Annual Report

2012-2013

Resthaven Incorporated
Statement of Purpose
Resthaven provides outstanding care and support to older South Australians and their carers. Resthaven is a diverse community of people: residents, clients, staff, volunteers, families, friends and other stakeholders.

Overview
Established in 1935 as a Home Mission of the Methodist Church, Resthaven is an aged care community service of the Uniting Church in Australia. Every day, Resthaven shares the lives, aspirations, experience and wisdom of more than 8,000 older people and their carers, supporting them to remain independent for as long as possible. Resthaven aims to enhance the quality of life for older people and their carers by providing high quality, responsive services according to individual need and availability. Services extend from basic support to very high care at home, to 24 hour a day, seven days a week, high level care in residential accommodation, as well as respite for carers. Approximately 7,000 older people access community care and support options to assist them to live independently at home and to maintain their social connections. These include social support groups, health and wellbeing services, professional nursing and allied health services, in-home support and clinical care, planned respite for carers, veteran-specific services and assistance with care and housing. Around 130 people live independently in retirement units or apartments. Resthaven operates residential aged care facilities at ten locations, supporting more than1,100 older people living in either short term respite, high or low level residential care accommodation. Resthaven offers services throughout metropolitan Adelaide, the Adelaide Hills, Murraylands, Riverland, Fleurieu Peninsula and the Limestone Coast. Our workforce of approximately 1,850 employees is supported by 450 volunteers.

Contents
Presidents Message ______________ 1 Resthaven Board_________________ 2 Chief Executive Officers Review ____ 3 Highlights of the Year _____________ 6 Financial Review ________________ 7 Financial Statements _____________ 8 Our Services ___________________ 12 Our Workforce _________________ 16 Corporate Services ______________ 19

We Value:
Respect Integrity Choice Individuality Independence Belonging Resourcefulness Safety and Wellbeing.

Funding
A charitable, public benevolent institution, Resthaven is separately incorporated and financially independent of the Uniting Church. Resthaven is recognised as a deductible gift recipient by the Australian Tax Office. Resthaven receives subsidies from governments, grants, client contributions and income from investments, which cover operational expenses and fund capital works. Bequests, donations and fundraising activities assist in maintaining the level of care and services provided.

Strategic Key Areas:

The Strategic Plan 2010-2015 sets parameters for the direction of the organisation. Three key areas define objectives and action plans: 1. To provide quality services and support for quality of life outcomes 2. To attract and retain quality staff 3. To undertake service growth and development in a planned and considered manner. These areas remain dynamic.

Respecting Diversity
Resthaven recognises and embraces the diversity of the Australian community which is reflected in Resthavens residents, clients, employees and volunteers. We strive for excellence in our work with individuals, value inclusion, unity and tolerance, and respect the dignity of each person. We expect that all staff, volunteers, residents, clients, their families and carers embrace these values and treat each other with mutual respect and understanding, paying due regard to each persons country of birth, language, culture and beliefs.

Organisational Flow Chart:

Residents and Clients RESPECT

INDEPENDENCE CEand Sta Volunteers

DIGNITY

S SAFETY RESIDENT EN Senior Managers CLIENT C SELF RELIANCE NCE NC E

Program Managers Executive Managers

PRIVACY

Cover (L-R): At a respite outing for Resthaven Onkaparinga Community Services are Iris Morgan, Val Smith, Lee Bennetts, Norman Suitor and Denise Fiegert and below, Iris Morgan, strolls at Old Noarlunga with Gill Noonan.

OPENNESS QUALITY YO Chief Executive Ocer INTEGRITY GR

CHOICE
Resthaven Board

ADVOCACY AD

EXCELLENCE
Residents and Clients

President s Message
During the year, I was privileged to meet many people who benet directly from our extensive range of services. Every one of them conrmed for me the importance of our work in aged care. Their wisdom, knowledge and positivity were inspirational.
I was also privileged to attend a number of events, including the 50th Anniversary celebrations at Resthaven Mitcham, and the official opening of the University of Adelaide School of Nursing and Midwifery Learning Hub and School of Medicine Geriatrics Training and Research with Aged Care (G-TRAC) Centre. Each is a significant milestone in Resthavens history. I attended volunteer thank you functions and staff appreciation awards, and was especially pleased to see Andrew Stanley receive a joint Aged and Community Services SA & NT Employee Award for his work in Housekeeping Services. Visiting the Resthaven sites helps the Board and me to understand the extent of our services and the constant need to upgrade our facilities. The Board appreciates the many individuals who support our residents and clients. I extend my sincere thanks to them, our dedicated employees and volunteers, for their care and commitment. The Board also appreciates the work of the executive and managers who work tirelessly and devotedly on Resthavens behalf. Board members volunteer their time to monitor the organisation, focus on the future and support the Chief Executive Officer in this increasingly complex industry. I thank them for their dedication and prudent financial management, which together ensure that Resthaven can uphold its outstanding commitment to older people and their carers. On behalf of the Board, I commend this report to you.
Above: Mark Porter, President of the Resthaven Board Below: Former Minister for Mental Health and Ageing, Mark Butler, chats to participating clients and medical students at the launch of the G-TRAC centre at Paradise in February 2013.

Mark Porter
President, Resthaven Board

Resthaven Board
Board Executive
PRESIDENT Mr Mark Porter
MEdSt, BA (Hons), BEd, Grad DipT, MACE Board Member since 2005 Member, Board Executive Member, Board Finance and Audit Committee Member, Board Governance Committee Member, Board Property Committee Headmaster, Woodcroft College Parishioner, St Johns Anglican Church Board Member, State and National Independent School Associations

DEPUTY PRESIDENT Mrs Lee Sando

Registered Nurse, Certificate in Gerontology Board Member since 2001 Member, Board Executive Chair, Board Governance Committee Member, Board Property Committee Member, Malvern Uniting Church Former: Aged Care Consultant with 25 years experience in senior management positions in aged care President, Australian Nursing Homes and Extended Care Association

TREASURER Mr Geo Tully

Fellow, Institute of Chartered Accountants (FCA) Board Member since 2012 Member, Board Executive Chair, Board Finance and Audit Committee Member, Board Property Committee Member, Malvern Uniting Church Former: Partner, Price Waterhouse (Retired) Member, Annesley College Council

Board Members
Rev Dr Malcolm McArthur
MA, BD, Dip Ed, STD Board Member since 2003 Member, Board Property Committee Member, Blackwood Uniting Church Deputy Chair, Pedare College Board Former: Parish Minister in SA, USA and UK Director Methodist DCE Deputy Principal Goroka Trs. College, PNG Superintendent Education Department of SA, Executive Officer, SA Council of Churches

Mrs Suzanne Fuller

Registered Nurse, Certificate in Gerontology Board Member since 2010 Member, Board Governance Committee Member, Anglican Church Former: Aged Care Consultant with 23 years experience in aged care Director of Care, Hahndorf Aged Care Facility Commonwealth Nursing Officer Chair, ACA SA Care Management Executive

Mr Ben Sarre
BA (Hons), Grad Dip. Proj. Mgt. Board Member since 2011 Chair, Board Property Committee Executive Director, Habitat for Humanity SA Member, Seeds Uniting Church, Aberfoyle Park Director, Sarre Development and Advisory Former: Member, Pilgrim School Board Member, Resources Board, Uniting Church SA Chair, Business Development Unit, Uniting Church SA

Associate Professor Renuka Visvanathan

PhD, FANZSGM, FRACP, Grad Cert Ed (Higher Education), MBBS, ATCL (Pianoforte) Board Member since 2011 Specialist Geriatrician Director, Aged and Extended Care Services, The Queen Elizabeth Hospital, Central Adelaide Local Health Network Director, Adelaide Geriatrics Training and Research with Aged Care (G-TRAC) Centre, School of Medicine, University of Adelaide Deputy Chair, Steering Committee Member, Older Peoples Clinical Network, SA Health Member, Expert Advisory Panel to the Board of Alzheimers Association South Australia Member, Policy and Planning Committee, Australian and New Zealand Society for Geriatric Medicine (ANZSGM) Member, Malnutrition in the Elderly Advisory Group, Nestle Australia Extensive research focusing on Geriatric health, culminating in over 50 academic publications.

Mr Greg Arthur
LLB, MAICD, CTA Board Member since 2011 Member, Finance and Audit Committee Partner, Mellor Olsson Lawyers Member and Former Chairperson, Taxation Institute of Australia (SA Div.) Member, Law Society Member, Australian Institute of Company Directors

Mrs Barbara Sibley

MAICD Board Member since 2012 Member, Board Finance and Audit Committee State Director, RBS Morgans Stockbrokers Director, AAM Adelaide Pty Ltd Member, Brougham Place Uniting Church Friend of the Adelaide Symphony Orchestra Consultant to the Sukula Na Bari School.

