2020 Annual Report
Our Vision
A community in which people with disability are valued and contributing members
Our Mission
To enable people with disability to Live a Good Life
A year of achievements
44 new staff employed, increasing staff numbers to 95 EFT
CHSS provided 256,790+ hours of support
1 Client supported to get their Driver’s Licence
9 new program activities included in our Community Participation Program for more choice and variety including film making, multisport, choir, craft & cooking
19 of our staff members have been with CHSS for longer than 5 years
Our big blue vans have travelled 33,945+ kms to provide supports! Enough to travel around Australia twice!
Chair and CEO Report
Steven Paul
CEO
Tom Baxter
Chair
Increasing quality accommodation and supports to clients by growing Supported Independent Living (SIL)
Generating new revenue streams
Creating a sustainable Community Participation Program (Day Program) and Drop-In supports
Ensuring staff are trained and equipped to support our clients.
“The Board and Executive would like to thank our extended CHSS family for working alongside us throughout our COVID-19 response.”
“The Board and Executive would like to thank our extended CHSS family for working alongside us throughout our COVID-19 response.”
CHSS increased its available SIL opportunities during 2020. We were excited to commence offering Short-Term and Medium-Term Accommodation options to clients for the first time.
We engaged Disability Services Consulting to review our Community Participation Program to recommend how this could become more flexible and focused on achieving client goals. The review resulted in the launch of the Community Participation Guide 2020 which received excellent feedback from clients and their families.
Our focus on compliance with the new Disability Practice Standards proved beneficial. Following a successful audit, we were approved by the NDIS Quality and Safeguards Commission as an NDIS provider until 13 December 2022, with an audit to be conducted in October 2020.
There were exciting changes to both the Board and Executive Team throughout the year. Tom Baxter joined CHSS in January 2019 as Interim CEO. Over a 10-month period he set out to ensure the ongoing strength of CHSS through building a dedicated Executive and Leadership Team, developing and implementing a strategic plan, and bringing stability to the organisation. At the end of his time as Interim CEO, Tom accepted an invitation to join the Board and was appointed Chair at the AGM in October 2019. Tracy Welsh, the previous Chair, moved to Deputy Chair. The Board recognised Tracy’s enormous contribution in leading the organisation through both good times and some challenging times too. Ismeni Currin resigned from the Board in February 2020 and CHSS welcomed a new Director, Anthony McNab, in May 2020. Steven Paul, formerly CFO, was appointed CEO in November 2019. Steven leads an experienced and committed Executive including Sam O’Dell (CFO), Carol Malcolm (Exec Mngr People & Culture), Laura Humphrey (Exec Mngr Quality & Compliance) and Lauchlan Stace (Exec Mngr SIL Development). Guided by the Board, the Executive set out to instil a values-based culture throughout CHSS. This new culture proved invaluable as the Team banded together when confronted by bushfires, floods, and COVID-19. The entire CHSS Team are to be commended on the manner in which they quickly adapted to each situation. The bushfires had a direct impact on the CHSS team, some of whom required evacuation from their homes. We closely monitored the advice from the NSW Rural Fire Service and kept all our residents safe until the danger had passed. To ensure the safety of our clients and staff, measures were implemented across the organisation during the Covid-19 period. Following government advice, limits were placed on visitors to our SIL homes and the heartbreaking decision was made to temporarily suspend our Community Participation Program. Access to the office was restricted and office staff worked from home wherever possible. The Board and Executive would like to thank our extended CHSS family for working alongside us throughout our COVID-19 response. CHSS were not eligible to receive the Federal Government Jobkeeper Package designed to assist businesses retain staff during the pandemic. Despite this, the Board and Executive made a conscious effort to not lay off staff and, in most cases, we were able to offer our team a similar number of hours to which they were working prior to the pandemic. Financially, revenue increased by 43% to $7,908,819 and we reported a surplus of $161,187. We look towards 2020-21 with a renewed energy and excitement about the future of CHSS and the opportunities to continue improving the lives of the people we support. Knowing that we are supporting people to live the life of their choice drives us to work harder, improve our systems, and strengthen our relationships with our clients and their families.
