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Our PeopleDelivering Services During thePandemic: RASILA Regional Assessment Service (RAS)responded swiftly to each COVID-19 lock downin the months of January, April and June providingtelehealth appointments as requested.In each instance, ILA RAS ensured all RAS clientswere provided the opportunity to either postponetheir assessment until a face-to-face assessmentcould be safely completed or have an assessmentvia telehealth, with RAS Assessors conductinga follow up face to face assessment threemonths later.In addition to providing telehealth appointments,Assessors also conducted assessments by phoneonly and video conferencing.Corporate Governanceand Risk ManagementThe actions which the organisation took inresponse to the Pandemic included: The circulation of frequent COVID-19 updatesto all staff with the intent of keeping staffupdated and informed to help them managetheir own risk and the risk to their familyand the broader community. These updatesincluded a link to Information Sheets andhealth alerts published by the Departmentof Health. Development and implementation of specificprocesses to guide practice to ensure that,whenever possible, infections were preventedfrom occurring, and that where preventionwasn’t possible, infections were managedeffectively. The launch of the Medehealth e-learningplatform with initial training Infection Preventionand Control and Hand Hygiene being assigned. Steps were taken to secure a large stock ofPersonal Protective Equipment. ICT put a number of processes in place toenable staff to work remotely from home. Screening processes were introduced toidentify high risk home visits, with measuressuch as telehealth responses introduced toeliminate the risk of infection. At all times staff were prompted to downloadand use the SafeWA App, to stay safe andwell and to make use of the ongoing supportavailable. Keeping staff informed of the priority groupsvaccine rollout.In addition to the robust corporate governancesystems already in place across ILA, theorganisation implemented a process via itsCustomer Records Management (CRM) systemto ensure feedback, hazards, incidents as wellas opportunities for improvement were identified,investigated, with corrective action beingmonitored and evaluated for effectiveness.This positive approach to feedback and incidentmanagement demonstrates ILAs commitment tocontinuous improvement and ensures a safer andhigh-quality service for customers and staff alike.8 Annual Report 2020/2021 Independent Living AssessmentPeople and CultureInformation CommunicationsTechnologyThe People and Culture team, with supportfrom the ICT team launched the Recognitionand Reward App: “Shout Out” on ILA’s internalcommunication platform in September 2020.This has provided staff an on-going opportunityto recognise their fellow colleagues who displayvalue-based behaviour and to recognise andvalue employee tenure.The ICT team have worked hard through the yearto support and integrate technology changesassociated with new programs and services.Proactively addressing the impact that COVID-19,lockdowns, and changes in the workplace havehad on our staff, a Wellbeing Strategy developedby the People and Culture team was implementedat the beginning of 2021.The program has focussed on providing staff withthe tools and opportunities to practice self-care,and to build individual resilience and self-esteem.In line with advice from the Commonwealth andState Health departments, the organisation’spandemic preparedness plan indicated arequirement to move staff from the office toworking from home where possible. This actionwas implemented by ILA in January, April andJune when the WA Government issued snaplockdowns in the Perth Metro and Peel regions.Having most of our workforce working fromhome during the height of restrictions measuresprovided an opportunity to review our work-lifebalance practices and many staff now work ahybrid work arrangement with some hours fromhome and some in the office.ICT worked with ILA to implement a new CRM,which was implemented in May 2021 andreplaced the existing CM5. This update hasresulted in a much faster, reliable and efficientdata system for ILA.The centralisation of the scheduling assessmentsfor ILA RAS has enabled a more consistent andequitable assessment case load to be delegatedacross the team and has provided an increasedview of capacity supporting a greater opportunityto plan and meet referral timeliness KPIs.Efficiencies have also been achieved by