarm was worrying, but service was quick, professional and friendly now I don’t have to worry that I have no protection.

Douglas Cory wrote: Thanks for the great assistance in helping me fix the roof problem. As feedback I must say that the total service offered by East Coast Accessibility Experts is outstanding and a model for other organisations. That includes the staff and the system itself!

Service User Feedback Survey document has been reviewed to identify Wellness and Renablement outcomes for service users post modification and/or maintenance work.

East Coast Accessibility Experts Major Assets 2018

Vehicle Purchase Year Purchase Price 2017 Value 2018 Value

Mazda CX-5 10/4/2017 $34,990 $34,990 $20,719

Izuzu 6/2016 $40,179 $35,157 $21,328

Izuzu 9/10/2016 $41,448 $32,122 $18,981

$116,617 $102,269 $60,938

Commercial Property inc Fit Out Cash Purchase Sept 2012 -

August 2018 $505,454

Office Equipment Suppliers 2012 - 2017 $12,473

Tools + Equipment Suppliers 2010 - 2017 $5,607

$523,534

AGM 29 October 2018








Board of Management 2018

Operation and Construction StaffShalla Thomas CEO full time

David Reid Works Supervisor full time

Daniel Curzon Carpenter full time

Geoff Rogers Handyman part time

Alison Henery Client Liaison full time & Administration

Michelle Egan Reception full time & Administration

Greg Murray Marketing part time Assistant

Staff Leave Entitlements at 30 June 2018

Staff Annual leave is being monitored to ensure no more than 6 weeks leave owing at any one time, in the best interests of wellbeing and productivity.

AGM 29 October 2018


Ken Craig Member

Kevin Goode Member

Emma Rhoades Member



Plumber Paul Thomas

Plumber Laser Plumbing

Electrician Re-Action Installation

Electrician Eli Bailey Electrical

Steel Fabrication N-Mack Engineering

Concrete River2Coast

Waterproofing Termimesh

Painting M & K Hennessy

Asbestos Removal Coffs Harbour Demolitions

Tiler Andrew Dent

Plasterer Kevin Cecil

Complex Project C J Reid Builder Management

Builder Colin Makinson

Carpenter Daniel Stewart

Preferred Contractors 2017

Coffs Harbour Home Modification and Maintenance Service Incorporated, Trading As, East Coast Accessibility Experts, is the auspice for Mid North Coast Home Modification Scheme Level 2.

Mid North Coast Home Modification Scheme Level 2

Left: Raised sandpit designed and constructed for a small child in a wheelchair wanting to join in to favourite activity with his friends at school

AGM 29 October 2018




Mid North Coast, where resources allow.

This project has monitored the regional funds and ensures quality home modification work has been performed on its behalf. Occupational Therapists provide sign off at completion of work, ensuring compliance with Occupational Therapist recommendation and clinical prescription.

This project has ensured the equitable distribution of funds across the Mid North Coast, Gloucester in the South to Coffs Harbour in the North, meeting client needs, and in accordance with ABS population statistics, ranking work according to its relative priority based on client need and anticipated outcome.

This project has demonstrated innovation and flexibility in the role as area fund-holder and provided an effective and efficient model of service delivery.’

Under the Commonwealth Home Support Program modification has been capped at $10,000 service subsidy. This caphas reduced the demand for complex modification for the over 65/50’s. The review process will continue for the under 65/50’s until such time as the roll out of the NDIS in 2016 and 2017 for this region.

‘The service will act as the Area Fund-holder, for Mid North Coast CHSP and FACS funded Home Modification & Maintenance Services, contracting to carry out home modification work greater than or equal to $5,000 ($7,500 if localservice can resource) and are less than or equal to $20,000 ($25,000 ifMidNorthCoast budget can resource).

East Coast Accessibility Experts continues to coordinate the suitably skilled executive engaged specifically to review all applications applying for funding from the Mid North Coast budget. The review panel has been made up of representatives from each Level 1 service, Occupational Therapists, Community Members and consumer representation, where possible.

This project has long established links with all Home Modification and Maintenance Services and Department of Health staff and private providers, in particular, Occupational Therapists, to facilitate timely and appropriate home modifications for target group.

This project has coordinated the collection of job progress payments, collection of client contributions, management of debtors and the writing off of any bad debts.

This project has coordinated contractual arrangements with private providers for modification work not undertaken by local Home Modification and Maintenance Services. The project has engaged neighbouring local services to carry out work outside their local area and within

Social Purpose:

AGM 29 October 2018




HMMS Value 2017 Value 2018 Percentage

Coffs Harbour 148,700 69,535 22

Nambucca 43,385 21,265 7

Macleay 6,796 9,541 3

Omnicare Alliance Ltd 154,564 167,101 53

Great Lakes 69,892 9,721 3

Manning 1,146 16,962 5

Gloucester 44,596 20,719 7

Totals 2017 - 2018 469,079 314,844 100

Complex Modification Budget Distribution1 July 2017 – 30 June 2018

Mid North Coast Home Modification Scheme Level 2Review Panel At 30 June 2018

Damien Rolvnik Gloucester HMP Representative

Ian Thomson Manning HMMS Representative

Dean Little Great Lakes HMMS Representative

Paul Martin Hastings HMMS Representative

Roslyn Roach Macleay HMMS Representative

Dennis Compton Nambucca/Bellingen HMMS Representative

Shalla Thomas East Coast Accessibility Experts Representative + Coordinator

Janet Whitfield Occupational Therapist Representative

Suzie McLennan Occupational Therapist Representative

Belinda Whatmough Occupational Therapist Representative

Paul Sekfy Community Representative/Funder Representative

The MNC HMS L2 panel has worked well as it is representative of the whole of region and all decisions have been made in consultation with whole of the regions Level 1 services. Policies have been made after consultation with whole of group and have been based on regular consultation and meetings with Level 3 Service Provider, NSW Statewide Home Modification Scheme.

AGM 29 October 2018




The current level of funding is not sufficient to meet demand across the Mid North Coast.

Administration is currently creating a wait list until further funds become available in the new financial year. Package Providers will be asked to pay for Occupational Therapy assessments in the future to ensure funds are available for those members not in receipt of Commonwealth Home Care packages Level 1 – 4.

ConclusionCoffs Harbour Home Modification & Maintenance Service, Trading As, East Coast Accessibility Experts had another very busy year with ongoing support from referring agencies, private providers, package providers, and direct client contact, as a preferred service provider in modification, maintenance and allied health assessments.

All team members have given their best during the year as client testimonials do provide evidence of the quality of workmanship and the positive attitude at reception members and their manner over the phone and face to face on the job or at review.

Team members are engaged in the changes to both the aged care sector and the disability sector preparing and placing the organisation and our work well within the sites of both target groups.

Marketing the benefits of modification and maintenance in the positive purchase of freedom, independence and safety in and around the home and within the community.

Community engagement is a clear focus area for the organisation with representation at forums, conferences, and a broad social commitment from individual team members in their engagement with their local communities and local activities. Coffs Harbour Home Modification and Maintenance Service Incorporated is an A lister donator to the survival and restoration of Sawtell Cinema with assurances of inclusive design. Team members are collectively donating blood on a regular basis.

Our team elected Daniel to be the face of East Coast Accessibility Experts and Daniel has accepted this role within the organisation. All marketing material has the face of Daniel with a collection of photos and videos of service users and work completed.

Allied Health ProjectOccupational Therapy Brokerage Project

AGM 29 October 2018




Staff Changes during the Year: Michelle Egan joined us this year at Reception and Administration and has worked her way around all systems quickly and efficiently, a bonus to our operations team.

Our Construction team continue to hold their toolbox talks, and operational staff have monthly meetings, both feeding into our monthly solution focused team meetings. These meetings also include training, goal setting and workplace health and safety.

Performance Reviews have been carried out during the year with all team members, providing updates of job descriptions, KeyPerformance Indicators,MotivationalPlans, Training and Development Plans.

