2021 Allevia Annual Report

www.allevia.org.au
Annual Report 2020/21
A proud contributor to our community

Allevia Limited
Registered Office
Hangar 618, 21 Tower Road
Bankstown Aerodrome
NSW 2200
PO Box 260
Revesby North NSW 2212
fax: (02) 9773 9706
phone: (02) 9773 8894
email: allevia@allevia.org.au
web: www.allevia.org.au
facebook: The Allevia Group
ABN 78 554 047 325
ACN 624 741 840
NDIS Provider: 4050002641
Auditor: Grant Thornton Audit Pty Ltd
Designed and printed by
Minuteman Press Condell Park
www.condellpark.minutemanpress.com.au

Allevia Limited
Registered Office
Hangar 618, 21 Tower Road
Bankstown Aerodrome
NSW 2200
PO Box 260
Revesby North NSW 2212
fax: (02) 9773 9706
phone: (02) 9773 8894
email: allevia@allevia.org.au
web: www.allevia.org.au
facebook: The Allevia Group
ABN 78 554 047 325
ACN 624 741 840
NDIS Provider: 4050002641
Auditor: Grant Thornton Audit Pty Ltd
Designed and printed by
Minuteman Press Condell Park
www.condellpark.minutemanpress.com.au

Contents
Our Mission 2
Our Culture 2
Achieving Despite the Challenges 3
Reflections on a Difficult Year 5
The Year at a Glance 8
Allevia’s People at the Heart of our Success 12
The year that was... 14
Allevia’s People at the Heart of our Success cont. 16
Innovation & Social Impact 18
Keeping busy during lockdown 20
Activities of Daily Living 21
CoVID-19 Management Strategies 24
New eyes solving an old Problem 25
Social, Economic, and Community Participation
in a Lockdown 26
The year that was...One Village 28
Connecting people to the right supports 29
The Finances 34
Allevia 2020/21 Annual Report • 1

Our Mission
our vision
people with a disability
rising above life’s
challenges, leading active
lives, and contributing to
community life
our purpose
the provision of services
which enable people
with a disability to
achieve their dreams in a
community where they
are included, active, and
valued
our client proposition
support which has a
long-term sustained
positive impact on a
person’s ability to rise
above life’s challenges
Our Culture
Our Values
how we behave
presence
agility
we take time to understand and learn through listening
and observing
we adapt and respond quickly to every challenge
tenacity
honour
service
we see everything through to the end
we see and acknowledge every person for who they
are and who they want to be
we look for ways to serve which go beyond expectations
‘Allevia” is a combination of two words, ‘alleviate’ and ‘elevate’. Allevia’s core
services help to ‘alleviate’ the day-to-day challenges and barriers that people with
disabilities experience in their lives. Allevia’s wrap-around / value-added services
help to ‘elevate’ people’s quality of life to an aspirational level.’

Achieving Despite the Challenges
from the Chair of Allevia’s Board of Directors
In common with last year, the 2021
Financial Year has been a challenging one
for Allevia and all involved. We started the
financial year in lockdown, and ended the
year in lockdown, this time as the result
of the highly contagious Delta variant. A
situation such as the current pandemic
brings unique challenges for an organisation
like Allevia. The people we serve are
vulnerable, and the services we provide
are essential services and dependent on
a substantial client to staff ratio. Access
to the generic health care system and
the social and recreation activities in the
community are important daily activities,
that even in normal times have their own
challenges for the people we support. I am
immensely proud and impressed with the
way the Allevia community has responded
to this challenge - the employees on the
front line and our very capable executive
management team. Together, Allevia has
pulled through this latest challenge a
stronger, more confident organisation,
capable of providing services to all
Allevia clients, matching, and sometimes
exceeding the expectations set for us,
and that we set for ourselves.
As if the ongoing pandemic was not
enough of a challenge, Allevia has also
faced a radically changing funding
and governance environment with the
continually changing expectations of the
NDIA and the NDIS Quality and Safeguards
Commission. It goes without saying that
such uncertainty creates enormous stress
for the management team, who have
responded admirably, fully encapsulating
our values of Presence, Agility, Tenacity,
Honour, and Service.
Despite the ongoing challenges, Allevia
can point to several achievements during
the year. The organisation avoided a
significant financial loss despite the
very tough operating environment, a not
insignificant achievement, particularly
in the light of the financial difficulties
being experienced by similar service
providers. The Board and management
team maintained a rigorous focus on
financial stability, which is key to the
long-term survival and progress of
Allevia. The organisation also maintained
full compliance with the demanding
requirements of reporting on restricted
practices and reportable incidents to
the NDIS Quality and Safeguarding
Commission. Currently near elimination of
these restrictive practices across Allevia’s
services has been achieved. At a whole
of organisation level Allevia received
notification from the NDIS Quality and
Safeguards Commission of our successful
full Registration Certification in May 2021.
Whilst the focus of the Allevia team
during the year has mainly been on
managing the impact of the challenges
faced, the management and Board
were able to carry out a comprehensive
revision of the long-term strategy for the
organisation, concentrating on where we
Allevia 2020/21 Annual Report • 3

