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2017-2018

ANNUAL REPORT

Sylvan Glades Inc.

Formerly Monbulk & District Elderly Persons Homes

Sylvan Glades Inc.

A0018483C ABN 51 445 386 189 P.O. Box 90, Monbulk VIC 3793

Tel: 03 9752 1806 Email: [email protected] www.sylvanglades.com.au

Annual Report 2017-2018 ABN 51 445 386 189 A0018483C 2

Postal: PO Box 90, Monbulk VIC 3793

Registered Address: 15 Anderson Road, Monbulk VIC 3793

Telephone: 03 9752 1806

Email: [email protected]

Web: www.sylvanglades.com.au

Location: 15 Anderson Road, Monbulk VIC 3793 and 425 Monbulk Road Monbulk Vic 3793

A special place - In a special environment

The ideal of beauty is

simplicity and tranquillity.”

Johann Wolfgang Von Goethe

http://www.sylvanglades.com.au/

_________________________________________________________________________ Annual Report Sylvan Glades Inc. 2017-2018 ABN 51 445 386 189- A0018483C 3

Our mission

Our vision

The principal purpose of the Association is to provide quality independent living at an

affordable price for members of the community who are 55 years or older, have retired

from full time employment, able to live independently and:

to directly provide a recreation area to enhance the quality of life for people

living within the village;

to maintain a safe environment;

to develop and maintain a sustainable organization;

to maintain best practice now and into the future;

to work in partnership with members of the community and other agencies to Improve

the quality of life of those who live in the village and the Association will be run on a

"not for profit" basis

Original vision from 1970’s as stated in 1999 Constitution document

The object of the Home shall be-

a) To provide charitable relief to aged persons by providing permanent facilities

for their daily accommodation and care within the institution, stipulating that,

in premises, for which a grant under the Commonwealth Aged or Disabled

Persons' Homes Act 1954 has been received, only aged persons as defined in

that Act will be admitted.

b) To ascertain the needs and plan services which, in the Committee's opinion

will provide for the economic, social and recreational well-being of the residents.

c) To do all things as are conducive or incidental to the attainment of the

above objects or any part of them.

Our History

Sylvan Glades began as MONBULK ELDERLY PEOPLE'S HOMES through the initiative

of local residents, Rotary Club of Monbulk and Greg Keogh, the local Monbulk Medical

Doctor.


Our Robin Boyd Connection: -

A sense of experimentation was developing in the 60s and Boyd was commissioned

by Lend Lease to design their Appletree Hill Estate in Glen Waverley, Isador Majid’s

visionary Fountain Gate Estate on the fringes at Narre Warren and an Elderly persons

Village in Monbulk.

So, our early homes were constructed and were designed by the premier Australian

Architect, Robin Boyd. Recognizing the need to provide affordable accommodation

for elderly people within their community, a group of local Residents established a

Committee to develop and later manage this community owned facility. Robin Boyd

was commissioned to master plan the chosen site, providing for 32 units and a

Community Centre. As funds were sourced, 18 units were progressively completed

to Boyd's original designs, in five stages, by 1973. The complex was finally

completed by another architect after Boyd's death. Today there are 29 individual

homes, about half being two bedrooms and the others one bedroom.

The Committee has a balanced membership of five community members and 2

Resident members. Our Rules has this balance fixed at the ratio of Community

members to Residents, although this was not how the original Committee was formed.

There are happy relationships at Sylvan Glades, with harmonious connections

between Residents and a sense of community with the Committee and wider Monbulk

and district Community.

Sylvan Glades has provided a home for many local people and the commitment is to

ensure that the success of the past 40+ years is maintained.


CONTENTS

Our mission 3

Our vision 3

Our history 4

Section 1 – An overview of Sylvan Glades Inc

About us 7

Our people 8

Section 2 – Governance

Structure & management 10

President’s report 11

Secretary’s Report 12-13

Our Objectives and Activities 13

Waste Water & Treatment Plant Report 14-15

Section 3 – Our Finances

Treasurer’s report 16-19

Village maintenance and unit rectifications report 2018 19

Responsible persons’ declaration 20 - 21

All registered charities must meet the following obligations to the ACNC.

Listed and Certifications 22

Register of Responsible Persons Statement 22

Record Keeping Checklist 23

Risk Management Certification 24

Certification of Governance Standards 25

Auditor’s statement [Separate PDF of Financial Reports] 26

Financial statements 26 - 32

Section 4 – Our other important information 33

Acknowledgements 33

How you can help 33

Contact us 33

Financial Reports [See Separate PDF]

Section 1 An Overview of Sylvan Glades Inc

_____________________________________________________________________________________ Annual Report Sylvan Glades Inc. 2017-2018 ABN 51 445 386 189- A0018483C 6



ABOUT US



OUR PEOPLE

Board members/Trustees

Name Position Dates acted

(if not for whole year)

Philippa Kalkipsakis President Full Year

Dorothy Petrie [Vice- President Full Year

Raymond Yates Secretary/Treasurer Full Year

Cheryl Hibgame Community Member Full Year

Doug Elliott Resident Member Full Year

Les Brett Resident Member Full Year

Terrence McMullan Community Member Resigned March 2018

Executive Officer

Liane Paynter

All Board Members/Committee are volunteers

Philippa Kalkipsakis

President

Dorothy Petrie

Ray Yates Secretary/Treasurer

Cheryl Hibgame

Community Member

Les Brett

Resident Member

Terrence McMullan

Community Member

Photo not available

Doug Elliott

Resident Member

Liane Paynter

Executive Officer

Annual Report Sylvan Glades Inc. 2017-2018 ABN 51 445 386 189- A0018483C 9


SECTION 2 GOVERNANCE

STRUCTURE & MANAGEMENT

Sylvan Glades Inc is registered with the Australian Charities and Not-for-profits Commission (ACNC).

Sylvan Glades is governed by its Constitution as a Not for Profit Charity registered organization community organization.

The organization, being community based, is administered by a Committee of Management. Committee members are

appointed according to our Association rules. The duties. Among other requirements, include:

• maintaining the association’s financial viability

• ensuring the association's purposes are being achieved

• keeping up to date with legal requirements

• signing contracts on the association’s behalf.