Corporate Governance
An aged care community service of the Uniting Church in Australia, Resthaven is a separately incorporated Public Benevolent Institution that operates within the scope of the Associations Incorporations Act. The Resthaven Board reports annually to the Uniting Church and is responsible for good corporate governance, focusing on organisational purpose, setting and monitoring strategic direction, operational and financial performance and Board governance policies. The Board is the legal authority of the organisation and is committed to acting responsibly, ethically and with the highest standards of integrity and accountability. Board members are trustees representing the interests of the organisations stakeholders, both constitutional and moral, entrusted to ensure sound management and to achieve the objects of Resthaven. Operations and revenue generated are solely focused on Resthavens purpose. Board membership is by invitation, with a majority to be members of the Uniting Church. The Board may co-opt non-Board members to the Board Committees: Property, Governance, Finance and Audit.

Chief Executive Ocer s Review

Resthaven s core purpose is to provide high quality care and support for older people and their carers, aiming to improve their quality of life.
Our services expand in response to growing need, whilst maintaining the quality of services provided to our residents and clients. We offer choice to our community, which includes individuals of all backgrounds, beliefs and lifestyles. people able to stay living in their own home for longer. A key priority is to understand how market supply and demand will affect client choice. A significant reform to commence in July 2014 is the introduction of means testing within the new four levels of Home Care packages. The proposed system has some inequities when applied to part-pensioners. However, as a matter of principle, we support the concept of individuals contributing to the cost of their care. We have reservations about deregulation of supply within the residential care sector, as this may significantly impact on the sustainability of services. In residential care, preparation involved advocacy in refining the pricing model to be adopted and how to price our accommodation for a market driven system. The additional subsidies linked to the post 20 April 2012 accommodation refurbishment criteria also attracted considerable review and advocacy. Greater equity of access is required for facilities built in the past seven years and initiatives shown to maintain high standards. A challenging aspect of the reforms that caused significant debate within the sector was the proposed workforce supplement. Although the reforms may not have been as extensive as many had hoped in relation to the Productivity Commission Report, Caring for Older Australians, there are important, lasting changes being implemented.
Above: The Executive Team (L-R, standing) Des Itsines, Executive Manager, People, Culture and Risk; Richard Hearn, Chief Executive Officer; Sue McKechnie, Executive Manager, Community Services; Wendy Morey, Executive Manager, Workforce Development and Governance. (L-R, seated) Tina Emery, Executive Manager, Residential Services; David Norton, Executive Manager, Finance and Corporate Services. Below: Resthaven Westbourne Park residents Noel and Edna Newcombe enjoy the garden.

Aged Care Reforms

It is well known that the number of people requiring support in their later years is expected to increase exponentially. As Australias population ages, service providers and governments have a responsibility to plan for this increasing demand. The current aged care reforms aim to prepare, giving more choice for individuals to live in their homes for as long as feasible, whilst making greater personal contributions. The next few years will be an important period of service adjustment to offer more choice, along with more individual responsibility. Resthaven advocated for gradual implementation of reforms and increasing supply in community services. The Governments Living Longer Living Better aged care reforms were a primary focus this year. In April 2013, the Government announced a staged introduction of the reforms over at least five years, initially from 1 January and 1 July 2013. Most of the initial reform period impacts on the community care sector, preparing for consumer directed care and alignment of responsibility for aged care to the Federal jurisdiction. A good outcome is an increase in the number of

The care, understanding, support and information given was so appreciated thus making this emotional time for both my mother and myself so much easier. Thanks to one and all. Family member
Social Responsibility
As a public benevolent institution, Resthaven recognises our corporate social responsibility to the community. We support research projects and programs that have a practical benefit for older Australians. We listen to, encourage and support older people to ensure that we understand their needs and expectations, and we actively advocate on their behalf. Resthaven undertakes and partners with other professional bodies to research topics with practical applications that will improve and enhance healthy living for older people. Recent research includes internal projects, such as investigating online shopping, to the national oral health care project, which is now a mainstream outcome in aged care facilities across the nation.

Chief Executive Ocer s Review

Other research includes: understanding dementia, in partnership with Alzheimers Australia (Resthaven is one of the few service provider organisations that have contributed to the Alzheimers Australia Research Foundation); disaster management and investigating Culture and Spiritual Life of Residents, with the Flinders University of SA; understanding consumer preferences, with Council on the Ageing (COTA) and Adelaide University; and trialling workforce initiatives and work placements with the University of South Australia, TAFE, Commonwealth Rehabilitation Service and more. Our research also involves the areas of safety and the use of technology. In 2013, the Clinical Mentoring: From Evidence base to Outcomes for Older People and the Teaching and Research in Aged Care research projects gathered momentum, with mentors and site champions appointed. Both projects continue into 2014. Two exciting developments with the University of Adelaide offer hands-on training opportunities in an aged care environment. An Aged Care Learning Hub for nursing students was launched at Resthaven Mitcham on 21 November 2012. A collaboration between the University of Adelaide and Resthaven, funded by Health Workforce Australia, it offers students real-life hands-on experience in aged care. On 27 February 2013, Minister for Mental Health and Ageing, Mark Butler, opened the Adelaide Geriatrics Training and Research with Aged Care (G-TRAC) Centre, at Resthaven Paradise. The Centre is a collaboration between the University and Resthaven, supported by the Department of Health and Ageing and Health Workforce Australia. It offers medical students and health professionals the opportunity to work with older people to extend their knowledge, capacity and skills, improve their health and well being and promote positive and healthy approaches to ageing. Other shared research projects with tertiary groups and aged care providers relate to better practice, workforce attraction and consumer directed care services. Additionally, Resthaven sponsors relevant seminars and workshops, engages in community consultation and encourages support for carers of frail, older people. We fund several scholarships to encourage students to consider career options in aged care, although this is not a requisite outcome for receiving a scholarship. Our environmentally responsible approach includes waste recycling and storm water reticulation, use of long life lighting, and environmentally aware building practices. Our research reports and other information is freely available for download from our website, for the use of the general public, government, and scientific and academic communities for non-commercial use. These are just a few of the ways in which Resthaven gives back to the community.

Pictured above: Board President, Mark Porter, opens the Learning Hub at Resthaven Mitcham with University of Adelaides Professor Justin Beilby.

Aged Care Alternatives

Resthavens three year trial sponsorship of the Aged Care Alternatives information centre was reviewed, in view of the governments proposed Gateway that is part of the aged care reforms. The review identified that this free service to the public is an important option that offers face to face information, using the skill of a very capable team of volunteer Options Guides. However, being completely independent to Resthaven was not viable in the long term and it was resolved to make it more clearly a Resthaven service for the community in the new financial year. We continue to advocate for face to face assessment options in the proposed My Aged Care (Gateway) reforms.

International relations
Last year, Wendy Morey followed her long term interest in volunteering in Cambodia. An interesting opportunity arose in late 2012, when we hosted visitors from Thailand, Mr Arnop Chirakiti from Baan Sudthavas (BSV), his wife, and sister. Located 25 kilometres from Bangkok, they are establishing a family funded, 135 bed charitable facility for destitute, elderly women. It will operate without government subsidies. This is reminiscent of Resthavens origins in the early 1930s. During their visit, we shared information about our system, and Wendy spent time and assisted them in Thailand. Wendy recommenced at Resthaven in mid 2013.

Below: (L-R) Professor Alistair Burt, Dean, School of Medicine, Professor Mike Brooks, Deputy Vice Chancellor, Associate Professor Renuka Visvanathan, Richard Hearn, Resthaven CEO, Minister for Mental Health and Ageing, Mark Butler and Professor Justin Beilby at the launch of the G-TRAC Centre in February 2013.

Quality of service
We continued to meet the Governments rigorous industry standards and commenced the formal community Quality Framework review of our Community Services.

Chief Executive Ocer s Review

All services reviewed thus far have received excellent feedback, meeting all requirements. We acknowledge that sometimes we may not meet the expectations of individuals or their family members. We are very keen to receive feedback about any concerns that individuals may have and seek to rectify any matter brought to our attention as soon as possible. We also encourage residents and clients to consider independent support in raising a particular matter, such as the Aged Rights Advocacy Service, if they prefer.

Workforce
With a workforce of nearly 1850 employees and 450 volunteers, I acknowledge the important contribution made by many individuals to Resthaven and thank them for their good work. It is wonderful to hear heart warming stories of the relationships between our staff and those receiving our services, and the positive outcomes that this relationship achieves. Working with older people is a privilege. It is demanding, yet good, work provided by genuinely caring people. I highly value those involved in contributing to this important aspect of the fabric of the Australian community. Resthavens workforce is led by a very capable management team. I appreciate the valuable contribution made by each and every one. I also extend my thanks to the Executives, who work diligently and assiduously to ensure professional service outcomes that result in outstanding care and support of older people and their carers.

Above: Winner of the ACSA SA & NT Employee Award, Andrew Stanley, Relieving Coodinator of Housekeeping Services, in the dining room at Resthaven Westbourne Park.