All team members took the time to write their skill mapping plans in line with key performance indicators and the organisational strategic directions. This exercise allows the Board to establish where there may be gaps in skills with the ongoing direction of organisation and the many changes to service systems in the Aged Care and Disability environment with My Aged Care (MAC), National Disability Insurance Scheme (NDIS).

I look forward to the challenges for East Coast Accessibility Experts for 2019 and working with a committed, conscientious team and a Board of Management focussing on Good Governance and Strategic direction.

Yours in Home Mods

SHALLA THOMAS CEO

AGM 29 October 2018




Builders ReportThe introduction of the National D i s a b i l i t y Scheme in July 2017 is beginning to impact significantly on the nature of work conducted by the Building Team; with a large

number of complex quotations requested for local people with a disability.

During 2018, in addition to minor modifications and maintenance works; the Building Team completed a number of major modification projects including access (ramps, easy-steps and paths), an accessible kitchen, and bathroom modifications. This represents a decrease from previous years due to the changes to the funding of major modification by panel review, with the introduction of the$10,000contributioncapby fundingbodies for clients over 65 years of age.

The decrease in major modifications has however been balanced in part by a large number of requests for minor modifications from Department of Veteran Affairs (DVA) clients, package provider clients and Home and Community Care clients.

The Building Team completed a full cost recovery project of a bathroom modification for a NDIS client, with another two NDIS funded bathroom modifications approved, awaiting commencement.

As Works Supervisor, I am responsible for co-ordinating the scheduled projects for the organisation, in terms of both materials and staffing requirements. Crucial to this role is ongoing liaison with the clients and occupational therapists. I am supported in my role by my staff Daniel Curzon, carpenter and Geoff Rogers, Handyman. As a team, we have introduced regular blood donations to support the crucial work undertaken by the Red Cross Blood Service.

The service has also continued to employ Charles Reid as a contracted Project Manager as required, in addition to Colin Makinson continuing to support the team as contracted builder and Dan Stewart as a contracted carpenter.

In the workshop, the Service has purchased new LED lights to improve cost efficiency and lighting standards within the workshop area. A new display kitchen has also been installed within the lunch room, as an upgrade of the old aged kitchen area; and to improve access and safety for all staff members.

Works Supervisor ReportAGM 29 October 2018



In late 2016, the Service reassessed the structure of the lawn mowing operations and transitioned to a contractor based model, whereby clients were provided with a booklet of vouchers to be used across the year towards the cost of a lawn service with six approved contractors. Client surveys indicate that the majority of the clients remain very happy with this system as it provides them with greater flexibility to engage their chosen contractors as required. This area of the service has continued to grow in 2018.

I have continued to attend the regional meetings of the North Coast Region Home Modification and Maintenance services.

Works Supervisor ReportAGM 29 October 2018

These meetings provide an important opportunity for the demonstration of new building products and techniques, the interaction of ideas between our colleagues, as well as establishing valuable links between our services and those of other surrounding districts.

During 2018, Daniel Curzon commenced his Building Diploma, towards achieving a builder’s licence.

The team continues to work well as a cohesive group. Each of our team members’ work in a professional and caring manner that reflects the high standards of our service

David Reid Works Supervisor

Tradies enjoying Christmas gathering held by East Coast Accessibility Experts


Appendices


Trading as

East Coast Accessibility ExpertsAGM 29 OCTOBER 2018



Before July 2018• Identifyfinancialimplicationsofthestrategicplan• Adjuststrategicplanwhereneeded• AlignCEO’spositionandthenotherdescriptionswiththestrategicplan• Producelistofwhatapersonineachpositionneedstoknoworbeabletodo• Reviewplanandidentifywhatbusinessexpertiseisnowneededatstaffandboard

levels

July to December 2018• ReviewECAE’slegalstatusinlinewithitsstrategicdirections• Revieweffectivenessofallmarketingstrategiesandmaterialsandupdateplan• DesignInfoSheetsforNDISparticipants&HCPConsumers• DevelopeducationstrategyforNDIAplannersonthevalueoflowcosthomemods• Designandrunconsumerfocusgroups• Allocatebudgetanddevelopjobdescriptionfor1yearpilotproject• Identifypotentialopportunitiesforinternshipsanddevelopplan• Developoutcomemeasurementtoolsforeachproducttype• Developaseparatesurveyevaluatingtheconsumerexperiencefromentrytoexit• ReviewusefulnessofcurrentBoardreportingandautomatewherepossible• Upgradeandintegratefinancialsystemswithalluseddevices• Installnewphonesystem• AlignpolicieswithnewAgedCarestandards• ReviewpolicyrequirementsofAgedCareDiversityFramework• Designmore streamlined/automated reporting andKPI’s for the Strategic Plan for

Board Meetings• Developapolicypositiononhomemodificationforpeopleunder65/50whoarenot

NDIS participants• ReviewCulturalPolicyandDevelopReconciliationActionPlan

East Coast Accessibility Experts 2018–2020 Strategic Plan – Tasks By Timelines

Appendice 1



January to June 2019• AnalysefinancialimpactoflossofNSWdisabilityfunding• DesignastructurethatmeetsthecurrentandfuturestrategicneedsofECAE• Marketinfosheetstoagedanddisabilitynetworks,providers,socialmedia,etc• IdentifylinksbetweenlocalCouncils’PositiveAgeingStrategiesandECAE’sstrategic

directions• Develop&implementprotocolsandprocessesforjointplanningvisitsandpreparation

of design specs for NDIS participants• Employorcontractanin-houseOT• Developstrategytoeducateassessors,planners&OTsonequipmentandassistive

technology options• ReviewandstreamlinetheregionalHMSprocesses• Filmanduploadstoriesshowcasingvarioustypesofmods• IdentifyTPVrequirementsformeetingDisabilityStandards• EstablishanAdaptableHousingWorkingGroup

July to December 2019• DevelopstrategiestoexpandECAE’ssocialsupportprogram• Designademonstrationeasycaregardeninpartnershipwithcouncil• Providetechnicalstaffwithbrochuresthatshowlowandhighcostproducts• EvaluateOTpilotprojectoutcomes• Implement&evaluateequipment,assistivetechnologyeducationstrategy• Establishassistivetechnologyproductrange• Producefeasibilityreportonaffordable,accessiblehousingdesignoptionstoinform

product development• MarketandprovideservicesinadjoiningCouncilareas• ParticipateinaffordablehousingstrategyforBellingenandNambucca• ExpandingcontractingareastootherpartsofMidNorthCoast

January to June 2020• Producereportonstrengtheningadaptablehousingdesign• Producebriefforamulti-mediavirtualshowroomprojectDeliver an affordable accessible housing product based on feasibility findings of the

Accessible Housing Working Group.

AFTER JULY 2020• Launchthevirtualshowroom• EstablishbusinesscaseforgettingtheLGBTIRainbowTick