may find opportunities for Allevia to do
things differently, be innovative, and to
identify and provide services wanted and
needed by our community.
At this point, I would like to pay tribute
to the employees, management team and
Board for all the work and commitment
they have provided for Allevia throughout
the year. There have been numerous cases
over the past year where individuals have
gone well above and beyond the call
of duty in their activities – I thank all of
them for the passion and commitment
they have shown. Philip Petrie, our CEO,
has taken on several new roles, including
being appointed as Chair of the NSW
NDS Divisional Committee and a Director
on the National Board. It is gratifying to
see Philip being rightly recognised as a
leader in the disability sector/community
and demonstrating that you do not have
to belong to a large organisation to
contribute and influence at the highest
levels.
Unfortunately, in this past year two of
our leadership team suffered a personal
loss of a loved one and one of our highly
regarded long term specialists has become
seriously ill. Our hearts go out to them
all. Throughout these difficult times the
continuity of leadership was maintained.
immense contribution over the years, but
we are gratified that his legacy continues
through his daughter Lyndel Spence who
joined the Allevia Board in September 2021.
We welcome Lyndel who brings a fresh
perspective, particularly from the human
rights and social justice perspective.
We also farewelled Karu Rangasamy who
stepped off the board during the year due
to other commitments. We likewise thank
Karu for his considerable contribution
during the three and half years he was on
the board.
Finally, I would like to thank all of you,
our Stakeholders, who show continued
interest and support in the work and
journey of Allevia.
Ben McKeown
Ben McKeown
Chair of the Board of Directors
The Board of Allevia has seen some
changes throughout the year. Our
Chairman, John Spence, retired from the
Board in December after eight and a half
years involved with Allevia, the past two
and a half years as Chairman. The entire
Allevia community thank John for his

Reflections on a Difficult Year
From CEO, Philip Petrie
I set out to write this with a clear
intention to not dwell on the pandemic and
the virus causing it. Very quickly I realised
it is almost impossible to talk about the
last year without reference to one of the
biggest influences on our lives. So, if I can
get this out of the way, we can get on
and look at the many great things that
have occurred in the lives of the people
we support across the community.
Yes, the last year has been an extremely
challenging one for all of us at Allevia. But
despite the best efforts of the CoVID-19
virus and its variants, the people Allevia
support continued to benefit from our
support, not the least being the avoidance
of CoVID-19 infections and continuing
to live at home, access activities in the
community (albeit with a few restrictions),
maintain relationships with family and
friends, attend important personal support
services, and finding things to do during
protracted lock-down periods in their
community.
It is a testament to the commitment of
everyone in the Allevia community that
we have been able to achieve almost total
vaccination of staff and clients. We took
matters into our own hands and ran inhouse
vaccine hubs to ensure that getting
the vaccine was as easy as possible within
a safe and familiar environment.
Allevia 2020/21 Annual Report • 5

Despite the CoVID issues, the Allevia
teams in all divisions have continued to
support people to achieve their goals. This
Annual Report will speak to some of those
great outcomes, once again highlighting
that Allevia is focused on ensuring that
what we do has a significant, positive,
and long-lasting impact on people’s lives. I
would briefly draw your attention to a few
of those key achievements:
•The addition of a Health Support
Practitioner to the support team to
enhance the health and wellbeing of all SIL
participants.
•The addition of two new Specialist
Support Coordinators to the team,
contributing to a 42% growth in the
number of people being supported.
•A Strategic Plan review by the Board,
mapping our future on 3 horizons – now,
the foreseeable future, and beyond.
•Adoption of a social impact measurement
approach to evaluation of our services.
•The development of collaborative
partnerships with Specialist Disability
Accommodation (SDA) Providers
with a view to improving the housing
opportunities for our current and future
Supported Independent Living (SIL) and
Individual Living Options (ILO) participants
•The appointment of a new Chief
Operating Officer (COO) following the
strategic transition of the previous COO
to a new and exciting role as the General
Manager of Innovation and Social Impact.
•The introduction of a new employee
recruitment and induction system by the
COO and Employee Support Manager
(ESM), whilst also focusing on building the
recruitment skills of the managers.
•The completion of a pilot project
introducing Perfect Ward software into
the Clinical Governance Framework raising
the active participation rates of frontline
workers in this important activity across
the organisation.
In line with Allevia’s Strategic vision and
values and with a strong leadership team
behind me, a leadership role in the sector
has been possible this year. In August 2020,
I was honoured to be elected by my peers
as the NSW Divisional Committee Chair
for the sector’s peak organisation, National
Disability Services (NDS). With fourteen
other committee members, all elected by
their peers as outstanding sector leaders,
we represent disability service providers
across NSW at a State and Federal level.
We made strong representation to the
NSW Government and built respectful
relationships with various Ministers. Our
advocacy has strengthened equity for
people with disability and has come a
considerable way towards achieving a
sustainable sector environment for NDIS
registered service providers.
With the Minister for Families,
Communities and Disability Services,
Alister Henskens (MP) we were able
to play a part in convincing the Federal
Government to stop the implementation of
Independent Assessments, raise awareness
of the importance of vaccination for
people with disability and disability
support workers, raise awareness of the
issues around accessible and affordable
housing, and press for fair pricing in the
NDIS, whilst all of the time ensuring that
people with disability who do not qualify
for the NDIS are not left behind.