Treasurers Report
“The Community Participation Program supports clients to participate in their community while learning new skills and building independence.”
The 2019/2020 Financial Year has been transformational for CHSS. CHSS has delivered a surplus in the 2019/2020 financial year, a large turnaround from the deficit reported in 2018/19.
This was achieved by maintaining a client centric service delivery model with a focus on client choice and control.
The corporate structure and program costs were also closely reviewed in order to ensure all funding was commensurate with client goals and allocated as efficiently as possible to eliminate any waste.
The year wasn’t without its challenges, with the COVID environment presenting a unique set of circumstances. The team at CHSS pulled together to ensure any client disruption was minimal and that where possible, all services continued to be delivered.
Such was the strength of the organisation throughout this period that all staff were kept employed despite CHSS not qualifying to receive the Jobkeeper allowance.
The 2019/2020 Financial Year has been transformational for CHSS. CHSS has delivered a surplus in the 2019/2020 financial year, a large turnaround from the deficit reported in 2018/19.
This was achieved by maintaining a client centric service delivery model with a focus on client choice and control.
The corporate structure and program costs were also closely reviewed in order to ensure all funding was commensurate with client goals and allocated as efficiently as possible to eliminate any waste.
The year wasn’t without its challenges, with the COVID environment presenting a unique set of circumstances. The team at CHSS pulled together to ensure any client disruption was minimal and that where possible, all services continued to be delivered.
Such was the strength of the organisation throughout this period that all staff were kept employed despite CHSS not qualifying to receive the Jobkeeper allowance.
Statement of Profit and Loss
Despite the aforementioned challenges CHSS faced during the 19/20 financial year, revenue grew substantially from $5,517,641 to $7,908,819, an increase of 43%.
As well as growing revenue, services were delivered more efficiently throughout the organisation as a result of in-depth reviews of service delivery in all programs throughout the organisation. Wages as a percentage of revenue decreased from 99% to 83% whilst increasing client satisfaction.
The overall result for the 2019/2020 was a net surplus of $161,187.
This is in stark contrast to the net deficit of $1,233,640 post in 2018/2019.
This was a very pleasing result for the organisation in a difficult operating environment and shows the benefits of management reviewing and improving upon operations.
Balance Sheet
As at 30/06/2020 the net Assets of CHSS stand at $4,987,403. Total Liabilities stood at $1,615,007 consisting of only $1,973 dollars in borrowings.
The balance sheet positions CHSS to take advantage of future growth opportunities as well as being in a very healthy position to withstand a potential downturn in the economy in the 2021 financial year.
Trade receivables reduced substantially from the previous financial year from $655,840 down to $252,265. A strong focus was placed on a timelier billing cycle and recovery of debtors.
An advanced payment of $606,301 was received from the NDIS to help during the COVID-19 period. This was also reflected as current liability on the balance sheet. Due to the strength of the Balance Sheet the organisation had no need to access these funds throughout the financial year.
Statement of Cash Flows
Cash and Cash Equivalents as at 30/06/2020 stood at $2,517,883.
This was an increase of $1,554,417 from the previous financial year.
The large increase in cash reserves was driven by a number of factors; namely a timelier recovery of debtors, improved financial performance and the oneoff advanced payment received by the NDIS.
This healthy cash balance positions CHSS strongly moving into the 2021 financial year. The end of 2019 had the organisation in the precarious position of a $963,466 cash balance after a reduction of $2,765,733.
The operational review and service improvements have resulted in the organisation delivering a healthy surplus, which allows us to plan for future growth.
