PresCare Annual Report 2012-13

04 CEO’S REPORT
06 CHAIRMAN’S REPORT
09 WHO WE ARE
10 CHAPLAINCY
12 COMMUNITY & RESIDENTIAL OPERATIONS
16 CASE STUDY – CARE
20 PROPERTY MAINTENANCE & FLEET
22 AFFORDABLE ACCOMMODATION
24 PEOPLE & EXTERNAL RELATIONS
27 CASE STUDY – RESPECT
30 CENTRAL PRODUCTION UNIT
32 CASE STUDY – DELIVER
33 IT PROJECTS
36 BUSINESS SECTORS
38 FINANCE
43 CASE STUDY – DISCOVER
44 THANK YOU
CONTENTS

OUR MISSION
Reflecting Christ’s love, transform the lives of those we serve.
OUR VISION
To build a network of connecting services for our clients.
OUR VALUES
“Christ in all we do” represents our organisational values of Care, Respect,
Discover and Deliver which PresCare introduced in 2013. We are without
apology Christian and committed to serving people in their greatest need.
These values will permeate throughout PresCare and are critical for us to
achieve our vision. Living the values helps us reinforce our
differentiation as a trusted Christian organisation.
• Care – Through servanthood we are compassionate and caring
and seek the wellbeing of others.
• Respect – Opportunities for transforming lives are created through
respect, listening to and responding to the needs of others.
• Discover – Our passion for discovery drives the sharing of ideas,
learning and the innovation of our services.
• Deliver – We deliver on our commitment to Christian Stewardship
through high performance and the sustainable management
of resources.
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A PROUD HISTORY
We have been caring for Queenslanders
in their communities from Cairns to
Coolangatta for almost 85 years. A Ministry
of the Presbyterian Church of Queensland,
PresCare provides a full range of care services
from residential and in-home care, affordable
accommodation and retirement living, to
allied health services and nutritious meals.

chaplains across the state. This helps us deliver on our values of ensuring Christ
is in all we do.
Housing affordability is a major issue confronting seniors, particularly those in
regional centres. In Rockhampton and Maryborough over a third of the population
is renting and more than 20 per cent of them are aged over 65. The need for good
quality affordable housing is paramount.
I am particularly proud of PresCare’s involvement with the National Rental
Affordability Scheme (NRAS) and the progress of our developments in
Rockhampton and Maryborough. These developments began in April 2013
with first occupancy in December 2013.
The Federally-funded housing developments will meet a vital community need
for affordable housing for people over 55. A total of 60 two-bedroom units will
be constructed in this first round, 40 in Rockhampton and 20 in Maryborough.
To be part of a project providing a place for people to call home is a rewarding
experience. For many of us, not having to worry about having a roof over our
heads is something we may take for granted. For people over 65 on lower
incomes, finding a home on a budget can be a real challenge.
Our units are co-located with our aged care services — Alexandra Gardens in
Rockhampton and Groundwater Lodge in Maryborough — so as people age and
their care needs change, the services they need are close at hand. It also means
people do not have to leave their communities, friends or networks should they
require higher care.
At the other end of the spectrum PresCare’s newest and most prestigious
community — Kingsford Terrace — is setting the standard for stunning retirement
living. Named in honour of Brisbane icon and legendary aviator Sir Charles
Kingsford Smith, the $100-million development began construction in May
2013 on the site of our former Hopetoun Aged Care Home in Corinda.
From an Operational perspective, we continued to be audited by Bentleys and
received accreditation across all our sites of operation. We work to provide care
to over 5,000 Queenslanders every year, allowing them to age as independently
as possible. Across all PresCare sites we have around 275 carers working in our
residential facilities and community services teams along with 272 nursing staff
and over 300 volunteers. This is not to mention all our other people providing
assistance and support in various capacities to deliver the care services for
which PresCare is renowned.
I’d like to acknowledge the work all our people do, as they
are at the heart of what makes PresCare the caring and
compassionate organisation it is. Our commitment
to good governance and sustainability, in a year
of beginning our Property Development
Strategy, saw us deliver an overall surplus
of $381,245 for the year.
Our mission also includes providing
chaplains in our residential facilities and
through our community services. In the past
year we have committed around $1 million to our
Chaplaincy Program and have increased the number of
PresCare took considerable steps this year in implementing
its Property Development Strategy to deliver a range of
accommodation options for older Queenslanders.
CEO’S
REPORT
4

our people safe, but we encourage everyone to keep safety top of mind.
By making safety a part of what we do every day, our people will go home
in the same condition in which they arrived at work.
The results have been very positive. Our Workers Compensation claims
are down nearly 10% on the previous financial year. At our largest
residential facility — PresCare Vela — the team reduced their lost time
injuries by 35% and their medical only incidents dropped by 40%.
Improved injury management and proactive return to work programs
also helped reduce the cost of our claims. The Safety 101 program kicked
off in August to our leaders with the official launch by the Executive Team
in December. The program has been well received by all sites and the
campaign continues to run with themes including a focus on ‘slips, trips
and falls’ and employee wellness.
Our Just Do It…Quit It program, which was jointly funded by the
Queensland Government, was launched in early 2013 by the State Health
Minister The Hon. Lawrence Springborg. This anonymous 16-week
quit-smoking initiative was offered to all our employees, volunteers and
contractors and saw more than 61 people join up.
The Board and I are looking forward to the 2014 calendar year, during
which we celebrate PresCare’s 85th anniversary. We anticipate a number
of events and campaigns being rolled out in support of this significant
milestone in PresCare’s long and successful life. I very much look
forward to what promises to be an exciting and challenging year, and
one full of achievements.
Greg Skelton
Chief Executive Officer
The next milestone for the development will be the construction of the
68 Stage-One apartments commencing around June 2014 for expected
completion in late 2015.
These apartments suit a modern lifestyle. Beautifully laid out, with spacious
design and easy-care living in mind, residents have direct apartment access
from their secure underground car parks.
PresCare’s expansion into the affordable housing and retirement living
markets is a natural fit with our current aged care services and an extension
of our social mission.
For the period we raised more than $140,000 through appeals and events,
primarily via the PresCare Woollam Constructions Charity Golf Classics.
In their sixth year, the events in Brisbane and Mackay were very successful
and well attended. Delivering these events would not be possible without
the support of Woollam Constructions who not only provide funding for
the event but ensure they promote it to their suppliers and business
partners. This usually produces a lot of friendly rivalry on the golf course,
making for a fun day! We were also successful in obtaining a $73,000
Perpetual Grant which we will use towards enhancing the management
of medications across our facilities.
We were awarded a $369,000 Department of Health and Ageing Seed
Grant to pilot an intensive health initiative in Rockhampton. I look forward
to reporting on these initiatives next year as well as our philanthropic
initiatives which are under way.
I am very excited to have laid the foundations for transforming the
way PresCare addresses Work Health and Safety. We introduced Safety 101
– a comprehensive culture change program to make the health and welfare
of our people and clients our priority. Safety 101 helped redirect our focus,
ensuring that not only do we implement and enforce procedures to keep
5

PresCare, as part of the Presbyterian
Church of Queensland, is an
expression of the Church’s Ministries
of spiritual, social and community care
through individual congregations and
through the provision of wide-ranging
care services. A key focus of the year
has been continuing to establish
and maintain strong linkages with
individual churches and congregations
and also to extend its services to
support quality of life within a
Christian environment.
In doing this, the Board has responded
to significant changes and reform
within the health and community
care sectors. This has required
PresCare to remain focused on the
needs of the community which it
serves and also to ensure we grow
as a sustainable organisation in
meeting our responsibilities of the
Church’s Mission.
During the year the PresCare Board
evaluated its governance structure
and further developed its Committee
CHAIRMAN’S
REPORT
PresCare is firmly focused on the future. Our work over the
past 12 months has laid important foundations for the next
five years as we solidify our position as a leading aged care
services provider and continue to share our Christian values
with the community.
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only much-needed accommodation to those over 55 requiring financial
assistance to secure accommodation, but also support the spiritual and
social needs of those residents.
The Board has been actively engaged in the purchase and management
of State operated aged care facilities. This resulted in PresCare becoming
the successful tenderer for Yaralla Place, a 96-bed aged care facility at
Maryborough. This strategic purchase will enable PresCare to provide
efficiencies of care between two aged care facilities across Maryborough
and also further its objective of providing additional affordable housing
through land purchased adjacent to Yaralla Place.
The year has seen PresCare embark on enormous change
to ensure it continues as a sustainable Ministry on behalf
of the Presbyterian Church of Queensland, creating
pathways linking the Church’s mission in serving
a meeting community needs.
Regards,
Wayne Knapp
Chairman
and reporting structure to the Church to overview and support a number
of strategic developments. Supporting this, the PresCare Executive
implemented a new performance management and recruitment process
to achieve our strategic vision of being a “compassionate and innovative
Christian organisation where all are encouraged to provide excellence in
service to all people involved in our community”. This has been crucial to
the rapid expansion process PresCare has undertaken to grow its enduring
culture of Christ in all that we do.
In particular, the Board over-viewed the final closure and demolition of the
Hopetoun Aged Care Facility and recommended redevelopment of the site
into a retirement village known as Kingsford Terrace. Design and costing of
the complex has been completed, and construction of the display suite will
be completed shortly. Early works construction of Stage One and Two and
the $5 million Southern Cross Community Centre is underway and sales of
units to the new community residents has commenced.
Exploring new opportunities to provide support to the community led the
Board to embark on the provision of affordable housing in partnership
with the Federal and State Governments through the National Rental
Affordability Scheme. Through this program, PresCare has constructed
sixty two-bedroom residences on unused land on the sites of aged care
facilities in Rockhampton and Maryborough. A key feature of this initiative
is, unlike traditional housing rental schemes, PresCare will provide not
7

Staff from our PresCare Lake
Sherrin Aged Care Facility,
Thornlands, Brisbane.