East Coast Accessibility Experts 2018–2020 Strategic Plan – Tasks By Timelines

Appendice 1



Strategic Plan 2018-2020ECAE Strategic Plan 2018 -‐

2020

Task Area

Task

Timeframe

Responsibility

Progress / Status

Performance

measure

Skills mapping

Skills locator

Key Result Area 1 | Governance & Executive Leadership

Legal Status

Revi

ew L

egal

sta

tus

of E

CAE

to

alig

n w

ith s

trat

egic

dire

ctio

nJu

ly -‐

Dec

201

8Bo

ard

Boar

d M

eetin

g 27

Aug

ust t

o di

scus

s an

d re

view

cur

rent

lega

l st

atus

and

alig

ns w

ith s

trat

egic

di

rect

ion

Lega

l adv

ice

requ

ired

com

pari

ng

Com

pany

vs

Ass

ocia

tion

for

ECA

E,

stra

tegi

c de

cisi

on m

akin

g

Exte

rnal

con

sulta

nt,

Boar

d

Financial Status

Ana

lyse

fina

ncia

l im

pact

of l

oss

of

AD

HC

fund

ing

Jan

-‐ Jun

e 20

19Tr

easu

rer,

CEO

Curr

ent b

udge

t for

201

8-‐20

19

will

sho

w N

DIS

taki

ng u

p m

ore

than

pre

viou

s re

curr

ent f

undi

ng

from

AD

HC

Bott

om li

ne s

urpl

usFi

nanc

ial a

naly

sis

Iden

tify

finan

cial

impl

icat

ions

of

Stra

tegi

c Pl

an

Jun-‐

18CE

OM

arke

ting

cost

s |

tiny

hom

e co

ncep

t cos

tings

| a

dditi

onal

ad

min

istr

atio

n ho

urs

cost

sBu

dget

ting

and

proj

ectio

n

Adj

ust S

trat

egic

Pla

n as

nee

ded

Jun-‐

18Bo

ard

CEO

Stra

tegi

c ov

ervi

ew

Organisational Structure

Des

ign

an o

rgan

isat

iona

l str

uctu

re

that

mee

ts c

urre

nt a

nd fu

ture

ne

eds

of E

CAE

Jan

-‐ Jun

e 20

19Bo

ard

CEO

Curr

ent s

truc

ture

has

bee

n re

view

ed a

nd c

urre

ntly

mee

ts

need

with

add

ition

al

adm

inis

trat

ion

of 6

hou

rs |

all

com

mon

wea

lth p

orta

ls a

nd

proc

ess

very

adm

inis

trat

ion

heav

y

Com

pete

ncy

and

com

plia

nce

an

alys

is, o

rgan

isat

iona

l des

ign,

as

sess

ing

span

of o

pera

tions

and

m

anag

emen

t out

com

es, f

inan

cial

an

alys

is, p

robl

em s

olvi

ng, p

roje

ct

man

agem

ent.

Reporting

Des

ign

a m

ore

stre

amlin

ed

auto

mat

ed re

port

ing

& K

PIs

for

Stra

tegi

c Pl

an fo

r Bo

ard

mee

tings

July

-‐ D

ec 2

018

Boar

d CE

ORe

port

onl

y on

pro

gres

s ite

ms

each

mee

ting

with

in s

et

timef

ram

es o

f sam

e

Repo

rts

prov

ided

to B

oard

are

co

ncis

e ac

cura

te a

nd re

flect

Boa

rd

info

rmat

ion

need

s. I

T, u

nder

stan

ding

of

str

ateg

ic K

PIs,

repo

rt d

esig

n

Key Result Area 2 | Organisational Development & Partnerships

Promotion and marketing

Revi

ew e

ffec

tiven

ess

of a

ll m

arke

ting

stra

tegi

es a

nd m

ater

ials

an

d up

date

pla

nJu

ly -‐

Dec

201

8CE

O G

reg

Alis

on

Emm

aM

arke

ting

Plan

revi

ewed

-‐ ex

pos

and

adve

rtis

ing

revi

ewed

Rese

arch

and

mar

ketin

g, re

visi

ng

plan

s

Des

ign

and

run

cons

umer

focu

s gr

oups

July

-‐ D

ec 2

018

Alis

on M

iche

lleCo

mm

unic

atio

ns, f

ocus

gro

up d

esig

n,

anal

ysis

of f

indi

ngs,

pro

ject

m

anag

emen

t

Prov

ide

tech

nica

l sta

ff w

ith

broc

hure

s th

at s

how

hig

h an

d lo

w

cost

pro

duct

sJu

ly -‐

Dec

201

8D

avid

Dan

iel

Publ

icat

ions

dev

elop

men

t and

de

liver

y,

phot

ogra

phy,

com

mun

icat

ions

/ co

nten

t wri

ting

Film

and

Upl

oad

stor

ies

show

casi

ng v

ario

us ty

pes

of m

ods

Jan

-‐ Jun

e 20

19CE

O D

avid

Gre

g

Vide

o an

d st

ills

of v

ario

us c

lient

s no

w b

eing

use

d on

web

site

ga

llery

and

face

book

toge

ther

w

ith a

dditi

onal

col

late

ral

Vide

o fil

min

g an

d ed

iting

, scr

ipt

wri

ting,

pro

duct

ion,

pro

ject

m

anag

emen

t

Community Engagement

Prod

uce

brie

f for

a m

ulti

med

ia

show

room

pro

ject

Jan

-‐ Jun

e 20

20Bo

ard

CEO

Wri

ting

a br

ief,

rese

arch

, fin

anci

al

anal

ysis

, str

ateg

ic d

ecis

ion

mak

ing,

pr

ojec

t man

agem

ent

Laun

ch v

irtu

al s

how

room

Aft

er Ju

ly 2

020

Boar

d CE

OEv

ent m

anag

emen

t, p

rodu

ctio

n

Consumer Information

Des

ign

Info

she

ets

for

ND

IS

part

icip

ants

& H

CP c

onsu

mer

sJu

ly -‐D

ec 2

018

Staf

f tea

mTr

ade

Book

let |

Com

mun

ity

Part

ners

Boo

klet

| b

roch

ures

Publ

icat

ions

de

velo

pmen

t,co

mm

unic

atio

ns/

cont

ent w

ritin

g

Mar

ket i

nfo

shee

ts to

age

d an

d di

sabi

lity

netw

orks

, pro

vide

rs,

soci

al m

edia

etc

Jan

-‐ Jun

e 20

19St

aff t

eam

Com

mun

ity P

artn

ers

and

cons

umer

info

rmat

ion

pack

s di

stri

bute

d at

Liv

ing

Wel

l Exp

o 14

Aug

ust 2

018

Publ

icat

ions

de

velo

pmen

t,co

mm

unic

atio

ns/

cont

ent w

ritin

g

Local government

partnerships

Iden

tify

links

bet

wee

n lo

cal

Coun

cil's

pos

itive

age

ing

stra

tegi

es

and

ECA

E's

stra

tegi

c di

rect

ions

Jan

-‐ Jun

e 20

19CE

OO

ngoi

ng m

eetin

gs w

ith C

eliz

Ci

gwel

lId

entif

ying

and

col

latin

g lin

kage

s,

stra

tegi

c th

inki

ng

Partnerships: Affordable &

accessible Housing options

Esta

blis

h an

Acc

essi

ble

Hou

sing

D

esig

n W

orkg

roup

Jan

-‐ Jun

e 20

19CE

O D

avid

Stak

ehol

der

iden

tific

atio

n an

d

enga

gem

ent,

wri

ting

term

s of

re

fere

nce,

ver

bal c

omm

unic

atio

ns,

faci

litat

ion

of o

utco

mes

, neg

otia

tion.

Prod

uce

a fe

asib

ility

repo

rt o

n af

ford

able

acc

essi

ble

hous

ing

desi

gn o

ptio

ns to

info

rm p

rodu

ct

deve

lopm

ent

July

-‐ D

ec 2

019

CEO

Dav

id

Rese

arch

and

repo

rt w

ritin

g,

tech

nica

l fea

sibi

lity

asse

ssm

ent,

pr

oduc

t dev

elop

men

t and

des

ign

anal

ysis

, pro

ject

man

agem

ent

Regional Budget Holder

Revi

ew a

nd s

trea

mlin

e th

e re

gion

al

budg

et p

roce

sses

Jan

-‐ Jun

e 20

19CE

O T

reas

urer

OT

Colla

bora

tion

and

nego

tiatio

n.

Fina

ncia

l man

agem

ent.

