2013 Annual Report

2013ANNUAL REPORT

To make a difference in the lives of people in our community

OUR VISION

Providing practical HomeLiving services that promote choice, lifestyle and independence

OUR PURPOSE

Adssi HomeLiving Australia 2013 ANNUAL REPORT03

CONTENTS

17Financial Statements

Chair, Treasurer & CEO Report

07

CONTENTS

Directors’ Report

09

16

A Snapshot

04The Year in Review

05

Discussion and Analysis of the

Financial Statements

Adssi HomeLiving Australia 2013 ANNUAL REPORT 04

A SNAPSHOT

AREA OF BUSINESS DESCRIPTION/NUMBERClients 4,360 (plus approx 5,000 VHC)Employees 87Volunteers 18Business Partners 46

Areas of delivery The Central Coast, Northern Sydney and the HunterServices • Home Care Packages

• Domestic Assistance• Social Support• Respite Programs• Linen Service• ComPacks (Home from Hospital Care)• Garden and Lawn Maintenance• Case Management • Veterans’ Home Care Assessment Agencies• Occupational Therapy • Private (user pays) services • Building Services

Total income for 2013 $9.35 MillionNet assets $1.36 MillionStandards Compliance In 2012-13 the Department of Health and Ageing

(DoHA) reviewed Adssi HomeLiving Australia’s HACC, NRCP and CACP programs for compliance with the Community Care Common Standards. Our Building Services Department was audited against ISO9001.The organisation is compliant with government funding requirements, environmental standards, and WHS legislation.


2012-13 has been a year characterised by change as Adssi HomeLiving Australia moves to position itself as a community business able to achieve ongoing sustainability in a competitive market.

In conjunction with the successful launch of our new corporate identity in August 2012, we rolled out a new centralised client management system, Carelink+, to better manage customer records and achieve operational efficiencies. We also established a customer service department to deliver intake and rostering services, and provide a central point of contact for all clients.

In December we were advised by the Department of Veterans’ Affairs of our successful tender to deliver assessment services to eligible veterans through two Veterans’ Home Care Assessment Agencies in Northern Sydney and in the Hunter. We reorganised staff internally and recruited 4 new team members bringing the total number of staff in the agency to 8 plus a manager.

We were also successful in our submission to retain our ComPacks funding which supports patients with case management and home care services for up to 6 weeks post hospital discharge.

In January we welcomed a Marketing Manager whose role is to raise the profile of Adssi HomeLiving Australia as a high quality, responsive and innovative community business. Since then we have enjoyed frequent radio time and print media coverage, connected with many agencies and businesses on the Central Coast, Northern Sydney and in the Hunter, developed a marketing blueprint for the future, and established a social media presence through Facebook and LinkedIn.

As part of our commitment to high quality customer service, we redesigned our assessment processes and introduced individual support plans based on person-centred enablement principles. We trained our staff and developed and rolled out associated policies and procedures to enhance the independence of our clients while providing the support they need to remain living safely at home.

Our organisational structure has continued to evolve with the creation of team leader positions that support and empower staff to work closely with clients to achieve their individual goals.

During this year the Department of Health and Ageing reviewed our quality and compliance with the Community Care Common Standards, and our Building Services Department was audited against ISO9001. Our new Quality Manager commenced in May and has redesigned our Quality Management System, reviewed our risk management and quality improvement plans, and contributed to work health and safety processes and meetings.

THE YEAR IN REVIEW


For the first time we submitted an entry in the national Hesta Aged Care Awards in the Team Innovation category. Our Safe Access and Eco Garden Project was the only New South Wales finalist and the team is very proud to be recognised alongside innovative professionals from across the country.

Wyong Shire’s ClubGRANTS provided us with a $7,500 grant for the Living Safely at Home project, which will enable us to help around 30 clients waiting for occupational therapy assessments for home modifications.

With the development of a new strategic plan for the next 3 years, we are well placed to meet the changes that will continue to occur in the sector over this period, while maintaining our focus on our core business of making a difference in the lives of people in our community.

With the development of a new strategic plan for the next 3 years, we are well placed to meet the changes that will continue to occur in the sector over this period.

Safe Access and Eco Garden project Hesta Aged Care Awards Night


We are very pleased to report to you on Adssi HomeLiving Australia’s (AHLA’s) achievements over the last 12 months. As a Board and organisation, we are passionate about the services that we provide to our clients. We feel privileged to be part of clients’ everyday lives and understand what a difference our services can make to them.