WHO WE ARE
PresCare is one of the most established compassionate care and technologically
progressive aged care providers in Queensland. We offer excellence in all aspects
of care including our specialties in the palliative and dementia fields.
Through our 835 dedicated staff, PresCare delivers a diverse range of services and
support to a variety of people. Our accredited, modern complexes offer convenience
with ageing-in-place wherever possible, so care needs are fully supported.
PresCare strives to explore new concepts in care and our people take pride in their
flexibility and range of government-supported, full-fee residential and community
services. PresCare is known for our strength in advancing dementia and palliative
care practices and adopting some of the latest aged care technology to assist with
staff efficiencies and staff and resident safety and security.
Helping the elderly remains at the core of what PresCare does and we will
continue to focus on the delivery of quality services such as:
Residential Care Services
High Care; Low Care; Palliative Care; Dementia Care; the aged care facility
environment is homelike, modern and comfortable in order to enhance staff
efficiencies; use of technology; social events and interaction of residents, their
families and staff is actively encouraged; efficient use of government funding
and resident contributions to provide services and care.
For nearly 85 years, PresCare has been providing services to
the elderly, disabled and some of the most vulnerable people
in Queensland society.
Community Care Services
Mobile Care; Packaged Care; Transitional Care; Home and Community Care
Services; Disabilities Services; Extended Aged Care in the Home; Extended Aged
Care in the Home Dementia; Day Therapy and Allied Health Services; flexible care
and in-home services that are cost-effective, government-funded and can involve a
fee for service affordable for the client.
Accreditation
All PresCare services and facilities meet the Aged Care Standards and Outcomes.
Accommodation/Housing
PresCare provides rental accommodation in various styles, co-located with our aged
care facilities and services. Tenants at all our accommodation and housing sites have
access to lifestyle solutions at any time during their tenancy.
Food Services
Our expertise in the production of high-quality, nutritious home-style cooking
has seen PresCare launch its own catering business targeting the provision of
affordable meals for seniors.
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Chaplaincy and pastoral care is an integral part of PresCare’s services. As a
Ministry of the Presbyterian Church of Queensland, we express our Christian
values and our love for Christ and God, through all aspects of our services.
This ministry of compassion and mercy to the people we care for is led by
our chaplains and pastoral carers.
Our chaplains and pastoral carers are members of the Presbyterian Church
of Queensland who are driven to share God’s word with our clients, staff
and volunteers. They reach out to provide comfort and guidance in times
of need. They join in a range of communal activities and make time to visit
one-on-one. They share in the good times and give support when times
are tough; helping the PresCare community to come together to celebrate,
worship and at times mourn.
In the wider community, our chaplains and pastoral carers provide support
and guidance, reaching out to people isolated in their homes,
encouraging wellbeing, connecting with people, assessing
their needs and following up – all the while being ready
to help people in crisis.
Through our chaplains and pastoral carers,
we have strengthened our relationship with
the Presbyterian Church of Queensland
congregations. Reaching our through
publications like PresCare’s monthly
Prayer Points, a regular page in New
Directions and the distribution of our
quarterly Chapters, we are pleased to be able
to share our achievements, accomplishments
and stories with all who are part of our mission.
A number of changes have occurred throughout the year in our chaplaincy
team, but it remains that from Cairns in the north to Coolangatta in the
south, we have been finding ways to deliver gods message and provide
spiritual support to those in need.
Cairns
Rev Harry Oh long term Cairn’s Presbyterian Minister has accepted the role
of PresCare Chaplain for the Cairns region.
Mackay
This year we welcomed Ms Heather Mckay as Pastoral Carer, Heather
comes to us we a wide range of pastoral skills. Frank and Coleen Kop
continue to provide pastoral support for Mackay.
Rockhampton
Following the closure of Hopetoun there was the opportunity to provide
full time Chaplaincy in Rockhampton with Elder Chris Pengelly not only
providing care at Alexandra Gardens and the Independent Living Units
(ILUs) but also to our “In Home Care” clients in the Fitzroy region. Rev Jon
Chandler and Elder David Todd continue to provide good quality ministry
across the aged care facility Alexandra Gardens. It is pleasing to record the
starting of a “Men’s Shed” that clients from both the aged care facility and
ILUs attend.
Maryborough and Fraser Coast
Elder Wayne Pivac well-received ministry continues as a Pastoral Carer in
Wide Bay Region and at Groundwater Lodge, Maryborough.
Metro North
Robyn Sansbury continues her pastoral care work for our Community office
at Kawana. To overcome isolation Robyn has developed a PresClub (Friendship
Club) which meets at Caloundra Presbyterian Church.
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CHAPLAINCY

I have been crucified with
Christ. It is no longer I
who live, but Christ who
lives in me. And the life I
now live in the flesh I live
by faith in the Son of God,
who loved me and gave
Himself for me.
Galatians 2:20 (NIV)
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Brisbane
Vela Chaplain Glenda Booker has added a Friendship Club
to her repertory of activities. This recognises the isolation
that older people feel even when surrounded by many
people. Lake Sherrin has a new Chaplain following the
retirement of Rev Gordon Jackson. We thank Gordon for his
work in this role. Rev Graeme McKay has joined the PresCare
team as Lake Sherrin’s full-time Chaplain and Rev Keith
Black following his move from Hopetoun joined the team
as a Volunteer Chaplain. We continue to be grateful for the
grateful for the support and assistance from Rev Gary Tosh,
when Brisbane staff are on leave.
Metro South
Desiree Koutoufides continues to provide loving pastoral
care in this region.
Gold Coast
It is a delight to advice that Rev Frank White has been
appointed Chaplain at Roslyn Lodge after many years of
voluntary service there and we continue to have the team
from Tamborine Mountain Presbyterian Church involved.
Rev John Gilmour continues in his role as Director of
Chaplaincy with a position on the PresCare Executive. His
guidance and wisdom allows gospel emphasis and pastoral
care to become imbedded into everything PresCare does.
As PresCare continues to grow so do the ministry
opportunities. We thank all our chaplains, pastoral carers and
their supporters for their tireless efforts caring for our clients,
staff, volunteers and their families.