• Maintenance and of all assets and buildings and utilities

Specifically, committee members’ functions under the Act include:

• ensuring an annual general meeting is held within five months of the end of the association’s financial

year

• submitting a financial statement that covers the full financial year, which gives a ‘true and fair’ view of

the association’s financial affairs, to members at the annual general meeting

• overseeing the association’s financial affairs. This includes making sure the association does not continue

to operate if it is insolvent

• appointing a new secretary within 14 days, if the position becomes vacant

• returning all documents that belong to the association within 28 days of ceasing to be a committee

member.

AND

CONFLICT OF INTEREST POLICY -SEE PAGE 31

FINANCE MANGEMENT POLICY – SEE PAGE 33


PRESIDENT’S REPORT

President’s Annual Report for AGM 2018.

Our Association is running smoothly. Protocols regarding the general running of the Village are working. Both last year

and this year we have picked up numerous areas where maintenance has not been attended to in a timely manner. These

problems are now being addressed. It is a game of catch-up and at the same time we are focusing on the general

maintenance that will always appear, usually at inconvenient times for the Resident!

There have been some stressful times with mediation running its course. Such happenings take valuable time and effort

that we would prefer to use in concentrating on matters of importance to the whole Village Community.

We have said goodbye to some Residents over the past year. David Morris, Ann Rickard, Iris Marriott, Sheila and Gordon

Pearce, Jean Dekkers and Dot Fitzgibbon. I understand they have all settled into their new homes. We wish them well.

Meanwhile, we now have some new Residents and I hope they are settling in and enjoying what the Village has to offer.

These are Ilona Schumann, Bob & Marie Barnbrook, Alan Rutherford, Marianne Kovassy, Trish Van Bremen. Joy

Southall and Gayen Hawes, Ron Sheppard with Steve Pollock about to join us. We are delighted to welcome you all.

Terence McMullan, a Community member on the Committee, resigned for health reasons but is still interested in our slow

but steady progress. We have recently added a new Community member to our list, Patrick Murray. He works in a

similar field but would like to give back to the community so is eager to join our Committee.

Thank you to my fellow Committee members. I know you work tirelessly for the Village! Ray Yates as Treasurer/acting

Secretary spends an enormous amount of time organising our monthly and yearly Financial Statements and ensures we

are aware of the state of our bank accounts. He also guides and supports me in so many ways. Thank you Ray.

Cheryl Hibgame and Dorothy Petrie fit into the Committee very well and fill all sorts of gaps needing attention. They

have swapped roles, with Cheryl to become Vice President as she is more readily available than Dorothy who has family

commitments. I thank you both for your help and support.

Les Brett and Doug Elliott have been invaluable members of the Committee fulfilling their roles as Resident members

most ably. Les keeps the Waste Water Treatment Plant (WWTP) working smoothly and is on top of things if something

goes wrong. Both Doug and Les have helped anyone in the Village at a moment’s notice. I ask you not to turn to our

Resident Committee members unless you have an emergency. Independent Living means you should have others to

contact if you need help. Thank you, Doug, and Les. You have worked tirelessly for many years.

And Liane Paynter. Yes, she is paid and works for every cent (and then some!). She can be seen around the Village

almost daily and co-ordinates Trades so that their comings and goings fit in to the overall scheme. No small task. She

protects these people fearlessly and is most upset if any are treated harshly. Remember these people are doing the job we

have asked them to do so talk to us if you need information. Thankyou Liane.

One final message: We are volunteers. We do not receive any renumeration other than satisfaction in helping others.

Thank you to all those in the Village who understand this.

Philippa Kalkipsakis


SECRETARY’S REPORT

Sylvan Glades is a good institution. We are surrounded by superb residents and volunteers. The communities of Monbulk

need it. Talking about its privatization is immature and inexperienced which is the direction it was heading. And it is not

helped by ignorant verbal outbreaks.by certain people who by their comments show a complete misunderstanding of the

nature of Sylvan Glades

The effect of those remarks had the potential to cripple this community organization if left unchallenged.

Sylvan Glades Committee has never denied nor displayed a lack of honesty about its own flaws and the culture developed

is worthy of any organization and serves the body well. An institution that is genuinely strong will confront its strengths

and its defects, not cultivate a victimhood while prosecuting a cultural crusade.

It has worked with diligence and achieved a strategic transformation of the body by: -

• restructure the governance of Sylvan Glades and continues to fine tune and introduce new and better procedures;

• established a strong financial strategy and policy;

• modernised the accounting policies and implemented strong recording of financial transactions which are

regarded by our Accountant as a superior model

• carried out an audit of the records of the organization

o and carried extensive filing of crucial records

o Protected vital records and secured safe custody of those

• Appointed an Executive Officer to ensure a professional, and coherent management of activities and assets

• Effective Sharing of Goals. As a healthy organization shares its business goals with employees at every level of

the organization.

o Great Teamwork

o High Morale.

o Handles Poor Performance.

o Understands Risks

o Adapts to Opportunities and Changes

o Strong Leadership

Our President has displayed very good leadership and created a vigorous, positive and coherent Committee team.

Good leadership is one of the main characteristics of a healthy organization. As a Committee we know how to function

together.

When correction is needed, we undertake action.

We confront issues instead of ignoring them.

For we know such corrective actions improve performance.

Understandings of Risks

Healthy organizations understand the risks they are open to and take the necessary steps to protect themselves against

them. When an event happens due to organizational risks, a healthy organization learns from the event. We use precaution

but understand that risks are necessary to facilitate growth.

Adapting to Opportunities and Changes

We know how to recognize and seize good opportunities. Healthy organizations always look for opportunities to grow.

They also know how to adapt to technological or operational changes. We try to stay ahead or in line with changes in the

industry and Village environment.

Clearly Defined Structures

We have developed a sense of order and organizational structure. The structure and order of the organization does not

limit innovation and growth


We have developed coherent and compliant Policies

Organizations such as ours create and implement policies that are readily available to all. Healthy organizations follow

the policies and regulations of local, state and federal governments.

OUR OBJECTIVES AND ACTIVITIES

• Keeping the Dream of a community project

• Maintaining the uniqueness of Sylvan Glades as social & affordable properties

• Maintaining the Improved Property and Governance Management

• Maintaining a Respectful independent home environment

• Strong financial approaches to encompass economic and social development

• Maintaining and growing, the social and affordable housing concept of the creators of SG and Robin

Boyd and others

Our present generation has a duty to preserve it for the next generation

R L Yates Secretary


ANNUAL REPORT - SYLVAN GLADES WASTE WATER TREATMENT PLANT (W.W.T.P.) (Sewage)

From: Les Brett (Committee Member)

This report covers the management and performance of the WWTP - Waste Water

Treatment Plant (Sewage), which is a critical component of Sylvan Glades

Retirement Village infrastructure. It must be maintained and operated properly, to treat all of the waste water and

sewage for the entire village, in a reliable fail-safe manner. A major failure of this plant or the ability to effectively treat

sewage would be a very serious issue.

