rsl care...rsl care board 20 executive management 21 delivering innovation 22 financial snapshot 23...

RSL CARE YEAR IN REVIEW 2014

CONTENTSHome, sweet new home 1

RSL Care in 2014 2

More social and active 5

Envisioning our future 6

Our Charter 8

Changing minds 10

Feeling valued 11

HomeCare 12

Joseph’s story 13

Shared memories 15

Retirement Living 16

Age is no barrier 17

Residential Aged Care 18

Friends 19

RSL Care Board 20

Executive Management 21

Delivering innovation 22

Financial snapshot 23

Our locations 24

Home, sweet new homeMany older parents face the dilemma of what to do when the children have spread their wings and flown the nest. They want to enjoy their hard-earned retirement and no longer need the space or maintenance demands of a larger house and garden.

To make the most out of this new stage of their lives means choices need to be made and for many senior Australians the decision to downsize their property means a need to relocate away from friends and familiar surroundings.

At 91, Gladys thought it was time to downsize from the maintenance demands of her family house and garden. It was time for a fresh start.

She decided to join her sister and brother who were already enjoying retirement living in their own units at RSL Care’s Fernhill Retirement Village at Caboolture.

Although the move to a retirement unit solves the problem of maintaining the large family home, for many people it can be difficult choosing what furniture to bring and what to leave behind.

For Gladys this was not a problem at all.

When Gladys first visited the unit which we had furnished as a show home, she loved the feel of the décor and asked if she could buy it as is.

The Retirement Living team worked through what needed to be done to make this possible for Gladys.

In the end, Gladys was able to purchase the unit with the new furniture. She did decide to bring a few treasured pieces but her decision to leave most of her older possessions behind meant her family were able to support her move into her new home with minimal disruption to their mother.

Gladys is very happily settled with her new unit and fresh décor, with her siblings living close by in their own units in the village.

“One look at the lovely fresh furniture in the unit I’d chosen and I decided I’d prefer to leave my old possessions behind and start my new life with the

lovely display furniture which was already in the unit.” Gladys.

OUR STORY: 2014 2 Y E A R I N R E V I E W

In the past 12 months alone, we have provided health and wellbeing services for more than 20,000 people every day in metropolitan, rural and remote areas of Queensland and New South Wales.

We’re here today because of our rich history that began with the establishment of the RSL QLD War Veterans’ Homes Trust created to support the Ex-Service community. Since the opening of our first veterans’ hostel in 1938 we’ve grown to offer a wide range of services, across a portfolio of HomeCare, Retirement Living and Residential Aged Care options. Through this growth we’ve also expanded our capacity to support the broader community and we welcome every older Australian who chooses the benefits of our services. Our proud beginnings continue with the Trust remaining at the apex of our strategic framework, supporting our operations as a charity and a public benevolent institution.

RESPONDING TO INDUSTRY CHANGE AND MARKET DRIVERSRight now is a transformative time for our industry and our organisation as we respond to the rapidly changing expectations that Australians have for being healthier and more independent in their later years. Baby boomers are anticipated to be increasingly interested in the services that will support all of their personal needs.

To meet demand and quality expectations, the pace of innovation and investment will need to grow exponentially. Innovative aged care providers are investing in generating deep insights into how, what, and by whom customers prefer their services to be delivered.

With the aged care industry being one of the fastest growing industries in Australia what were once services largely provided by church and charitable providers are now attracting interest from a number of non-traditional players from both Australia and overseas. These large investors have substantial amounts of capital and have been attracted to the aged care sector, in part, by its cottage nature and the potential to introduce scale efficiencies.

This in turn means innovative aged care providers are investing in improving their operational efficiencies in order to compete with the new entrants from the United Kingdom, United States of America and New Zealand. (Ansell Strategic, Investing in Aged Care – The Second Wave, April 2014.)

Welcome to RSL Care’s story, one of transformation with a clear purpose to actively promote the wellbeing and independence of older Australians, and in so doing, reinvent the current experience of ageing

RSL CARE IN 2014

Revenue for the year

Reported Surplus

EBITDA

$257m

$11.1m

$30.4m


Policy and regulatory reform is also a significant change driver in the current marketplace with preparation for the introduction of consumer directed care in HomeCare changing the way services are selected by our customers. Innovative aged care providers are adapting their service mix and integrating their services into a single community location to support ageing in place.

As industry reform and market drivers encourage new and innovative thinking, we have set the goal of redefining the ageing experience by guiding people to solutions that enable them to make the most out of life.

OPERATIONAL EXCELLENCEThroughout 2014 we continued our commitment to achieving operational excellence, adopting and adapting our practices in response to customer, competitive and regulatory changes. We have reinvested in our capabilities to ensure that the majority of our services are operating within top quartile industry benchmarks (StewartBrown Benchmarking). Our new capabilities include upgrading our internal systems and processes, aligning our workforce structure and training and developing our people to better serve our customers.

GETTING TO KNOW YOUWe’ve continued to build on our research program and broaden our understanding of how we can provide our customers with personalised solutions that motivate wellbeing and promote independence. Our customer segmentation research confirmed our belief that a one size fits all model is not what our customers are looking for and supports our desire to deliver a better and more rewarding experience for our customers.