w
COMMUNITY
& RESIDENTIAL
OPERATIONS
With over 1,000 dedicated staff and
volunteers, PresCare Community and
Residential Operations support more
than 5,000 clients in communities from
Cairns in the north to Coolangatta in
the south-east.
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In 2012/13, PresCare implemented key organisational change to allow
Operational and Clinical governance to continue to proactively respond
to industry developments and expand PresCare services offered across
Queensland. This included the appointment of a General Manager across
both Community and Residential Services.
Looking to the future, the government and industry recognise our aging
population should have choices about the style of care they will access
throughout their senior years. This means clients will have greater input
into the provision of their care including how and when they will interact
with care providers. Community and Residential Services continue to work
to improve client confidence by promoting a Single Service approach that
ensures a consistent quality experience at every service touch point.
This has resulted in the tracking of key performance indicators and
implementation of agreed “service wide” portfolios through whole of
service operational governance frameworks. We continue forging the
integration of services across our business to enable connection
to services for older people and their families.
Commitment to quality of care has been clearly evidenced with all
services achieving and maintaining accreditation. In 2013 PresCare
appointed two Clinical Group Managers to help further enhance quality
across the organisation. A quality focus allows an organisation to
continuously scan for opportunities to improve business, customer service
and clinical practice driving an innovative, people-centred and responsive
organisational culture. Quality therefore underpins excellence in service
provision allowing PresCare to reflect Christ’s love while transforming the
lives of those we service.
In addition to exemplary accreditation results, PresCare’s dedicated staff
can also be congratulated for achieving excellent audit results across all
residential and community services.
In line with the single service approach PresCare is working to merge
clinical and business practices allowing a seamless transition of clients
and staff across the previously separate residential and community
sectors. Over 2013/14 this will be achieved through projects such as:
∞∞ An upgrade of medication management including a procedural
review, development of a new training package, and implementation
of a new electronic medication system in residential care;
∞∞ Implementing an integrated risk and incident management system;
∞∞ Developing and implementing integrated service policies; and
∞∞ Development of a robust quality system across
residential and community sectors.
QUALITY IN EVERYTHING WE DO
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The Day Therapy Centre moved from the site of the former Hopetoun Aged
Care Home in Corinda to its current site in Coopers Plains in September
2012. The different set up in the new site provided some initial challenges,
but both staff and clients have now settled in and business is going well
under the new appointment-based business model.
Our Day Therapy Centre provides extensive and professional services to our
client base, over 65’s generally in the region of Coopers Plains in Brisbane.
The eligibility to participate in these services includes:
∞∞ frail aged (low care and community) who require therapeutic
intervention to maintain or recover a level of independence;
∞∞ CACP, EACH, EACH D and HACC clients, unless their therapy is
funded by their package as part of their care plan; and
∞∞ Veteran’s Affairs and funded clients, unless their therapy is funded
by their packages as part of their care plan.
Staff conduct full assessments, review and discharge procedures for all
clients and accredited tools must use measurable, objective indicators and
record results associated with therapeutic goals or desired outcomes.
Our Sherwood Respite Centre provides services twice a month conducted
by our physiotherapists and Allied Health Assistants. The client base for this
centre averages between 85-95 years young.
The Acacia Ridge Presbyterian Church holds a diabetes group every
Wednesday and Lake Sherrin provides monthly podiatry services.
Most recently the Sunnybank Arthritis Support Group Seminar held in
April 2013 provided PresCare with an opportunity to spend time with the
community and through this experience we received 25 new referrals
with 98 people attending.
Community Care Regional began the Financial Year 2012/13 with the
appointment of new key personnel to service each site.
Fitzroy, Mackay and Cairns each appointed a new Community Care
Coordinator and a new Area Manager North Queensland was also
appointed during this financial year.
The team has a wealth of experience which has resulted in PresCare’s
higher occupancy and additional services added to the sites. We
have acknowledged an increased awareness of PresCare within these
communities.
Both Fitzroy and Mackay Disability Services have successfully completed
audits from government departments. Fitzroy finished the year with 59 new
HACC service clients won from the tender released by Queensland Health.
DAY THERAPY CENTRE (DTC)
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REGIONAL COMMUNITY SERVICES
METRO NORTH & METRO SOUTH
Staff displayed professionalism and dedication to PresCare and our clients
in the natural disasters during the summer season, with extensive flooding
affecting all areas of Metro North. Each team in Metro North and Metro
South has instigated the Frozen Chook Awards, which is designed to
acknowledge the work our people do in challenging times – always with
a smile and great compassion. This is discussed at every meeting and
awarded to the most deserving staff member.
WIDE BAY & KAWANA WATERS
During the year we increased in occupancy across all three packages. A
new coordinator was employed which enabled more promotional work
to occur and increase productivity.

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STRATHPINE
A volunteer pastoral carer was engaged in the Strathpine region and
attends clients.
As with Wide Bay and Kawana, upskilling staff has been a key priority and
many of the team have earned diplomas or Endorsed Enrolled Nurse (EEN)
qualifications. One of our community care workers who is completing her
EEN training was successful in being chosen to complete a placement in a
Dubai hospital giving her valuable experience and skills.
A pastoral carer was engaged and attends all staff activities. Upskilling
staff has been a key priority and many have earned diplomas or Endorsed
Enrolled Nurse (EEN) qualifications.
Kawana has a small number of volunteers providing office assistance and
social support to clients. Our Area Manager and one of our volunteers were
awarded Kawana Waters’ Rotary Pride of Workmanship awards.
Each month our Chaplain — along with assistance from our Community
care workers — conducts a social friendship group called PresClub. This is
held at different venues throughout the Sunshine Coast.

CARE
CASE STUDY
Ray Adams was a fiercely independent
and private man who had always had a fear of
needing any kind of assistance from people
outside of his immediate family. He had many
discussions with his family about not wanting
to “go to a home” or have any external help.
Ray retired early due to poor health and
had resigned himself to the fact that he
did not have long to live. He and his wife
moved in with family and due to good
management and a purpose in life his
health actually improved!
Ray’s daughter Gwen says that Ray’s life
expectancy at the time was three years.
“24 years later and still going strong, we
realised he now needed assistance for
daily living,” Gwen says.
Family members had suggested PresCare
Community Care as an option for in-home
assistance but when the time came, Ray was
reluctant for Community staff to come
to his home.
Gwen says the staff from PresCare’s Kawana
office were extremely patient with Ray and
supported his family during the period of
setting up services for Ray. “PresCare staff
listened to not only Ray’s concerns but also
our family’s concerns about the process
and how it would all work,” Gwen says.
One particularly pleasing aspect of the
care provided to Ray was that PresCare
had arranged for a male carer. Prem
Machura was Ray’s usual carer, although
it was sometimes necessary for Ray to
have female care staff — which he enjoyed
but was always happy to see Prem back
each time!
Prem and Ray would often sit and chat,
or sometimes just sit in companionable
silence, but this provided relief to Ray’s
full-time carer who was then able to have
some personal time in her day.
Prem says he enjoys doing what he does
for a number of reasons. “I love listening to
my clients talk about their lives, especially
when they tell stories about growing
up and their younger years as I am very
interested in history,” Prem says.
“Ray was one of those clients with great
stories to tell, and he loved to talk about
his family, who I could tell he cared about
very much.”
As Ray’s health deteriorated PresCare staff
became more involved with Ray, visiting
each day.
“The whole family treated the PresCare staff
as part of the family each time they were in
the home,” Gwen says.
Ray passed away in hospital earlier in the
year. Gwen says his family were extremely
happy that for his last few months he was
able to remain at home in the environment
he was so familiar with.
Ray’s family were also very touched that
Prem attended Ray’s funeral and were very
thankful for his care of Ray, but Prem sees it
the other way around. “I should be the one
saying thank you,” Prem says. “Thank you
for giving me the opportunity to look after
Ray and to be part of his life for that period
of time.”
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ALEXANDRA GARDENS
PresCare Alexandra Gardens has continued to maintain full occupancy and has
more than 140 people awaiting admission. This financial year commenced with
a successful re-accreditation audit resulting in a further three years accreditation.
The aim this year has been to strengthen clinical services and to build on the
benefits our clients enjoy, with ready access to Nurse Practitioners providing
acute care.
The acute care service enables our clients to stay at PresCare rather than be
admitted into hospital. A new clinical nurse position was created to provide
better clinical support for more complex care.
The heart breaking Central Queensland floods highlighted the effectiveness of
our Business Continuity Plan and the need to be in a ready state of preparedness
to respond to emergencies. The experience allowed PresCare Alexandra Gardens
to demonstrate our strength within aged care services, joining forces with other
residential aged care facilities in Central Queensland. PresCare consulted with the
Rockhampton Regional Council Emergency Management Committee and the
Capricornia Aged Care Providers Group to minimise the impact on clients in the
event of an emergency.
Our clients enjoy a range of new lifestyle activities such as, Tai Chi, pet therapy
and pampering days that include foot spas, manicures and massages. These
activities are complimented with opportunities to socialise in the community with
regular trips to shopping centres for retail therapy and lunch. Extra opportunities
include visits to the nearby Early Learning Centre, to the beach for fish and chips
and participating in the Lord Mayor’s morning tea.
RESIDENTIAL SERVICES Alexandra Garden staff enjoy recognition of service awards and Employee of
the Month awards. The Alexandra Gardens Logie Awards are highly embraced
alongside the Wellness at Work opportunity to purchase healthy lunch options
and participate in exercise groups on site.
ROSLYN LODGE
Roslyn Lodge introduced a Clinical Nurse as well as changes to increase
responsibility of the administration position to include operations. Both of these
staff have grown in knowledge and leadership throughout the past 12 months.
The facility has maintained a reasonable level of occupancy through the year.
We developed stronger relationships with the Presbyterian community through
the efforts of our chaplain, culminating in several donations to the facility for
replacement of equipment. We are also seeing an increased presence of visitors
from the church wishing volunteer.
We have had quite a number of activities throughout the year which have proven
very popular. These include Anzac Day, Valentine’s Day and the annual visit by
the Police Pipe Band. We have also begun a regular picnic day to various location
including the Broadwater at Southport.
We also celebrated Claude’s 104th birthday, Claude being one of three residents
over 100 years old.
We thank the local Masonic Lodge for kindly donating a new lounge suite.
17