I offered and accepted the responsibility for managing and operating the WWTP.

To do this effectively, I initiated and carried out a comprehensive program of research, including extensive testing and

consultation, with qualified waste water treatment engineers, specialist equipment suppliers and service providers, testing

laboratories and the EPA (Environment Protection Authority).

To support this step, the committee agreed with me that we needed to take ownership, full control and responsibility of

the WWTP and use a more scientific approach to manage the operational requirements for the WWTP. I considered this

would provide us a more proactive approach rather than a reactive one, as had been done in the past, when we relied on

trade services and plumbers, who did not have the necessary knowledge or expertise needed.

In the past, we relied on people who were not suitably qualified to solve certain problems. We now know some of the

actions taken in the past, were inappropriate and the valuable information gained from this experience, has helped me to

develop new and better protocols.

This process has involved a great deal of my time and effort and I am very pleased to report it has produced a very

successful outcome. It provided me with necessary knowledge which Sylvan Glades Inc. has not previously had and a

sound understanding about the science and best practices needed to properly operate the WWTP. The result is that our

WWTP is now reliably and effectively operating very well, now that I understand how to keep it in running in a healthy

mode.

Also, we need to meet the EPA environmental standards as set out in the Sylvan Glades Inc; EPA Licence. I now check

the WWTP every couple of days and also weekly, quarterly and annually. This checking process involves many things

including arranging and supervising the physical testing of the waste water and laboratory tests, to be done every three

months, or if and when a problem arises. I also replenish chlorine in the disinfection tank a few times per week and do

many other tasks.

Sylvan Glades are legally required to report our test results to EPA on an annual basis, or if we fail to meet a particular

standard, at any time.

I am pleased (and proud) to be able to report, that we have consistently met all required EPA standards against our

WWTP Licence, for 2017/2018. This result has officially been reported in the APS (Annual Performance Statement)

submitted to the EPA, as required by law. This outcome is personally very satisfying, for me personally and is an

excellent 100% compliance result for Sylvan Glades.

By promoting our Not for Profit status, I was also able to negotiate assistance (at no-charge) from experienced Waste

Water Engineer’s (Ms Kayleen White – SMEC) & (Simon Jaski - By Jas Engineering) and also some great help from

many other people, too many to mention here. They all generously helped me assess our WWTP condition and

performance and develop a program to get the WWTP operating to the plant’s maximum capability.

These generous people have been immensely thanked, for all of their valuable help and time and the expert advice they

gave. The long-term benefits to us are invaluable and the cost savings to Sylvan Glades Inc., if we had to pay for this,

would have been in the many-many thousands of dollars.

Along with all of this happening, E.P.A. then formerly advised Sylvan Glades, that higher standards need to be met by

early 2018. The EPA said that our old protocols and some management practices required significant improvements.

This was because EPA are now required by the Victorian Government, to greatly improve their environmental protection

activities and policing standards. EPA has to more closely monitor all organisation’s waste levels and the effectiveness of

waste treatment and protocols for disposal of all types of waste, including Sewage and Waste Water Treatment systems.

Because of the new EPA requirements and initiatives I took, the Committee then approved my proposal to formally

engage Ms Kayleen White, for a fee, to assist with the optimization of the WWTP performance.

Kayleen & I worked closely for many months and conducted a thorough review of the operation and performance of the

Waste Water Treatment Plant. This involved extensive on –site and hands-on scientific trials and outside laboratory


testing. This gave me the ability to make ongoing adjustments to the system and to also modify part of the plant. This

work has proved very successful and resulted in Sylvan Glades meeting every new protocol and standard that EPA

require of us and also to meet our Licence conditions.

A comprehensive WWTP Standard Operating Procedures and Operations and Maintenance Manual has also been

produced (with a lot of input from me) by Kayleen White - SMEC. The next page is the front page from this manual and

the full manual can be viewed upon request. This is a permanent manual for me to now use (and for Sylvan Glades Inc. to

use into the future) on a daily basis, covering every aspect of the management procedures & practices required to achieve

the EPA standards.

This ensures best practice protocols can be followed, to successfully operate and control the performance of the WWTP,

now and for the long term.

All of these activities and efforts were very time consuming, which presented a challenging but great learning experience

for me. But, most importantly, it has achieved successful outcomes from pursuing the objectives that I had set.

I am now finalising further information, which will be made available to everyone in the near future, relating to

substances that can adversely impact the performance of the WWTP. This information will better inform Residents and

Visitors, about some practical ways that we can all help prevent failures occurring

with the WWTP, by avoiding use of certain substances. Along with the Committee, I look forward to engaging and

working with everyone on this.

Your support will greatly assist me and the committee, to keep the WWTP working well now and for a long time in future

and your support will be much appreciated.

Committee of Management Member - Sylvan Glades Inc. Les Brett - Outstanding Work on WWTP

Operational Manual produced in 2017-18 Full manual 60 pages and accepted by EPA

This is the front Cover


SECTION 3 OUR FINANCES

TREASURER’S REPORT

Many Treasurers begin their Annual Report with the words “It is with pleasure I present the Annual etc”

I cannot use such words because while there are some small positive signs I am not to a stage of finding it a pleasure to

report.

I do this report because I am required by laws to do so.

This community organization must meet and accord through your committee such compliance requirements as: -

• Consumer Affairs Victoria reporting

• Australian Charity Commission laws and reporting obligations

• Australian Taxation Office Law

• Yearly documentation of: -

o Fire Safety compliance

▪ Including fire equipment

▪ Smoke detectors

o EPA compliance

▪ Waste water and Treatment plants standards

▪ And report three monthly with testing analysis

▪ And an Annual Certification

o Servicing of all appliances

o Electrical safety compliance

o Plumbing safety compliance

o Financial compliance of ASIC and incorporated laws

o Register of interests

All of which are demanding and critical to the survival and legality of Sylvan Glades.

Overriding these demands is the crucial responsibility to manage the funds in a proper fiduciary manner.