We understand our customers extend beyond the person receiving our services which is why we worked with our customers’ families, carers and support networks, to look at how we can improve engagement across these networks. This includes capturing regular feedback so we can tailor the services we offer today. It also enables us to plan for some much bigger changes in the delivery of services for the future.

people access the Veterans’ HomeCare

assessment and coordination service.

older Australians access our

HomeCare programs (including Home and Community Care,

Transport, Community Sub-acute Program, National Respite for Carer Program, Transition Care Program, Department of Veterans’ Affairs Nursing, Veterans HomeCare, Allied Health

and Day Therapy Centres.)

Extensive engagement with

9,000

7,730

Australians over the age of 55 across the Eastern Seaboard to design new products

and services.

2,200


Our research quantified that approximately 70 per cent of people over 65 years of age expect to proactively plan and control their health so that they can extend their wellbeing, independence and productivity.

SUSTAINABILITY INTO THE FUTUREOur brand will play a key role as we look to grow scale in our operations. We know from the evidence accumulated in our customer research that customers recognise the wonderful guidance we offer but will be looking for greater choice in the future.

So that we are ready to meet this expectation, we are taking steps to evolve our brand architecture. In doing so we will contemporise our brand into one that celebrates our history and legacy, while ensuring relevance and sustainability into the future.

INNOVATING WITH OUR CUSTOMERSIn this changing environment, we recognise we have a unique opportunity to position ourselves as an industry leader and as an innovator by working with our customers to reinvent the ageing experience.

This year we have established an innovation hub as a growth incubator. Our approach to innovation is from ’outside in’ without the constraints of current product or service definitions or long-held assumptions about customer preferences. We now have a multi-disciplinary team that is shaping and designing concepts with our customers to develop services that will deliver proactive health outcomes they value for many years to come.

REINVENTING THE AGEING EXPERIENCEBy listening to our customers we’ve learnt first-hand the different needs and preferences for health services, which is why we are reinvesting in our organisation to embrace a new business model.

Our new business model is about proactively guiding and motivating people to wellbeing and personal growth in their later years.

Consisting of life stages that focus on productive ageing, we are working with our customers to innovate and co-design specific products and services that support:

• planning and prevention • maintaining and strengthening • rehabilitating and restoring • managing and normality

OUR CUSTOMERS’ STORIESWe recognise the decision points that each of our customers face when making a choice to access our services. Throughout this publication you will learn more about how we’ve guided our customers to solutions that embrace their individuality.

customers choose our Retirement

Living units

customers choose our Residential Aged

Care services

STAFF

VOLUNTEERS

2,220

2,240

3,620

420We hope you enjoy unwrapping their stories.

More social and activeLast year in response to requests from many customers, RSL Care introduced new policies which enabled our Retirement Living communities to vote on allowing companion animals into their village.

For Beth, having her small maltese terrier, Thellie, with her as she made the transition to Retirement Living supported her to adjust while also motivating her to be more social and active.

“Thellie needs regular exercise which means I get out of the house more. I exercise more and feel better.”

Beth.

“Mum is doing so well. It was a wonderful thing for RSL Care to allow some pets. That single decision will bring joy to a lot of people

like Mum. It made me happy too.” Beth’s daughter, based overseas.


Our PurposeIn the spirit of our heritage, we continue to promote wellbeing and independence for our fellow Australians.

Our InspirationAt RSL Care our passion is guiding people to make the most out of life.

Our Strategic FrameworkWe have set a bold vision for growth for the future.

Implementation of the obligations under our Trust will be guided by our Inspiration statement and Ideals underpinning Our Charter. We will operate under a customer-centric business model which delivers against three strategic imperatives: to grow through a differentiated customer experience, delivered by growing our people capabilities, which will generate a surplus to reinvest in our charitable purpose.

ENVISIONING OUR FUTURE STRATEGIC PLAN

2014-2019

One Trust One Charter

One Customer-Centric Business Model

Three Strategic Imperatives

Grow through differentiated Customer Experience,

Growing our People capabilities,

Generate a surplus to reinvest in our charitable purpose.

delivered by

which will


123

Our customers can expect that we will deliver a market leading Customer Experience which actively promotes their wellbeing and independence.

Our customers can expect that we will offer differentiated and responsive new Products & Services which extends their healthy and productive life expectancy.

Our customers can expect that we will operate reliably, efficiently and at competitive prices.

OUR COMMITMENTS ARE TO: deliver employee value propositions which mirror our customer value

propositions and empower our people to build long term customer relationships

design and deliver a customer management framework built from customer research and insights

develop integrated channels to market so customers have a consistent, branded experience regardless of whether they experience our website, contact centre, or our people at site

design branded customer value propositions which align to the preferences of our customer segments

measure Customer Lifetime Value as a reflection of our customers’ loyalty and advocacy from their experiences with us.

OUR COMMITMENTS ARE TO: stimulate a culture which rewards creativity, constant innovation in service

solutions for customers, and rapid decision making to market

design and co-create new products and services with our customers in a dedicated innovation hub

align and mature our new products and services governance

leverage a national network of strategic relationships

offer products and services which are responsive to our customers’ changing health and wellbeing needs

measure our performance by positive impact on customers’ healthy life expectancy and productivity from their experiences with us.