reducingtravel time and assessors completing lessadministrative tasks. This has also resulted in animproved client journey as clients’ assessmentsare scheduled during the initial contact with theorganisation with staff more readily available toaddress client enquiries.ICT cloud strategy continued this financial year.Commenced in July 2020, the strategy wasinstrumental in enabling staff to work from homeduring WA’s snap lockdowns. Almost all systemshave switched to cloud based, if staff have aninternet connection, they can access all our coresystems including CRM, telephony, email, print,finance, payroll, and files through SharePoint.With Office 365 incorporating Microsoft TEAMS,staff are easily able to connect with colleagues,share files and conduct virtual meetings. This hasAnnual Report 2020/2021 I Independent Living Assessment 9

Organisational StructureOur People (cont)Workplace Personneldelivered significant productivity improvementsand meant the lockdowns have had a minimalinterruption to non-face-to-face services.In 2020/2021, we migrated to a new cloud-basedtelephone system which supports staff answeringcalls from their computer or mobile and doesnot require physical handsets. This technologyhas also been invaluable in allowing staff to haveaccess to the corporate phone directory, answercalls from home, and transfer callers to other staffregardless of where they are located.During the year IT supported 30 system userswith 600 enquiries, which were responded towithin six hours and 40 minutes and resolvedwithin one day and 13 hours. Requests from staffranged from assistance to access systems tomore complex licencing. 85% of all our calls wereof Low, 10% of Medium and 2.5% of High andUrgent priority.On 30 June 2021, ILA had 25 staff (plus 18 stafffor Corporate Services) including full-time, parttime, and casual staff.ILA BoardThere was internal movement within ILA, withseveral of our team moving into newly createdpositions, which align with the organisation’sstrategic goals for the new financial year andon-going.Steve GlewThe 2021/2022 financial year will see a significantgrowth in ILA personnel with the securing of anew tender, Digital Suite of Solutions, and thelaunch of the AT Portal requiring new skill setsand manpower.ILA ensured it continued to retain a stableworkforce and monitor its capacity to ensureall RAS accepted referrals progressed to aface-to-face assessment with a finalisedsupport plan within priority timeframes andexpected KPI’s.General ManagerAndreaMorrisRASWorkplace PersonnelCustomer SupportGrantsFULL-TIME160(Corporate Services sits across ILA and its partner organisation Indigo)0Occupational Therapy2519RAS AssessorsPhysiotherapist183ManagementSpeech PathologistPART-TIME912Project/SupportCorporateILA OperationsManagerSarah EastonPrincipal AdvisorWellness & ReablementHilary O'ConnellResearch & ServiceDevelopment LeadChiara Naseri005101510 Annual Report 2020/2021 Independent Living Assessment20CASUAL 0AT Chat ManagerKristy HarperAnnual Report 2020/2021 I Independent Living Assessment 11

Leadership TeamOur BoardILA’s Board members are required to attend a minimum of eight meetings per year. They providesignificant contributions to monthly Board meetings where they offer expertise in decision makingand ensure decisions align with the strategic plan of the organisation, governance practices, financialposition and legal obligations. Terms of membership are staggered, and each term runs for two years.Mrs Melissa Bramley, who served as Deputy Chairperson and Ms Jane Ensor resigned from the Boardat the October AGM 2020. Both Mrs Bramley and Ms Ensor served on the ILA Board from Oct 2019to Oct 2020.Board MembersBoard Financeand Risk CommitteeKunal MalhortaEvan SaltWayne BelcherSteve GlewJustin BunterChairpersonMr Wes SmithChief Financial Officer,Capricorn Society LtdBoard MemberMr Wayne Belcher OAM(Joined Board OctoberAGM 2020)Deputy ChairpersonMs Irene MooneyChief Executive Officer,MYVISTABoard MemberMr Ralph Gore(Joined Board OctoberAGM 2020)Chief Executive Officer,TAPSS CommunityCare Inc.SecretaryMr Kunal MalhotraLegal Manager, WABranch of Australian UnityTrusteesBoard MemberMr Ian Sloan(Joined Board OctoberAGM 2020)Director, Tango12 Annual Report 2020/2021 Independent Living AssessmentTreasurerMr Evan Salt(Joined Board OctoberAGM 2020)Business Owner: YourChoice Disability PlanManagementBoard MemberMs Cate Thomas(Joined Board OctoberAGM 2020)Manager, PerformanceImprovement, St John ofGod Health CareBoard MemberMr Wayne StoneGeneral Manager,Integrity HBFIndependent LivingAssessment AdvisoryCommittee (ILAAC)Scott HollierMichael Donnelly(resigned 2 June 2021)Presley ChihuriClaire CookeBoard MemberDr Claire Cooke(Joined Board OctoberAGM 2020)Project Manager,Activ FoundationAnnual Report 2020/2021 I Independent Living Assessment 13