On behalf of the Committee I am the person who holds a legal or ethical relationship of trust for Sylvan Glades finances.

Typically, a fiduciary prudently person takes care of money or other assets in a legal capacity to a range of parties., I, for

example, am entrusted, on behalf of the Committee, the safekeeping and/ or investment of Sylvan Glades funds.

Likewise, together with Committee we are considered fiduciaries under applicable statutes and laws.

In a fiduciary relationship, one person, in a position of vulnerability, justifiably vests confidence, good faith, reliance, and

trust in another whose aid, advice, or protection is sought in some matters.

In such a relationship, good conscience always requires us to act for the sole benefit and interest of the one who trusts.

The Committee is rigid and compliant in these duties all done in a voluntary capacity.

There are times when because of Sylvan Glades demands on our times, our skills and our commitment, all of us could

walk away from this pressure and responsibility.

Our families have suffered much from Committee members on SG matters but have supported us in the dedication to

have for this community asset remain just that.

The plans we introduced just over 2 years ago are beginning to produce leverage of the overall financial position but as

we have planned, this is a long-term approach and the gains are small incremental steps. We now have a reasonably

positive outlook.

However, we need to be able to score more leverage in the coming twelve months. And those signs are very much better

than last year.


We don’t need the challenges of the impost of heavy infrastructure costs that we have had this year and will have to

endure in this twelve month such as: -

• Heavy Reinstatement costs of some residences

• Ageing roofing costs

• Poor building works of the past not being done to regulations

• And, replacement of ageing utilities

I and you, as well, need to be knowledgeable of the work of the committee and President Philippa whose dedicated

commitment is such a monumental example to all.

Les Brett. His work on the Waste Water Treatment Plant has delivered a scientifically brilliant overview.

He has produced a properly dedicated maintenance manual which now has been accepted by EPA, Overseen and

implemented the key requirements of EPA through the actions of that manual

He has saved, on my estimation, over $60,000 in costs by doing this but his contribution goes even further.

The continued experienced and measured contributions of Dorothy and Doug remains a core link in the success of SG

And along comes Cheryl Hibgame to the Committee. She has been a major asset as a Committee member. We need more

like her.

Let me be clear. one person can never run an organisation such as Sylvan Glades. All of us will have strengths and -

weaknesses, interests and blank spots. The key is to assemble a team with complementary skills and interests.

The challenge is to respond to these budget constraints and to focus on what is most important, in contrast to what has

been and have cohesive strategies to return SG to a viable community organization.

The hope is that the directions will focus on providing trustworthy and varied output and the board understands its role in

supporting the organization,

It is completely appropriate for board members to seek reporting on programming strategy or the attainment of specified

standards. After all, SG board must meet its obligations under the legislation.

The various Acts places clear and direct duties on the board — meaning the President, and every board member.

They are legally required to ensure that SG is compliant with all appropriate Acts and regulations.

The overarching narrative, though, concerns the division between the maintenance of SG Assets and the financial

viability of it. It is a battle we are constantly involved

It’s the agility, the inventiveness, the sheer energy of one cause surfacing after another with the discovery of building

works needing attention that has the effect of intimidating our equilibrium.

Which is not to say we can’t handle issues; it’s just that there is a continual barrage of challenges.

We will never give up. Is our desire being still there? YES

Having watched for some time now, I have come to a not too startling conclusion-. Within the Village there’s “micro-

aggression”, “toxic masculinity”, “unconscious bias”, and the list goes on.

The verbal missiles launched towards other Residents and the Committee, detract from and impinge on all our foci and its

effects the wellness and wellbeing of the Village. These must stop.

The Committee has acted strongly on this issue and still will continue to do so. We will not stand by and observe any

Resident being bullied, put down and verbally abused. It is just not on.

As Thucydides understood better than most - “The strong do what they can and the weak suffer what they must”. This is

not Sylvan Glades we are all equal and must be equally respected

Recourse has been implemented.

R L Yates

Treasurer


And because you, the members and we the Committee, we will find the work we have to do is not hard

if we have small teams and work together

And don’t find fault find a Solution


VILLAGE MAINTENANCE AND UNIT RECTIFICATIONS REPORT 2018

In the past 12 months Sylvan Glades has certainly been a hype of activity with regards to unit maintenance and unit

rectifications.

With the re-introduction of annual unit inspections in October 2017, we were able to take a pro-active step forward with

preventative maintenance for the village. In the ensuing months roofs were checked, posts replaced, plenty of patching

and painting, and a plethora of maintenance items were conducted which had been outstanding for some years.

A number of trades were tried and retired, and an effective working group was assembled to tackle the challenge of keeping

our buildings in good repair. Trades were required to present their ABN and insurance details, and provision of compliance

certificates for required installations, so that we are compliant for insurance purposes.

I presented the Committee with a Maintenance Timetable for the year, which we schedule at the Committee Meetings and

thus we now have regular clearance of roof gutters, drains, fire prevention annual checks and annual heater and CO testing

of all gas heaters.

With the introduction of Work Order books, and monthly reporting by myself to the Committee, all maintenance and

rectification work is planned and budgeted in advance, with live reports on all unit items and costs recorded from quote to

finalisation.

Since July 2017 I have finalised the rectifications for Unit 4, Unit 8, Unit 11, Unit 14, Unit 15, Unit 23 and Unit 7, which

when I write, this tells me I probably should do a TV show! Unit 3 is 75% completed and then it is on to Unit 10. Each

unit has presented a number of different hurdles, but we have managed to rise to each challenge. With Unit 1 and 2 being

built 50 years ago, and units 3-8 following in the early 70’s a number of building techniques have caused us a few concerns,

so some modifications will ensue.

Unit 10, which has had a history with water problems and termites will be the biggest challenge for 2019, but now that it

has been stripped back to bare bones and the soil build up removed with some drainage gone in, with more to follow, and

termite treatments , we will endeavour to bring it back to life for our the next incoming resident

With the implementation of protocols for maintenance requests, departure notices, welcome packs for the new residents,

etc. I believe that I have helped support the Committee in its journey to achieve some basic business procedures which will

enable all of the present and future residents and committees to sustain our unique Retirement Village, Sylvan Glades.

I would like to thank the Committee for giving me the opportunity to assist them in these areas as well as my secretarial

and administration roles and most importantly I would like to thank the residents who have made this year an enjoyable

one. The cups of tea, chats, plant cuttings, smiles and pearls of wisdom, are always a lovely addition to my days at Sylvan

Glades – thank you.