18
LAKE SHERRIN
Lake Sherrin underwent a number of improvements in 2012/13, as well as
adding to our list of services and activities. This included:
∞∞ Successful three-year accreditation in December with all 44
outcomes met;
∞∞ Successful Aged Care Funding Instrument (ACFI) validation in June;
∞∞ The introduction of Dentistry and Ophthalmology services
∞∞ Full-time Chaplaincy;
∞∞ Introducing education programs on urinary tract infections, hydration,
and safety;
∞∞ Training our Diversional Therapists in The Atargo Exercise Program;
∞∞ Providing meals to tenants in our affordable accommodation units;
∞∞ Enhanced podiatry clinic services;
∞∞ An improved Diabetic Management Plan;
∞∞ Holding an EKKA Show day on site; and
∞∞ Introducing High Tea by the lake for residents and tenants.
VELA
GROUNDWATER LODGE
With many successes, several key changes and a number of new and
improved activities at Groundwater Lodge, the past year was a busy one.
This has also resulted in Groundwater Lodge becoming the facility of
choice in Maryborough, with great feedback in the community regarding
our services and a consistently high level of occupancy.
Multiple murals and paintings were created by residents and a staff member
which were subsequently displayed throughout the entire facility creating
positive feedback.
Fundraising money enable the purchase of outdoor furniture with umbrellas
for the dementia wings as well as new clubroom lounge chairs and new
BBQ area furniture. This has created positive feedback from staff, residents,
family and the community. We also:
We successfully achieved three-year accreditation in December with all
44 outcomes met. Our strong links with the local community saw PresCare
Vela increase the numbers of training colleges using our facility for Cert III
and Endorsed Enrolled Nurse training.
We also increased networking opportunities through providing our
function room to community groups such as Nimac, SSS, Rotary and the
Presbyterian Church of Queensland.
We continued to focus on the care of our people and clients. This resulted
in decreased hours lost due to work injuries and work injuries and
increased training staff in managing challenging behaviours from
residents with dementia.
New technology enhanced our work and services. This included:
∞∞ Data conferences via Skype;
∞∞ iPads to enable residents to contact their families via email and
Facebook; and
∞∞ A beginner computer training imitative for residents.
We thank our supporters, especially our volunteers and Bunnings
Warehouse for assisting with improved gardens.

19
∞∞ Held many resident activities including Australia Day Displays,
Melbourne Cup and Red Apple Day just to name a few;
∞∞ Participated in a Diversional Therapy Display with other aged care
facilities. Groundwater Lodge was awarded prizes kindly donated by
the Frazer Coast Council for our Diversional Therapy arts program;
∞∞ Were recognised by Alzheimer’s Australia for the quality of our
dementia activities;
∞∞ Implemented a number of facility improvements for residents including
renovations for seven resident rooms, development of a small gym area
for residents and creation of a small garden;
∞∞ Developed a system with GP practises to email wound photos
for consultation;
∞∞ Survived two major floods situations, being cut off, no gas, no hot
water for 9 days, issues with power;
∞∞ Maintained Aged Care Funding Instrument (ACFI) levels despite major
Government changes in the ACFI tool;
∞∞ Received positive media coverage on multiple channels covering our
volunteer awards and the quality of our dementia programs;
∞∞ A number of IT improvements were made, including the installation
of Wi-Fi, a new Medication Management System, a Nurse Call System,
access to the internet in the resident’s club room and installation of
security cameras;
∞∞ Assisted a large number of staff to complete Hospitality, Care and
Diversional Therapy qualifications.

PROPERTY
MAINTENANCE
& FLEET
The Property Maintenance and
Fleet Team undertook a number
of infrastructure improvements
and replacements during this
financial year.
20

Each site underwent an audit process to ensure compliance with the new
Queensland Development Code from which recommendations were put forward
for action. Some additional infrastructure was required along with the addition of
various pieces of safety equipment.
Inefficiencies of space usage were addressed at some of our residential sites, with
underused areas converted to more practical spaces.
Several utility and supplier contracts were renegotiated during the year, ensuring
significant savings for the organisation. Further negotiations will occur in the
current financial year for energy efficiencies.
In order to ensure the continued quality of our facilities, at our Lake Sherrin site
we undertook the refurbishment of four of our independent living units, which
were subsequently leased to tenants.
Due to a number of natural disasters in the previous financial year, it became
necessary to upgrade facilities at some sites to enable those sites to maintain
safe operations during crises periods. Generators were upgraded and electrical
equipment (such as mains boards) were replaced.
This year begins a new management process for the PresCare Fleet including the
introduction of a new motor vehicle policy. A review of the PresCare fleet was
completed and has a number of vehicles being replaced over the next 12 months.
Improvements in vehicle processes implemented include the recording of
odometer readings each month to better track the use of the fleet and to ensure
we have cars where they are needed. This should also better track the service
requirements and records for all vehicles.
25
PresCare Bus & Minivans
8
PresCare Utes & Vans
5
PresCare Truck
1
PresCare Cars
74
PresCare Golf Buggies
4
PresCare Trailers
2
The current PresCare fleet consists of 94 vehicles broken down as follows:
21

32
LAKE SHERRIN (THORNLANDS)
Refurbishment of four units (numbers
150 – 153) was completed and we
were able to tenant them in early
2013. These had not been occupied
since about 2005. These units
overlook the croquet court. They are
a little smaller and the rent is less,
making them more affordable. The
refurbishment included a repaint,
new bathroom fittings, kitchen
improvement for two of the four,
new floor coverings and new digital
antenna re-cabled for digital television.
The land around the lower lake was
cleared of the ‘Singapore Daisy’
weed. This was a $5,000 project
that included the replanting of 1000
suitable native plants.
NRAS ROUND 5
An application for Round 5 of NRAS has been
submitted. PresCare has proposed a mix of
one and two-bedroom apartments, with a total
of over 200 units to be built across three of our
existing sites.
AFFORDABLE ACCOMMODATION
PresCare currently has cottages and units of various sizes for rent. They are
co-located alongside PresCare residential care homes at Thornlands in the
Redlands district of south-east Queensland; in Rockhampton on the Capricorn
Coast; and soon at Maryborough on the Fraser Coast.
22
ALEXANDRA GARDENS &
GROUNDWATER LODGE
(ROCKHAMPTON & MARYBOROUGH)
Construction of the new NRAS (National
Rental Affordability Scheme) units at both
Rockhampton and Maryborough is well
underway and due for completion in October
2013. When complete there will be 40 two-
bedroom units at Alexandra Gardens and 24
two-bedroom units at Groundwater Lodge.

SERVING THE COMMUNITY
The Fraser Coast is Queensland’s fourth
fastest growing area with over 65s growing
to make up the bulk of the population over
the next 25 years. Our affordable housing
projects in Maryborough and Rockhampton
are part of PresCare’s commitment to
these regions.

24
The People and External Relations Team strove to deliver an organisation of
safe, customer-focused, capable and dedicated employees and volunteers
who live the PresCare brand, our organisational values and deliver on our
service promises.
Bringing together our marketing and people functions in July, the team
focused on establishing clarity around the heart and purpose of PresCare
in an increasingly competitive national aged-care market, demanding
greater customer choice.
The Team led the completion of a new Strategic Plan in February
incorporating the introduction of the simplified and more easily
communicated values Care, Respect, Discover and Deliver. The Plan also
resulted in the Board approving a new vision and mission. Further work
is underway to ensure that in 2014 PresCare offers a compelling story
and differentiated brand attractive to customers, supporters, employees,
volunteers and the communities in which we operate. All of this is essential
for PresCare to respond to competitive pressures and the changing service
demands of the ageing population.
We also began the marketing and sales of PresCare’s inaugural retirement living
project, the $100M Kingsford Terrace development at Corinda in Brisbane.
Our achievements for the year contribute to readying PresCare for the
new customer-driven world and strengthen our ability to better respond
to opportunities and challenges.
PEOPLE & EXTERNAL
RELATIONS
PEOPLE
The People stream encompassed the Human Resources, Work Health and
Safety and Learning and Development functions which work to enable
PresCare to attract, develop and retain outstanding PresCare People who
are committed to the PresCare values.
One of our first initiatives was developing a safety culture across the
organisation. The Safety 101 Program was implemented in July 2012,
engaging the leadership team to deliver a broader rollout in December
including the introduction of monthly toolbox talks, a Priority GP service
and other initiatives. These have brought safety front-of-mind and ensures
we are all more conscious of the things we need to do to go home safely
at the end of every day. The program has resulted in a 9% reduction in
Workers Compensation claims and at our largest facility a 35% reduction
on lost time injuries.
In the Human Resources area, we continued the implementation of
our performance management system e-Performance, best-practice
guides for performance management and recruitment as well as training.
This is preparing PresCare for a performance-driven culture. Our focus in
2013-14 will be the continued growth of each of these core functions and
to develop, deliver and refine our products and services to improve the way
we provide client service and support and brand PresCare as a preferred
industry employer.
In Learning and Development we revived traineeships and apprenticeships,
utilising the support available through the Queensland Government’s User
Choice program. This has seen us progress more than 20 trainees and
apprentices across PresCare’s sites. We have also encouraged participation
of around 25 care workers in the Aged Care Workforce Vocational
Education and Training Program (ACWVET).