We wish Elaine Whitford well in her retirement from full time work and thank her for her contribution in various management roles. We were excited that Andrew Stanley, Relieving Coordinator of Housekeeping Services, was jointly awarded the 2013 Employee Award in the Aged and Community Services (SA&NT) Awards for Excellence, for his work in the menu development and housekeeping services across Resthaven. Andrew is an outstanding example of service and commitment.

The Board President, Mark Porter, provides key personal support and very effectively manages Board business. He is ably supported by the Chairs of Board committees, Lee Sando , Geoff Tully and Ben Sarre. The Board invests time in broadening its understanding of Resthavens services, via its committees: Governance, Finance and Audit, Property and Executive. I also appreciate the added skills of two Boardappointed committee members, Carole Davidson (former President and Treasurer of the Board) and Di Wickett (former Board member).

In Appreciation
Unfortunately, Gerald Welden, Executive Manager Financial Services, retired recently, due to a serious accident in late 2012, which resulted in his prolonged absence. I acknowledge and appreciate the significant contribution Gerald made throughout the decade that he prudently managed Resthavens financial services. I am grateful for his leadership and the quality of the systems that he developed. It is testament to his skill that it allowed David Norton, Executive Manager Corporate and Property Services, to take on additional responsibilities during his absence. We wish Gerald all the best in his retirement. I also appreciate the additional contribution made by our Accountant, Trevor Neate, and the accounting team during this lengthy period, in what is a critical time in the business and accountability cycle.

Board
An important area that continues to evolve and improve is Resthavens governance processes. Resthaven is truly fortunate to have high calibre Board members governing the organisation. They bring a great sense of responsibility to the important work they undertake, which affects so many individuals. Each year, the Board meetings include annual presentations from residential and community services and each executive area. During the year, specific education for the Board centred on important elements of the Workplace Health and Safety legislation and the obligations of Board members. The Board provides excellent leadership and governance of the organisation. I personally appreciate the support and commitment that each member offers me.

Our Purpose
Resthaven exists to work with and support older people and their carers in enjoying the best quality of life possible. In February this year, we farewelled a stalwart Resthaven Leabrook personality, Miss Dorothy Shipard. Dorothy worked and lived most of her life at Resthaven, and was considered family. She embodied all that we strive for: humility in dedicated service, unfaltering commitment and loyalty, care and compassion. In her memory and that of all the countless older people we meet every day, value, respect and treasure their wisdom. I share Dorothys favourite poem overleaf.

Richard Hearn
Chief Executive Officer

Highlights of the Year

Smiling is Infectious
Smiling is infectious, You catch it like the flu, When someone smiled at me today, I started smiling too. I passed around the corner And someone saw my grin. When he smiled I realised Id passed it on to him. I thought about that smile, then I realised its worth. A single smile, just like mine could travel round the earth. So, if you feel a smile begin, Dont leave it undetected. Above: Resthaven salutes the late Dorothy Shipard, a stalwart supporter of Resthaven as an employee, volunteer and, finally, a resident at Resthaven Leabrook. As a tribute to her, we honour her memory with her favourite poem, at right. Lets start an epidemic quick, and get the world infected! Attributed to Matthew John Fraser Above: Max Harding enjoys Resthaven Mitchams 50th Anniversary Celebration with former site manager and Director of Care, Judy Steel.

Events
Launch of the University of Adelaide Learning Hub for nursing students at Resthaven Mitcham. The University of Adelaide Geriatrics Training and Research with Aged Care (G-TRAC) Centre opens at Resthavens Paradise campus, for medical students. Resthaven Mitcham celebrates its 50th Anniversary, 1962 - 2012. Sunflower High Teas to thank volunteers.

Awards
Staff Appreciation Awards, 5 July 2012, at Resthaven Leabrook. Resthaven Mount Gambier: Regional Development Award finalist. Andrew Stanley wins State Aged & Community Services SA & NT Employee Award, automatically a National Finalist. Peter Jenkin becomes Australias first Palliative Care Nurse Practitioner in Aged Care employed by an aged care provider.

Expansion
New funding to expand the range of Community Services, including respite services and expansion of the Assistance with Care and Housing for the Aged program.

Below: Ridgway House Community Respite Services clients enjoy a meal in the dining room. Right (L-R): Manager Volunteer Resources, Stacey Thompson, volunteer Jan Rothwell and Manager, Resthaven Craigmore, Kerri-Anne Barnes at the Craigmore Volunteer High Tea in May 2013.

Below: Dr Sam Smart confers with Nurse Practitioner, Peter Jenkin, at Resthaven Mitcham.

Financial Review 2012-13 Financial Review 2012-13

Overview of Financial Position
Resthaven recorded a surplus for the year of $7,997,101, compared with $8,995,041 in 2012. At 30 June 2013, Net Assets/Total Equity totalled $199,278,769, compared with $179,556,000 in 2012.

Statement of Financial Position

A summary of the financial position as at 30 June 2013 is as follows: 2013
Total Assets

Cash Flow Statement

Cash on hand increased by $219,591 to a balance of $3,410,931 at 30 June 2013. This increase was as a result of the following cash flows. Net cash flows from operating activities Operating activities generated cash of $15,665,882. The significant items were the surplus for the year of $7,997,101 and the Depreciation expense of $6,477,282. Cash flow from investing activities A net out flow of $20,427,134 occurred. The significant items were the net expenditure for property, plant and equipment of $5,491,142 and the net expenditure on Investments of $15,781,683. Cash flow from financing activities Financing activities generated cash of $4,980,843. The significant item was the net proceeds received from Resident loans of $5,580,843.

2012

$310,821,823 $287,409,099

Statement of Surplus or Loss and other Comprehensive Income

A summary of the surplus for the year is as follows: 2013
Deficit from Residential and Client Services

Total Liabilities ($111,534,054) ($107, 853,099)

Net Assets/ $199,278,769 $179,556,000 Total Equity

2012

Total Assets
Total Assets increased by $23,412,724 for the year.

($5,587,537) ($2,537,839)

Revenue Primarily of a Capital Nature $13,584,638 $11,532,880

Surplus for Year $7,997,101 $8,995,041

Loss from Residential and Client Services

Total Operating Revenues increased by $2,987,550 (3.4%) to $91,643,534 for the year, the major increases being in Government subsidies of $2,400,227 and resident and client fees of $1,436,210. Total Operating Expenses increased by $6,037,248 (6.6%) to $97,231,071 for the year, the major increase being salaries and other personnel costs of $5,310,063 (7.8%) to $73,606,862. These increases include additional staffing and operating costs to meet the increasing occupancy at the new Mount Gambier site, together with ongoing demand for residential accommodation and continued growth in Community Services.

Property, plant and equipment increased by a net amount of $7,216,436, with the closing balance being $209,622,011. Included in this increase is capital expenditure of $5,491,142, less depreciation of $6,771,209. The balance of the net increase comprises $10,174,031 arising from revaluation to this class of assets and disposals and amounts expensed, totalling $1,677,528. Financial assets increased in value by $17,789,969 for the year, to stand at $90,573,159.

Capital Commitments
At 30 June 2013, there were capital commitments of $8,725,197, primarily attributable to the upgrade and refurbishment project at Leabrook.

Total Liabilities
Total Liabilities increased by $3,689,955, to a balance of $111,543,054 at 30 June 2013. Resident loans recorded a net increase of $2,682,470 to a balance of $88,986,349 at 30 June 2013. All Resident Loans are recognised as current liabilities, reflecting the nature of the obligation. During the year repayments of resident loans totalled $16,968,871 (2011/12: $17,127,280). Provisions for Employee entitlements increased by $1,114,848, to a balance of $12,249,584. At 30 June 2013, the total number of employees was 1,848 (30 June 2012: 1,783).

General Purpose Financial Report

Resthaven has prepared a General Purpose Financial Report in accordance with Australian Accounting Standards, (including Australian Accounting Interpretations) and the requirements of the Associations Incorporation Act (SA) 1985.

David Norton
Executive Manager Finance and Corporate Services

Revenue Primarily of a Capital Nature

Total Capital Revenues increased by $2,051,758 to $13,584,638 for the year. The increase predominantly resulted from investment income, as the value of investments rose considerably. Subsidies received for residents eligible for funding support increased from 44.4% to 46.9% through the course of the year. Investments achieved a return of 6.59% (2012: 4.65%). Interest rates are at historically low levels, and improving equity markets resulted in better returns over 2012.

Resthaven sta couldn t have been more helpful during the entire admissions process. Consequently my mother is now living comfortably at Resthaven after only a relatively short waiting period; thus removing a very heavy load from my mind.
All sta were most friendly, helpful and professional, and gave me great condence that my mother is in good hands.