Appendice 2



ECAE Strategic Plan 2018 -‐

2020

Task Area

Task

Timeframe

Responsibility

Progress / Status

Performance

measure

Skills mapping

Skills locator

Key Result Area 1 | Governance & Executive Leadership

Legal Status

Revi

ew L

egal

sta

tus

of E

CAE

to

alig

n w

ith s

trat

egic

dire

ctio

nJu

ly -‐

Dec

201

8Bo

ard

Boar

d M

eetin

g 27

Aug

ust t

o di

scus

s an

d re

view

cur

rent

lega

l st

atus

and

alig

ns w

ith s

trat

egic

di

rect

ion

Lega

l adv

ice

requ

ired

com

pari

ng

Com

pany

vs

Ass

ocia

tion

for

ECA

E,

stra

tegi

c de

cisi

on m

akin

g

Exte

rnal

con

sulta

nt,

Boar

d

Financial Status

Ana

lyse

fina

ncia

l im

pact

of l

oss

of

AD

HC

fund

ing

Jan

-‐ Jun

e 20

19Tr

easu

rer,

CEO

Curr

ent b

udge

t for

201

8-‐20

19

will

sho

w N

DIS

taki

ng u

p m

ore

than

pre

viou

s re

curr

ent f

undi

ng

from

AD

HC

Bott

om li

ne s

urpl

usFi

nanc

ial a

naly

sis

Iden

tify

finan

cial

impl

icat

ions

of

Stra

tegi

c Pl

an

Jun-‐

18CE

OM

arke

ting

cost

s |

tiny

hom

e co

ncep

t cos

tings

| a

dditi

onal

ad

min

istr

atio

n ho

urs

cost

sBu

dget

ting

and

proj

ectio

n

Adj

ust S

trat

egic

Pla

n as

nee

ded

Jun-‐

18Bo

ard

CEO

Stra

tegi

c ov

ervi

ew

Organisational Structure

Des

ign

an o

rgan

isat

iona

l str

uctu

re

that

mee

ts c

urre

nt a

nd fu

ture

ne

eds

of E

CAE

Jan

-‐ Jun

e 20

19Bo

ard

CEO

Curr

ent s

truc

ture

has

bee

n re

view

ed a

nd c

urre

ntly

mee

ts

need

with

add

ition

al

adm

inis

trat

ion

of 6

hou

rs |

all

com

mon

wea

lth p

orta

ls a

nd

proc

ess

very

adm

inis

trat

ion

heav

y

Com

pete

ncy

and

com

plia

nce

an

alys

is, o

rgan

isat

iona

l des

ign,

as

sess

ing

span

of o

pera

tions

and

m

anag

emen

t out

com

es, f

inan

cial

an

alys

is, p

robl

em s

olvi

ng, p

roje

ct

man

agem

ent.

Reporting

Des

ign

a m

ore

stre

amlin

ed

auto

mat

ed re

port

ing

& K

PIs

for

Stra

tegi

c Pl

an fo

r Bo

ard

mee

tings

July

-‐ D

ec 2

018

Boar

d CE

ORe

port

onl

y on

pro

gres

s ite

ms

each

mee

ting

with

in s

et

timef

ram

es o

f sam

e

Repo

rts

prov

ided

to B

oard

are

co

ncis

e ac

cura

te a

nd re

flect

Boa

rd

info

rmat

ion

need

s. I

T, u

nder

stan

ding

of

str

ateg

ic K

PIs,

repo

rt d

esig

n

Key Result Area 2 | Organisational Development & Partnerships

Promotion and marketing

Revi

ew e

ffec

tiven

ess

of a

ll m

arke

ting

stra

tegi

es a

nd m

ater

ials

an

d up

date

pla

nJu

ly -‐

Dec

201

8CE

O G

reg

Alis

on

Emm

aM

arke

ting

Plan

revi

ewed

-‐ ex

pos

and

adve

rtis

ing

revi

ewed

Rese

arch

and

mar

ketin

g, re

visi

ng

plan

s

Des

ign

and

run

cons

umer

focu

s gr

oups

July

-‐ D

ec 2

018

Alis

on M

iche

lleCo

mm

unic

atio

ns, f

ocus

gro

up d

esig

n,

anal

ysis

of f

indi

ngs,

pro

ject

m

anag

emen

t

Prov

ide

tech

nica

l sta

ff w

ith

broc

hure

s th

at s

how

hig

h an

d lo

w

cost

pro

duct

sJu

ly -‐

Dec

201

8D

avid

Dan

iel

Publ

icat

ions

dev

elop

men

t and

de

liver

y,

phot

ogra

phy,

com

mun

icat

ions

/ co

nten

t wri

ting

Film

and

Upl

oad

stor

ies

show

casi

ng v

ario

us ty

pes

of m

ods

Jan

-‐ Jun

e 20

19CE

O D

avid

Gre

g

Vide

o an

d st

ills

of v

ario

us c

lient

s no

w b

eing

use

d on

web

site

ga

llery

and

face

book

toge

ther

w

ith a

dditi

onal

col

late

ral

Vide

o fil

min

g an

d ed

iting

, scr

ipt

wri

ting,

pro

duct

ion,

pro

ject

m

anag

emen

t

Community Engagement

Prod

uce

brie

f for

a m

ulti

med

ia

show

room

pro

ject

Jan

-‐ Jun

e 20

20Bo

ard

CEO

Wri

ting

a br

ief,

rese

arch

, fin

anci

al

anal

ysis

, str

ateg

ic d

ecis

ion

mak

ing,

pr

ojec

t man

agem

ent

Laun

ch v

irtu

al s

how

room

Aft

er Ju

ly 2

020

Boar

d CE

OEv

ent m

anag

emen

t, p

rodu

ctio

n

Consumer Information

Des

ign

Info

she

ets

for

ND

IS

part

icip

ants

& H

CP c

onsu

mer

sJu

ly -‐D

ec 2

018

Staf

f tea

mTr

ade

Book

let |

Com

mun

ity

Part

ners

Boo

klet

| b

roch

ures

Publ

icat

ions

de

velo

pmen

t,co

mm

unic

atio

ns/

cont

ent w

ritin

g

Mar

ket i

nfo

shee

ts to

age

d an

d di

sabi

lity

netw

orks

, pro

vide

rs,

soci

al m

edia

etc

Jan

-‐ Jun

e 20

19St

aff t

eam

Com

mun

ity P

artn

ers

and

cons

umer

info

rmat

ion

pack

s di

stri

bute

d at

Liv

ing

Wel

l Exp

o 14

Aug

ust 2

018

Publ

icat

ions

de

velo

pmen

t,co

mm

unic

atio

ns/

cont

ent w

ritin

g

Local government

partnerships

Iden

tify

links

bet

wee

n lo

cal

Coun

cil's

pos

itive

age

ing

stra

tegi

es

and

ECA

E's

stra

tegi

c di

rect

ions

Jan

-‐ Jun

e 20

19CE

OO

ngoi

ng m

eetin

gs w

ith C

eliz

Ci

gwel

lId

entif

ying

and

col

latin

g lin

kage

s,

stra

tegi

c th

inki

ng

Partnerships: Affordable &

accessible Housing options

Esta

blis

h an

Acc

essi

ble

Hou

sing

D

esig

n W

orkg

roup

Jan

-‐ Jun

e 20

19CE

O D

avid

Stak

ehol

der

iden

tific

atio

n an

d

enga

gem

ent,

wri

ting

term

s of

re

fere

nce,

ver

bal c

omm

unic

atio

ns,

faci

litat

ion

of o

utco

mes

, neg

otia

tion.

Prod

uce

a fe

asib

ility

repo

rt o

n af

ford

able

acc

essi

ble

hous

ing

desi

gn o

ptio

ns to

info

rm p

rodu

ct

deve

lopm

ent

July

-‐ D

ec 2

019

CEO

Dav

id

Rese

arch

and

repo

rt w

ritin

g,

tech

nica

l fea

sibi

lity

asse

ssm

ent,

pr

oduc

t dev

elop

men

t and

des

ign

anal

ysis

, pro

ject

man

agem

ent

Regional Budget Holder

Revi

ew a

nd s

trea

mlin

e th

e re

gion

al

budg

et p

roce

sses

Jan

-‐ Jun

e 20

19CE

O T

reas

urer

OT

Colla

bora

tion

and

nego

tiatio

n.

Fina

ncia

l man

agem

ent.