Liane Paynter

Executive Officer

18th October 2018


Responsible persons’ declaration – per section 60.15 of the Australian Charities and Not-for-profits

Commission Regulation 2013

The responsible persons declare that in the responsible persons’ opinion:

(a) there are reasonable grounds to believe that the registered entity is able to pay all of its debts, as and when they

become due and payable; and

(b) the financial statements and notes satisfy the requirements of the Australian Charities and Not-for-profits

Commission Act 2012.

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

2013.

Responsible person1 Responsible persons’ declaration

I, Raymond Yates

of 93 Olinda-Monbulk Road-Olinda Victoria 3788

declare that:

• I am not disqualified from managing a corporation, within the meaning of the Corporations Act 2001 (Cth) and

• I have not been disqualified by the Australian Charities and Not-for-profits Commissioner at any time during the

previous year from being a responsible person (what the ACNC Act calls a ‘responsible entity’) of a registered

charity.

While I am a responsible person for Sylvan Glades Inc. I agree to notify this charity as soon as possible if I do become

disqualified from managing a corporation within the meaning of the Corporations Act 2001 or am disqualified by the

Australian Charities and Not-for-profits Commissioner. Responsible persons are the members of a charity’s governing

body who share responsibility for the governance of the charity (called ‘responsible entities’ under the ACNC Act).

Declared at: Olinda Victoria 3788

On: Dated this 15 day of October 2018

Signature:

Name: Raymond Yates

Position: Secretary/ Treasurer

30th September 2017

Dear Raymond Yates

Appointment as a responsible person for Sylvan Glades Inc.

Congratulations on your appointment to the governing body of Sylvan Glades Inc.

In your role, you have a special opportunity to contribute to the work and life of Sylvan Glades Inc. Being a [board or committee]

member can be challenging at times, but it can also be a rewarding way to help Sylvan Glades Inc. achieve its charitable purpose.

As a member of the committee of a charity registered with the Australian Charities and Not-for-profits Commission, you have duties

and responsibilities that come with your role. You may also have other obligations and duties under to other government agencies or

under other laws.


The ACNC governance standards set core, minimum governance standards that all charities must meet. Governance standard five

requires that charities take reasonable steps to make sure that the members of their governing body know and understand their legal

duties and carry out their duties. These duties generally require you to be careful and conscientious in your role and to act with

common sense and integrity.

The duties are:

• To act with reasonable care and diligence. You must exercise your powers and duties with the care and diligence that a

reasonable person would if they were in your place.

• To act in good faith in the best interests of the charity and for a proper purpose. When acting as a board member you

must make decisions that are in the best interest of the charity and to further its charitable purpose.

• Not to improperly use information or position. Any special knowledge that you gain as a committee member must only be

used for the benefit of the charity and never to further personal or other interests. Similarly, you must not use your position to

improperly gain an advantage for yourself or someone else, or cause detriment to the charity.

• To disclose conflicts of interest. If your duty to act in the best interests of the charity is in conflict with (or may conflict

with) your personal interests, you must disclose this responsibly. Note reference to any relevant conflict of interest policy/

procedure or requirement in governing documents].

• To ensure that financial affairs are managed responsibly. Ensure that there are systems and processes in place that ensure

that the charity’s resources are being effectively put towards the charity’s charitable purpose and are protected from misuse.

• Not to allow the charity to operate while insolvent. You must ensure that the charity can pay its debts when they are due

or will become due and that it does not continue to operate if it cannot pay its debts.

Knowing and carrying out your duties as a committee member helps Sylvan Glades Inc. to carry out its charitable purpose and protects

its resources against misuse. You can find more information about the duties of those who manage charities on the ACNC’s website

(www.acnc.gov.au) or in the ACNC’s guide Governance for good.

If you have any concerns about meeting these duties, talk or contact the ACNC for information. Remember that there are resources

available and people who can help you to better understand and meet your duties.

Congratulations again on your appointment as a committee member Sylvan Glades Inc. thank you for donating your time and expertise.

Regards,

Philippa Kalkipsakis’

President

http://www.acnc.gov.au/


All registered charities must meet the following obligations to the ACNC.

Keep charity status

To remain eligible to be registered, charities must continue to be not-for-profit and pursue their charitable purpose or purposes. YES,

WE DO

Notify ACNC of changes

Charities must notify the ACNC if any of the following details change:

• legal name

• Address For Service (where legal documents can be sent)

• Responsible Persons (people who are members of your charity's governing body including directors or committee members,

or its trustees) – you need to let us know if someone takes on or finishes the role of a Responsible Person, and

• governing document (the formal document that sets out the way the charity's operates, its rules and purposes - often called a

constitution, rules or trust deed)

You must also let us know if you think your charity is not meeting its ongoing obligations to the ACNC in a significant way, and as a

result, your organisation is no longer entitled to be registered. YES, WE DO

Keep records

Charities must keep financial records that correctly record and explain their transactions and financial position (net wealth) and

performance and enable true and fair financial statements to be prepared and to be audited, if required. They must also keep

operational records which explain their activities.

YES, WE DO

Report information annually

Charities (except corporations registered with the Office of the Registrar of Indigenous Corporations) must submit an Annual

Information Statement (and, for medium and large charities, a financial report) every year. This statement is due within six months of

the end of your reporting period and can be submitted by using the ACNC Charity Portal.

YES, WE DO as from this annual Meeting This year is our first reporting requirement for Charitable status

Meet the Governance Standards

Charities (except a limited group called 'Basic Religious Charities') must comply with the Governance Standards. These standards set

out a minimum standard of governance, to help promote public trust and confidence in charities.

YES, WE DO

Attention - Important information! Unless we tell you otherwise, these ACNC obligations are in addition to any other obligations

your charity has under other laws or to other Commonwealth, state and territory regulators. For example, if your charity is an

incorporated association you will still have to report to your state or territory regulator for incorporated associations. The ACNC is

working with other government departments and agencies to reduce regulatory burden for charities. Read more about the ACNC’s

work in red tape reduction.

Responsible persons information Sylvan Glades Inc.