Executive TeamAt a GlanceThe Executive Team make operational decisions for the organisation, implements actions under theorganisation’s strategic plan, and are responsible for daily operations and overall performance. ILA’sGeneral Manager reports to its Chief Executive Officer, Steve Glew.Chief Executive OfficerSteve GlewAs the inaugural CEO of ILA,Steve brings a wealth ofexperience to the role havingworked in senior executivepositions for more than15 years.He has a strong track recordin organisational achievement,reform initiatives, changemanagement, policydevelopment, innovation,corporate communications,governance, strategy, andcustomer service.General Manager,Assessment ServicesAndrea MorrissGeneral Manager,Corporate ServicesJustin BunterAndrea has more than30 years’ experience workingwithin the Queensland andWestern Australian communityservice sector, focussed oncarer, disability, aged care andmental health service deliveryand leadership.Justin is a CharteredAccountant and has heldsenior operational andfinancial positions for morethan 25 years.Steve’s significant experienceand strong leadership skillshave him well placed to leadILA into the future as thedisability, aged and communitycare sectors undergosignificant change.14 Annual Report 2020/2021 Independent Living AssessmentThese roles have focused onoverseeing most corporatefunctions including finance,IT, HR, assets and riskmanagement. Within thisdynamic sector Justin hassupported a number ofmergers, acquisitions andorganisational restructuresdesigned to enableorganisations to moderniseand build alternative revenuestreams. AT Chat piloted the AT Navigation program.Results from the pilot indicated all AT userswho received peer support in line with ourConnect, Create and Control model:- identified an increased opportunity to beable to access unbiased information aboutassistive technology that was free fromsales and marketing content.- demonstrated choice and control followingthe pilot, regarding their AT decisionmaking.- reported feeling more empowered toindependently source information, constructan AT solution, and make informed ATdecisions in the future.- demonstrated improved general selfefficacy, motivation, and belief in theirability to overcome challenges to achievetheir AT goals following the pilot. A scoping brief and medium fidelity wireframeswere completed for the development of the ATChat Portal, due to launch September 2021. Maintained a 90% engagement score acrossAT Chat social media channels, which include@atchatwithus on Facebook and Instagram,and our closed Facebook group for AT users –Chatterbox. There was 200 000 unique views across ATChat videos. KeepAble was launched on 10 May. Keymetrics demonstrated use of the site increasedfrom 195 users, 955 page views and a low 2%bounce rate in the first week of launch, to 1548users, 11,400 page views and a low bouncerate of 5% by end of June 2021. KeepAble was well received by delegatesat the 2021 Care & Ageing Well Expo, withcalls to expand ILA online resources for olderpeople themselves who want to navigate theirown healthy ageing plan to maintain theirindependence and reduce their reliance oncostly healthcare in the future. A total of 128 EFL grant applications werereceived during the reporting period, of which78 were accepted and approved. The majorityof approved grants (83%) funded essentialassistive technology for individuals under thevalue of 6000. Of the remaining approvals, 10funded essential technology for individuals witha value between 6000 - 10,000, and three foritems with a value between 10,000 - 15,500. We provided and completed 5064 RASassessments and support plans:- Total assessments completed in-home:2402- Total assessments completed via telehealth- 109- Total Support Plans completed: 2553 RAS exceeded all KPI’s for the financial year:- 100.0% of all referrals were actioned(accepted or rejected) within threecalendar days.- 98.2% of all high priority assessments werecompleted within 10 calendar days fromacceptance.- 98.8% of all medium priority assessmentswere completed within 14 calendar daysfrom acceptance.- 98.2% of all low priority assessments werecompleted within the 21 calendar days fromacceptance.- 94% of ILA RAS assessments and supportplans audited in this reporting period metthe quality score.- 95.59% of all completed client satisfactionsurveys achieved a satisfaction score of85% or above.- 16.3% of all ILA RAS clients received aperiod of Reablement which included aReablement based strategy and short-termsupport from ILA RAS and, when required,a referral to short term Reablement basedsupport services.- 99.9% referrals for Assessment to aContractor by ILA RAS were accepted bythe Contractor.Annual Report 2020/2021 I Independent Living Assessment 15