OUR COMMITMENTS ARE TO: engage our people to continue safely delivering our products and services to

customers at competitive prices and reduced customer effort

standardise efficient and scalable processes and systems

optimise information management for improved productivity and capability

optimise the performance and alignment of our property assets

deliver a Target Operating Model that adapts swiftly to the changes in customer preferences, competitors and regulation

measure the operating surplus generated for reinvestment in our sustainability and charitable purpose.

Our Customer CommitmentsOur deep customer research is unequivocal. Older Australians expect an entirely different experience of ageing based on actively promoting wellbeing and independence, achieved through solutions which extend their healthy and productive life expectancy.

Underpinning our Strategic Framework are three commitments to our customers:


Our Charter is based on qualitative and quantitative evidence from research involving over 2,200 customers from across the Australian Eastern Seaboard.

OUR CHARTEROur PurposeIn the spirit of our heritage, we continue to promote wellbeing and independence for our fellow Australians.

Our InspirationAt RSL Care our passion is guiding people to make the most out of life.

Our Ideals

Our Charter signalled a transformational, philosophical and cultural change for our organisation and has set the scene for our new strategic direction.

We chart our own courseWe shape the future with our customers. We dare to explore new horizons and set new standards that promote independence.

We unlock potentialWe empower people to realise their full potential. We provide choices that free individuals to be the best they can be.

We seek a better wayWe work together and share ideas to inspire curiosity and innovation. We encourage people to have a go and feel confident about seeking improvement.

We are true to ourselves and othersWe are real people making a real difference through genuine conversations. We follow through on our commitments by taking personal accountability and responsibility for our actions.


“ In our current environment it’s more important than ever to put our customers at the centre of what we do. We achieve this by engaging directly with our customers and using their insights to not only enhance our current services but to enable us to design and source products for the future.” Taka, Manager Innovation and Design Office

“ By getting to know our customers we find out what they value. We recognise our customers like to be as independent as they can be and we encourage this. It can be something as simple as combing your own hair – just so long as you feel good about yourself.” Sue, Personal Carer at RSL Care’s Pioneers Community

“ We empower our customers to embrace their passions. We always encourage new ideas or opportunities that enable our customers to express their individuality and zest for life.” Kathy, Retirement Living Coordinator at RSL Care’s Fairview Community

“ We often reflect on how fortunate we are to be working in an industry that we feel truly passionate about. We share a genuine desire to enhance and improve the lives of those who join our communities. We always think big and aim high, never losing sight of our commitment to our customers.” Annie and Nina, Diversional Therapists at RSL Care’s Murrumba Downs Community

Our Ideals brought to life These Ideals are brought to life every day and are evident in the words and actions of our people:


We are evolving models of service delivery which focus on our customers’ individual interests and capabilities.

According to the Australian Institute of Health and Welfare (AIHW) report, Dementia in Australia*, in 2009-10 about 1 in 2 customers in Residential Aged Care had dementia and 3 in 10 people over the age of 85 had dementia.

This number is on the rise with the total number of people with dementia in Australia estimated to increase by a third reaching almost 400,000 by 2020.

The report states that of the estimated 298,000 Australians with dementia in 2011, most of these individuals, were aged over 75 (74 per cent) and 62 per cent were women.

Dementia has a marked impact on the quality of life for those with this condition as well as their families, friends and carers.

RSL Care is passionate about developing a new way to work with people with dementia.

We are shifting the focus to a more ability-based model aimed at working with an individual’s capabilities to support their wellbeing, independence, social connectedness and respect for their dignity.

We are working with our customers individually to find activities which reflect their past interests and current abilities.

We have successfully started to introduce strategies and social activities to promote independence, quality of life and an environment which engages our customers including, activity stations and improved memory supports such as signs and cue cards and sensory therapies.

We aim to enable our customers to feel valued, to increase their social interaction and to contribute and participate in the daily life of their communities by doing everyday tasks.

Evolving a new model requires genuine conversations to take place and to continue to challenge existing practice and attitudes. We are educating our teams on this simple change in focus to enable a shift from caring for the individual to guiding the individual.

CHANGING MINDS

* AIHW 2012. Dementia in Australia. Cat. no. AGE 70. Canberra: AIHW.

“The simple introduction of name tags for our customers in the dementia unit has increased conversation between customers, particularly at meal times. Our customers are introducing themselves to each other and having a chat.” Elisabeth Elder, Behavioural Support Specialist RSL Care

Feeling valued…Every morning, staff would assist Joy, one of our customers, with bathing and dressing for the day. She would then sit with other customers while waiting for breakfast.

Staff noticed that Joy would become restless and would wander but then seem lost as though she had risen to do something but couldn’t remember what it was she was going to do. As this pattern continued Joy would become frustrated.

By talking with Joy, reviewing her capabilities and her life experiences, the staff realised that Joy had previously led a very busy life, working as well as caring for her six children. They realised that she rarely watched television and she was unused to sitting for any length of time without doing something productive.