Family Member
7

Financial Statements
Income Statement for the Year Ended 30 June 2013
Five Year Comparison INCOME Residential and Client Services Revenue - Operating Donations Government subsidies Other revenues Residents and client fees 40,953 70,554,794 428,024 20,619,763 91,643,534 EXPENSES Expenses - Operating Audit, legal and consulting Depreciation - Profit/Loss/Sale of assets Food and housekeeping supplies Fuel light and power Insurance Laundry and cleaning Motor vehicle and travelling Other expenses Printing, stationery, postage, telephone Rates, taxes and other property expenses Repairs and maintenance Salaries and other personnel costs Subscriptions, licences and publications $ 96,870 6,532,088 3,781,887 1,810,765 226,470 1,562,863 1,042,314 1,060,584 846,473 1,116,630 5,395,293 73,606,862 151,972 97,231,071 (Deficit) from Residential and Client Services INCOME Revenue - Primarily of a Capital Nature Government subsidies Investment income Legacies Resident capital retentions Residents fees Total SURPLUS FOR YEAR 4,244,573 5,617,946 12,432 1,649,635 2,060,052 13,584,638 $7,997,101 3,641,439 4,655,446 16,749 1,511,497 1,707, 749 11,532,880 $8,995,041 2,868,233 4,723,744 84,687 1,595,298 1,144,556 10,416,518 $10,038,570 2,567,340 4,255,558 854,323 1,294,891 842,335 9,814,447 $ 9,156,482 2,165,624 1,474,492 142,000 1,484,893 682,273 5,949,282 $4,776,959 (5,587,537) $ 70,675 6,499,559 3,674,609 1,440,561 220,331 1,536,265 949,413 497,540 822,850 1,003,633 5,870,380 68,296,799 311,208 91,193,823 (2,537,839) $ 95,536 5,584,637 3,218,529 1,207,120 185,210 1,393,799 936,086 599,066 792,983 833,909 4,710,765 60,728,998 157,898 80,444,536 (377,948) $ 113,802 5,172,606 2,935,811 1,102,287 175,993 1,281,288 921,840 914,152 733,369 737,656 3,443,435 55,376,213 84,610 72,993,062 (657,965) $ 60,182 5,331,497 2,880,470 875,572 158,043 1,231,153 752,183 475,762 684,286 547,850 2,721,896 49,529,023 225,918 65,473,835 (1,172,323) $ 65,438 68,154,567 1, 252,426 19,183,553 88,655,984 $ 21,411 62,065,511 494,033 17,485,633 80,066,588 $ 27,151 55,941,429 360,964 16,005,553 72,335,097 $ 29,341 49,140,825 257, 234 14,874,112 64,301,512 $ 2013 $ 2012 $ 2011 $ 2010 $ 2009 $

Financial Statements

Statement of Financial Position as at 30 June 2013

Five Year Comparison ASSETS Current Assets Cash and cash equivalents Trade and other receivables Financial assets Other current assets Total Current Assets Non Current Assets Financial assets Property, plant and equipment Total Non Current Assets TOTAL ASSETS LIABILITIES Current Liabilities Trade and other payables Short-term provisions Other current liabilities Borrowings Total Current Liabilities Non Current Liabilities Borrowings Long-term provisions Total Non Current Liabilities TOTAL LIABILITIES NET ASSETS EQUITY Retained earnings Reserves TOTAL EQUITY 4,050,000 3,788,393 7,838,393 111,543,054 199,278,769 $ 104,007,673 95,271,096 $ 199,278,769 2013 $ 3,410,931 7,196,061 53,379,366 19,662 64,006,020 3,191,340 9,010,114 38,321,254 18,881 50,541,589 34,461,936 202,405,574 236,867,510 287,409,099 $ 90,697,697 7, 547,139 770,666 600,000 99,615,502 4,650,000 3,587,597 8,237,597 107,853,099 179,556,000 $ 96,010,572 83,545,428 $179,556,000 5,250,000 3,588,556 8,838,556 105,447,568 171,774,677 $ 87,015,531 84,759,146 $171,774,677 4,500,000 4,553,324 9,053,324 98,620,599 160,745,766 $ 76,976,961 83,768,805 $160,745,766 1,500,000 4,372,289 5,872,289 85,660,870 137,873,864 $ 67,820,479 70,053,385 $137,873,864 4,227,498 7,089,289 35,601,323 19,513 46,937,623 6,716,822 8,358,844 31,133,098 44,815 46,253,579 7,718,440 7,765,427 20,341,525 23,048 35,848,440 2012 $ 2011 $ 2010 $ 2009 $

37,193,793 209,622,010 246,815,803 310,821,823 $ 93,910,369 8,461,191 733,101 600,000 103,704,661

37,367,236 192,917,386 230,284,622 277,222,245 $ 87,824,491 7,548,634 635,887 600,000 96,609,012

35,154,611 177,958,175 213,112,786 259,366,365 $ 84,582,254 4,435,171 549,850 89,567,275

39,737,697 147,948,597 187,686,294 223,534,734 $ 75,038,199 3,751,018 999,364 79,788,581

Financial Statements
Statement of Cash Flows for the Year Ended 30 June 2013
Five Year Comparison 2013 $ Cash flows from operating activities Government subsidies Investment income received Dividends received Interest received Other investment income received Receipts from residents and other sundry debtors Payments to suppliers and employees Net cash flows from operating activities Cash flows from investing activities Purchase of property plant and equipment Proceeds from sale of property, plant and equipment Purchase of investments Proceeds from investments Net cash flows used in investing activities Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Proceeds on loans from residents Repayment on loans from residents Net cash flows used in financing activities Net increase / (decrease) in cash held Cash at the beginning of the year Cash at the end of the year 1,329,587 3,250,875 424,119 23,487,763 (87,589,305) 15,665,882 74,762,843 71,796,006 1,235,259 3,297,821 64,257 23,737,412 (85,801, 468) 14,329,287 (17,674,703) 388,477 (15,841,659) 14,577,554 (18,550,331) (600,000) 20,912,167 (17,127, 281) 3,184,886 (1,036,158) 4,227,498 3,191,340 810,448 2,973,853 552,472 20,825,618 (72,117,635) 17, 978,500 666,285 2,923,824 550,091 19,385,217 (67, 457, 742) 14,576,444 272,095 3,648,629 899,108 17,469,853 (58,951,254) 14,644,880 64,933,744 58,508,769 51,306,449 2012 $ 2011 $ 2010 $ 2009 $

(5,491,142) 845,691 (39,314,245) 23,532,562 (20,427,134)

(22,368,380) 543,980 (21,224,780) 15,411,399 (27, 637,781)

(23,407,732) 285,226 (10,363,206) 4,995,324 (28,490,388)

(16,316,103) 628,240 (22,516,892) 17,768,607 (20,436,148)

(600,000) 22,279,714 (16,698,871) 4,980,843 219,591 3,191,340 3,410,931

1,500,000 (150,000) 18,396,657 (12,576,700) 7,169,957 (2,489,324) 6,716,822 4,227,498

3,000,000 25,214,482 (15,302,156) 12,912,326 (1,001,618) 7, 718,440 6,716,822

1,500,000 20,294,354 (9,795,533) 11,998,821 6,207, 553 1,510,887 7,718,440

Note: A complete audited financial report will be made available upon request. Below: Resthaven Western Community Services offers community respite at Regency Cottage so that carers can have a relaxing break. Below: Resthaven Riverland Community Services client, Margaret Winter, with Chief Executive Officer Richard Hearn.

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Financial Statements

REVENUES BY DIVISION Low care High care Therapy services Independent living units Community programs Investment income Other areas Total A B C D E F G

$ 35,162,932 40,290,541 1,918,379 594,417 20,473,961 5,954,288 833,654 105,228,172

% 33.4% 38.3% 1.8% 0.6% 19.4% 5.7% 0.8% 100.0%

Low care High care Therapy services Independent living units Community programs Investment income Other areas

Government subsidies Resident fees Resident capital retentions Investment income Other revenues

REVENUE BY SOURCE Government subsidies Resident fees Resident capital retentions Investment income Other revenues Total A B C D E

$ 74,799,367 22,679,815 1,649,635 5,617,946 481,409 105,228,172

% 71.1% 21.5% 1.6% 5.3% 0.5% 100.0%

E B C

EXPENSES Salaries Housekeeping, energy etc Depreciation Maintenance Administration Property rates & taxes Total SURPLUS FOR YEAR A B C D E F

$ 73,606,862 7,155,515 6,532,088 5,395,293 3,424,683 1,116,630 97,231,071

% 75.7% 7.4% 6.7% 5.6% 3.5% 1.1% 100.0% $7,997,101

Salaries Housekeeping, energy, etc Depreciation Maintenance Administration Property rates and taxes

Left: Resthaven Marion residents Thelma White and Robert Adey enjoy gardening in the raised garden beds. Below: Resthaven Bellevue Heights resident, Laural Crump, enjoys seeing Community Visitor, Robyn Richards garden on her iPad.