We would like to take this opportunity to acknowledge our funding bodies for providing AHLA with the opportunity to deliver many thousand hours of service in the last 12 months. Thank you to our local community businesses, suppliers and consultants who support the organisation and our clients every day.

Growth in revenue this year (over 7% to almost $9.5 million) translates into extra services for our clients – which is our core business. Our successful tender for Veterans’ Home Care assessment agencies on behalf of the Department of Veterans’ Affairs expanded the areas in which AHLA’s services are delivered to include the Northern Sydney and Hunter regions. This growth in both revenue and areas of service was in line with our strategic objectives.

Our 2010 – 2013 Strategic Plan was finalised this year with the organisation successfully reaching all milestones. In consultation with stakeholders, including our staff and clients, the Board developed a new Strategic Plan to guide the organisation over the next 3 year period. There will be many changes in the aged and disability sectors over this period, making it imperative that the organisation proactively prepares for changes in funding, services, and for increased competition. The Board also sees this period as one that provides enormous opportunities for AHLA to grow and increase its services through expansion in funding, increased brand awareness and considered strategic partnerships. The Board is committed to ensuring our services remain relevant to the changing needs and preferences of clients, and that the business continues to grow and remain financially viable.

Financially, a modest surplus of almost $85,000 was generated. Equity increased to $1.36 million and the balance sheet strengthened through the purchase of 3A Pioneer Avenue, Tuggerah, with non-current assets increasing to over $2.5 million.

There have been no changes to the Board in the last 12 months – with the same team of 7 Directors. Thank you to a very committed team for their support, interest and belief in a great organisation.

Our staff increased this year to 87, mainly as a result of our decision to increase the number of our community support workers. Thank you to this dedicated group for the many hours of service they have delivered to our clients. AHLA is also supported by a very loyal band of volunteers who assist the organisation in a number of ways – in the office, the workshop, at men’s group, social outings and with one on one visits with clients. This group gives up their time so generously because they believe in the difference that these services make to clients’ lives. Thank you to this very special group.

CHAIR, TREASURER &

CEO REPORT


This year, we continued to increase the number of services that we provide commercially. The profit generated from these services allows us to support additional clients. We also improved our systems, established a social media footprint and continued to network with other organisations both locally and regionally.

2013 will be the first year under our new Strategic Plan. We look forward to the challenges and opportunities it will provide to us. We look forward to being part of our clients’ every day lives and providing them with the types of services that they value.

A comprehensive overview of our services as well as up to date news, events and job vacancies can be found at www.adssihomeliving.com.au

Jenni Allan - Chief Executive Officer

Ralph Brown - Treasurer

Stephen Cook - Director and Chair

Adssi HomeLiving Australia’s Bus


DIRECTORS’ REPORT

Your Directors present their report on the company for the financial year ended 30 June, 2013.

DIRECTORS

The names of the Directors in office at any time during, or since the end of the year are:

Stephen Cook Adele JohnsRalph Brown Mark BatemanPamela Woolfe Susan GuestClive Blunt

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

PRINCIPAL ACTIVITY The principal activity of the company during the financial year has been to coordinate and/or provide support services to the frail aged, people living with disabilities and the carers of those people.

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

OPERATING RESULTS The profit of the company for the financial year amounted to $84,751 (2012: $204,407). The company is exempt from income tax.

REVIEW OF OPERATIONS

Adssi HomeLiving Australia (AHLA) provided services through 18 programs to approximately 9,000 clients. It received funding for an additional program funded by Department of Veterans’ Affairs as well as for expansion of a number of existing programs during the year. In consultation with key stakeholders, the Board, informed by the significant Government reform agenda, reviewed its strategic direction. A new Strategic Plan for 2013-2016 was developed. AHLA purchased the building where it is located and continued to expand its community support workforce.


SHORT AND LONG TERM OBJECTIVES AHLA’s strategic initiatives under the Strategic Plan 2013-2016 focus on 5 core business areas: • Our Clients Providing exceptional service across all our programs; promoting choice, lifestyle and independence, and increasing our use of technology.

• Our People Supporting and developing our Board, our staff and our volunteers with enhanced tools and processes, and planning for future workforce requirements.

• Our Systems Developing and refining our systems to support our service delivery; investigating mobile services, and refining our tender management system.