Key Result Area 3 | Service and Product Development

NDIS low cost mods

Dev

elop

edu

catio

n st

rate

gy fo

r N

DIA

pla

nner

s on

the

valu

e of

low

co

st h

ome

mod

sJu

ly -‐

Dec

201

8CE

O D

avid

Com

mun

ity P

artn

ers

book

let

dist

ribu

ted

at L

ivin

g W

ell E

xpo

14 A

ugus

t 201

8

Rese

arch

, com

para

tive

anal

ysis

of

optio

ns, c

onte

nt w

ritin

g,

pres

enta

tion,

pro

ject

man

agem

ent

Dev

elop

and

impl

emen

t pro

toco

ls

and

proc

esse

s fo

r N

DIA

pla

nner

s (L

ACs)

Jan-‐

June

201

9CE

O D

avid

Com

mun

ity P

artn

ers

book

let

dist

ribu

ted

im L

ivin

g W

ell E

xpo

14 A

ugus

t 201

9

Rese

arch

, pro

cess

map

ping

, con

tent

w

ritin

g, p

rese

ntat

ion

Equipment and assistive

technology

Dev

elop

str

ateg

y to

edu

cate

as

sess

ors,

pla

nner

s, O

Ts o

n eq

uipm

ent a

nd a

ssis

tive

tech

nolo

gy o

ptio

ns

Jan

-‐ Jun

e 20

19O

TA

caci

a Eq

uipm

ent i

n pl

ace

in

show

room

with

not

ifica

tion

to

OT'

s of

its

exis

tenc

e

Proj

ect m

anag

emen

t, re

sear

ch,

com

para

tive

anal

ysis

Impl

emen

t and

eva

luat

e eq

uipm

ent,

ass

istiv

e te

chno

logy

ed

ucat

ion

stra

tegy

Jul -‐

Dec

201

9O

TRe

sear

ch, c

ompa

rativ

e an

alys

is o

f op

tions

, pre

sent

atio

n of

opt

ions

, pe

rsua

sive

com

mun

icat

ions

Esta

blis

h as

sist

ive

tech

nolo

gy

prod

uct r

ange

and

mar

ketin

g st

rate

gy,

July

-‐ D

ec 2

019

OT

Curr

ent p

rodu

ct ra

nge

is

inst

alle

d in

sho

wro

om, n

o ac

tual

m

arke

ting

stra

tegy

in p

lace

at

this

sta

ge o

ther

than

no

tific

atio

n to

all

OT'

s

Proj

ect m

anag

emen

t, m

arke

ting,

co

stin

g an

d bu

dget

ing,

tech

nica

l kn

ow h

ow.

Garden Redesign

Des

ign

a de

mon

stra

tion

easy

car

e ga

rden

in p

artn

ersh

ip w

ith C

ounc

ilJu

ly -‐

Dec

201

9CE

OCo

llabo

ratio

n, n

egot

iatio

n an

d en

gage

men

t.

Social Support

Dev

elop

str

ateg

ies

to e

xpan

d so

cial

su

ppor

t pro

gram

July

-‐ D

ec 2

019

Terr

ySt

reng

th a

nd B

alan

ce C

lass

now

ex

tend

ed to

two

sess

ions

per

w

eek

Tues

day

and

Frid

ay

Com

mun

ity e

ngag

emen

t, fa

cilit

atio

n,

stra

tegi

c th

inki

ng

Regional Footprint

Mar

ket a

nd p

rovi

de s

ervi

ces

on

adjo

inin

g Co

unci

l are

asJu

ly 2

018

-‐ Dec

201

9CE

O S

taff

Mee

ting

with

Col

in K

jolle

r, Li

ving

Bet

ter

14 A

ugus

t with

a

mut

ual a

gree

men

t bet

wee

n Co

ffs

Har

bour

and

Nam

bucc

a

Mar

ketin

g, n

egot

iatio

n, p

robl

em

solv

ing,

pro

ject

man

agem

ent,

bu

dget

ing.

Part

icip

ate

in A

ffor

dabl

e H

ousi

ng

stra

tegy

for

Belli

ngen

and

N

ambu

cca

July

201

8 -‐ J

une

2019

Step

hani

eCo

mm

unity

eng

agem

ent,

ne

gotia

tion,

par

tner

ship

de

velo

pmen

t.

Expa

nd c

ontr

actin

g ar

eas

to o

ther

pa

rts

of M

NC

July

-‐ D

ec 2

019

CEO

, Dav

id

Dev

elop

rela

tions

hips

with

ex

build

ers

of H

MM

S an

d br

ing

into

cas

ual c

ontr

actu

al

arra

ngem

ents

. D

evel

op

rela

tions

hips

with

OT'

s fr

om

othe

r ar

eas

with

not

ifica

tion

to

dire

ct re

ferr

al to

MN

C H

MS

Cont

ract

man

agem

ent,

pro

cure

men

t,

nego

tiatio

n

Affordable accessible housing

options

Del

iver

an

affo

rdab

le a

cces

sibl

e ho

usin

g pr

oduc

t bas

ed o

n th

e fe

asib

ility

find

ings

of t

he

Acc

essi

ble

hous

ing

wor

king

gro

up

Jan

-‐ Dec

202

0CE

O D

avid

Proj

ect m

anag

emen

t, p

rodu

ct d

esig

n an

d de

liver

y, te

chni

cal b

uild

ing

skill

s,

budg

etin

g, n

egot

iatio

n, p

robl

em

solv

ing

Key Result Area 4 | Worforce development

In house Occupational

Therapist Project

Allo

cate

bud

get a

nd d

evel

op

proj

ect d

escr

iptio

nJu

ly -‐

Dec

201

8CE

O B

oard

CEO

Dis

cuss

ion

with

Col

leen

Fr

iel s

ugge

sts

empl

oym

ent

optio

n fo

r O

T w

ould

be

mor

e co

stly

than

the

curr

ent b

udge

t al

low

s |

wag

e co

sts

alon

e |

wou

ld n

eed

to e

nsur

e on

goin

g ge

nera

ted

inco

me

from

ano

ther

so

urce

, ie

ND

IS

Budg

etin

g, p

roje

ct m

anag

emen

t,

com

pete

ncy

anal

ysis

, PD

des

ign

/ co

ntra

ctin

g

Empl

oy o

r co

ntra

ct O

T to

beg

in th

e pr

ojec

tJa

n -‐ J

une

2019

CEO

Boa

rdIn

terv

iew

ski

lls, n

egot

iatio

n,

wor

kfor

ce p

lann

ing.

Eval

uate

OT

pilo

t pro

ject

and

de

term

ine

futu

re d

irect

ions

July

-‐ D

ec 2

019

CEO

OT

Boar

dEv

alua

tion,

str

ateg

ic a

nd o

ptio

ns

anal

ysis

Staff development

Alig

n CE

Os

posi

tion

desc

ript

ion

and

then

oth

er P

Ds

with

Str

ateg

ic

Plan

Jun

2018

-‐ Se

ptem

ber

2018

Boar

d CE

O s

taff

Revi

ew a

nd s

kill

map

ping

tabl

ed

at B

oard

Mee

ting

27 A

ugus

t 20

19

Stra

tegi

c ov

ervi

ew, n

egot

iatio

n,

com

mun

icat

ions

, opt

ions

ana

lysi

s

Prod

uce

list o

f wha

t eac

h pe

rson

in

each

pos

ition

nee

ds to

kno

w o

r be

ab

le to

do

By S

epte

mbe

r 20

18Bo

ard

Exec

utiv

e al

l st

aff

All

staf

f hav

e co

mm

itmen

t to

prov

ide

wor

kpla

ns/s

killm

appi

ng

to C

EO b

y CO

B Fr

iday

23

Aug

ust

to b

e ta

bled

at B

oard

Mee

ting

of 2

7 A

ugus

t 201

8

Rese

arch

and

ana

lysi

s, c

olla

ting

wri

tten

mat

eria

ls

Iden

tify

wha

t bus

ines

s ex

pert

ise

is

now

nee

ded

at s

taff

and

Boa

rd

leve

lsSe

p-‐18

Boar

dSt

rate

gic

over

vie

w, a

naly

sis

of

optio

ns, p

robl

em s

olvi

ng

Internships

Iden

tify

poss

ible

opp

ortu

nitie

s fo

r in

tern

ship

s an

d de

velo

p pl

anJu

ly -‐

Dec

201

8CE

O T

ech

team

Proj

ect p

lann

ing,

neg

otia

tion,

re

sear

ch

Strategic Plan 2018-2020Appendice 2




Key Result Area 3 | Service and Product Development

NDIS low cost mods

Dev

elop

edu

catio

n st

rate

gy fo

r N

DIA

pla

nner

s on

the

valu

e of

low

co

st h

ome

mod

sJu

ly -‐

Dec

201

8CE

O D

avid

Com

mun

ity P

artn

ers

book

let

dist

ribu

ted

at L

ivin

g W

ell E

xpo

14 A

ugus

t 201

8

Rese

arch

, com

para

tive

anal

ysis

of

optio

ns, c

onte

nt w

ritin

g,

pres

enta

tion,

pro

ject

man

agem

ent

Dev

elop

and

impl

emen

t pro

toco

ls

and

proc

esse

s fo

r N

DIA

pla

nner

s (L

ACs)