11

Our Services
Resthaven services extend from basic support to very high care, for people living at home or in residential accommodation, as well as retirement living options and respite for carers.
Resthaven advocates for the major issues of an ageing population, including dementia, palliative care and social engagement. Our services meet quality standards and we maintain quality service outcomes in a system undergoing considerable change. Partnering with clients and their carers is a key success factor in our ability to support people to remain as independent as possible. This year, additional emphasis was placed on direct services for carers, inviting carers to peer support groups, information sessions, counselling and advocacy. Resthaven Community Advisory Groups engaged with the community regarding local needs and service development opportunities. Due to the aged care reforms, terminology was reviewed and minimum data sets in relation to special needs groups were identified. (centre based therapy and in-home post hospital) and longer term groups, or oneon-one support. This year, 7,000 older people living throughout metropolitan Adelaide, the Adelaide Hills, Murraylands, Riverland and the Limestone Coast received Resthaven Community Services: 2,432 Therapy clients: An average of 1,010 people attended our therapy centres each month, with a total of 24,200 episodes of service delivered. 4,568 In-home, community and respite services to consumers: Every week, approximately 8,100 hours of direct services were provided to Resthaven clients living in the community. This represents an increase of 6% in service hours for in-home and community based services from previous years. More than 270,000 visits were made to peoples homes to deliver services; with approximately 1.3 million kilometres travelled by staff. The average age of community clients was 78 years (83 years for those receiving in-home support), with 31% male and 69% female. Many are frail and have high and complex needs.
Above: Physiotherapist, Justin Chai treats Alice Nash at Resthaven Northern Community Services.

The proportion of people from culturally diverse backgrounds ranged from 18% (average) to 100% (for CALD specific services). Approximately 3% of clients receiving Murray Bridge services were Aboriginal (<1% in other services). Overall, 16% of clients had social and/or financial disadvantages and 36% lived alone. Service growth, particularly in rural areas, extended respite for carers and support for older people who are at risk of homlesslessness. Substantial changes to systems of reporting and contract compliance were required, due to the transition of all funding to the Federal Government. A range of grant funded services for Home and Community Care, National Respite for Carers and Day Therapy required new contracts from 1 July 2012 - 30 June 2015. The Government announced the creation of Home Care Packages (HCP) to replace existing Community Aged Care Packages (CACP) and Extended Aged Care at Home (EACH) packages from 1 August 2013. A requirement of the legislation is that all Home Care Packages are to be delivered in a Consumer Directed Care (CDC) mode from 2015. Resthaven is well placed to respond, as Consumer Directed Care is to become the basis of all our packaged care service delivery. Developments included creation of web based tools so that clients and their families can manage their plans of care and service budgets online, and training materials for consumers to help them better understand CDC.

Community Services
Resthaven promotes wellbeing, independence and autonomy for clients to remain positively engaged with their life, aspirations and social contacts. Services range from once-only contacts for information and advice, short term rehabilitative and restorative services

Below (L-R): Community Services Managers, Deb McDonald, Marion Community Services; Manule Harpas, Onkaparinga Community Services; Cecelia Oxborrow, Murray Bridge and Hills Community Services; Marilyn OConnor, Senior Manager, Community Services; Jill Schutz, Northern Community Services; Franco Parenti, Western Community Services; Carole Matthews, Community Respite Services; Caroline Martin, Riverland Community Services; Elizabeth Southall, Limestone Coast Community Services; Grant Edwards, Paradise and Eastern Community Services.

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Our Services Our Services

RESTHAVEN COMMUNITY SERVICES CLIENTS AS AT 30 JUNE 2013 Community Respite Services Living with memory loss Respite services Limestone Coast Community Services In-home and community support Respite services Assistance with care and housing for the aged Marion Community Services In-home and community support Therapy SALHN chronic conditions Murray Bridge & Hills Community Services In-home and community support Respite services Assistance with care and housing for the aged Northern Community Services Onkaparinga Community Services Paradise & Eastern Community Services Therapy In-home and community support Respite services In-home and community support Therapy In-home support Assistance with care and housing for the aged Respite services Riverland Community Services In-home and community support Assistance with care and housing for the aged 65 665 410 67 4 378 882 85 251 39 7 871 396 22 549 679 486 74 89 188 3 216 39 6,465

Residential Services
High quality residential services are provided in line within best practice guidelines across ten sites, with 1,068 approved places (including 22 respite places). Meeting and exceeding expectations is a high priority for all residential services. The Residential Management Team consolidated this year. They manage some complex and challenging situations, including behaviour related to residents with dementia, as well as increasing expectations of residents and their families. Any gaps identified in service delivery are proactively managed. During the year, 13 Unannounced Assessment Contact visits to residential sites from the Aged Care Standards and Accreditation Agency demonstrated full compliance with the standards on all occasions. Resthaven has provisional approval for 92 places for the proposed residential facility at Port Elliot. The development is expected to commence next financial year. Resthaven Mount Gambier, which opened on 4 July 2011, is now fully occupied to current capacity. With an overall average age of 86.4 years, resident ages range from 61 to 105 years. People aged 100 years or more are the fastest growing age group in Australia. Centenarians receive a congratulatory message from the Board, and many are featured in newsletter articles.
Below: Resthaven Leabrook centenarian, Sylvia Allen

Western Community Services In-home and community support Respite services TOTAL

NOTE: in addition, approximately 700 clients were supported by other agencies under contracts auspiced by Resthaven.

Multicultural Services
Resthavens Multicultural Project Officers maintained strong links with the German, Polish, Chinese and Serbian communities and assisted the Islamic community. A project funded by the Department of Health and Ageing, called Aged Care Discussions, commenced. This project involves collaboration with the Bulgarian, Czech, Macedonian, Lithuanian, Russian and Slovak communities to increase access to aged care related information.

Retirement Living
Independent retirement living is available at five locations: Bellevue Heights, Marion, Malvern, Paradise and Mount Gambier. Six serviced apartments at Mount Gambier offer hotel services. This is a select market, with one apartment occupied at the end of the financial year. During the year, there was a turnover of 21 (17%) of the 119 Independent Retirement Living Units at the remaining four sites. Eight retirement apartments are currently under construction at Leabrook. Featuring two or three bedrooms, this is a new retirement option for Resthaven. Several units at Bellevue Heights were extensively upgraded to meet current expectations. This is the first major refurbishment since they were constructed more than thirty years ago.

We are very impressed by the carers they are cheerful, helpful and very supportive of mum. Relative

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Our Services
I just loved it. The food was good. The service was excellent. The gardens were lovely. My room was heaven. The other residents were so nice to me. What a lovely place you have. What more can I say? Thank you! Residential Respite Client
Throughout the year, there were 448 new admissions; 198 new low care admissions (184 in 2011-12), and 306 to high care (280). Residential respite accommodation was better utilised, with 397 admissions (372 in 2011-12). This represents a 6.9% increase in high care and a 10% increase in low care respite admissions on the previous year. Residential respite accommodation was occupied for a total of 6,639 days out of a possible 8,030 days, which equates to 83% occupancy throughout the year. The increase is primarily due to increased capacity at Resthaven Mount Gambier.
Managers of Residential Care Services: (L-R, standing) Anthea Tyler, Relieving Manager, Residential Care Services; Jane Abbot, Resthaven Mitcham; Kerri-Anne Barnes, Resthaven Craigmore; Terry Kirkwood, Resthaven Malvern; Pamela Alde, Resthaven Mount Gambier; Toni Bickley, Resthaven Marion; Scott Hill, Resthaven Bellevue Heights; and Marian Greenshields, Resthaven Westbourne Park. (L-R, seated) Sue Springbett, Resthaven Paradise; Barbara Kompier, Resthaven Murray Bridge; Heather Kerby-Eaton, Resthaven Leabrook; and Merilyn Paris, Relieving Manager, Residential Care Services.

RESIDENTIAL ACCOMMODATION LENGTH OF STAY, 1 JULY 2012 30 JUNE 2013 (Days) Shortest Stay Longest Stay Average Stay Residential Care 1 day 24.1 years 2.7 years Independent Living Units 28 days 24 years 5.2 years

Chaplaincy
Resthavens Coordinating Chaplains contribute to the wellbeing of residents. They conduct ecumenical worship services and informal Chaplains chats; gathering significant communities of residents. Their commitment to visiting residents who have been sick and/or hospitalised has been a feature of their ministry, as has their intentional work in connecting Resthaven and the wider church community. They focus on pastoral care and fostering friendships; facilitating meaningful conversation among residents at book clubs, shared meals and through their presence at Leisure and Lifestyle events. Annual Memorial Services at each site are appreciated by residents and families alike, as a way of honouring and remembering those people who have died during the year. Funeral services are conducted at the request of family and friends of residents. NUMBER OF RESIDENTIAL PLACES BY LOCATION AND TYPE AS AT 30 JUNE 2013 Total Licensed IRLUs Location High Care Low Care Respite Beds Bellevue Heights 55 43 1 99 67 Craigmore Leabrook Malvern Marion Mitcham Murray Bridge Mount Gambier Paradise Westbourne Park 43 40 35 64 48 53 60 43 46 43 69 37 91 57 24 28 87 81 3 2 1 4 2 1 4 2 2 89 111 73 159 107 78 92 132 129 10 6 5 37 SAs

Coordinating Chaplains assisted some residents to participate in research regarding the spiritual and cultural understanding of those living in residential aged care.