By shifting the focus on what Joy was capable of and realising her need to feel a part of the busy activity around her, the team invited Joy to contribute with setting the tables for meals and this gave her a sense of being valued as an active participant of the community in which she was living.

“We are seeking a better way to care for people who have dementia - in a more respectful,

dignified way.” Dementia Unit team member.


Through customer engagement we have built a new Service Delivery Framework for our HomeCare services as part of our preparation for consumer directed care.

“Customer directed care is not about a process or system. It’s moving from the mindset of ‘we’ll do it to you’. It’s a philosophy of how we take our people on that journey.” Craig Mills, Chief Executive Officer

Consistent with Our Charter to promote wellbeing and independence, our HomeCare services are evolving to ensure our customers’ choices are at the heart of everything we do.

RSL Care HomeCare provides a broad range of personalised services to guide individuals to remain independent in their own home for as long as possible.

Our team of professional community nurses, trained staff and volunteers work with our customers to assess their needs and tailor the most suitable combination of services.

We have seen an increase in the number of HomeCare services our Retirement Living customers have accessed thanks to the new, convenient integration of our HomeCare teams with our Retirement Living communities.

The changing needs of our customers mean that we are continuously refreshing and evolving our service offerings to ensure we are offering our customers HomeCare solutions which suit them as individuals.

We are embedding new customer management, scheduling and rostering, and mobile technology in our HomeCare business, significantly improving our peoples’ effectiveness and optimising time with customers.

This evolution of services includes developing an organisational model for consumer directed care. Embedding this approach directly aligns with our passion for guiding people to make the most out of life by ensuring our customers have greater choice and flexibility of services.

HOMECARE

Joseph’s story With the customer at the heart of everything we do, RSL Care is evolving its service models to challenge the traditional care model which focuses on what the person is unable to do to a more ability based approach aimed at guiding the person’s wellbeing and independence.

When working with customers with affected cognitive abilities, our evolving abilities based approach requires genuine conversations to take place to continue to challenge existing practice and attitudes.

This simple shift of focus moves from caring for the customer to guiding our customers.

Joseph, one of our HomeCare customers, has reduced cognitive abilities resulting from oxygen deprivation during a cardiac arrest.

Joseph is physically able to manage daily tasks. However, he often forgot individual steps of these tasks along the way. He could manage his daily bathing routine but might forget to brush his teeth or wash his hair.

Of course, this was very frustrating for Joseph and for his wife who would have to remind him throughout the day of all the steps relating to routine tasks which left him with a diminished sense of independence.

Using a capability focussed approach and working with the customer and his wife presented a simple solution. Our HomeCare team introduced a whiteboard to Joseph’s bathroom. It listed all the tasks he needed to remember and he could tick them off as they were completed.

Joseph didn’t need someone to wash him and he didn’t want his wife to have to remind him, he just needed assistance to remember what he needed to do. The new ability based approach led to a solution which empowered Joseph’s desire for dignity and independence. It also helped to rebalance his relationship with his wife.

“I feel so much better now that I can take care of things myself and my wife is happier too.”

Joseph.


Working with our customers, including our veteran community, to promote nutrition, social connection, wellbeing and independence is an everyday activity for us at RSL Care.

RSL Care is embarking on a strategic journey which respects our heritage and embraces the needs of our existing customers as well as envisioning a new future state. Along this journey we have reflected on our organisation’s ongoing commitment to supporting the needs of older ex-Service men and women.

Our legacy with the veteran community is long and rich. RSL Care has provided services to veterans for over 75 years, opening our first veterans’ hostel in 1938. As we have grown and developed over the years we have maintained our commitment to working with the ex-Service community.

Our relationship with the RSL sub branch at Pinjarra Hills is even closer now with the allocation of a building on the site of our Fairview Community to the local sub branch.

As veterans get older, their needs are changing and we are changing with them, ensuring veterans have access to quality, innovative services.

Many ex-Service men and women who are now in their 70s and older are looking to organisations like RSL Care to partner with them to maintain their wellbeing and independence.

In addition to our ongoing commitment to the ex-Service community we have reinvigorated our purpose to welcome any older Australian who needs our services.

“The sub branch co-location on our site has been a wonderful addition to the cultural life of our community. They have become regular volunteers, running interesting activities with our customers, who also enjoy visiting the sub branch office.” Pam Schermann-Carr, Residential Manager Fairview Community

RESPECTING OUR HERITAGE AND LOOKING AHEAD

Shared memories…Social outings are part of the broad range of activities organised to encourage social connectedness for our customers living in our integrated Retirement Living communities.

The outings and activities are often targeted to particular interests or to mark significant events, such as ANZAC Day and Remembrance Day to name a couple.

In October, RSL Care communities around Queensland and New South Wales organised interesting, interactive activities for Veterans’ Health Week. One of these outings was a visit to the RAAF Amberley Airbase Heritage Centre. Customers from three of our Retirement Living communities joined in this event, including 47 veterans.

RSL Care Chairman Mr Pat McIntosh, AM CSC and former Brigadier in the Australian Army, took the opportunity to join veterans and customers on their tour of the Airbase Heritage Centre.