25
EXTERNAL RELATIONS
The External Relations stream encompassed the Marketing, Corporate
Communications, Fundraising and Volunteers functions championing
commercial growth, the introduction of a sustainable fundraising program
and engaging our stakeholders. In the Marketing arena, the Team introduced
a panel of competitive creative agencies, refreshed the look and feel of
collateral and managed promotional events. The highlights included the
Safety 101 campaign, the development of PresCare’s The Contented Chef
brand as well as the marketing and sales of Kingsford Terrace.
Corporate Communications implemented a new PresCare website,
audited internal communications and developed an internal
communications strategy. This resulted in the evolution of the quarterly
magazine Chapters and the introduction of the new Spirit video to
showcase the unique spirit of our people. The emphasis on media
opportunities enhanced PresCare’s public profile. The launch of PresCare’s
$10M affordable accommodation projects in Rockhampton and
Maryborough resulted in publicity valued at more than $250,000.
Woollams Constructions continued to be our major fundraising partner,
sponsoring the Charity Golf Classics in Mackay, Rockhampton and
Brisbane for the sixth year running. Due to scheduling, the Rockhampton
event fell outside this financial year (August 2013). The Mackay and
Brisbane events were the most successful ever, delivering unprecedented
positive player feedback and funding for our services (see page 29). We
also focused on establishing a sustainable fundraising program which
included cleaning our donor database and introducing Christmas and
Tax Appeals. We are very pleased with the stronger relationships and
support we have established with Presbyterian Church of Queensland
congregations across the state. Finally we were successful in achieving
more than $500,000 in grants which will be used to implement an
electronic medication management system across all our six residential
sites as well as establish a pioneering sub-acute project in Rockhampton.
Our Volunteer program proves each year to be a valuable part of PresCare.
At the end of June 2013, the overall value of volunteers to PresCare for the
financial year was $205,298. We focussed on gaining involvement by each
residential and community service and finding staff to oversee volunteer
coordination locally.
The success of any volunteering program rests in large part on
acknowledgment of your volunteers, and PresCare held events around the
state to thank our volunteers.
With PresCare’s growth and evolving focus on customer service a
reorganisation in April saw External Relations move to a newly created Chief
Operating Officer Team and creation of the People and Culture Team.

26
LEARNING & DEVELOPMENT
Learning and Development has revived traineeship and apprenticeship
opportunities with PresCare. The team has been working to provide opportunities
for our staff including traineeships and apprenticeships via the Queensland
Government funding program — “User Choice”. The funding covers most of the
cost of training for eligible participants. In addition the Federal Government also
offers employer incentives paid directly to PresCare.
Across PresCare we received 44 Workers Compensation claims in 2012/13, a
reduction of 9% from last year. PresCare Vela reduced their claim numbers
significantly; lost-time injuries down 35% and medical only claims down 40%
on last year due to the hard work of the Return to Work and Rehabilitation
co-ordinator and the Management team at Vela. The average cost of these
claims was 20% lower this year due to improved injury management and
proactive return to work programs resulting in better recovery outcomes.
Manual handling remains our leading cause of injury, with musculoskeletal sprains
and strains to the back and shoulder being the most common injuries.
The Department of Health and Ageing offers a new Aged Care Workforce
Vocational Education and Training (ACWVET) Program. The aim of the program
is to provide opportunities for personal care workers to develop their skills in the
industry and gain recognised qualifications, resulting in the improved quality of
aged care.
WORK HEALTH & SAFETY
WORKCOVER
MONTHLY SAFETY REPORTS & TOOLBOX TALKS
∞∞ Certificate III in Business: 1 x Metro south
∞∞ Certificate III in Disabilities: 2 x Metro south (no funding)
∞∞ Certificate III in Commercial Cookery: 2 x Vela (Apprenticeship)
∞∞ Certificate III in Hospitality Front of House: 4 x Groundwater, 4 x Vela
∞∞ Certificate III in Aged Care and HACC: 10 x Metro South
∞∞ Certificate IV Frontline Management: 3 x Wide Bay, 2 x Mackay,
1 x Strathpine, 1 x Fitzroy
∞∞ Cert III and IV in Aged Care and HACC: 2 x Groundwater,
1 x Strathpine, 2 x Wide Bay, 1 x Kawana, 1 x Fitzroy
∞∞ Certificate IV Leisure and Health: 2 x Kawana, 1 x Alexandra Gardens,
1 x Groundwater, 1 x Lake Sherin, 1 x Strathpine
∞∞ Diploma in Community Services Coordination: 2 x Kawana
SAFETY 101
Safety 101 was launched across the business in early December 2012 with strong
support from the Executive Management team. It was well received by all sites, and
the campaign continues to run with various themes being rolled out including a
focus on Slip, Trips and Falls and employee wellness.
JUST DO IT, QUIT IT
PresCare was successful in gaining funding through the Queensland Department of
Health for this program which was launched in March 2013 by the Hon. Lawrence
Springborg, Minister for Health.
Monthly Safety Reports and Tool Box Talks are disseminated each month with
managers discussing these at their staff meetings. This has raised awareness of
safety across the organisation by providing a monthly talking point on safety and
providing education on various safety topics.

27
RESPECT
CASE STUDY
Respecting clients often takes the form
of individualised care programs. PresCare
people strive to ensure we provide services
specific to each client’s needs across our
business, from in-home and allied health
clients to our facilities.
This is illustrated in the care of Jean*
who moved to PresCare Alexandra
Gardens in Rockhampton after a fall at
home and hospitalisation.
On the day of her arrival, a mobility
program was developed to assist Jean
with pain related to a spinal stenosis (a
narrowing of the spinal canal causing pain
and weakness in lower limbs) and to help
build her strength. Within a few weeks Jean
developed a range of symptoms and her
coordination deteriorated.
“We noticed Jean’s behaviour was not
typical of dementia and her other symptoms
were not consistent or easy to define,” says
Clinical Nurse Jane Setter.
“The Nurse Practitioner from the
Rockhampton Hospital Avoidance Services
was unable to determine the cause of
Jean’s decline. We worked with her family
throughout the process. This was not just
a clinical case to us; this was about
respecting Jean and focusing on
individualising her care.”
Because of her physical and cognitive
decline, Jean was transferred to PresCare’s
high-care unit where she was monitored
closely. After further consultation with
Jean’s family and her GP she was admitted
to hospital for testing as a result of which
Jean was diagnosed with a large inoperable
brain tumour.
In consultation with the facility, the Hospital
Avoidance Service and her family, Jean
opted to return to Alexandra Gardens,
where PresCare staff supported her
throughout the last few weeks of her life.
Importantly for Jean, she was able to make
most of her own decisions about her care
during those final weeks and our people
were very respectful of her choices.
“Jean’s family expressed their appreciation
for the care and support given to Jean
and themselves,” Jane says. “They were
pleased Jean was able to return to a familiar
environment and be with staff who knew
and cared about her.”
A number of benefits were realised
throughout this case. For our residents, it
means they can stay in their own rooms in a
familiar environment surrounded by familiar
people and reduces the trauma associated
with hospital transfers. For PresCare,
up-skilling of residential care staff has
contributed to Alexandra Gardens’ ability to
better manage sub-acute care cases.
Our expertise in managing this type of care
was recognised when PresCare was awarded
a $369,000 Better Healthcare Connections:
Models for Short-Term More Intensive
Healthcare for Aged Care Recipients grant
by the Commonwealth Government. This
funding will be used to build a more skilled
and flexible workforce by introducing a
residential sub-acute care program. The first
phase of the program will be launched in
March 2014.
*Jean’s name has been changed for privacy reasons.

WWW
W
THE PRESCARE VOLUNTEER PROGRAM
The program has been building on the foundations laid in 2011 and 2012.
Documentation and training processes have evolved given changes to legislation
and WH & S requirements and we are producing monthly reports indicating an
increase in the number of hours donated of 40%.
The overall value of volunteers to PresCare increased significantly over a
twelve month period from $106,687 to $205,298. This was achieved with
approximately the same number of volunteers and speaks to those volunteers
feeling valued, feeling their contributions are worthwhile and feeling a part of
the PresCare service.
Paramount to any volunteering program is the
acknowledgement. Small events are held during
the year to say thank you to volunteers with a
major event in July 2012 held to acknowledge
three volunteers who had donated in
excess of 20 years each to the residents
of Alexandra Gardens. Rockhampton
Mayor Margaret Strelow, Chairman
of the Board Wayne Knapp
and Chief Executive Officer
Greg Skelton presented the
awards to recipients.
While 2011/2012 was a year of
foundation building for the Volunteer
Program, 2012/2013 has been a year of
growth, initiative and diversity.
Growth relies on awareness and with that
in mind a new initiative titled Gen~Connect is
28
being undertaken. Gen~Connect is a program aimed at enriching the connection
between generations. It will provide an opportunity to discuss the differences
in their lives, to understand the circumstances surrounding their opinions, to
share and compare skills and how they were utilised. This program will increase
awareness of PresCare in the community and touch three generations of
potential volunteers.
Our connection to a shared ministry of the Church has resulted in volunteers
from congregations and local communities from Cairns to the Gold Coast
joining together for friendship and food. This plays a great part in alleviating
social isolation and opens doors to new friendships and interests helping
improve wellbeing.
We always seek enthusiastic and dedicated people to join us, we know a
volunteer’s time is a gift to us and we promise to spend it wisely.
FUNDRAISING
PresCare’s philanthropy program is in its infancy. This year we began establishing
the foundations for a sustainable philanthropy program.
This involved continuing to invigorate and grow our successful Charity Golf
Classics in Brisbane, Mackay and Rockhampton as well as pursue philanthropic
and government grants.
For the period in review, the golf days were the most successful in their six-
year history and delivered almost $94,000 in revenue. This is due specifically
to refreshed and exciting events as well as an enormous effort from our major
sponsor Woollam Constructions.
We also began work strengthening our donor database, revitalising our bequests
program and introducing annual Christmas and Tax Appeals. Investing in these
initiatives is critical to build donor support as the PresCare business grows.