Volunteer Chaplains Assistants are instrumental in supporting the Chaplaincy program. They engage with residents individually and provide important personal connections.

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Our Services Our Services

Clinical Services
Resthavens clinicians include Registered and Enrolled Nurses, Continence Nurse Advisers, Physiotherapists, Occupational Therapists, Social Workers and Podiatrists. These clinicians provide support and guidance to ensure that our residents and clients receive the highest quality of care and clinical services. Clinical auditing is a core component of clinical governance, providing opportunities for continuous improvement, sharing knowledge and identifying new initiatives. Resthaven supports continuity of clinical practice by employing three Relieving Care Coordinators, who support residential sites during periods of senior staff leave and during induction of new key nursing staff, and a new role was introduced; Clinical Services Coordinator. The organisations Clinical Practice Manual, referenced by clinical staff in both residential and community services, was maintained to reflect Best Practice. It provides current clinical care information, clinical procedures and competency packages for delegated tasks. In 2011, Resthaven received funding from the Australian Government for a project exploring appropriate models of practice for Nurse Practitioners in aged care. Funded through this program, Resthaven employed Peter Jenkin as a Palliative Care Nurse Practitioner Candidate. In May 2013, Peter was endorsed as a Nurse Practitioner, becoming Australias first Palliative Care Nurse Practitioner in Aged Care employed by an aged care provider. His endorsement gives Resthaven residents and clients access to advanced and extended clinical care to provide the best outcomes for end of life care. Peter works across one community services and three residential sites, providing information and support to staff.

CENTENARIANS AS AT 30 JUNE 2013

Name Sylvia Allen Alice Campbell Giuseppina Corbino Veritas (Vera) Jarrad Violet Kay Jantina (Tina) Kuipers Eugenie Muller Beatrice (Ruth) Powell Florence Jean Starr Raymond Wundersitz Eileen Amber John Broadley Isabelle (Fran) Brown Charles Harvey Harold Jericho Hilda May O Donohoe Rubina Taylor Jean Bottomley Edith Donovan Elma Lewis Alice McKee Constance Semmens Melva Baldock Irene Harris Florence Schaer Resthaven Site Leabrook High Care Mount Gambier High Care Marion Low Care Northern Community Services Paradise Low Care Murray Bridge High Care Westbourne Park High Care Western Community Services Limestone Coast Community Services Westbourne Park Low Care Marion High Care Community Respite Services Malvern Low Care Murray Bridge High Care Marion Community Services Bellevue Heights High Care Bellevue Heights High Care Bellevue Heights Low Care Leabrook Low Care Westbourne Park High Care Paradise Low Care Murray Bridge High Care Leabrook Low Care Marion High Care Age 100 100 100 100 100 100 100 100 101 102 102 102 102 102 102 102 103 103 103 103 103 104 105 105

Paradise and Eastern Community Services 100

An initiative to update all falls prevention strategies to national benchmarks has commenced. Participation in a clinical pathway for Falls Risk identification of community clients developed a Falls Risk checklist for use by Coordinators and pathways for client referral for allied health intervention.
Above (L-R): Leonie Robson, Senior Manager, Clinical Services; Darren Pike and Jenny Whitting, Senior Managers, Residential Services. Left: Resthaven Marion centenarian, Vera Jarrad, a lifelong Sturt Football Club fan, enjoyed a visit on her birthday from Sturt Football Club player, James Wundke.

I feel comfortable knowing that help will be available when I need it. Client
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Our Workforce
Resthaven s workforce of 1,848 employees (1,120 full-time equivalent) comprises 12% full-time, 61% part-time and 27% casual employees.
Career progression was encouraged, and the trend of internal promotions continued. Succession planning focused on balancing the age range where possible.

Volunteer Services
It has been an excellent year for Resthavens Volunteer Services, achieving steady progress in maintaining existing services, increasing volunteer numbers, as well as developing exciting new initiatives. In June 2013, the volunteer workforce numbered 463. During the year, volunteers contributed 19,352 hours and 94 new volunteers joined Resthaven. We aim to expand the capacity of the volunteer workforce to ensure a robust and dynamic service that touches the lives of residents and clients. Universal themes identified across programs is a desire for more volunteers to provide individual oneon-one companionship, support to enhance art and gardening interests, and to share computing skills. The themes of art, gardening and individual companionship are very popular volunteer roles that complement existing services. The number of volunteers providing computer tutoring is growing and this trend is expected to continue. In May, the support and commitment of Resthaven volunteers was celebrated at sunflower-themed High Teas. The sunflower represents the radiance and enthusiasm brought by volunteers to Resthaven and reflects the gardening and art focus. During the High Teas, 59 volunteers were presented with appreciation awards, including 27 for five years and two for a remarkable 35 years service. Awards are presented at five year increments.

Volunteers enrich the lives of older people, engage with the community and invest in Resthaven, our purpose and values.

Workforce Development
Resthavens Workforce Development team offered a diverse range of options to support employees in their orientation to Resthaven and professional development. Corporate induction for new employees, together with mandatory and optional education sessions, were a regular feature of the learning and development calendar. Strategies to retain a skilled and capable workforce included initiatives such as: traineeships and apprenticeships Transition to Professional Practice programs developed with industry partners options for funding of individual professional development requests presentation of a wide variety of relevant education opportunities aligned to the training needs analysis findings. Mixed modes of education included: position specific development days workshops topic specific educational sessions IT based sessions external seminar opportunities. Mentoring programs for nurses and allied health professionals who are new to aged care, together with support to access tertiary and VET sector study programs, are important elements. Use of the Resthaven intranet has expanded, providing access to learning and development opportunities, such as self directed learning options, IT demonstration presentations and on-line resources. Strategies for engaging with a future workforce also form part of Resthavens workforce development plan. Our commitment to provide learning options for a range of disciplines is expemplified by a total of 363 student placements this year. Partnerships with the three South Australian Universities and the Vocational Education and Training (VET) sector offered students from allied health, medicine, nursing, leisure, health, hospitality, fitness and community service the opportunity to learn about the importance of recognising the contributions of older people, as well as their needs. There was an increase in secondary school work experience students .

Recruitment
As a large employer, attracting the right people is critical. There is a continual focus on the recruitment, retention and development of employees. Our strong brand awareness and public profile is an asset that complements our recruitment strategy of centralising all applications and screening processes. Career opportunities were promoted to the public via career expos and general advertising, as well as weekly internet and intranet updates. To further promote career opportunities, a recruitment film was launched and uploaded to Resthavens website and You Tube channels. To improve our processes, a scoping exploration of e-recruitment options was undertaken, resulting in a budget allocation to implement this process in the next financial year.

Below: Resthaven Westbourne Park volunteers, Isabel Mitchell (left) and Theban Roberts serve George Telfer at the site shop.

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Our People Our Workforce

Professional Development Fund
Resthaven encourages employees to enhance their professional expertise through active participation in study and professional development. The Professional Development Fund was established to provide financial support to employees. During the year, many staff were supported to undertake a variety of study programs, with 92 staff from 29 different job role groups at Resthaven taking advantage of the fund to participate in courses.

Scholarships
As part of Resthavens 75 Anniversary Celebrations in 2010, the Resthaven Board funded a number of undergraduate and postgraduate scholarships for full time nursing students with interest in aged care at the three Universities in Adelaide. The scholarships continued into 2012/2013. Two Resthaven Personal Care Workers were awarded an undergraduate scholarship in 2013. Both expressed a desire to continue to work in Aged Care (at Resthaven) upon completion of their studies. One scholarship awardee in the Master of Nurse Practitioner program graduated as a an endorsed Nurse Practitioner in 2013, and retains a keen interest in older people. Benefits of the scholarship program: Stronger links and relationships with all three universities. Resthaven is invited to provide representation into course reviews and invited speaker events. Positive promotion of Resthaven amongst nursing students and academics. It is an element of the emerging Resthaven Teaching and Research in Aged Care model. Scholarship recipients identify emerging knowledge and understanding of aged care and of nursing in an ageing nation. Additionally, Resthaven funded one doctoral scholarship at the Flinders University of South Australia for a candidate to research an area of relevance to disaster management and older people, and two postdoctoral research awards and a postgraduate scholarship for Alzheimers Australia Research Foundation.

Above: Resthavens Limestone Coast Community Services staff proudly display their Safety Week competition entry.

This year, 60 staff were eligible to receive awards at five year intervals, from ten years service. Awards were presented at an awards luncheon by Mark Porter, Board President. The 25+ Club now has 39 employees with 25 or more years service.

