Report from the Chief Executive Officer
with complex needs deepened through a new research partnership with the University of Adelaide, exploring the growing issue of hoarding and squalor and its impact on tenancy sustainability. Increasing cost-of-living pressures remain the most pressing and impactful issues facing people across our community, adding to existing challenges and complexities. Once again, we supported more than 50,000 South Australians, including more than 9,000 through our Emergency Assistance program, while our Financial Counselling service saw more than double the number of people seeking support. Unfortunately, this year we were unsuccessful in our re-tendering for Federal Emergency Assistance funding and only received 20 per cent of our previous funded level. We are committed to continuing to provide Emergency Assistance services and are currently working on how and in what form we can continue this important social impact priority. Our Post Care Pathways program, an award-winning Housing First initiative in supporting young people aged 18 to 25 with lived care experience, has continued to change lives. The impact of the program was again recognised at the 2024 Anglicare Australia Conference, where it was awarded Category for Excellence. At the same conference, our Foster Care Services team was recognised in the Reconciliation category for facilitating a culturally immersive camp for First Nations children in care and their families in the northern Flinders Ranges. Disability and Wellbeing Services has continued to focus on building the quality of our accommodation services. Several homes identified as being unsuitable for meeting our customers’ standards and aspirations have been replaced with new, fit-for-purpose homes. In addition, we have developed a new service model called Active Support for people with disabilities, which will be launched in the new financial year. The NDIS funding environment continues to present challenges in the sector, and we will continue to adapt our quality service offerings to our customers in this space. A continued emphasis on stronger connections to the community was the priority for Social Enterprise this year. Anglican schools participated in a wide range of service-learning initiatives and fundraising activities – contributions that are not only inspiring but also create meaningful and lasting impacts within the broader community. Other highlights for the year included a game day partnership with Adelaide United Football Club and the relaunch of our annual gala event, Divine Dining, at St Peter’s Cathedral. We look ahead to the next 12 months with optimism, confident that we can continue supporting the needs of individuals, families and communities. Grant Reubenicht Chief Executive Officer
AnglicareSA exists to deliver services with deep compassion and care for individuals, families and communities across South Australia – not just as a service provider, but as a powerful catalyst for justice, respect and fullness of life for all. We are proud of our heritage, our formation within the church and a lasting legacy of service. Our workforce of more than 2,000 employees, supported by in excess of 250 volunteers, remains resilient and innovative in their care and support for those in our community who need us most. I thank them for their commitment and service. During the year we finalised our Strategic Plan which serves as our vision for where we would like to be by 2030 and a commitment to renewing, refocusing and expanding the significant social impact we achieve through our services. The 2025 to 2030 Strategic Plan is built on a clear understanding of the opportunities ahead and the challenges we face. We are continuously evolving our programs based on customer insights and evidence with our desire to have deep and lasting social impact. In Aged Care Services we worked hard to prepare for the commencement of the new Aged Care Act, the Strengthened Standards, and the rollout of the Support at Home program, which was initially scheduled to commence on 1 July, however, was delayed by the Government until 1 November 2025. Community Aged Care began implementing its 2030 growth agenda to meet expected strong customer demand for at- home services, while Residential Aged Care focused on redeveloping its assets to create a fit-for-purpose environment for those customers requiring more sub-acute care. We continued to grow our housing portfolio through Believe Housing Australia with the delivery of 23 new homes through our Panorama development and secured funding for an additional 29 homes through the Housing Australia Future Fund to provide much-needed housing for women over 55. Our focus on supporting tenants
ANNUAL REPORT 2024 2025 7
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