• Our Quality Enhancing our quality management system and processes; developing an accreditation strategy, and maintaining our focus on organisational risk.

• Our Services Ensuring our services remain relevant to clients; expanding our services, and delivering services to our clients that they have identified as important to them. Deliverables under Year 3 of our Strategic Plan 2010-2013 were achieved. These included increasing revenue and geographical areas of service delivery; identifying and developing strategic partnerships; strengthening the balance sheet through ownership of the Pioneer Avenue building; providing relevant and high quality services to more clients, and further development of IT systems across all programs.

STRATEGY FOR ACHIEVING FUTURE OBJECTIVES

Year 1 of the new Strategic Plan will focus on providing exceptional client centred and enabling services across all programs; supporting staff through changes required under Government reform; improving the efficiency of systems and reviewing the business model to ensure that it supports sector change, clients’ preferences and financial viability.

KEY PERFORMANCE INDICATORS

Key Performance Indicators for Strategic Projects under Year 1 of the Strategic Plan include specific qualitative and quantitative data and reports. This information is presented to AHLA’s Board on a quarterly basis. Operational key performance indicators include service outputs under funding agreements that are reported by relevant departments as required, generally on a quarterly basis, and bi-annual and annual financial acquittals and reports.

SIGNIFICANT CHANGES DURING THE YEAR Following the Government’s decision to tender for ComPacks program funding in NSW, AHLA successfully maintained program funding to provide services to eligible local clients being discharged from hospital. AHLA was also successful in its tender for Department of Veterans’ Affairs funding for Veterans’ Home Care Assessment Agencies for the Hunter and Northern Sydney areas. This program provides support to over 5,000 eligible veterans and war widows each year.

Other significant changes this year included the employment of dedicated Marketing and Quality Managers. These appointments provide AHLA with the capacity to focus on communication with all stakeholders particularly clients, to ensure they receive the services that are important to them, and that these services are high quality services that are delivered consistently across the organisation.


AFTER BALANCE DATE EVENTS

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

FUTURE DEVELOPMENT

Purchase of a new Quality Management System in 2013 will provide efficiencies and consistency of processes. A new telephone system will be installed to allow cost savings to be realised and to provide a more interactive experience for clients. AHLA will recruit additional community support workers over the 2013-2014 year and will increase its use of mobile technology. Internal processes will be reviewed and modified to facilitate the delivery of consumer directed care packages.

ENVIRONMENT ISSUES

Work Health and Safety Management System:AHLA maintains effective WHS policies, practices and procedures to ensure ongoing compliance with WHS legislation. Home Care Standards:AHLA was reviewed against the Home Care Standards in 2012-2013 and was determined to be compliant. Quality: AHLA’s Building Services Department was audited against the ISO9001:2008 Quality Management Standard in 2013 and was determined to be compliant. Environmental Management System Accreditation:AHLA complies with Government funding requirements and continues to improve environmental systems that are accredited under NSW Environmental Management System Guidelines.

INDEMNIFYING OFFICER OR AUDITOR

During the year, the company affected a directors’ and officers’ liability policy. The insurance policy provides cover for the directors named in this report, the company secretary, officers and former directors and officers of the company.

This policy prohibits the disclosure of the nature of the indemnification and the insurance cover, and the amount of the premium.

No indemnities have been given or insurance premiums paid, during or since the end of the financial year, for any person who is or has been an officer or auditor of the company.


QUALIFICATIONS Formal: 1. Certificate IV in Corporate Governance 2. Certificate IV in Management and Team Leadership 3. Internal Auditing - SAI Global 4. OHS for Supervisors and Line Managers 5. Grievance Handling - Anti Discrimination Board NSW 6. Equal Employment and Harassment Prevention - Anti Discrimination Board NSW 7. Instructor of Lean Manufacturing - CTPM Industry: SPECIAL RESPONSIBILITIES

Meetings Board AGMService Quality and Clinical Governance

Subcommittee

Governance Subcommittee

Finance Subcommittee

Attendance 10 1 1 1 1

Possible 11 1 1 1 1

INFORMATION ON DIRECTORS

Board Chair / Service Quality and Clinical Governance Subcommittee / Governance Subcomittee / CEO Recruit, Review, Remuneration Committee