“Standing amongst the memorabilia has triggered these veterans, men and women, to share memories which they may rarely have the opportunity to share with people who can really relate to these experiences.”

RSL Care Chairman Mr Pat McIntosh, AM CSC

Amongst those on the tour were veteran Kevin and his wife Jan, customers of RSL Care’s Milford Grange Retirement Living Community in Ipswich. A Warrant Officer when he finished his 25 years in the service, Kevin was based at Amberley from 1958–60 and again from 1967–69.

This visit to the Amberley Airbase Heritage Centre gave Kevin a chance to get back to the base where he had served two tours. He worked in the medical service where they provided everything from basic first aid through to surgery there on the base.

“I really appreciate the staff organising this outing and making it possible for me to come out here. I even saw a photo of where I actually used to live and where I used to work which is really special to me.”

Kevin.


Life in RSL Care Retirement Living is about making the most out of life.

Customers have the freedom to live life the way they choose, whether that is quiet and relaxed or a more active social lifestyle accessing the local community offerings as well as the onsite amenities.

With 1,872 low-maintenance, purpose-built units in 24 retirement villages around Queensland and northern New South Wales, customers have the opportunity to move to a new location for their retirement or they may prefer to move to a local RSL Care Retirement Living community to be near family, friends and familiar surroundings.

Retirement Living offers the choice to ‘lock up and go’, taking the opportunity to travel knowing that your home and possessions are safe and secure. Customers can choose to come and go as they please knowing that services are close on hand to support their health and wellbeing preferences.

Retirement Living opens up many affordable and flexible choices for customers, as well as the peace of mind of onsite access to RSL Care HomeCare when needed.

Demonstrating RSL Care’s commitment to quality assurance we are moving to the Lifemark Village Scheme auspiced by the Property Council. This quality assurance scheme is self-regulatory and assures the quality of our retirement living accommodations against 26 industry standards.

Occupancy in our Retirement Living communities continues to increase with a further 3.2 per cent increase in financial year 2014 to 94.2 per cent.

Everyone has their own story and their own preferences, so RSL Care has flexible options to suit individual choices.

RETIREMENT LIVINGAccording to the Australian Bureau of Statistics*, almost 19 per cent of older Australians need some assistance with one or more of the core everyday activities of self-care, mobility and communication.

* Who are Australia’s Older People? http://www.abs.gov.au

“I have never wanted to stop and I don’t have any plans to do that just yet.”

Dr Geoffrey Swan.

Age is no barrier Proving that age is no barrier to achieving your goals, Dr Geoffrey Swan, a customer at Milford Grange Retirement Living Community, at 87 became the oldest person to graduate from the Queensland University of Technology when he earned his Master of Arts (Research) degree.

This latest degree is in addition to Geoffrey’s earlier qualifications, being a PhD for his thesis ‘History of Special Education in Queensland’, a Master of Education, being 1968 Churchill Fellow and receiving an Order of Australia in 1988.

Even with his latest qualification, Geoffrey has no plans to slow down. He is now planning to study Italian so he can read the works of Dante in the original language.

Geoffrey is passionate about the lifestyle he enjoys in his Retirement Living community because of its quietness, although he feels this quiet is soon to pass - his two sisters have recently moved into the community and they are, as he describes them, a ‘dynamic pair’.


Making the transition into assisted living is something we understand and we are passionate about.

Our Residential Aged Care services are an essential component of RSL Care’s continuum of care which incorporates HomeCare, Retirement Living and Residential Aged Care.

Wellbeing and independence are promoted in all of our Residential Aged Care locations across Queensland and New South Wales through professional nursing, personal care and therapy specialists, working with our customers to remain active and socially connected.

Residential Aged Care is funded by the Commonwealth Government and the model for that funding has changed significantly this year. We have worked to develop relevant information and processes to assist our new and existing customers to work through this new funding model.

SERVICE INNOVATION In November we launched a twelve month Palliative Care Project, through which we will create a palliative care framework for the Wide Bay Region. The goal of this project is to achieve the best quality of life available to our customers, promoting independence and wellbeing in line with, and respectful of, their personal wishes.

The framework we create through this project will assist our organisation to increase the level of palliative care support we provide. As an initial step we are focussing on one region (Wide Bay). The insight and learnings we gain from this experience will be used to form a broader, evidence-based palliative care framework for all RSL Care’s communities.

As part of this project we launched a Nurse Practitioner Service in the Wide Bay region in November.

The aim of this service is to work collaboratively with each customers’ GP to provide the customer with the most appropriate and best quality service as they approach the end of their lives. This includes enabling customers to remain in their location of choice through timely assessment and intervention.

Our Palliative Care Nurse Practitioner will work to improve the clinical capability and capacity for RSL Care in the delivery of services for people as they approach the end of their lives.

RESIDENTIAL AGED CARE

Friends…Ann and May became neighbours when Ann moved from New South Wales to Longreach, to be closer to her son. Ann lived next to May until she moved to RSL Care Pioneers’ Residential Aged Care.

“I knew the room next to me was empty and I wondered who was going to move in. I was so pleased that it was May as we were neighbours in our houses and now we are neighbours here,” said Ann.