Work Health Safety and Injury Management

Resthaven fosters a positive Work Health Safety and Injury Management (WHSIM) culture, supporting and involving employees in site Quality Work Health and Safey Committees and strategic programs. Annual training includes delivery of inductions, mandatory training and targeted education, such as use of Chem Alert and Rapid Induct for contractors. During the year, the Work Health Safety and Injury Management (WHSIM) Strategic Plan was reviewed and updated. The database was refined, streamlining data analysis. Resthaven has a functional framework that supports hazard identification and controls, which are regularly reviewed. The procurement and trial of relevant plant and equipment and chemicals is centralised. A culture of reporting hazards is encouraged throughout the organisation and staff are vigilant in reporting hazards on behalf of residents, clients and themselves. Site Hazard Registers are monitored via site Quality, Work Health and Safety meetings. The ChemAlert (chemical management system) was refined and chemicals used in housekeeping services reduced. Positive engagement is encouraged throughout Safety Week. The focus for 2012 was Slips, Trips and Falls, with a competition attracting several high calibre applications. Resthaven Paradise and Eastern Community Services won.

Employee Wellbeing
Resthaven supports employees through the following employee benefits: Inuenza Immunisation Program To reduce the impact of influenza outbreaks, Resthaven staff were offered free, on-site influenza immunisation. The immunisation rate increased by 6%, from 49% last year to 55% in 2012-13. This year, the Resthaven Staff Influenza Immunisation Program was delivered at sites by trained in-house personnel, improving access. Employee Assistance Program Resthavens Employee Assistance Program is an employee benefit that offers free confidential counselling to employees and direct family members. Over the 12 month period, there were 103 counselling sessions with our provider, ACCESS/OCAR. Early Intervention Physiotherapy The Early Intervention Physiotherapy Program supports employees who may have a non-work related injury or pain, offering up to four physiotherapy sessions per year with an approved physiotherapist. The aim of this employee benefit is to reduce the incidence of over time injury.

Employee Recognition
In appreciation of long term dedication and commitment, staff are recognised annually through Appreciation Awards.

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Our Workforce
Industrial/Employee Relations
Negotiations were finalised for the Resthaven Incorporated Residential Aged Care and Community Services Enterprise Agreement 2013 - 2016, effective from 1 July 2013. An Employee Climate Survey was conducted in May, with 789 Resthaven employees (43%) responding. The overall results indicate that, whilst there are areas where improvement can be made, Resthaven is in a Culture of Ambition, with 53% of the respondents engaged with Resthaven and its values. Workers Compensation and Rehabilitation Resthaven is a self insured employer, audited by WorkCover against self insured standards. The next self insurance evaluation is to be conducted in early 2014. During the reporting period, Resthaven complied with the obligations of the Code of Conduct for Self-insured Employers under the WorkCover Scheme and Schedule 1 of the Workers Rehabilitation and Compensation Regulations 2010. Criminal History Checks Criminal History checks for all employees and volunteers prior to commencing employment or volunteering services is mandatory. This financial year, 1,454 employee checks and 301 volunteer checks were conducted. All existing employees are required to undergo a repeat check on a minimum frequency of three years. An audit by Fit2Work found Resthaven fully compliant. Work Health Safety Policy Statement
Resthaven Incorporated accepts that a general duty of care is owed to all Resthaven workers. In line with Resthavens Strategic Plan, this duty of care is managed through a planned and systematic risk management approach to managing hazards. Resthaven is committed to ensuring that work practices and procedures adopted throughout the organisation comply with the standards required by the Work Health, Safety (WHS) Act, WHS regulations, Approved Codes of Practice and WorkCover Self Insured Performance Standards. Resthaven is committed to providing quality injury management services to all workers who suffer a compensable workplace injury or illness. This entails a commitment to consultation and communication, equitable and effective rehabilitation and claims management. Officers As of 1 January 2013, South Australia is aligned to the nationally harmonised Work Health and Safety legislation. A critical area of the new legislation is the removal of the Responsible Officer provisions and introduction of Officers. Under the Work Health and Safey Act (Act), Resthaven is considered a Person Conducting a Business or Undertaking (PCBU) and Resthaven Officers must exercise due diligence to ensure that all duties and obligations consistent with the Act are met.

Service Quality and Improvement

Resthavens Quality Management System promotes a culture of continuous improvement that aligns with the external accreditation processes in provision of residential aged care and in-home care and support services. The organisation performs exceptionally well during external accreditation audits and continues to resource and deliver excellent systems in an environment of fiscal restraint. Resthaven Community Services were accredited to the Quality Improvement Council (QIC) Standards for Health and Community Services to February 2013. Due to changes announced as part of the aged care reforms, it was determined not to renew the QIC accreditation. During 2013, the Department of Health and Ageing reviewed Resthavens performance against the Community Care Standards (which apply to all community aged care services it funds). Resthavens metropolitan Community Services sites were assessed as meeting all standards. Rural sites will be evaluated later in the year. All requirements of the Department of Veterans Affairs were met. Resthavens residential services are audited triennially by the Aged Care Standards and Accreditation Agency. All sites are fully accredited and subsequent unnannounced contact visits have been very successful. Corporate audits of workplace health and safety, quality, community and clinical services are conducted.

Resthaven sta are the key factors to support people like my husband and I, to remain in our home. We know we can always rely on your friendly and courteous service. Bless you all. You truly live by The Golden Rule. Client
To ensure that residents and clients were satisfied with their services and/or care, feedback regarding service quality was actively encouraged via feedback brochures, focus groups, surveys and general comments. Twenty focus groups were held with residents and/or family representatives and ten with community clients. Improvements were also prompted by action requests and feedback. This year, Resthaven received 843 compliments and 281 complaints. All complaints were investigated and appropriate action taken. With every complaint, there was an opportunity for improvement, and many improvements resulted from satisfactorily addressing the issues raised. 2012-13 Quality improvements included: annual client focus groups and site specific client surveys; with high levels of satisfaction received annual audit cycles; with high levels of compliance achieved specific strategies to reduce incidents associated with client/carer self administered medications implementation of electronic progress notes for Community Services an initiative to update all falls prevention strategies to national benchmarks.
Below: Resthaven Murray Bridge residents, Francy Reu and Laurel Chapman

Key Personnel
In compliance with the Aged Care Act 1997 (Cwth), a Key Personnel Register was kept. This included Board Members, the Chief Executive Officer, Executive, Managers, Assistant Managers and Care Coordinators.

Workplace Gender Equality Act 2012

To focus on promoting an improving workplace gender equality and outcomes for both women and men, the Equal Opportunity for Women in the Workplace Act 1999 was renamed the Workplace Gender Equality Act 2012. Resthaven complied with reporting requirements of the new Act.

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Our People Corporate Services

Property and Development
This year, several major building projects were completed, and plans for new ones progressed. Smaller projects were also undertaken. Forward planning continued for a residential site at Port Elliot. Plans were lodged with the Alexandrina Council in July 2011. During extensive consultation with council and the community, plans were modified and development consent granted in late 2012. Construction for the redevelopment at Resthaven Leabrook commenced in mid 2012 and is planned for completion early in 2014. The old Semmens Wing will be replaced with eight apartments and 15 low care rooms. The high care area is to be converted to all single rooms with ensuite bathrooms. Exploration into planning options for an upgrade of the shared rooms and shared bathrooms in high care at Resthaven Malvern continues. A new Head Office to be built on a parcel of land on Greenhill Road, Wayville, will provide a centrally located, consolidated Head Office, with potential for future development of accommodation on the balance of the land. The site has been cleared and plans lodged with Council.

Risk Management and Business Continuity

Resthaven promotes a sound risk management focus and culture, with strong systems in place. The Corporate Risk Register, risks and controls are regularly monitored and reviewed. Planning to mitigate bush fire risk at Resthaven Bellevue Heights continues. This year, diesel pumps were installed for the water tanks and pipe work was replaced.

Research Projects
Research projects that aim to improve the capacity of employees to deliver high quality service and care included partnerships with external stakeholders. These focussed on teaching and research in aged care, as well as developing models of clinical mentoring in the workplace. EBPAC Project Together with six partners, this year Resthaven commenced a project funded by the Department of Health and Ageing under the Encouraging Better Practice in Aged Care (EBPAC) initiative. The Clinical Mentoring: from Evidence Based to Outcomes for Older People project aims to develop a clinical mentoring model to increase clinical competence and improve the quality of care and quality of life outcomes. As the lead organisation, Resthaven aims to determine the effectiveness of the clinical mentoring model by bringing about workplace and practice change with positive clinical outcomes for older people. Clinical Mentors have a specific clinical

Above: Resthaven Westbourne Park knitters, Ruth Farquhar (left) and Merle Cottle show Virginia Klemm their work.

priority, using their mentoring skills to improve knowledge in that clinical priority area. Our focus is on pain management. TRACS Project The Teaching and Research Aged Care Services (TRACS) project, Preparing an Aged Care Workforce: building the model for teaching and research in aged care, aims to develop an overarching framework for teaching, research and development across Resthaven. An important aspect of this project are the links with project partners, the University of Adelaide and TAFE SA. Other Projects Health Workforce Australia (HWA) project: Medication Use in the Community. Introduction of electronic case notes in Community Services. Work with local hospital networks to develop client pathways to independence and chronic disease management. Social Isolation ARC linkage grant, a collaborative of national and international providers with the University of Adelaide for a three year research project. International research collaborative, examining the economic benefits of Consumer Directed Care approaches. A Rapid Access project at Resthaven Mitcham, involving Southern Area Health, gave 24 hour access to Mental Health staff and Geriatricians to assist with particularly difficult behavioural issues. The system is now available at Malvern, Westbourne Park and Bellevue Heights.