Year in cember:AT Chat had a busy monthchampioning organisations andinitiatives that utilised assistivetechnology solutions to supportthe disability community. Usingtheir social media channels,they let their AT Chat and theWA community know aboutthe launch of the free ‘disabilityin the bush’ app, co-designedby Aboriginal Australianswith disability living in remotecommunities and funded byNDIS.AT Me star Bec Evans was afinalist in the Westfield Innaloo’s2020 local heroes. The threefinalists with the most votes gotawarded a 10,000 grant fortheir affiliated organisations.ILA held an ILA Team Day atThe Boulevard Centre in Floreatas the culmination of ILA LABthree (Living and BreathingILA). The theme for the eventwas ‘Connecting’, both as anorganisation and connectingwith industryHaving well and truly settledinto their new offices inOsborne Park, ILA held anOpen and BBQ Day invitingall Indigo staff to come seewhere they now operated andshowcase ILA’s services andprojects.Having thrived in a verychallenging and uncertainyear, ILA took time to thank itsstakeholders, in partnershipwith Indigo they co-hostedthe Stakeholder End of YearFunction at Indigo’s head officein Nedlands.Once again AT Chat hada full month. As part ofNational Stroke week, AT Chatannounced they would ‘Collab’with the Stroke Foundation’syoung stroke project to createnew peer-led AT informationresources. In another ‘Collab’,they co-produced a video forAT Chatter Jenny McAllister andher business Styleability.October also saw AT Chatcelebrate its third birthday, andbest of all AT Chat Me starBec Evans won 2020 Westfieldlocal hero, well done Bec.ILA’s Principal Advisor onWellness and Reablement HilaryO”Connell presented to all inattendance on the soon to belaunched KeepAble, an onlinecollaborative hub for practicalcontent to support home andcommunity care providers todeliver wellness and reablementapproaches.Everyone at ILA was glad tosee 2020 come to an end andwas looking forward to newopportunities and an easingof COVID-19 related events inthe new year. Not to end theyear too quietly, ILA officiallylaunched on Facebook,LinkedIn and Twitter.The AT chat team commenced‘Collabs’. With AT Chatcollaborating with disabilityorganisations and peaks acrossAustralia to co-design useful,relevant and up to date peer-ledAT information resources.They shared a survey for youngpeople who had experiencedstrokes and highlighted the‘Remarkable Disability TechAccelerator’, which wasan online demo day whereattendees heard from sevenstart-up founders.16 Annual Report 2020/2021 Independent Living AssessmentAT Chat team member GailStacy was a guest on anepisode of the Killoway Reportpodcast.Annual Report 2020/2021 I Independent Living Assessment 17

Year in Review2021January:February:March:April:Not long into the year and WAentered a Snap lockdown.ILA staff responded well andsmoothly transitioned intoworking from home.With news from the governmentthat funding for EFL Grantswould be ending 30 June, ILAlaunched a media campaignto reach as many eligiblepeople as possible to ensurethose in need could haveaccess to funding to purchaseessential AT items to increaseparticipation within their homesand communities.March was a big month withILA announcing they had beensuccessful in their tender andhad been appointed as theNational Grants Manager foradministration of the VillageHubs Grants fund, and initiativeof the Australian Government’sSeniors Connected Program.The aim of the Hubs is toalleviate loneliness and socialisolation experienced by olderAustralians and support theirmental health, targeting peopleaged 55 years and over (orIndigenous Australians aged 50or over) by connecting them to

Welcome to ILA's first Annual Report. It is with great pleasure we share our progress against our strategic goals this financial year and our intentions for the coming financial year. It has been a year of growth and organisational development for ILA in 2020/2021, and saw ILA thrive in what continues to be difficult and unprecedented times.