1. Member Australian Institute of Company Directors (MAICD)

STEPHEN COOK

QUALIFICATIONS Formal: 1. Bachelor of Health Administration BHA (NSW) 2. Accounting Certificate FCPA Industry: 1. Associate Fellow Australasian College of Health Service Management (AFACHSM) 2. Fellow , Australian Society of Certified Practising Accountants SPECIAL RESPONSIBILITIES Treasurer / Chair Finance Subcommittee

RALPH BROWN


Subcommittee



Attendance 7 1 n/a n/a 7

Possible 11 1 n/a n/a 11


PAMELA WOOLFEQUALIFICATIONS Formal: 1. Bachelor of Nursing 2. Registered General Nursing Certificate 3. Midwifery Certificate 4. Master of Nursing Research Industry: 1. Director of Community Nursing (Retired) SPECIAL RESPONSIBILITIES


Subcommittee



Attendance 10 1 1 n/a 1

Possible 11 1 1 n/a 1

CLIVE BLUNT


Subcommittee



Attendance 9 0 n/a n/a n/a

Possible 11 1 n/a n/a n/a

QUALIFICATIONS Formal: 1. Master Business Administration (Monash 1992) 2. Certified Sustainability Advisor 3. Certified MBTI Practitioner 4. Certified Six Sigma Practitioner Industry: 1. Australian Sales Institute - Senior Associate 2. Australian Institute of Credit Management - Affiliate 3. Australian Prudential Authority - Member 4. Australian Institute of Management - Member SPECIAL RESPONSIBILITIES

INFORMATION ON DIRECTORS (CONT)

Chair Service Quality and Clinical Governance Subcommittee

Vice Chair Board (Feb 2012 - Current) / CEO Recruit, Review, Remuneration Committee


ADELE JOHNS


Subcommittee



Attendance 6 0 n/a n/a 6

Possible 11 1 n/a n/a 11

QUALIFICATIONS Formal: 1. Assessment & Workplace Training Certificate IV 2. Associate CPA 3. Certificate IV Management and Team Leadership 4. Bachelor of Commerce 5. Advance Commerce Certificate 6. Advance Secretarial Certificate Industry: 1. Fellow School for Social Entrepreneurs 2. Executive & Committee Member - various Community Service NFPs

SPECIAL RESPONSIBILITIES Vice Chair Finance Subcommittee

MARK BATEMAN


Subcommittee



Attendance 9 1 n/a n/a n/a

Possible 11 1 n/a n/a n/a

QUALIFICATIONS Formal: 1. Registered Nurse 2. Intensive Therapy / Care Certificate 3. Certificate IV in Frontline Management 4. Real Estate Institute of NSW Certificate of Registration 5. OH&S Consultation

Industry: Previous - CEO/DON roles in Private Hospitals, Business Development Manager Current - Residential Aged Care Manager



RELATED PARTY TRANSACTIONS

These transactions occurred in the usual course of business at the usual community rate.

a) During the year, subcontractors who were related to AHLA staff, provided services to AHLA clients under a brokerage agreement at commercial rates as arm’s length transactions in accordance with AHLA policies and procedures.

b) During the year, services were provided to clients of AHLA who are relatives of staff members in accordance with AHLA policies and procedures.

MEMBERS’ LIABILITY

In the event of the winding up of the company, each member is liable to contribute $2 to the outstanding liabilities of the company. The members’ liability in the event of the company being wound up is $16, as there are 8 members.

NON-AUDIT SERVICES

The amount paid to the auditor for non-audit services provided during the financial year by the auditor are:

Name of Firm Amount Nature of Service Bishop Collins $19,454 Management Accounting (Other Services) The Directors are satisfied that the provision of non-audit services during the financial year: - is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001; and- did not compromise the auditor independence requirements of the Act, because of the nature of the activity and the amount involved. The above statements are made in accordance with the advice provided by the company’s Finance Subcommittee.

SUSAN GUEST


Subcommittee



Attendance 11 1 n/a 1 5

Possible 11 1 n/a 1 5

QUALIFICATIONS Formal: 1. Accounting Certificate 2. OH&S Consultation 3. Financial Planning Principle and Practice 4. Diploma of Financial Markets Industry: 1. Member Australian Institute of Company Directors (MAICD) 2. Institute of Internal Auditors 3. Securities Institute of Australia SPECIAL RESPONSIBILITIES Chair Governance Subcommittee/ CEO Recruit, Review, Remuneration Committee



FINANCIAL STATEMENTS

DISCUSSION AND ANALYSIS OF THE

Information on ADSSI Limited trading as Adssi HomeLiving Australia

FINANCIAL REPORT

This financial report is an extract from the General Purpose Financial Statements for the year ended 30 June 2013. The discussion and analysis are provided to assist members in understanding the financial report. The financial statements and disclosures in the financial report have been derived from the audited 2013 financial report of ADSSI Limited. This financial report is unaudited and a copy of the full General Purpose Financial Statements and Auditor’s Report will be made available to any member, upon request.