May came to live at Pioneers after some ‘hiccups’ with her health, as she described it, and her family didn’t want her living on her own.

Thanks to ABC Western for interviewing customers and staff at RSL Care Pioneers’ Residential Aged Care in Longreach for Carer’s Week 2014.

“We were neighbours before and now we are neighbours here. Since I had not long lived in Longreach, May invites me in when she has visitors. She knows a lot of people and now I’m

getting to know more people.” Ann.

“I am in my hometown so everything’s good. I see all my friends. I like the friendship, everybody’s

kind. The staff are very kind and I like the general atmosphere here. I have a lovely room that looks out to the sunsets in the evenings and that makes

me particularly happy.” May.


RSL Care’s skills based Board consists of six senior professionals from aged care, professional services, executive management and corporate backgrounds from Queensland and New South Wales. The Board provides governance, leadership and strategic direction for the organisation’s shift to a customer-centric focussed organisation.

RSL CARE BOARD

PAT McINTOSH AM CSC, CHAIRMANPat McIntosh is a qualified accountant with a distinguished military leadership record having served as a Brigadier in the Australian Army. He is a decisive leader with professional integrity and skills drawn from the military and professional services. His sound and contemporary commercial principles firmly support RSL Care’s values and mission base. Pat is leading the Board mandate to contemporise and sustain RSL Care.

Qualifications: Graduate of Australian Defence College, Graduate Diploma in Management, Diploma of Company Directing, Diploma of Financial Planning, Bachelor of Business (Accounting and Personnel Management), Master of Business Administration.

Citations: Member of the Order of Australia and Recipient of the Conspicuous Service Cross.

GILLIAN MCFEE, DIRECTORGillian McFee is the Managing Director of Gillian McFee and Associates consulting in health, ageing and aged care.

Qualifications: Bachelor of Social Studies (Hons), Diploma of Urban and Regional Studies, Masters of Business Administration (Executive).

JEFF McDERMID, DIRECTORJeff McDermid is a business consultant with interests in education, urban development and innovation. He has expertise in accounting and professional services (partner and co-founder, WMS Chartered Accountants, partner Ernst and Young, owner and director, Elevated Business Thinking Pty Ltd) including corporate governance, tax, succession planning, IPO and capital raising.

Qualifications: Bachelor of Economics, Fellow of the Institute of Chartered Accountants, Fellow of the Urban Development Institute of Australia, Chartered Tax Adviser of the Taxation Institute of Australia (CTA).

ROBERT LOUREY, DIRECTORRobert Lourey is Group General Manager Human Resources, Navitas Limited. He is Chair of the Access EAP Board.

Qualifications: Bachelor of Business (Personnel Management), Diploma of Personnel Management, Advanced Human Resource Executive Program University of Michigan.

RUSSELL PEARCE, DIRECTORRussell Pearce is a Barrister of the Queensland Supreme Court and legal practitioner in Tasmania, with 27 years post-admission experience including over 20 years in anti-corruption. He is an independent member of the Audit and Risk Advisory Committee of Tasmania Medicare Local and a legal officer in the Active Army Reserve, with the rank of Colonel.

Qualifications: Bachelor of Laws.

STUART LUMMIS, DIRECTORStuart Lummis has a strong background in construction and property ownership and management. His current roles include that of the Director of Property for the Roman Catholic Archdiocese of Brisbane, Councillor on the Heritage Council of Queensland and Non-Executive Director of Brisbane Markets.

Qualifications: Bachelor of Economics, Graduate Diplomas in Construction Management, Accounting and Securities Institute of Australia Member of the Property Council of Australia.


CRAIG MILLS, CHIEF EXECUTIVE OFFICER Craig Mills is a specialist in leading organisational transformation to achieve operational efficiency and optimisation focussed on delivering customer value. At RSL Care he is leading the development of a consumer-centric organisation.

Qualifications: Bachelor of Business (Marketing), Master of Business Administration (Executive).

GREG MASTERS, CHIEF FINANCIAL OFFICERGreg Masters has extensive operating experience in the health and aged care sectors. At RSL Care Greg is using his strong commercial focus as a chartered accountant in driving operational excellence and financial outcomes based on best practice underpinning systems and reporting metrics. Greg is also bringing to his RSL Care role his extensive experience in managing large property portfolios including new developments that encourage operating efficiency and customer amenity.

Qualifications: Bachelor of Business (Accounting), Chartered Accountant, Graduate, Australian Institute of Company Directors.

TOM DONAGHY, CHIEF PEOPLE OFFICERTom Donaghy has a career in leading major cultural change and leadership development programs for large organisations at the national and international level. At RSL Care he leads people and performance, capability and organisational development.

Qualifications: Henley Management College UK. Holds multiple accreditations including Australian Values Inventory, Brain Dominance, Organisational Resiliency and Masters of Neuro Linguistic Programming (UK and Australia).

LUKE GREIVE, CHIEF OPERATING OFFICERLuke Greive is deeply experienced in managing large portfolios of Residential Aged Care assets. At RSL Care Luke has moved the performance of our Residential Aged Care communities from sector average to top quartile financial performance with results commensurate with the major for-profit operators. Luke has implemented a Residential Aged Care management team focussed on best practice care outcomes, managing key business performance drivers and ensuring quality and regulatory compliance.