DOHA — Procura
$70,000
Perpetual Trustees
Electronic Medication
Management System
$72,850
GRANTS
PresCare was successful in winning grants totalling $511,850. This was made up of
$72,850 from a Perpetual Grant, $70,000 from a Department of Health & Ageing
grant and $369,000 from a Department of Health and Ageing Seed Grant. These
grants are being used in the 2013-14 year to help fund the introduction of a fleet
of “smart carts” as part of an integrated medication management system across all
PresCare residential service sites and implement a 12-month Sub-Acute Care trial
on a treating residents to reduce visits to hospital.
29
Department of Health
and Ageing Seed Grant
$369,000
We are grateful for the support of our staff, volunteers and local Presbyterian
congregations who gift time and resources to support PresCare’s work.
We acknowledge and thank our corporate partners (page 44) whose generosity
and ongoing support contributes to enriching the lives of senior Queenslanders
in need.
Brisbane
September 2012
$63,004
Mackay
19 May 2013
$30,745
CHARITY GOLF CLASSIC
As PresCare’s major sponsor, Woollam Constructions continued to support
the three Charity Golf Classics across Queensland with funds raised going towards
purchasing upgraded electronic equipment. Despite a slumped national economy,
charity was never forgotten. Brisbane raised just over $63,000 while Mackay
achieved a record $30,745 for the event. The Rockhampton event, which fell in the
2013-14 year, also achieved an outstanding result.
$33,263
REGULAR GIVING, BEQUESTS & FUNDRAISING
Christmas Appeal
$5,403
Tax Appeal
$2,020
CHRISTMAS APPEAL 2012 & TAX APPEAL 2013
The inaugural PresCare Christmas Appeal “What price do you put on compassion
this Christmas” sought donations to help PresCare continue providing
compassionate care to those in most need during Christmas, traditionally the
loneliest time of year for thousands of elderly Australians. PresCare also introduced
an annual Tax Appeal in 2013. Together both campaigns raised more than $7,000.

CENTRAL
PRODUCTION
UNIT
A number of pieces of new equipment were purchased in 2012-13 to ensure
continued delivery of high quality catering services. This includes pumping
stations and a new industrial freezer.
CPU have been developing their skills in the kitchen, with a number of the team
completing chef apprenticeships. We also welcomed a team member who
transitioned from our care services area into the kitchen.
The team catered for the PresCare Woollam Constructions Brisbane Charity
Golf Classic in October 2012, providing food for around 80 players at
Indooroopilly Golf Club.
The CPU maintained its five star food safety rating as assessed by the Brisbane
City Council.
Our expertise in the production of high-quality, nutritious
home-style cooking has seen PresCare launch its own
catering business – The Contented Chef – targeting the
provision of affordable meals for seniors.
Washing pots and pans
8hrs per day
Catering truck
600km/3x per week
Full time staff
7
Breakfast, lunch and dinner
260 people
Pieces of food weekly
28,000
Contented Chef meals weekly
350
Meat used weekly
300kg
Potatoes mashed weekly
260kg
30

THE CONTENTED CHEF
This financial year saw the development of the Contented
Chef brand which evolved out of our head chef’s desire
to provide nutritious, creative and wholesome food to
his clients. The Contented Chef catering service reflects
PresCare’s commitment to the health and wellbeing of our
clients and good old-fashioned value, quality and service.
During this financial year, The Contented Chef business
was in its infancy in terms of marketing and development.
However, the business was already offering gourmet frozen
meals and customised catering for special events to a wide
range of aged care providers including:
∞∞ PresCare’s five Aged Care Residential facilities scattered
along the eastern seaboard of Queensland from
Rockhampton to Mt Tamborine;
∞∞ PresCare’s Day Therapy Centre in Brisbane;
∞∞ Renaissance Retirement Living in Redland Bay;
∞∞ A number of private clients including café’s and
corporations;
∞∞ External events and functions, including a number of
Presbyterian Church events.
Further development, including a standalone e-commerce
site, branded delivery vehicles, improved packaging and
promotional collateral is expected to continue throughout
2013-14 as we build The Contented Chef into a strong and
viable business unit.
31

DELIVER
CASE STUDY
For 75-year-old Brian Edmonds,
independence is everything.
Despite losing both his legs to diabetes
complications, he still lives by himself
enjoying life’s simple pleasures like carrot
cake and movies.
With the help of PresCare Day Therapy
Centre’s occupational therapist, Pauline
Bonney, Brian’s independence improved
immeasurably when he took possession
of his new motorised wheelchair.
“Thirteen years ago my left leg had to be
amputated below the knee. In September
2006 my right foot toes were amputated.
Last Christmas I spent 103 days in hospital
and lost over 30 kilos,” Brian said.
“I lost these limbs to peripheral neuropathy,
which means the simple things are much
more difficult for me to achieve.”
Brian said the support of his family and
people like Pauline means he is able to do
a lot of things he otherwise could not.
“Pauline has helped me realise an
independence I hadn’t dreamed possible,”
he said.
“Despite these challenges, I know I am very,
very lucky. I often reflect on my life, which
has been incredibly colourful and fulfilling.”
Sadly, because of peripheral neuropathy,
Brian has lost almost all sensation in his
fingers. For this lover of the bag pipes and
flying planes, he can no longer do the
things he loves.
“But I have found new loves. I enjoy making
carrot cake for my grandchildren,” he said.
However the numbness in his hands means
that he burns his fingers while cooking or
gets them caught in his manual wheelchair,
he may not notice the damage.
This where Pauline came to the rescue.
Pauline applied to the Medical Aids Subsidy
Scheme on Brian’s behalf for a motorised
wheelchair*. Pauline says that when
she first saw Brian, he was in a manual
wheelchair.
“I provided an Occupational Therapy
wheelchair assessment,” Pauline says.
“Following that I encouraged him to
consider a power drive wheelchair with a
high end pressure redistribution cushion to
provide additional stability and increase his
independence.
We trialled a power drive wheelchair and
fine-tuned it to his requirements and I
submitted a lengthy Medical Aids Subsidy
Scheme application, which I was pleased
to hear was successful.”
Brian said a motorised wheelchair will give
him the independence he treasures and a
better quality of life and both Pauline and
Brian say they are very excited about the
new possibilities this mobility has opened
up to him.
*Brian’s wheelchair arrived in October 2013.
32

IT PROJECTS
Early 2012 PresCare carried out an
in-depth business analysis of our
Community sector. This process
identified the need for multiple
improvements in order to provide the
high level of care delivery and system
integration required in the future. A
project has been initiated in order to
source and implement software in
order to meet these requirements.
Following an extensive Request For
Information process Procura was
selected as the preferred software.
The implementation started during
November 2012 and went live on the
27 June 2013 without incident.
There are some major changes
to the funding and client visibility
surrounding packaged care starting on
the 1st July 2013.
COMMUNITY PROJECT
33
Community Rostering has been
traditionally managed through the
sites and IT Projects has centralised a
rostering team to reduce the costs. IT,
with the use of technology, has now
delivered a better method of managing
the on-call service. The extensive
use of paper has been reduced by
providing remote connectivity to
the Community systems. In addition,
recorded voice messages are now
emailed to the on-call staff instead
of receiving calls directly. The emails
provide a good monitoring tool
therefore less chance of not actioning
a particular message. It also gives the
on-call staff a few minutes to resolve
a problem before contacting the client
or staff member, therefore taking the
pressure away. Another benefit is that
the number of calls the staff member
needs to deal with has reduced due to
non-urgent staffing issues being sent
to the rostering team instead.