We maintain a register of Responsible Persons in our records and for ACNC

Certified by Raymond Yates Secretary Treasurer

http://www.acnc.gov.au/ACNC/FTS/Factsheet_AFS.aspx

http://www.acnc.gov.au/ACNC/Pblctns/Factsheets/ACNC/FTS/FS_RespPers.aspx

http://www.acnc.gov.au/ACNC/FTS/FS_Gov_docs.aspx

http://www.acnc.gov.au/ACNC/Manage/Ongoing_Obs/Indigcorps/ACNC/Edu/ATSIcorps.aspx?noleft=1

http://www.acnc.gov.au/ACNC/basicreligiouscharity

http://www.acnc.gov.au/ACNC/About_ACNC/Redtape_redu/ACNC/Report/Red_tape.aspx


Record-keeping Checklist

This record-keeping checklist promotes good record-keeping practice and supports charities to meet their obligations to the ACNC. It

is an indicative list only and does not intend to be exhaustive.

✓ Does our charity: Keep financial and operational records?

• We have a policy about record-keeping which includes what records we keep, how we keep them securely and who is

responsible.

▪ We have records that show all of our financial transactions. ▪ We have records that show our activities as a charity.

✓ Keep records in English or in a form that can be easily translated into English? • We can quickly translate our records into English if needed.

✓ Have a system or process for record-keeping?

▪ We have a specific role in our charity responsible for record-keeping

. ▪ We have other staff/volunteers/board members who have had training on the record-keeping system and process.

▪ We have a procedure that describes how our records (for example, written, print-outs, electronic, other?) are kept and

secured and who is responsible for record-keeping.

✓ Keep records in a way that are readily accessible (easy to find)?

▪ Our record-keeping policy describes where our records will be kept and who is responsible

. ▪ Our record-keeping procedure describes our filing system and how this is maintained.

✓ Secure any sensitive records?

▪ Our record-keeping policy describes how we keep sensitive records secure and who is authorised to access sensitive

records.

✓ Back up any electronic records?

▪ We keep a back-up of our records in a different and secure place to our computers. ▪ Our cloud-based systems and records

are secure and backed up.

▪ We print out only the records we need to.

✓ Keep paper copies of important electronic records?

▪ We organise paper records into files, boxes, folders or envelopes. ▪ We separate different paper records into categories

(bank statements, communication, bills, receipts).

▪ We separate the paper records by reporting periods (financial years)?

✓ Keep all records for seven years?

▪ Our record keeping policy includes the requirement to keep all records for seven years.

▪ We have enough storage space (which may include electronic storage) to keep the records for seven

years.

✓ Report to other regulatory bodies which have their own record-keeping requirements?

▪ Our record-keeping policy recognises our other record-keeping compliance requirements under state or Commonwealth

legislation, statutory contracts or accreditation requirements.

▪ Our board receives at least an annual update of whether we are meeting record-keeping requirements or not.

Our charity can tick these off and follows good record-keeping practice meets ACNC record-keeping obligations.

I certify the correctness of this Record keeping Checklist

Signed R L Yates


A Risk Management strategy guides how SylvanGlades Inc. assesses and responds to risks which we will

inevitably encounter in managing and delivering our services. This ensures that risks are removed, minimized or managed

to maximize safety for our residents, volunteers and service users and ensure the viability, quality and accountability of

our services.

This volunteer Committee has worked diligently towards a comprehensive policy but more activity needs to be done in

the coming period.

One of positive actions the Committee has taken is in Fire Protection and Services.

An educational programme underpinned the provision of new equipment. This action resulted in most residents being

trained in the use of equipment and provided a conversation on the best strategy for serious days of fire danger.

The template used in discussion at Sub- Committee level is based on this model which is

• Based on

Queensland Social Service

model

Further

areas are

undertaken as the need arises while none of the Risks appear in the Almost Certain Matrix -the Likely Likelihood has

been identified -e.g. Fire -. Wind – Storm - Water Penetration - Falls and slips – Home safety.

CONSEQUENCES

LIK

EL

IHO

OD

Insignificant

1

Minor

2

Moderate

3

Major

4

Catastrophic

5

Almost Certain

A Medium High High Extreme Extreme

Likely

B Medium Medium High High Extreme

Possible

C Low Medium High High High

Unlikely

D Low Low Medium Medium High

Rare

E Low Low Medium Medium High


ANNUAL REPORT CERTIFICATION

All Buildings (pre and post July 1994 Buildings)

1) Details of any inspection report provided under section 227E2 of the Building Act 1993; and

2) Compliance

I hereby state that I, on behalf of the Committee and members of Sylvan Glades Inc. we have taken all reasonable steps to

ensure that—

(i) each essential safety measure is operating at the required level of performance or to fulfil its purpose; and

(ii) where applicable each essential safety measure has been maintained in accordance with the occupancy permit or

maintenance determination and will fulfil its purpose; and

(iii) there have been no changes to materials or assemblies that must comply with particular fire hazard properties,

other than those for which a building permit has been issued; and

a. all smoke alarms have been tested and certified as operating correctly by qualified personnel

b. Batteries for smoke alarms were replaced on an annual basis

c. All gas heating appliances have been serviced annually and passed carbon monoxide testing by qualified

personnel

d. Regular inspections of the units have been carried out to assess risk and hazard

e. Any building maintenances have been carried out in accordance with appropriate regulations

f. All fire services have been serviced and checked for operational status by qualified personnel

g. The fire evacuation plans and procedures have been reviewed since the last Annual Meeting by qualified

personnel and authority

The information contained in this report is correct.

Certified

Signature/Certified by Sylvan Glades Inc. for the Annual Meeting November 2018

Date: 15th October 2018


Financial REPORTs

See at the end of Annual Report 26 pages

OUR OBLIGATIONS

Summary of ACNC record-keeping obligations

Your charity:

• must keep certain written financial and operational records

• can keep the records in any format you choose , as long as they are easy to find (including in electronic form)

• can develop its own system or process

• must keep the records for seven years

• must keep records in English, or in a form that can be easily translated to English

• is not required to provide the records to the ACNC unless asked.

What are records?

A record is a piece of information that shows your charity has operated or acted in a particular way, or spent or received money or

other assets (made a transaction).

What records to keep for the ACNC

Under the ACNC Act, your charity must keep two types of records:

• financial records, and

• operational records.

Financial records

These must:

• correctly record and explain how your charity spends or receives its money or other assets (transactions)

• correctly record and explain your charity’s financial position and performance, and

• allow for true and fair financial statements to be prepared and audited or reviewed, if required.