Environmental Responsibility
Resthaven is committed to sustaining the environment and continues to maintain a range of systems and procedures that aim to achieve this. In designing new or planning alterations to existing facilities, opportunities to incorporate features such as correctly orientated windows, increased insulation of walls and roof, collection and reuse of rainwater for toilet flushing and irrigation, and waste storage space designed to accommodate recycling are pursued. All Resthaven sites participate in waste recycling programs, directly reducing the landfill disposal by 30%. Waste directed to landfill goes through a secondary sort and any additional green waste, cardboard, metal and other recyclable material that can be removed is. Currently approximately 60% of all waste that is sent to landfill is diverted to other recycling facilities, increasing the proportion of waste recycled to approximately 70%. We continue to adapt our operations where possible to increase our commitment to environmental sustainability.

Left: Fay Somerfield and Heather Roulston (mother and daughter) at Resthaven Mount Gambier.

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Corporate Services
Information Communications Technology
This year, the ICT department assisted with key projects and continuous improvement of systems and processes. A major disruption to the computer network resulted in a major infrastructure overhaul. Upgrade and standardisation of the Proximity Card and CCTV systems at several residential sites was completed, enabling staff to use proximity cards for building access and key access/egress points monitored by CCTV. This project will continue next financial year to provide a safe and secure environment for staff, residents, families and visitors. Expansion and standardisation work was also undertaken on the residential nurse call systems with additional call points installed in areas such as public/disabled toilets, hairdressing salons and activity halls. A significant change in the client management systems is required to implement the Consumer Directed Care model in Home Care packages. This project has resulted in extensive software changes and development of new software tools. Hardware and infrastructure improvements continued in the ongoing replacement cycle and reduction and standardisation of the printer fleet. Several sites received upgrades for more reliable connectivity to the corporate network.

Public Relations
Resthaven takes a proactive approach to public relations and uses a mix of channels to build brand awareness and consumer confidence. Marketing of Resthaven services is increasingly important due to the aged care reforms, which are creating increased competition and consumer choice. A brand refresh is currently underway and will be gradually implemented. A review of site signage resulted in replacement of old signs at several locations. Promotional lms As visual presentations give a better understanding of what Resthaven offers, this year, two projects involved production of promotional films for the website and YouTube channel. A recruitment film to promote working at Resthaven was completed early in the year. A residential promotional film of Resthaven Paradise was the first of ten residential site feature films to be completed next financial year. Media Throughout 2012-13, a total of 160 items regarding Resthaven appeared in various media. Our ongoing campaign to promote positive images of vocational work with older people resulted self-generation of 89 positive items in at least one media channel. Monthly guest speaker spots on RPH Adelaide continued our community engagement.

Above: New signage at Resthaven Murray Bridge and Hills Community Services and below, at Resthaven Marion Community Services.

Issues were managed to protect our investment in our corporate image, brand and public profile. Internal Communication Resthaven places a high priority on internal communication, producing internal newsletters for all residential locations, staff and volunteers. A total of 52 newsletter editions were produced and distributed to sites throughout the year, supplemented by electronic news announcements on the intranet and website. Traffic to www.resthaven.asn.au increased, with a total of 50,749 unique individuals visiting the site. Over the year, the site was visited 61,570 times. On average, each visitor viewed three or four pages each session. Social media pages on Facebook, Twitter, Google+ and YouTube increase the channels through which people can access information about Resthaven. The social media sites are generating an increasing number of referrals to the Resthaven website.

Below: Old scholar and Resthaven Malvern resident, Margaret Clark, has fond memories of her school days at what was known as Methodist Ladies College, now Annesley. She enjoyed a visit to the Junior School and meeting current students, posing for photographs for Resthavens Sharing the Wisdom positive images campaign.

Conclusion
Resthaven respects and values older people, treasuring their wisdom. Resthaven is proud to deliver outstanding aged care and support throughout South Australia.

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Resthaven Incorporated
ABN 79 976 580 833

Community Services
Resthaven Agedcare Alternatives 1/445 Fullarton Road, Highgate SA 5063 Telephone (08) 8271 3888 Resthaven Community Respite Services 31/12 Township Road, Marion SA 5043 36 Sussex Terrace, Westbourne Park SA 5041 6-8 Township Road, Marion SA 5043 5 Truro Avenue, Kingswood SA 5062 Telephone (08) 8358 3173 Resthaven Limestone Coast Community Services 17 Gordon Street, Naracoorte SA 5271 914 Pavy Drive, Naracoorte SA 5271 1/6 Davenport Street, Millicent SA 5280 Telephone (08) 8762 4389 Resthaven Marion Community Services 43 Finniss Street, Marion SA 5043 Telephone (08) 8296 4042 Resthaven Murray Bridge & Hills Community Services 88 Adelaide Road, Murray Bridge SA 5253 Shop 5, Victoria Cres, Mt Barker SA 5251 Unit 3/2, Donald St, Strathalbyn SA 5255 Telephone (08) 8531 2989 Resthaven Northern Community Services 16 Gillingham Road, Elizabeth SA 5112 Telephone (08) 8252 6811 Resthaven Western Community Services 391 Torrens Road, Kilkenny SA 5009 111 Regency Road, Croydon SA 5008 Telephone (08) 8345 0577 Resthaven Onkaparinga Community Services Suite 103, Commonwealth House Beach Road, Noarlunga Centre SA 5168 Ph: (08) 8326 3444 Resthaven Paradise & Eastern Community Services 61 Silkes Road, Paradise SA 5075 111 Hampstead Road, Manningham SA 5086 Telephone (08) 8337 4371 Resthaven Riverland Community Services 60 East Terrace, Loxton SA 5333 Telephone (08) 8584 5866

Residential Services
Resthaven Bellevue Heights 47 Eve Road, Bellevue Heights SA 5050 Telephone (08) 8278 8588 Resthaven Craigmore 200 Adams Road, Craigmore SA 5114 Telephone (08) 8254 4008 Resthaven Leabrook 336 Kensington Road, Leabrook SA 5068 Telephone (08) 8332 4333 Resthaven Malvern 43 Marlborough Street, Malvern SA 5061 Telephone (08) 8272 0222 Resthaven Marion 10 Township Road, Marion SA 5043 Telephone (08) 8296 7555 Resthaven Mitcham 48 Smith-Dorrien Street, Mitcham SA 5062 Telephone (08) 8271 0639 Resthaven Mount Gambier 24 Elizabeth Street, Mount Gambier SA 5290 Telephone (08) 8723 0911 Resthaven Murray Bridge 53 Swanport Road, Murray Bridge SA 5253 Telephone (08) 8532 1969 Resthaven Paradise 61 Silkes Road, Paradise SA 5075 Telephone (08) 8336 5444 Resthaven Westbourne Park 30 Sussex Terrace, Westbourne Park SA 5041 Telephone (08) 8271 3300

Postal Address
PO Box 327, Unley SA 5061 Email Website headoffice@resthaven.asn.au www.resthaven.asn.au

Head Oce 43 Marlborough Street Malvern, South Australia 5061 Telephone (08) 8373 0211 Facsimile (08) 8373 0976

Corporate Oces
237 Glen Osmond Road Frewville SA 5063 Telephone (08) 8433 0300 Facsimile (08) 8433 0323 202 Glen Osmond Road Fullarton SA 5063 Telephone (08) 8206 0100 Facsimile (08) 8206 0124

Residential Vacancy Inquiries:

Contact the Admissions Department Telephone (08) 8373 0211 Email inquiries@resthaven.asn.au

Community Services Inquiries:

Phone Email 1300 13 66 33 community@resthaven.asn.au

Corporate Prole at 30 June 2013

Richard Hearn Chief Executive Officer David Norton Executive Manager, Finance and Corporate Services Tina Emery Executive Manager, Residential Services Sue McKechnie Executive Manager, Community Services Des Itsines Executive Manager, People, Culture and Risk Wendy Morey Executive Manager, Workforce Development Auditor BDO Banker Westpac Banking Corporation Architect Brown Falconer Group Pty Ltd

Maintenance Services
25 Woodlands Terrace, Edwardstown SA 5039 Telephone (08) 8277 0160 For the latest information, visit:

www.resthaven.asn.au