Peter Cairns
Treasurer
Meet the Team
Tom Baxter
Chair
Tracy Welsh
Deputy Chair
Peter Cairns
Treasurer
Ismeni Currin
Director
Shalla Thomas
Director
Cassandra Banks
Chair
Emma Broomfield
Director
Anthony McNab
Director
Steven Paul
CEO
Sam O'Dell
CFO
Carol Malcolm
People & Culture
Laura Humphrey
Quality & Compliance
Lachlan Stace
SIL Development
Dominic Cameron
Supported Independent living
Jacob Harvey
Drop In Support
Kelly Gray
Supported Independent Living
Michelle Morley
Paula Dowd
Rebecca Turnbull
Community Participation
Sarah Jolley
Sarah Masters
Supported Independent Living
Tonia Curan
Supported Independent Living
Hayley Groom
Supported Independent Living
Program Reports
Supported Independent Living (SIL)
CHSS currently supports 18 clients to live in a supported independent living environment across a variety of support settings. Support ranges from complex, high needs care to supports requiring minimal prompting and support for daily care needs. The SIL team comprises 80+ passionate, committed and values aligned disability support workers who operate across a 24/7 schedule to ensure clients live their best life through person centred, strengths based active supports.
The team continually focus their energies and skills to improve client outcomes, excelling during the COVID-19 context in ensuring client safety whilst still working towards client outcomes. Examples of this include virtual family and friend.
01
The supports provided include but are not limited to personal care, supported social and community participation, assistance with daily living skills such as cooking, cleaning and budgeting, supported access to medical & therapeutical appointments inclusive of integrative supports regarding behaviour supports & capacity building across the key NDIS goals for each participant.
An exciting development for CHSS and clients has been the expansion of services to providing Short-Term and Medium-Term Accommodation supports. Ranging from 2 weeks to 3 months, the temporary supported accommodation service provides clients the opportunity to be supported a new setting to enjoy some time on the lovely Coffs Coast and to determine their areas of capacity in independent living and support whilst they transition to permanent accommodation opportunities. CHSS is thrilled to expand in this area and to be able to support more clients to enjoy the experiences and opportunities this provides.
02
Community Participation Program (CPP) (Previously Day Program)
CPP supports clients to participate in their community while learning new skills and building independence. Each group activity is designed to meet individuals NDIS goals. Activities such as cooking classes, art and selfdefence enhance clients’ passions, life skills and support them to build relationships. Clients are empowered to create and run their own business through the CHSS MicroBiz Program and engage with community groups, such as the Coffs Harbour Men’s Shed or to gain work experience in their chosen field. The CPP team share many valuable skills that we use to ensure clients have the right support for their individual needs.
Drop-in Support Service (DIS)
DISS is made up of a confident and experienced team of support workers who work with individuals to understand and achieve their individual goals. DISS provides ‘in-home’ and ‘in the community’ supports to assist clients with all aspects of daily life. This can include things like learning what is involved in maintaining a tenancy, budgeting and money handling skills, life skills of cooking and cleaning, shopping, accessing activities of interest such as the gym or other recreational activities and maintain health routines, just to name a few!
DISS clients have achieved some amazing goals in 2019/2020 with inclusions into social clubs and groups (even reaching a board member level), getting a license, regaining control of health and wellbeing, attending concerts, and running successful microbusinesses. The support that the DISS team has provided to clients has enabled them to reach their full potential, and beyond!
03
Client Experience
“Given the complicated year that we have all been given due to the Coronavirus I have still been able to continue my support by attending camera club outings (Urunga wetlands/Urunga boardwalk/ Botanical gardens/Mylestom Beach/ Bowling club) and a upcoming trip to Bowraville. I have also still been able to attend social bands like Lisa Hunt with staff following all social distancing and coronavirus measures. My health and well-being has still been positive with being able to continue my exercise routine within the local pool and day to day good nutrition. This year I was elected as a Vice president of the CEX Coffs Harbour Camera Club which has been a great experience for me and has given me great understanding of the club. Thank you for the support provided. Greatly appreciated.”
– David
Sophie runs a MicroBiz that bakes and sells biscotti, baklava, and shortbread to local businesses. Do you have a microbusiness?
I do, it’s called Sophie’s Sweets. I make sweets.
How did you get the idea to start your business?
It’s been so long ago, I think it was probably from Michelle.
What does your business involve?
I have to measure out the flour and sugar for cookies and Beatrice helps me by putting it in the oven… and I package it… I’ve learnt budgeting skills
What’s your experience with CHSS?
It’s been a very positive experience, thank you.