Even if your charity does not need to submit financial reports to the ACNC (because it is a small or a basic religious charity), your

charity still needs to keep financial records that meet these requirements. The ACNC Act or the ACNC Commissioner could require

your charity to prepare financial statements.

Operational records


These are any other documents about your charity's operations. You must keep operational records that show how your charity:

• is entitled to be registered as a charity and as its subtype

• meets its obligations under ACNC Act, and

• meets its obligations under tax law.

How to keep records

Charities can keep the records in any format that suits, as long as they are:

• in writing

• readily accessible (easy to find), and

• in English, or in a form that can be easily translated to English.

Charities can keep records on paper or on their computer (in electronic form).

Attention - Important information! Tip: To make sure you can provide records if asked, you should back up your computer, and you

can also print out a paper record of any important documents. This is because things can go wrong – files can go missing, computers

can break or be stolen. When you back your computer up, keep your back-up in a different and secure place to your computer, for

example, at a different location.

Keeping paper records

Your charity will have its own systems and processes for keeping paper records. Paper records will include the records you have

printed from your computer and other paper records, for example, original receipts and letters you receive in the mail.

Points to remember when keeping paper records

• Organise the paper records into files, boxes, folders or envelopes that allow the records to be found easily

• Separate the different paper records into categories (bank statements, communication, bills, receipts), and

• Separate these records according to your charity’s reporting period (for example, financial year 1 July to 30 June).

Why keep records?

When your charity keeps good records of how it is run, this can help you:

• show it is continuing to be run as a not-for-profit and working towards its charitable purposes (and so should remain eligible

to be registered as a charity)

• understand whether your charity is in good financial health

• assess whether the right kinds of decisions are being made (operational and financial)

• communicate about your charity’s activities and finances

• prepare reports to meet your reporting obligations to the ACNC, other government regulators, donors/funders and members

(if relevant), and

• otherwise show that your charity meets its obligations under the ACNC Act, tax and other relevant laws.


Helps to meet the governance standards

Keeping records can also help your charity meet the ACNC governance standards, for example, records can show: • its charitable purpose and not-for-profit nature (governance standard 1)

• it is being accountable to its members (governance standard 2), and

• it is taking reasonable steps to make sure its responsible persons manage financial affairs responsibly, including not

operating the charity whilst it is insolvent (governance standard 5).

Record-keeping for other regulators

Your charity may need to report to other government regulators, which may have their own record-keeping requirements. For

example, you will need to maintain good business records to help manage your charity’s obligations with the Australian Taxation

Office (ATO). If you are following the ACNC record-keeping requirements it is likely that you are meeting most of your obligations

to the ATO.

Destruction of records

After seven years (and if your charity has no record-keeping obligations to other regulators), your charity can destroy its records for

ACNC purposes. Before you destroy records, check your charity’s records policy and other legal obligations, for example, privacy

requirements to make sure you are doing so appropriately.

Financial records

A financial record explains your charity’s financial activities (transactions) and financial position and performance. Examples of

financial records include:

• General account books – including general journal and general and subsidiary ledgers

• Cash book records – including receipts and payments

• Banking records – including bank and credit card statements, deposit books, cheque butts and bank reconciliations

• Creditors’ records – including creditors ledger, invoices and paid bills)

• Debtors’ records – including debtors ledger, invoices and receipts

• Details of any contracts – including service agreements, office equipment leases, property rental agreements

• Details of any grant payments and acquittals

• Tax invoices and other relevant tax records

• Stock records

• Records of expenses – for example, motor vehicle expenses

• Records of payments relating to employees – including ‘pay as you go’ (PAYG) withholding, superannuation and fringe

benefits provided

• Assets list or register

• Emails, letters and other communication about finance – for example, an email about repaying unspent grant funds

Operational records

An operational record is any information about your charity’s activities that shows it complies with the ACNC Act and tax law, and

that it continues to be a charity or continues to be entitled to be registered as a particular subtype, for example, as a public benevolent

institution (PBI).

Some examples of basic operational records include:


• Governing documents – such as a constitution, rules or trust deed

• Meeting minutes

• Operating policies and procedures

• Annual reports, donor reports or other reports – for example on results of programs, projects or services

• Strategic plans and program plans

• Monitoring and evaluation reports

• Contracts and agreements – including funding and other agreements

• Memoranda of Understanding

• Media releases – such as those released by your charity, and discussing its activities

• Charity promotional materials – including pamphlets, posters

• Any other records to show your charity is working towards its charitable purpose – this includes electronic, written or

multimedia records, for example a short film about your charity’s project

Certification of Governance Standards

Standard 1: Purposes and not-for-profit nature

Charities must be not-for-profit and work towards their charitable purpose. They must be able to demonstrate this and provide

information about their purposes to the public.

Our charity meets Governance Standard 1 by:

including charitable purpose and not-for-profit clauses in our Governing Documents (such as our charity’s constitution, rules or trust

deed). And has uploaded the Governing Documents with these clauses to the ACNC Register using the ACNC Charity

• running our organisation as a charity (by following its purpose and being a not-for-profit), and

• provide information about your charity's purpose and how it meets it on a website or through social media.

Standard 2: Accountability to members

We take reasonable steps to be accountable to their members and provide them with adequate opportunity to raise concerns about how

the charity is governed.

Standard 3: Compliance with Australian laws

Our Charity did not commit a serious offence (such as fraud) under any Australian law or breach a law that may resulted in a penalty

of 60 penalty units (currently $10 200) or more.

Standard 4: Suitability of Responsible Persons

We have taken reasonable steps to:

• be satisfied that its Responsible Persons (such as board or committee members or trustees) are not disqualified from

managing a corporation under the Corporations Act 2001 (Cth) or disqualified from being a Responsible Person of a

registered charity by the ACNC Commissioner, and

• remove any Responsible Person who does not meet these requirements as it has not been needed .

Standard 5: Duties of Responsible Persons

We take reasonable steps to make sure that Responsible Persons are subject to, understand and carry out the duties set out in this

Standard.

Duties of responsible persons and charities

https://www.acnc.gov.au/tools/topic-guides/charitable-purpose

https://www.acnc.gov.au/for-charities/start-charity/you-start-charity/not-profit

https://www.acnc.gov.au/tools/topic-guides/governing-documents

https://www.acnc.gov.au/ACNC/Manage/Governance/ACNC/Edu/Duties_RespPersons_std5.aspx


The ACNC requires charities to meet governance standards. Under governance standard 4 charities must make sure its responsible

persons are suitable, and under governance standard 5 they must ensure their responsible persons are aware of their duties and comply

with them.