STATEMENT OF COMPREHENSIVE INCOME

The net surplus from ordinary activities was $84,751. This compares to a surplus of $204,407 from the previous year. A number of operational expenses increased this year, including costs associated with rebranding; materials purchased on behalf of clients under the home modifications and maintenance program, and depreciation and finance costs in relation to the land and building that was purchased. The increase in employee costs reflects the increased amount of services provided to clients this year. Leasing costs, professional services and bad debts expenses decreased this year.

Revenue increased by $618,477 (7.08%) to $9,353,826 compared to $8,735,349 in 2012. Increased recurrent grant income was received for existing programs as well as new funding from Department of Veterans’ Affairs. The increased funding was used to provide additional client services. As a result of these additional services, client contributions also increased this year. Non recurrent income of $393,496 was received compared to $293,923 in 2012.

STATEMENT OF FINANCIAL POSITION

The statement of Financial Position shows the company in a strong position as at 30 June 2013 with excess assets of $1,361,640, compared to $1,276,890 in 2012. The balance sheet was strengthened through the purchase of land and building with non-current assets increasing to $2,503,759 compared to $810,998 in 2012. Non-current liabilities increased to $1,366,274 compared to $133,881, reflecting the mortgage taken out to support the land and building purchase.

STATEMENT OF CASH FLOWS

There was a net increase of $53,484 in cash held this year due to positive cash flows from both operating and financing activities. The negative cash flow from investing activities reflects the outflow of cash for the purchase of the land and building.


Note 2013 ($) 2012 ($)

Revenue 2 9,334,341 8,699,164

Other income 2 19,485 36,185

9,353,826 8,735,349

Audit, Legal and Professional Services (46,740) (97,594)

Advertising expenses (59,591) (14,215)

Bad and doubtful debt expenses (17,208) (22,261)

Client expenses (2,878,739) (2,903,498)

Computer expenses (95,249) (71,464)

Depreciation and amortisation expenses (193,828) (141,905)

Employee benefits expenses (4,211,823) (3,571,085)

Finance costs (54,873) -

Loss on disposal of non current assets (1,484) -

Materials (142,857) (102,575)

Motor vehicle expenses (142,807) (149,576)

Non recurrent expenses (182,032) (122,348)

Occupancy expenses (163,583) (265,159)

Subcontract labour (610,955) (727,188)

Insurances (174,526) (149,002)

Other expenses (292,780) (193,072)

Profit before income tax 84,751 204,407

Income tax expense - -

Profit for the year 84,751 204,407

Other comprehensive income after tax - -

Total comprehensive income for the year 84,751 204,407

Total comprehensive income attributable to members of the entity

84,751

204,407

STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2013

FINANCIAL STATEMENTS


2013 ($) 2012 ($)

STATEMENT OF FINANCIAL POSITIONFOR THE YEAR ENDED 30 JUNE 2013

ASSETS

CURRENT ASSETS

Cash and cash equivalents 93,690 40,206

Trade and other receivables 356,674 282,318

Financial assets 905,425 1,548,671

Other current assets 33,802 23,612

TOTAL CURRENT ASSETS 1,389,591 1,894,807

NON-CURRENT ASSETS

Property, plant and equipment 2,422,427 708,266

Intangible assets 81,332 102,732

TOTAL NON-CURRENT ASSETS 2,503,759 810,998

TOTAL ASSETS 3,893,350 2,705,805

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 1,044,225 1,177,610

Provisions 121,211 117,424

TOTAL CURRENT LIABILITIES 1,165,436 1,295,034

NON-CURRENT LIABILITIES

Financial liabilities 1,235,593 -

Provisions 130,681 133,881

TOTAL NON-CURRENT LIABILITIES 1,366,274 133,881

TOTAL LIABILITIES 2,531,710 1,428,915

NET ASSETS 1,361,640 1,276,890

EQUITY

Retained earnings 1,361,640 1,276,890

TOTAL EQUITY 1,361,640 1,276,890


STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2013

Balance at 1 July 2011 1,072,483 1,072,483

Profit attributable to members 204,407 204,407

Balance at 30 June 2012 1,276,890 1,276,890

Profit attributable to members 84,751 84,751

Balance at 30 June 2013 1,361,641 1,361,641

Retained earnings ($) Total ($)