Qualifications: Bachelor of Science (Nursing), Graduate Diploma Mental Health Nursing, Master of Health Service Management.

BEVERLY SMITH, CHIEF CUSTOMER OFFICERBeverly Smith gained expertise in developing customer focussed solutions for competitive advantage in the FMCG and financial services sectors. At RSL Care she leads customer and brand, innovation and design, product and segment marketing, corporate strategy and development, stakeholder relations and corporate communications. Under Beverly’s direction, RSL Care has developed a strong customer-centric capability based in deep behavioural research and segmentation of the health needs and aspirations of customers and their families. These customer insights form the basis of the five year growth strategy, and are transforming RSL Care to proactively deliver innovative health promotion and care services under a contemporary brand architecture.

Qualifications: Bachelor of Business (Marketing), Bachelor of Laws (Hons).

WENDY FLAVIEN, CHIEF INFORMATION OFFICERWendy Flavien is a business oriented Information Communications and Technology (ICT) professional. At RSL Care her role is to lead the ICT strategy, enterprise portfolio, program management and change management. Under Wendy’s direction, RSL Care has developed an ICT Strategy and an Enterprise Architecture blueprint to guide the Enterprise Information and Technology requirements to deliver RSL Care’s business strategy.

Qualifications: Bachelor of Information Technology (Networks), Master of Business Administration (Professional).

SUSAN STEWART, GENERAL COUNSEL & COMPANY SECRETARYSusan Stewart is a corporate lawyer and company secretary whose career includes 18 years in national law firms specialising in mergers and acquisitions, joint ventures, property and capital market transactions for major corporate customers and 6 years in-house experience leading retirement village portfolio acquisitions, establishment of property funds and capital raisings. At RSL Care she is General Counsel and Company Secretary with responsibility for legal, company secretarial, risk, internal audit and corporate governance functions.

Qualifications: Bachelor of Laws (Hons), Master of Law.

The Executive Leadership Team leads the execution of RSL Care’s customer-centric strategy. The team consists of seven senior executives with deep experience in diverse disciplines across aged care service delivery, health and clinical leadership and governance, customer strategy and strategic marketing, change management, information management, property, finance, law, and risk management.

EXECUTIVE MANAGEMENT


WALKING THE TALK OF DISRUPTIVE INNOVATIONCEO Magazine has announced RSL Care CEO Craig Mills as Not for Profit Executive of the Year as well as runner-up for CEO of the Year. These awards recognise Craig’s visionary and collaborative leadership style which has inspired RSL Care’s strategic reinvigoration under his stewardship.

Craig has ‘walked the talk’ by co-creating, with RSL Care customers and staff, a Charter which guides the organisation’s new business direction and which is enabling RSL Care to move beyond transactional care delivery to transformational reinvigoration of the ageing experience. Craig’s shared vision has disrupted operations within RSL Care to drive a customer-centric business, co-designing services and products to sustain growth while meeting customer needs.

DAY BY DAY… DISH BY DISHTo develop an improved approach for preparation and presentation of meals, a ‘Day by Day’ and ‘Dish by Dish’ Regeneration Guide was designed and developed in a user-friendly format with easy to understand instructions. The Guide uses a simple visual based method with icons, symbols, colours and indicators to ensure a consistent approach.

RESEARCH BASED… CUSTOMER CO-DESIGNED Applying learnings from research to designs developed by working collaboratively with our customers, our industry leading work of our Hotel Services Management team continue to standardise meal preparation quality and improve customers’ dining experience.

Together our team and our customers have developed a new catering manual, the development of the award winning regeneration manual and the introduction of improved standards of crockery, cutlery and serving utensils.

‘FEEDING’ DESIGN IDEASThe team and customers at several of our Residential Aged Care communities are all ‘feeding’ their design ideas into a pilot for a ‘cook fresh’ catering model which emphasises customer choice as well as customer nutrition and wellbeing.

DELIVERING INNOVATION

2014 OSCAR Hospitality - Aged Care Hospitality Awards.

CEO Magazine 2014 National Executive of the Year Awards

at the Australasian Over 50s Housing Awards.

ACSA Queensland 2014 Aged Care Awards for our Clinical Governance Framework

National Catering Innovation of the Year Award

Not for Profit Executive of the Year

Runner-up CEO of the Year

The Most Outstanding Healthcare Education Provider

in Australasia in 2014

Finalist employee and organisation categories

“Within both the not for profit and the aged care sectors there is a need for change to more customer-led, co-created and disruptive innovation.” Craig Mills, Chief Executive Officer

INDUSTRY RECOGNITION:


In our 76th year we are well positioned to achieve solid future growth with a strong balance sheet, clearly defined business strategy and committed management team.

Since implementing a program of change we have made excellent progress and have achieved results that will enable us to significantly invest in new growth opportunities outside of government funded services.

During the 2014 financial year the Trust generated revenue of $257m and reported a surplus of $11.1m, compared to a reported deficit of $22m in 2013.