Jan-‐

June

201

9CE

O D

avid

Com

mun

ity P

artn

ers

book

let

dist

ribu

ted

im L

ivin

g W

ell E

xpo

14 A

ugus

t 201

9

Rese

arch

, pro

cess

map

ping

, con

tent

w

ritin

g, p

rese

ntat

ion

Equipment and assistive

technology

Dev

elop

str

ateg

y to

edu

cate

as

sess

ors,

pla

nner

s, O

Ts o

n eq

uipm

ent a

nd a

ssis

tive

tech

nolo

gy o

ptio

ns

Jan

-‐ Jun

e 20

19O

TA

caci

a Eq

uipm

ent i

n pl

ace

in

show

room

with

not

ifica

tion

to

OT'

s of

its

exis

tenc

e

Proj

ect m

anag

emen

t, re

sear

ch,

com

para

tive

anal

ysis

Impl

emen

t and

eva

luat

e eq

uipm

ent,

ass

istiv

e te

chno

logy

ed

ucat

ion

stra

tegy

Jul -‐

Dec

201

9O

TRe

sear

ch, c

ompa

rativ

e an

alys

is o

f op

tions

, pre

sent

atio

n of

opt

ions

, pe

rsua

sive

com

mun

icat

ions

Esta

blis

h as

sist

ive

tech

nolo

gy

prod

uct r

ange

and

mar

ketin

g st

rate

gy,

July

-‐ D

ec 2

019

OT

Curr

ent p

rodu

ct ra

nge

is

inst

alle

d in

sho

wro

om, n

o ac

tual

m

arke

ting

stra

tegy

in p

lace

at

this

sta

ge o

ther

than

no

tific

atio

n to

all

OT'

s

Proj

ect m

anag

emen

t, m

arke

ting,

co

stin

g an

d bu

dget

ing,

tech

nica

l kn

ow h

ow.

Garden Redesign

Des

ign

a de

mon

stra

tion

easy

car

e ga

rden

in p

artn

ersh

ip w

ith C

ounc

ilJu

ly -‐

Dec

201

9CE

OCo

llabo

ratio

n, n

egot

iatio

n an

d en

gage

men

t.

Social Support

Dev

elop

str

ateg

ies

to e

xpan

d so

cial

su

ppor

t pro

gram

July

-‐ D

ec 2

019

Terr

ySt

reng

th a

nd B

alan

ce C

lass

now

ex

tend

ed to

two

sess

ions

per

w

eek

Tues

day

and

Frid

ay

Com

mun

ity e

ngag

emen

t, fa

cilit

atio

n,

stra

tegi

c th

inki

ng

Regional Footprint

Mar

ket a

nd p

rovi

de s

ervi

ces

on

adjo

inin

g Co

unci

l are

asJu

ly 2

018

-‐ Dec

201

9CE

O S

taff

Mee

ting

with

Col

in K

jolle

r, Li

ving

Bet

ter

14 A

ugus

t with

a

mut

ual a

gree

men

t bet

wee

n Co

ffs

Har

bour

and

Nam

bucc

a

Mar

ketin

g, n

egot

iatio

n, p

robl

em

solv

ing,

pro

ject

man

agem

ent,

bu

dget

ing.

Part

icip

ate

in A

ffor

dabl

e H

ousi

ng

stra

tegy

for

Belli

ngen

and

N

ambu

cca

July

201

8 -‐ J

une

2019

Step

hani

eCo

mm

unity

eng

agem

ent,

ne

gotia

tion,

par

tner

ship

de

velo

pmen

t.

Expa

nd c

ontr

actin

g ar

eas

to o

ther

pa

rts

of M

NC

July

-‐ D

ec 2

019

CEO

, Dav

id

Dev

elop

rela

tions

hips

with

ex

build

ers

of H

MM

S an

d br

ing

into

cas

ual c

ontr

actu

al

arra

ngem

ents

. D

evel

op

rela

tions

hips

with

OT'

s fr

om

othe

r ar

eas

with

not

ifica

tion

to

dire

ct re

ferr

al to

MN

C H

MS

Cont

ract

man

agem

ent,

pro

cure

men

t,

nego

tiatio

n

Affordable accessible housing

options

Del

iver

an

affo

rdab

le a

cces

sibl

e ho

usin

g pr

oduc

t bas

ed o

n th

e fe

asib

ility

find

ings

of t

he

Acc

essi

ble

hous

ing

wor

king

gro

up

Jan

-‐ Dec

202

0CE

O D

avid

Proj

ect m

anag

emen

t, p

rodu

ct d

esig

n an

d de

liver

y, te

chni

cal b

uild

ing

skill

s,

budg

etin

g, n

egot

iatio

n, p

robl

em

solv

ing

Key Result Area 4 | Worforce development

In house Occupational

Therapist Project

Allo

cate

bud

get a

nd d

evel

op

proj

ect d

escr

iptio

nJu

ly -‐

Dec

201

8CE

O B

oard

CEO

Dis

cuss

ion

with

Col

leen

Fr

iel s

ugge

sts

empl

oym

ent

optio

n fo

r O

T w

ould

be

mor

e co

stly

than

the

curr

ent b

udge

t al

low

s |

wag

e co

sts

alon

e |

wou

ld n

eed

to e

nsur

e on

goin

g ge

nera

ted

inco

me

from

ano

ther

so

urce

, ie

ND

IS

Budg

etin

g, p

roje

ct m

anag

emen

t,

com

pete

ncy

anal

ysis

, PD

des

ign

/ co

ntra

ctin

g

Empl

oy o

r co

ntra

ct O

T to

beg

in th

e pr

ojec

tJa

n -‐ J

une

2019

CEO

Boa

rdIn

terv

iew

ski

lls, n

egot

iatio

n,

wor

kfor

ce p

lann

ing.

Eval

uate

OT

pilo

t pro

ject

and

de

term

ine

futu

re d

irect

ions

July

-‐ D

ec 2

019

CEO

OT

Boar

dEv

alua

tion,

str

ateg

ic a

nd o

ptio

ns

anal

ysis

Staff development

Alig

n CE

Os

posi

tion

desc

ript

ion

and

then

oth

er P

Ds

with

Str

ateg

ic

Plan

Jun

2018

-‐ Se

ptem

ber

2018

Boar

d CE

O s

taff

Revi

ew a

nd s

kill

map

ping

tabl

ed

at B

oard

Mee

ting

27 A

ugus

t 20

19

Stra

tegi

c ov

ervi

ew, n

egot

iatio

n,

com

mun

icat

ions

, opt

ions

ana

lysi

s

Prod

uce

list o

f wha

t eac

h pe

rson

in

each

pos

ition

nee

ds to

kno

w o

r be

ab

le to

do

By S

epte

mbe

r 20

18Bo

ard

Exec

utiv

e al

l st

aff

All

staf

f hav

e co

mm

itmen

t to

prov

ide

wor

kpla

ns/s

killm

appi

ng

to C

EO b

y CO

B Fr

iday

23

Aug

ust

to b

e ta

bled

at B

oard

Mee

ting

of 2

7 A

ugus

t 201

8

Rese

arch

and

ana

lysi

s, c

olla

ting

wri

tten

mat

eria

ls

Iden

tify

wha

t bus

ines

s ex

pert

ise

is

now

nee

ded

at s

taff

and

Boa

rd

leve

lsSe

p-‐18

Boar

dSt

rate

gic

over

vie

w, a

naly

sis

of

optio

ns, p

robl

em s

olvi

ng

Internships

Iden

tify

poss

ible

opp

ortu

nitie

s fo

r in

tern

ship

s an

d de

velo

p pl

anJu

ly -‐

Dec

201

8CE

O T

ech

team

Proj

ect p

lann

ing,

neg

otia

tion,

re

sear

ch



Key Result Area 5 | Systems Development

Outcome measurement

Dev

elop

out

com

e m

easu

rem

ent

tool

s fo

r ea

ch p

rodu

ct ty

peJu

ly -‐

Dec

201

8CE

OO

utco

me

mea

sure

men

t too

l des

ign,

re

sear

ch a

nd a

naly

sis

Dev

elop

a s

epar

ate

surv

ey

eval

uatin

g th

e co

nsum

er

expe

rien

ce fr

om e

ntry

to e

xit

incl

udin

g w

elln

ess

and

reab

lem

ent.