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from clients 2,031,836 1,745,020

Payments to suppliers and employees (8,850,062) (8,638,180)

Interest received 76,912 125,371

Borrowing costs paid (54,873) -

Receipts from government grants 6,839,420 6,628,080

Net cash provided by (used in) operating activities 43,233 (139,708)

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from sale of property, plant and equipment 96,700 152,550

Proceeds from sale of investments 643,246 -

Payments for property, plant and equipment (1,965,288) (397,904)

Payments for investments - (33,676)

Payments for intangibles - (107,000)

Net cash used in investing activities (1,225,342) (386,030)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from borrowings 1,295,000 -

Repayment of borrowings (59,407) -

Net cash provided by financing activities 1,235,593 -

Net increase (decrease) in cash held 53,484 (525,738)

Cash at beginning of financial year 40,206 565,944

Cash at end of financial year 93,690 40,206

2013 ($) 2012 ($)

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2013


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2013

1. STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES

The financial statements are for ADSSI Limited trading as Adssi HomeLiving Australia as an individual entity. ADSSI Limited trading as Adssi HomeLiving Australia is a company limited by guarantee, incorporated and domiciled in Australia. The functional currency of the entity is Australian dollars.

BASIS OF PREPARATION OF THE FINANCIAL REPORT

ADSSI Limited trading as Adssi HomeLiving Australia has elected to early adopt the pronouncements AASB 1053: Application of Tiers of Australian Accounting Standards and AASB 2010-2: Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements to the annual reporting period beginning 1 July 2010.

The financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards - Reduced Disclosure Requirements of the Australian Accounting Standards Board and the Corporations Act 2001. The financial report also complies with International Financial Reporting Standards.

Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions. Material accounting policies adopted in the preparation of the financial statements are presented below and have been consistently applied unless otherwise stated.

The financial statements have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities.

ECONOMIC DEPENDENCE

ADSSI Limited trading as Adssi HomeLiving Australia is dependent upon the Department of Family and Community Services - Ageing, Disability and Home Care, Department of Health and Ageing, NSW Ministry of Health (Health Administration Corporation) and Department of Veterans’ Affairs for the majority of its revenue used to operate. At the date of this report the Board of Directors has no reason to believe these funding bodies will not continue to support ADSSI Limited trading as Adssi HomeLiving Australia.

The financial statements were authorised for issue on 17th day of September 2013 by the Directors of the Company.

DIRECTORS’ DECLARATION

The Directors of the Company declare that the financial report of ADSSI Limited, as set out on pages 17 to 21, is an extract from the full financial report for the year ended 30 June 2013 and has been derived from and is consistent with the full financial report of ADSSI Limited.

This declaration is made in accordance with a resolution of the Board of Directors.

Stephen Cook - Director Clive Blunt - Director

Dated this 17th day of September 2013


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2013

2. REVENUE AND OTHER INCOME

REVENUE

Revenue from Government Grants and Clients

Government Grants 7,209,049 6,791,012

Fees and Client Contributions 1,907,273 1,684,572

9,116,322 8,475,584

Other revenue:

Interest received 76,912 125,371

Other revenue 141,107 98,209

218,019 223,580

Total revenue 9,334,341 8,699,164

OTHER INCOME

Profit on sale of fixed assets 19,485 36,185

Total other income 19,485 36,185

Total revenue and other income 9,353,826 8,735,349

INTEREST REVENUE FROM:

Interest received - financial institutions 76,912 125,371

OTHER REVENUE FROM:

Sundry income 106,707 85,336

Rebates 7,708 972

Workers compensation recovery 26,692 11,901

Total other revenue 141,107 98,209

2013 ($) 2012 ($)

2013 Annual ReportAdssi HomeLiving Australia

P 1300 578 478 F 02 4353 3804A 3A Pioneer Avenue, Tuggerah Business Park, Tuggerah NSW 2259

E [email protected] W www.adssihomeliving.com.au

ABN 22 119 632 825

2013 Annual Report

Documents

Transcript of 2013 Annual Report