FINANCIAL SNAPSHOT

Consolidated Position

To view RSL Care’s full financial statements please visit www.rslcare.com.au.

40

30

20

10

0 FY14

0.0

FY13

34.3

300

225

150

75

0 FY14 FY13

256.9247.5

40

30

20

10

0 FY14 FY13

30.4

21.9

25

12.5

0

-12.5

-25 FY14

11.1

FY13

(22.0)

20

15

10

5

0 FY14 FY13

13.3

5.1

NET DEBT $M

REVENUE $M

EBITDA $M

SURPLUS/(DEFICIT) $M

SURPLUS BEFORE FAIR VALUE ADJUSTMENTS $M

40

30

20

10

0 FY14

0.0

FY13

34.3

300

225

150

75

0 FY14 FY13

256.9247.5

40

30

20

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0 FY14 FY13

30.4

21.9

25

12.5

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-12.5

-25 FY14

11.1

FY13

(22.0)

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15

10

5

0 FY14 FY13

13.3

5.1

NET DEBT $M

REVENUE $M

EBITDA $M



40

30

20

10

0 FY14

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FY13

34.3

300

225

150

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0 FY14 FY13

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40

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0 FY14 FY13

30.4

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-25 FY14

11.1

FY13

(22.0)

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0 FY14 FY13

13.3

5.1

NET DEBT $M

REVENUE $M

EBITDA $M



40

30

20

10

0 FY14

0.0

FY13

34.3

300

225

150

75

0 FY14 FY13

256.9247.5

40

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30.4

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-25 FY14

11.1

FY13

(22.0)

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15

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0 FY14 FY13

13.3

5.1

NET DEBT $M

REVENUE $M

EBITDA $M



40

30

20

10

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FY13

34.3

300

225

150

75

0 FY14 FY13

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30.4

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11.1

FY13

(22.0)

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15

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13.3

5.1

NET DEBT $M

REVENUE $M

EBITDA $M




RSL Care is dedicated to providing services across the health continuum of HomeCare, Retirement Living and Residential Aged Care. With 28 integrated community hubs located in metropolitan, rural and remote areas of Queensland and New South Wales our focus is on empowering people to achieve wellness and independence in their later years.

OUR LOCATIONS

BUNDABERGMARYBOROUGH

ROCKHAMPTON

TOWNSVILLEBOWEN

MACKAY

LONGREACH

CAIRNS

BRISBANETOOWOOMBA

NEWCASTLE

BANORA PT

ROWES BAY (TOWNSVILLE)

BREEZES(MACKAY)

SUNSET RIDGE(ROCKHAMPTON)

BICENTENNIAL(MACKAY)

FARNORHA(CAIRNS)

PIONEERS(LONGREACH)

CUNNINGHAM VILLAS(BOWEN)

NORTH

FAIRWAYS (BUNDABERG)

CHELSEA(MARYBOROUGH)

CENTRAL

BAYCREST(HERVEY BAY)

SAPPHIRE(HERVEY BAY)

TANTULA RISE (ALEXANDRA HEADLAND)

CENTAUR MEMORIAL(CALOUNDRA)

FERNHILL(CABOOLTURE)

BONGAREE(BRIBIE IS.)

INVERPINE(MURRUMBA DOWNS)

FAIRVIEW(PINJARRA HILLS)

CARRINGTON(PARKINSON)

TALBARRA(WATERFORD)

MORETON SHORES(THORNLANDS)

TREETOPS(NEW FARM)

CAZNA GARDENS(SUNNYBANK HILLS)

METRO

SOUTH

WESTHAVEN(TOOWOOMBA)

MILFORD GRANGE(IPSWICH) WINDERS

(BANORA POINT)

DARLINGTON(BANORA POINT)

BOLTON POINT(LAKE MACQUARIE)

GALLEON GARDENS(CURRUMBIN WATERS)


BREEZES(MACKAY)



FARNORHA(CAIRNS)

PIONEERS(LONGREACH)


NORTH



CENTRAL










TALBARRA(WATERFORD)


TREETOPS(NEW FARM)


METRO

SOUTH



(BANORA POINT)





BREEZES(MACKAY)



FARNORHA(CAIRNS)

PIONEERS(LONGREACH)


NORTH



CENTRAL










TALBARRA(WATERFORD)


TREETOPS(NEW FARM)


METRO

SOUTH



(BANORA POINT)





BREEZES(MACKAY)



FARNORHA(CAIRNS)

PIONEERS(LONGREACH)


NORTH



CENTRAL










TALBARRA(WATERFORD)


TREETOPS(NEW FARM)


METRO

SOUTH



(BANORA POINT)




This document contains staff and customer experience accounts. To observe respect for individuals’ privacy, names have been changed, where appropriate.

The financial figures in this document are correct as at 30 June 2014 and have been extracted from the 2014 RSL Care Financial Report, a copy of which is available on RSL Care’s website (www.rslcare.com.au).

FOR FURTHER INFORMATION:HomeCare: 1300 775 227 Retirement Living: 1300 558 648 Residential Aged Care: 1300 076 566 Head Office: 301 Wickham Street, Fortitude Valley, Queensland 4006 Website: www.rslcare.com.au ABN 90 010 488 454

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