July

-‐ D

ec 2

018

CEO

IT, s

urve

y de

velo

pmen

t, e

valu

atio

n,

rese

acrh

.

Information technology

Revi

ew u

sefu

lnes

s of

cur

rent

Bo

ard

repo

rtin

g an

d au

tom

ate

whe

re p

ossi

ble

July

-‐ D

ec 2

018

Terr

y, B

oard

CEO

IT, u

nder

stan

ding

of s

trat

egic

KPI

s,

repo

rt d

esig

n

Upg

rade

and

inte

grat

e fin

anci

al

syst

ems

with

all

used

dev

ices

July

-‐ D

ec 2

018

Terr

y, B

oard

CEO

IT, b

udge

ting,

tech

nica

l.

Inst

all n

ew p

hone

sys

tem

July

-‐ D

ec 2

018

C3 g

roup

Com

plet

ed Ju

ly 2

018

Tech

nica

l, bu

dget

ing

Policies and procedures

Alig

n po

licie

s w

ith n

ew A

ged

Care

st

anda

rds

July

-‐ D

ec 2

018

CEO

Polic

y re

sear

ch a

nd d

evel

opm

ent

Iden

tify

TPV

requ

irem

ents

for

mee

ting

Dis

abili

ty s

tand

ards

Jan

-‐ Jun

e 20

19CE

ORe

sear

ch a

nd a

naly

sis,

col

latin

g w

ritt

en m

ater

ials

Revi

ew p

olic

y re

quire

men

ts fo

r A

ged

Care

Div

ersi

ty F

ram

ewor

kJu

ly -‐

Dec

201

8CE

OPo

licy

rese

arch

and

dev

elop

men

t

Impl

emen

t Div

ersi

ty F

ram

ewor

k A

ctio

n Li

stJa

n -‐ J

une

2019

CEO

sta

ffRe

sear

ch a

nd a

naly

sis,

col

latin

g w

ritt

en m

ater

ials

Revi

ew P

olic

y re

quire

men

ts o

f N

DIS

Pra

ctic

e st

anda

rds

Jan

-‐ Jun

e 20

19CE

OPo

licy

rese

arch

and

dev

elop

men

t

Dev

elop

a p

olic

y po

sitio

n on

hom

e m

odifi

catio

ns fo

r pe

ople

und

er

65/7

0 w

ho a

re n

ot N

DIS

pa

rtic

ipan

ts

Jan

-‐ Jun

e 20

19CE

OPo

licy

rese

arch

and

dev

elop

men

t

Revi

ew c

ultu

ral P

olic

y an

d de

velo

p re

conc

iliat

ion

actio

n pl

an.

July

-‐ D

ec 2

018

Boar

d CE

OPo

licy

rese

arch

and

dev

elop

men

t,

nego

tiatio

n.

Dev

elop

Rec

onci

liatio

n A

ctio

n Pl

an

(RA

P)Ju

ly -‐

Dec

201

8Bo

ard

CEO

Polic

y re

sear

ch a

nd d

evel

opm

ent,

ne

gotia

tion.

Strategic Plan 2018-2020Appendice 2



Sub Heading to go here




VIS

ION

Trad

ing

As,

Eas

t Co

ast

Acc

essi

bilit

y Ex

pert

s

VIT

AL

FEW

Incr

ease

tur

nove

r to

$2

in 2

019-

2020

thr

ough

in

tegr

ated

m

arke

ting

Build

str

ong

loca

l co

mm

unity

of

sect

or, i

n pa

rtic

ular

ag

ed a

nd d

isab

ility

se

rvic

e pr

ovid

ers

and

part

icip

ants

(90%

sa

tisfa

ctio

n)

Dev

elop

a

com

preh

ensi

ve

perf

orm

ance

fr

amew

ork

Dev

elop

, doc

umen

t an

d im

plem

ent

stre

amlin

ed

busi

ness

sys

tem

s.

Build

a s

kille

d an

d co

mpe

tent

tea

m

with

fut

ure

capa

bilit

y

STRA

TEGI

ES

Prio

rity

Prio

rity

Prio

rity

Prio

rity

Prio

rity

Dev

elop

a c

lear

EC

AE

valu

e pr

opos

ition

in

line

with

lega

l st

atus

and

or

gani

satio

nal

stru

ctur

e

1Id

entif

y re

latio

nshi

ps1

Iden

tify

succ

ess/

key

resu

lts f

or C

HH

MM

S1

Iden

tify

and

map

CH

HM

MS

proc

esse

s (in

tern

al/e

xter

nal)

1

Def

ine

futu

re

orga

nisa

tiona

l ch

art

- st

ruct

ure

follo

ws

func

tion

1

Iden

tify

targ

et

cust

omer

gro

ups

and

run

focu

s gr

oups

1A

sses

s/m

easu

re

curr

ent

stre

ngth

of

rela

tions

hips

1

Iden

tify

inte

rnal

and

ex

tern

al m

easu

res

- le

ad a

nd la

g2

Doc

umen

t CH

HM

MS

proc

esse

s w

ith

stan

dard

s2

Doc

umen

t fu

ture

jo

b de

scrip

tions

/sta

tem

ents

of

expe

ctat

ions

2

Dev

elop

12

mon

th r

ollin

g in

tegr

ated

m

arke

ting

plan

2

Dev

elop

str

ateg

ies

for

stre

ngth

enin

g re

latio

nshi

ps a

s re

quire

d

2D

efin

e m

easu

res

and

rela

tions

hips

3

Trai

n st

aff

in

CHH

MM

S pr

oces

ses

2D

evel

op t

rans

ition

st

rate

gy

3

Dev

elop

m

arke

ting

cont

ent/

prod

uct

s in

clud

ing

high

an

d lo

w c

ost

prod

ucts

2Im

plem

ent

stra

tegi

es3

Dev

elop

pe

rfor

man

ce

fram

ewor

k 3

Dev

elop

pe

rfor

man

ce

fram

ewor

k fo

r CH

HM

MS

proc

esse

s,

with

sta

ndar

ds

2

Dev

elop

pe

rfor

man

ce

appr

aisa

/sta

ff

ince

ntiv

e sc

hem

e3

Impl

emen

t m

arke

ting

plan

in

clud

ing

film

and

st

orie

s sh

owca

sing

va

rious

typ

es o

f m

ods

3M

onito

r an

d m

anag

e st

reng

th

of r

elat

ions

hips

3D

evel

op

perf

orm

ance

re

port

ing

regi

me

3M

onito

r, r

epor

t an

d m

anag

e pe

rfor

man

ce3

Impl

emen

t tr

ansi

tion

stra

tegy

-

recr

uitm

ent,

tr

aini

ng e

tc

3

Prod

uce

and

laun

ch v

irtua

l sh

owro

om

3Im

plem

ent

perf

orm

ance

re

port

ing

3

Dev

elop

/im

plem

ent

ongo

ing

perf

orm

ance

im

prov

emen

t st

rate

gy

3M

onito

r, r

epor

t an

d m

anag

e pe

rfor

man

ce3

Mon

itor

and

man

age

adeq

uacy

of

perf

orm

ance

re

port

ing

regi

me

3

Mon

itor,

rep

ort

and

man

age

perf

orm

ance

Prio

rity

1 -

high

est

- 3

= lo

wes

t

2018

-202

0: T

urno

ver

of $

2m p

a (u

p fr

om $

1.6m

) w

ith 1

00%

cus

tom

er s

atis

fact

ion

for

90%

of

jobs

com

plet

ed, a

nd h

igh

stan

dard

s of

wor

kman

ship

. An

empl

oyer

of

choi

ce, w

ith a

hig

hly

com

pete

nt a

nd s

kille

d te

am, a

nd 9

0% s

taff

sat

isfa

ctio

n.