BUSINESS INTELLIGENCE
Business Intelligence changes the very paradigm in which PresCare has grown
and operated. Business Intelligence provides the tools that allow the Board, CEO
and Executives to drive the business rather than react. Business Intelligence can
only be achieved through the culmination of multiple data bases into a centralised
data warehouse.
Data Warehousing is the prerequisite for Business Intelligence as it draws data
from multiple applications and creates the relationship between data bases. In
short, it is about taking data and turning it into information, creating knowledge
then getting it out to people at the right time in the right place in the right format
so they can make better decisions to drive business benefit.
Through the use of standardised template across all operations that achieves
user acceptance from the PresCare Executive Management Team through to site
Managers, the sponsors will continue to move forward providing full automation
for enterprise-wide use that will see;
∞∞ A single portal using Microsoft SharePoint;
∞∞ Automated Executive Reporting;
∞∞ Improved access to information;
∞∞ Improved Business visibility;
∞∞ On-Demand delivery (Anytime/Anywhere Access);
∞∞ Reduced risk of inaccurate reporting;
∞∞ Delivered on existing infrastructure functionality;
∞∞ Decrease manual time spent on Reporting;
∞∞ Deliver to Reporting Deadlines;
∞∞ Active Directory driven Security Access.
34
FINANCE
The new Document Management System has been in implementation stage
throughout the second half of the financial year. PresCare anticipates taking
full advantage of our investment in Epicor by enabling an invoice approval and
payment workflow which can interface directly into the Epicor system and remove
the current paper based system where data is manually re-entered into Epicor.
PresCare continues to standardise its infrastructure platform to achieve best
practice. Combining our existing team with our innovative strategy, IT has seen
a significant improvement in our service delivery and infrastructure. This has
translated to the enterprise through better network performance, measurable
and longer uptime, increased reliability, and higher levels of service. As part of the
life cycle planning, PresCare continues to insure that equipment is maintained
to the latest at the core data centre and evolves the end users PC’s to maintain
productivity throughout the PresCare network. This year’s included the upgrade
and standardise upgrade of all PresCare Citrix repeaters, Introduction of WiFi to
another facility with the balance to be roll out in first half of FY13/14.
INFRASTRUCTURE PROJECTS
PAYROLL
Payroll which affects all staff has been successfully upgraded multiple times
through the well documented testing and validating process which involve IT
and Payroll team. As the new Community system is affected by three Enterprise
Bargaining Agreements IT Projects has together with legal, external industrial
relations review and Human Resources develop an internal Award interpreter to
reduce the workload, error and forecasting abilities of the Rostering team.

Lake Sherrin and Roslyn Lodge have undergone upgrades and Alexander
Gardens has recently seen the introduction of the latest in WiFi Nurse
Call providing residents with greater freedom and security to move freely
throughout the facility whilst maintaining personalised call systems to
which Carers can track and locate. These upgrades are vital to PresCare’s
ability to deliver best in technology and improve quality of care.
As PresCare relies more and more on automation, data integrity and
software our requirement to support storage has not been forgotten with
the expansion of the Storage Array Network. PresCare continues to increase
its capacity to stay ahead of the growth. Technology improvements
have also allowed us to improve our test labs mitigating costly upgrades,
unnecessary risks and labour requirements.
35
ENTERPRISE INTRANET RELAUNCH
In March 2013 PresCare launch the heavily revised and simplified Intranet
site to improve internal communications to all staff. This was part of the
strategy to improve easier access to applications and tools. Furthermore,
the site has been design to improve quality control of commonly used
documents through version control and automated review dates.

BUSINESS
SECTORS
Funded through the National Rental Affordability Scheme (NRAS) by the Australian
Government in partnership with the Queensland Government, Rockhampton’s
40 two-bedroom units and Maryborough’s 24 two-bedroom units will provide
housing for low income seniors in the two regions.
The units will be co-located with PresCare’s Alexandra Gardens and Groundwater
Lodge aged care services. This means as tenants age and their needs change,
instead of having to leave their communities, neighbours and familiar surrounds
to receive appropriate care, they can remain in their homes. The service they may
need will be right next door. If one partner has to move into the service because of
higher care needs, their loved one does not have to travel far to be with them.
The units are being built on land owned by the Presbyterian Church of Queensland.
Final design was completed in early 2013, with early works undertaken by Woollam
Constructions beginning in April this year. Full construction started on the $10
million dollar projects in June. It is expected that both developments will be ready
for tenancy late 2013 for residents over 55 years.
PresCare was pleased to welcome the Minister for Housing and Public Works the
Hon. Tim Mander to a ground-breaking ceremony in June 2013 at the Rockhampton
site. Fraser Coast Regional Council Division 4 Cr Daniel Sanderson and Member for
Maryborough Anne Maddern were part of Maryborough’s event which was also held
in June 2013.
Many regional areas are lacking in affordable rental accommodation for older
people, in areas such as Rockhampton and Maryborough, with over one third
of the population renting, the need for good quality affordable housing is
paramount.
36
ACCOMMODATION PROJECTS
The number of senior households in our community is expected to almost double
over the next 15 years. This demographic shift means we, as a society, have to get
serious about ensuring we have enough appropriate housing available, close to
family, health services and other forms of support.
In the 2012/13 financial year, PresCare focussed on three key accommodation
projects under two banners – Affordable Housing and Retirement Living.
AFFORDABLE HOUSING

In June 2011, PresCare’s Board announced their decision to close the Hopetoun
residential aged care facility and independent living units at Corinda. It was
determined that in order to continue to provide relevant and high-quality facilities
to our clients, ongoing refurbishment of Hopetoun was not possible.
The site at Corinda has been an integral part of PresCare’s history; it represents our
legacy of caring for people as they age and has been in use for over 80 years.
The new site will be home to PresCare’s most prestigious community -
Kingsford Terrace - and will surely set a new standard for quality retirement
living. Named in honour of another Brisbane icon, legendary aviator Sir Charles
Kingsford Smith, the $100 million Kingsford Terrace development will be home
to hundreds of residents.
Demolition of the site was completed in late 2012, following the relocation of
residents, staff and our Day Therapy Centre. Every effort was made to work with
the residents and staff to ensure a smooth and comfortable transition to their new
home or place of work. We are pleased that many of our residents stayed with us,
relocating to other PresCare facilities.
The redevelopment of the site was well underway by the end of June 2013 with
a ceremonial ground-breaking event held on site in May at which Minister for
Housing and Public Works Tim Mander turned the soil.
This will be a six year five-stage development with the 68-stage one apartments
due for completion in 2015.
These stunning, balcony apartments have been designed from
the ground up to suit a modern lifestyle. As part of a wider,
supportive community, at the heart of the complex is
The Southern Cross – a social hub offering a range
of facilities to make life at Kingsford Terrace as full
and rich as it can be. Named after Kingsford
Smith’s famous trans-Pacific aircraft, the
design includes spacious lounge areas,
a café, purpose-built chapel and
a sensational indoor pool.
47
PresCare’s CEO Greg Skelton, with the full support of the PresCare Board,
determined that now was the time to start addressing the issue of housing
availability and supply, and the future aged care needs of this group. It sits within
our Mission and Core Values.
PresCare’s units will provide a place for people to call their own; a home that
is affordable and in areas that really need them. PresCare sees NRAS-funded
developments as a natural fit in our mission to care for older Queenslanders.
PresCare is applying for further NRAS funding in the current round for
Rockhampton, Maryborough and Thornlands.
PresCare’s CEO Greg Skelton, with the full support of the PresCare Board,
determined that now was the time to start addressing the issue of housing
availability and supply, and the future aged care needs of this group. It sits within
our Mission and Core Values.
PresCare’s units will provide a place for people to call their own; a home that
is affordable and in areas that really need them. PresCare sees NRAS-funded
developments as a natural fit in our mission to care for older Queenslanders.
PresCare is applying for further NRAS funding in the current round for
Rockhampton, Maryborough and Thornlands.
37
RETIREMENT LIVING

The year saw the approval of a
Development Application for the old
Hopetoun site – a 209 unit retirement
village to be known as Kingsford
Terrace, demolition and clearing of the
site, commencement of construction
of the two National Rental
Affordability Scheme (NRAS) projects
in Maryborough and Rockhampton,
negotiation of an expanded funding
package with ANZ Bank, unexpected
recovery of funds from the
administrators of Lehman Brothers
Australia and continued development
and implementation of new software
in relation to Community operations
and Business Intelligence.
The operating result for 2012/13 was
a surplus of $381,245 compared to
the previous year which had a deficit
of $4,050,479 after including the
impairment write down of $5,960,216
in relation to the Hopetoun assets.
FINANCE
In a year that saw the final closure of the Hopetoun Facilities
and the first impacts of the Government’s Living Longer Living
Better package, PresCare has continued to grow and diversify
its operations.
REVENUE
Total revenue for 2012/13 was
$52,655,666. This compares to 2012
where total revenue was $51,256,800
(excluding Hopetoun which had
revenue of $7,616,382). This represents
an increase of 2.7%. Total revenue was
impacted by the very late decision
EXPENSES
Total expenses for 2012/13 were
$52,274,421. This compares to
2012 where total expenses were
$49,322,852 (excluding Hopetoun
expenses of $7,640,593 and
Hopetoun impairment write down of
$5,960,216). This represents an overall
increase of 5.9%.
38
Wages and Salaries were the major
driver for the increase. Overall,
excluding Hopetoun, there was
an increase of 8.8% in wages and
salaries of which 3% is built into our
Enterprise Bargaining Agreements
and the balance reflects greater
staffing requirements with growth in
Community programs and increasing
occupancy of Community packages.
Non-salary expenses totalled
$14,669,743 compared to 2012
which were $14,756,253 (excluding
Hopetoun). All non-salary expense
areas were well contained in 2013.
by the Government to apply no
indexation increase to residential
government funding. It had earlier
implied that this indexation may have
been up to 1.9% in line with CPI.