Under governance standard 5 responsible persons have:

• acted with reasonable care and diligence

• acted honestly and fairly in the best interests of the charity and for its charitable purposes

• not misused their position or information they gain as a responsible person

• disclosed actual or potential conflicts of interest

• ensured that the financial affairs of the charity are managed responsibly, and

• not allowed the charity to operate while it is insolvent.

On behalf of the Charity I declare these Certifications

R L Yates 16 October 2018

Conflict of Interest Policy

Sylvan Glades Inc

Conflict of interest policy

1. Purpose

The purpose of this policy is to help board members of Sylvan Glades Inc to effectively identify, disclose and manage

any actual, potential or perceived conflicts of interest to protect the integrity of Sylvan Glades Inc and manage risk.

2. Objective

The Sylvan Glades Inc Committee of Management or other governance structure as relevant (called the

‘Committee or Board “in this policy) aims to ensure that board members are aware of their obligations to disclose any

conflicts of interest that they may have, and to comply with this policy to ensure they effectively manage those conflicts

of interest as representatives of Sylvan Glades Inc.

3. Scope

This policy applies to the board members of Sylvan Glades Inc. - Executive Officer- and any other person who serves

on sub-committees and/or advisory panels

4. Definition of conflicts of interests

A conflict of interest occurs when a person’s personal interests conflict with their responsibility to act in the best interests

of the charity. Personal interests include direct interests as well as those of family, friends, or other organisations a person

may be involved with or have an interest in (for example, as a shareholder). It also includes a conflict between a board

member’s duty to Sylvan Glades Inc and another duty that the board member has (for example, to another charity). A

conflict of interest may be actual, potential or perceived and may be financial or non-financial.


These situations present the risk that a person will make a decision based on, or affected by, these influences, rather than

in the best interests of the charity and must be managed accordingly.

5. Policy

This policy has been developed because conflicts of interest commonly arise, and do not need to present a problem to the

charity if they are openly and effectively managed. It is the policy of the [insert name of charity] as well as a

responsibility of the board, that ethical, legal, financial or other conflicts of interest be avoided and that any such conflicts

(where they do arise) do not conflict with the obligations to Sylvan Glades Inc.

Sylvan Glades Inc will manage conflicts of interest by requiring board members to:

• avoid conflicts of interest where possible

• identify and disclose any conflicts of interest

• carefully manage any conflicts of interest, and

• follow this policy and respond to any breaches.

5.1 Responsibility of the board

The board is responsible for:

• establishing a system for identifying, disclosing and managing conflicts of interest across the charity

• monitoring compliance with this policy, and

• reviewing this policy on an annual basis to ensure that the policy is operating effectively.

The charity must ensure that its board members are aware of the ACNC governance standards, particularly governance

standard 5, and that they disclose any actual or perceived material conflicts of interests as required by governance

standard 5.

5.2 Identification and disclosure of conflicts of interest

Once an actual, potential or perceived conflict of interest is identified, it must be entered into Sylvan Glades Inc’s

register of interests, as well as being raised with the board. Where all of the other board members share a conflict, the

board should refer to governance standard 5 to ensure that proper disclosure occurs. The register of interests must be

maintained by Board, and record information related to a conflict of interest (including the nature and extent of the

conflict of interest and any steps taken to address it).

Confidentiality of disclosures

Access to the information disclosed, is restricted to board members, ACNC or other bodies/persons as authorized by the

Board which has authority to request same It may also be necessary to provide for an alternative disclosure mechanism if

additional restrictions on disclosure are required.]

6. Action required for management of conflicts of interest

6.1 Conflicts of interest of board members

Once the conflict of interest has been appropriately disclosed, the board (excluding the board member disclosing and any

other conflicted board member) must decide whether or not those conflicted board members should:

• vote on the matter (this is a minimum),

• participate in any debate, or

• be present in the room during the debate and the voting.

In exceptional circumstances, such as where a conflict is very significant or likely to prevent a board member from

regularly participating in discussions, it may be worth the board considering whether it is appropriate for the person

conflicted to resign from the board.

6.2 What should be considered when deciding what action to take


• In deciding what approach to take, the board will consider whether the conflict needs to be avoided or simply

documented

• whether the conflict will realistically impair the disclosing person’s capacity to impartially participate in decision-

making

• alternative options to avoid the conflict

• the charity’s objects and resources, and

• the possibility of creating an appearance of improper conduct that might impair confidence in, or the reputation

of, the charity.

The approval of any action requires the agreement of at least a majority of the board (excluding any conflicted board

member/s) who are present and voting at the meeting. The action and result of the voting will be recorded in the minutes

of the meeting and in the register of interests.

7. Compliance with this policy

If the board has a reason to believe that a person subject to the policy has failed to comply with it, it will investigate the

circumstances.

If it is found that this person has failed to disclose a conflict of interest, the board may take action against them. This may

include seeking to terminate their relationship with the charity and/or Board.

If a person suspects that a board member has failed to disclose a conflict of interest, they must discuss with the person in

question, notify the board, or the person responsible for maintaining the register of interests.

Contacts

For questions about this policy, contact the board

Adopted by the Board 2018

The Financial Policy is 26pp and is tabled for viewing. One of the aspects of this policy is a review and rewriting of the

policy will be undertaken in 2019


SECTION 4 OUR OTHER IMPORTANT INFORMATION

ACKNOWLEDGMENTS & THANK YOU

Volunteers

Margaret Deacon

New Residents of Sylvan Glades

Alan Rutherford

Ilona Schuman

Marianne Kovosky

Joy Southall

Gayen Hawes

Trish Van Bremen

Departed Residents 2017-2018

Iris Marriott

Dot Fitzgibbon

Anna Rickard

David Morris

Sheila and Gordon Pearce

Ken Masterman

Jean Dekkers

HOW YOU CAN HELP

Become a member

Volunteer your time

Make a donation

Leave a bequest

Support an event or fundraising activity

Support the community ownership of Sylvan Glades

How to Contact

Sylvan Glades Inc.

A0018483C ABN 51 445 386 189

P.O. Box 90, Monbulk VIC 3793

Tel: 03 9752 1806 Email: [email protected] www.sylvanglades.com.au

http://www.sylvanglades.com.au/