Stro

ng r

elat

ions

hips

with

in t

he c

omm

unity

of

aged

car

e an

d di

sabi

lity

serv

ice

prov

ider

s an

d cl

ient

s (9

0% s

atis

fact

ion)

. Ef

fect

ive

gove

rnan

ce b

y th

e bo

ard.

Sha

lla w

orki

ng 3

day

s a

wee

k (h

uman

res

ourc

es a

nd b

oard

man

agem

ent)

.

Coff

s H

arbo

ur H

ome

Mod

ifica

tion

and

Mai

nten

ance

Ser

vice

VIS

ION

Trad

ing

As,

Eas

t Co

ast

Acc

essi

bilit

y Ex

pert

s

VIT

AL

FEW

Incr

ease

tur

nove

r to

$2

in 2

019-

2020

thr

ough

in

tegr

ated

m

arke

ting

Build

str

ong

loca

l co

mm

unity

of

sect

or, i

n pa

rtic

ular

ag

ed a

nd d

isab

ility

se

rvic

e pr

ovid

ers

and

part

icip

ants

(90%

sa

tisfa

ctio

n)

Dev

elop

a

com

preh

ensi

ve

perf

orm

ance

fr

amew

ork

Dev

elop

, doc

umen

t an

d im

plem

ent

stre

amlin

ed

busi

ness

sys

tem

s.

Build

a s

kille

d an

d co

mpe

tent

tea

m

with

fut

ure

capa

bilit

y

STRA

TEGI

ES

Prio

rity

Prio

rity

Prio

rity

Prio

rity

Prio

rity

Dev

elop

a c

lear

EC

AE

valu

e pr

opos

ition

in

line

with

lega

l st

atus

and

or

gani

satio

nal

stru

ctur

e

1Id

entif

y re

latio

nshi

ps1

Iden

tify

succ

ess/

key

resu

lts f

or C

HH

MM

S1

Iden

tify

and

map

CH

HM

MS

proc

esse

s (in

tern

al/e

xter

nal)

1

Def

ine

futu

re

orga

nisa

tiona

l ch

art

- st

ruct

ure

follo

ws

func

tion

1

Iden

tify

targ

et

cust

omer

gro

ups

and

run

focu

s gr

oups

1A

sses

s/m

easu

re

curr

ent

stre

ngth

of

rela

tions

hips

1

Iden

tify

inte

rnal

and

ex

tern

al m

easu

res

- le

ad a

nd la

g2

Doc

umen

t CH

HM

MS

proc

esse

s w

ith

stan

dard

s2

Doc

umen

t fu

ture

jo

b de

scrip

tions

/sta

tem

ents

of

expe

ctat

ions

2

Dev

elop

12

mon

th r

ollin

g in

tegr

ated

m

arke

ting

plan

2

Dev

elop

str

ateg

ies

for

stre

ngth

enin

g re

latio

nshi

ps a

s re

quire

d

2D

efin

e m

easu

res

and

rela

tions

hips

3

Trai

n st

aff

in

CHH

MM

S pr

oces

ses

2D

evel

op t

rans

ition

st

rate

gy

3

Dev

elop

m

arke

ting

cont

ent/

prod

uct

s in

clud

ing

high

an

d lo

w c

ost

prod

ucts

2Im

plem

ent

stra

tegi

es3

Dev

elop

pe

rfor

man

ce

fram

ewor

k 3

Dev

elop

pe

rfor

man

ce

fram

ewor

k fo

r CH

HM

MS

proc

esse

s,

with

sta

ndar

ds

2

Dev

elop

pe

rfor

man

ce

appr

aisa

/sta

ff

ince

ntiv

e sc

hem

e3

Impl

emen

t m

arke

ting

plan

in

clud

ing

film

and

st

orie

s sh

owca

sing

va

rious

typ

es o

f m

ods

3M

onito

r an

d m

anag

e st

reng

th

of r

elat

ions

hips

3D

evel

op

perf

orm

ance

re

port

ing

regi

me

3M

onito

r, r

epor

t an

d m

anag

e pe

rfor

man

ce3

Impl

emen

t tr

ansi

tion

stra

tegy

-

recr

uitm

ent,

tr

aini

ng e

tc

3

Prod

uce

and

laun

ch v

irtua

l sh

owro

om

3Im

plem

ent

perf

orm

ance

re

port

ing

3

Dev

elop

/im

plem

ent

ongo

ing

perf

orm

ance

im

prov

emen

t st

rate

gy

3M

onito

r, r

epor

t an

d m

anag

e pe

rfor

man

ce3

Mon

itor

and

man

age

adeq

uacy

of

perf

orm

ance

re

port

ing

regi

me

3

Mon

itor,

rep

ort

and

man

age

perf

orm

ance

Prio

rity

1 -

high

est

- 3

= lo

wes

t

2018

-202

0: T

urno

ver

of $

2m p

a (u

p fr

om $

1.6m

) w

ith 1

00%

cus

tom

er s

atis

fact

ion

for

90%

of

jobs

com

plet

ed, a

nd h

igh

stan

dard

s of

wor

kman

ship

. An

empl

oyer

of

choi

ce, w

ith a

hig

hly

com

pete

nt a

nd s

kille

d te

am, a

nd 9

0% s

taff

sat

isfa

ctio

n.

Stro

ng r

elat

ions

hips

with

in t

he c

omm

unity

of

aged

car

e an

d di

sabi

lity

serv

ice

prov

ider

s an

d cl

ient

s (9

0% s

atis

fact

ion)

. Ef

fect

ive

gove

rnan

ce b

y th

e bo

ard.

Sha

lla w

orki

ng 3

day

s a

wee

k (h

uman

res

ourc

es a

nd b

oard

man

agem

ent)

.

Coff

s H

arbo

ur H

ome

Mod

ifica

tion

and

Ma i

nten

ance

Ser

vice

Appendice 3Our Business Plan




VIS

ION

Trad

ing

As,

Eas

t Co

ast

Acc

essi

bilit

y Ex

pert

s

VIT

AL

FEW

Incr

ease

tur

nove

r to

$2

in 2

019-

2020

thr

ough

in

tegr

ated

m

arke

ting

Build

str

ong

loca

l co

mm

unity

of

sect

or, i

n pa

rtic

ular

ag

ed a

nd d

isab

ility

se

rvic

e pr

ovid

ers

and

part

icip

ants

(90%

sa

tisfa

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urno

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of $

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a (u

p fr

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ith 1

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cus

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er s

atis

fact

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for

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plet

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ship

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car

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prov

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s an

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fect

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y th

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ard.

Sha

lla w

orki

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day

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wee

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res

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nd b

oard

man

agem

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.

Coff

s H

arbo

ur H

ome

Mod

ifica

tion

and

Mai

nten

ance

Ser

vice




13 624 760 627

Financial StatementsAGM 29 October 2018Board of Management Meeting Dates 2019

Appendice 4

Monday January 21

Monday March 25

Monday May 27

Monday July 2

Monday September 23

Monday November 25 & AGM


P. 02 6651 2143 E. [email protected]

Unit 12 Lot 5 Druitt Court Coffs Harbour NSW 2450

www.accessibilityexperts.org.au

2018...7 east coast accessibility experts coffs harbour home modification & maintenance service...

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