2013 EXPENDITURE TOTAL
Employee expenses $37,604,678
Depreciation and amortisation $3,569,509
Operating lease expense $583,903
Maintenance expense $2,513,854
Resident/client expenses $2,346,841
Utilities $904,229
Consulting & legal fees $387,344
Interest expense $608,260
Other expenses from ordinary activities $3,644,724
Carrying amounts of assets sold $130,028
Total Expenses $52,274,421
2012 EXPENDITURE TOTAL
Employee expenses $40,200,273
Depreciation and amortisation $3,754,876
Operating lease expense $713,497
Maintenance expense $2,547,047
Resident/client expenses $2,818,182
Utilities $734,794
Consulting & legal fees $947,341
Interest expense $1,306,234
Impairment Losses $5,960,216
Other expenses from ordinary activities $3,297,863
Carrying amounts of assets sold $643,338
Total Expenses $62,923,661
39
2013 REVENUE TOTAL
Residential aged care $30,392,158
One-off government development grants $206,394
Community care & home community care $18,214,053
Rental from independent living $1,228,275
Fundraising income $149,150
IT consulting income $241,679
Other operating activities $1,443,102
Interest received $652,784
Dividends from listed corporations $9,301
Proceeds from disposal of plant & equipment $118,770
Total Revenue $52,655,666
2012 REVENUE TOTAL
Residential aged care $36,517,593
One-off government development grants $126,250
Community care & home community care $17,421,158
Rental from independent living $1,542,765
Fundraising income $548,287
IT consulting income $378,962
Other operating activities $447,362
Interest received $1,839,209
Dividends from listed corporations $2,555
Proceeds from disposal of plant & equipment $49,042
Total Revenue $58,873,1822013 Revenue
2013 Expenditure

40
ASSETS
Trade & Other
Receivables Financial Assets
Other current
Assets
CURRENT ASSETS
2
4
6
8
10
12
14
16
18
20
22
24
26
28
Cash & Cash
Equivalents
$million
2013
2012
Property, plant
and equipment Intangibles
NON CURRENT ASSETS
10
20
30
40
50
60
70
80
90
100
110
120
130
140
Financial assets
$million
2013
2012
ASSETS 2013 TOTAL
Total Current Assets $19,680,872
Total Non Current Assets $128,435,399
Total Assets 2013 $148,116,271
ASSETS 2012 TOTAL
Total Current Assets $20,677,279
Total Non Current Assets $124,612,447
Total Assets 2012 $145,289,726
Assets grew by 1.9% to $148,116,271. This growth reflects the Capital Work in
progress that has accumulated in relation to the Kingsford and NRAS projects as
at 30 June.
Net Assets at 30 June were $79,909,700. The small increase from 2012 reflects
the operating surplus for the year.

41
Trade and other
payables Provisions
CURRENT LIABILITIES
5
10
15
20
25
30
35
40
45
50
55
60
65
75
Borrowings
$million
2013
2012
Trade and other
payables Provisions
NON CURRENT LIABILITIES
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Borrowings
$million
2013
2012
LIABILITIES 2013 TOTAL
Total Current Liabilities $67,269,848
Total Non Current Liabilities $9,936,723
Total Liabilities 2013 $77,206,571
LIABILITIES 2012 TOTAL
Total Current Liabilities $70,697,999
Total Non Liabilities $4,063,272
Total Liabilities 2012 $74,761,271
LIABILITIES
Liabilities increased by 3.3% to $77,206,571. The increase is due to an increase
in resident accommodation bonds held. Changes have occurred in our banking
arrangements to provide funds for our development projects however there was
no increase in external borrowings as at 30 June.

42
Cash reserves decreased by $2,234,746 in the year. Cash of $3,219,393 was
generated from operating activities. Investing activities reduced our cash reserves
by $7,212,687. This reduction mainly reflects the capitalised costs to date of our
development projects. Financing activities contributed $1,758,548 to our cash
reserves reflecting a net contribution from resident accommodation bonds of
$2,505,906 offset by a net reduction of external borrowings of $747,358.
GOING FORWARD
The year ahead promises to be exciting and challenging for PresCare. The NRAS
units in Maryborough and Rockhampton will be operational by Christmas and
marketing of Kingsford Terrace begins in earnest as we aim for Stage 1 construction
commencement by June 2014.
Budget targets will see continued growth in revenue and further development
of software will enable enhanced management of controllable costs. The labour
market continues to be tight but wage increases are contained through Enterprise
Bargaining Agreements.
We were successful in our bid to purchase Yaralla Place Residential Aged Care
facility in Maryborough from the Queensland State Government and we continue
to seek other opportunities to partner with the Government where there are
economically viable and strategic opportunities.
A change of Government at a Federal level will see changes to aged care funding
models and priorities which may require flexibility in our budgets and operations as
we continue to grow and diversify.
Peter Lynch
Chief Financial Officer
CASH FLOWS

43
DISCOVER
CASE STUDY
PresCare’s passion for discovery drives
innovation across our business and
encourages our people to learn and apply
new skills and techniques. Sometimes it
may be as simple as searching for a solution
to a problem one of our clients
is experiencing. This was the case at
our Lake Sherrin aged care facility in
Thornlands, Brisbane.
When Ruth Schueler arrived at Lake Sherrin,
she was unable to sit upright comfortably,
either in bed or in a chair. Back and hip pain
severely impacted her quality of life and
meant she was unable to join in the regular
activities residents enjoy.
Lake Sherrin Physiotherapist Helen Waite
says that Ruth suffered from osteoporosis
and dorsopathies (scoliosis) and prior to
coming to Lake Sherrin was in and out of
hospital due to the pain.
“When Ruth first came to Lake Sherrin,
it was clear we needed to explore her
therapeutic options,” Helen says.
“Diversional Therapist Lisa Craig and I
sourced special equipment so that Ruth
could first of all sit up in comfort for longer
periods of time, and eventually increase
her mobility.”
Helen ordered special padding which
provided lower back support and another
product for use in her wheelchair and
recliner and arranged for Lisa to trial each
new product with Ruth to see what worked
best. Over time, they determined the right
equipment and therapeutic treatments
for Ruth, which has meant Ruth no longer
spends all day lying in bed nor does she
need the cushions for support.
“It is exciting to see Ruth walking with a
wheelie walker, getting out and about
without staff assistance,” Helen says.
“She has physio once a week as well
as joint mobilisation exercises. She
attends a number of the activities Lisa
organises, including Sit and Get Fit and
the balance class.”
Lisa says she found this a great learning
experience as she worked with Helen to
come up with ways to solve the problem
and to get Ruth motivated. “Ruth resisted
a little at first,” Lisa says. “I think because
she was so used to staying in bed and
being unable to participate, it was hard
for her to imagine things any other way.
It was important to us and to Ruth that
we persisted in finding a solution, and the
results have certainly been worth it.”
Ruth says she is very pleased Lisa and Helen
persisted with their research and convinced
her to give it a go, and is thankful that she
is now able to enjoy the activities she’d
missed out on for so long.

Keith’s Mean Machine Excavations
McKays Solicitors
Precise Contracting Pty Ltd
Souths Leagues Club
ANZ Banking Corp
One Steel Reinforcing
RIS
VPN Solutions
TT Building Consultant
Aspect Project Managers
Mdev
MBA Consulting Engineers
THANK YOU
44
TO OUR WONDERFUL SPONSORS AND SUPPORTERS
Every day across Australia, thoughtful people like those below make decisions to donate to their favourite
charities because they are warmly invited to support or because they value the wonderful work presented
by the charity. There are so many worthy causes like PresCare, all deserving of your donations so we
would like to say a sincere and heartfelt thank you to all the individuals and companies that chose to
support us during 2012-13.
Whether the support was via one of our fundraising campaigns, an event, a bequest or an individual
donation we appreciate the fact that PresCare is your charity of choice.
Mark Nyp
Mr T.A. James
Graham Bowling
Craig Percival
AE Smith
AJK Contracting
Barcam Commercial
Coll Plumbing
Demo’s Plastering
Dig-It Landscaping
Energize Electrical
Nathan Hagenback Bricklaying
EVOCARE
Westpac Banking Corp.
Zupps Aspley
Arjo Huntleigh
A-Tech Plumbing
Gary Garnett Architects
Algrove Pty Ltd
Compass Consulting
Fire Service Professionals
Spicor
Bentley’s
Cool Link
Funded by The Samuel &
Eileen Gluyas Charitable Trust,
managed by Perpetual

Level 4, 19 Lang Parade
Milton QLD 4064
PO Box 771
Toowong BC QLD 4066
P 07 3223 4444 F 07 3223 4411
E info@prescare.org.au
ABN 85 338 603 114
www.prescare.org.au

PresCare Annual Report 2012-13

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