Do you feel supported by your staff?
Yes I do.
Staff Experience
Katie
Dan
Strategic Plan
SIL Growth
GOALS
- Source new SIL properties
- Fully occupy current SIL houses
- Be recognised as a bestpractice SIL provider
ACTIONS
- Promote SIL services
- Develop best practice SIL service model
- Develop preferred property specification
Community Participation Program & Drop-In Support Sustainability
GOALS
- Achieve industry/market sustainability benchmarks
- Meet client program flexibility expectations
ACTIONS
- Undertake service review
- Develop clear service/program definitions and communicate effectively to our markets
- Explore local service hubs
New Revenue
GOALS
- Meet allied health/behaviour support demand
- Identify new revenue opportunities totalling 10% of total revenue
- Target grants to support innovation initiatives
ACTIONS
- Conduct a feasibility study on the creation of an allied health service
- Develop a family engagement strategy to support transition of home-based clients to SIL support
- Develop an employee skills and experience matrix that could support revenue diversification opportunities
Enabling
GOALS
- Values aligned across business with commitment to call out adverse behaviour by all staff and clients
- Employer of choice as evidenced by retention and engagement
- Best practice quality and operating systems embedded and evidence-based
ACTIONS
- Implement NDIS audit recommendations
- Develop and implement continuous improvement action plans
- Develop an evidence-based performance framework utilising a business intelligence platform
- Increase brand awareness
Financial Report
“The support that the Dropin Support team has provided to these participants has allowed them to reach their full potential, and beyond!”
| REVENUE | 2020 | 2019 |
|---|---|---|
| Government Funding - DOH | $84,348 | $82,251 |
| NDIS Income | $7,524,875 | $5,014,740 |
| Rental Income | $162,679 | $152,232 |
| Other Income | $136,917 | $268,418 |
| TOTAL REVENUE | $7,908,819 | $5,517,641 |
| EXPENDITURE | 2020 | 2019 |
|---|---|---|
| Employment Costs | $6,593,399 | $5,495,922 |
| Programme and Administration Costs | $1,056,832 | $1,171,066 |
| Depreciation & Amortisation | $97,401 | $84,293 |
| TOTAL EXPENDITURE | $7,747,632 | $6,751,281 |
| NET OPERATING SURPLUS | $161,187 | -$1,233,640 |
|---|
Statement of Financial Postiton as at 30th June 2020
ASSETS
| CURRENT ASSETS | 2020 | 2019 |
|---|---|---|
| Cash and cash equivalents | $2,517,883 | $963,466 |
| Trade and Other receivables | $252,265 | $655,840 |
| Other Assets | $9,113 | $53,837 |
| TOTAL CURRENT ASSETS | $2,779,261 | $1,673,143 |
| NON CURRENT ASSETS | 2020 | 2019 |
|---|---|---|
| Property, plant and equipment | $3,873,406 | $3,868,026 |
| TOTAL NON CURRENT ASSETS | $3,873,406 | $3,868,026 |
| TOTAL ASSETS | $6,652,667 | $5,541,169 |
|---|
LIABILITIES
| CURRENT LIABILITIES | 2020 | 2019 |
|---|---|---|
| Trade and other payables | $708,525 | $479,053 |
| Borrowings | $1,973 | $1,490 |
| Employee Benefits | $298,208 | $192,854 |
| Other Financial Liabilities | $606,301 | $0 |
| TOTAL CURRENT LIABILITIES | $1,615,007 | $673,397 |
| NON CURRENT LIABILITIES | 2020 | 2019 |
|---|---|---|
| Employee Benefits | $50,526 | $41,555 |
| TOTAL NON CURRENT LIABILITIES | $50,526 | $41,555 |
| NET ASSETS | $4,987,134 | $4,826,217 |
|---|
EQUITY
| EQUITY | 2020 | 2019 |
|---|---|---|
| Balance as at 1st July 2019 | $4,826,217 | $6,059,857 |
| Surplus/(Deficit) for year | $161,187 | -$1,233,640 |
| TOTAL EQUITY | $4,987,404 | $4,826,217 |