The role as the Chair of the NSW Divisional
Committee, puts me at the National
NDS table as a Director, serving on the
National Board. As a Director, it has been
a privilege to be active in several roles,
including as a member of the National
Housing and Support Committee, Chair of
the NDIS Operations Committee, and Chair
of the Communications Committee. The
Communications role has been the most
challenging and interesting of roles, as it
has been largely focused on overseeing
the development of a national campaign
to ensure that support for the NDIS is front
and centre of the voters’ minds when they
go to the Polls in 2022 Federal election.
My NDS work has a significant positive
impact on the lives of people with
disability who are supported by Allevia –
it is work which is focused on ensuring
they get the most out of the Scheme, that
every dollar they use to purchase support
results in long-lasting benefits, that their
voices are heard when decisions are made
about their future, that they have choices
in where they get their support and who
they get it from, that the sector is able to
offer outstandingly high quality services,
and that every Australian understands and
supports the work that is being done to
ensure that every person with a disability
shares in the great Australian lifestyle
without fear, favour, or limit.
way. Your effort and commitment made
a significant, positive change in people’s
lives and contributed to the breaking-
down of negative social perceptions of the
people we support. Your commitment to
social change has extended to supporting
me to take a very active role in the broader
disability sector, advocating for the best
possible support network for people in
the National Disability Insurance Scheme
(NDIS).
At Allevia, no matter who we are working
with or in what situation we find ourselves,
we live to see people with disability rising
above life’s challenges, leading active
lives, and contributing to community life.
Philip Petrie Philip Petrie
Chief Executive Officer
I want to extend my sincere admiration
and appreciation to everyone in the Allevia
team for your passionate application of
your skills, experience and knowledge,
your commitment to Allevia’s values and
vision, and determination to push through
all the challenges this year has sent our
Allevia 2020/21 Annual Report • 7

The Year at a Glance
The Year at a Glance
From the Chief Operating Officer
Allevia has continued to keep COVID-19
at bay with no outbreaks in our services
during 2020/21 which is an achievement
given all services are within the 12 LGAs
of concern in Greater Sydney. That’s
not to say we haven’t had some close
calls, with several clients and staff being
deemed close contacts, triggering selfisolation
under our outbreak management
plan. Fortunately, due to considerable
preparation, a strong vaccination effort
and diligent frontline teams, we have kept
everyone safe.
We are very proud and grateful to all
Allevia workers who have donned and
d o f f e d a n enormous amount of PPE this
year, complied with 72 Hour surveillance
testing and accepted the required standdown
arrangements under the NSW Health
Orders when deemed a close contact.
Being an essential worker in 2021 has been
stressful for individuals and their families.
To the partners of Allevia workers, we
extend our thanks for allowing your loved
ones to do what was required of them.
Thank you everyone for stepping up and
congratulations to the team for this win.
Developing ‘Allevia Team Players’:
COVID-19 wasn’t the only agenda item
in 2021 at Allevia. A strategic focus on
quality has been a major achievement this
year.
In late 2020 we sat down together as the
leadership team and agreed that a teamsbased
culture would deliver the greatest
impact on improving service quality. We
adopted Patrick Lencioni’s approach to
identifying ‘The Ideal Team Player’. In
the following months we implemented a
successful recruitment and orientation
program to identify and develop ideal
team players who demonstrated the vital
attributes of being Hungry, Humble, and
Smart to join our team. Experience tells
us that selection and development of the
right candidates, will improve our frontline
services through ongoing culture change.
In addition to staff selection, we developed
new onboarding processes to improve the
education of frontline support workers,
particularly when it comes to the NDIS
Practice Standards and Quality Indicators,
positive behaviour support, personcentred
active support, and knowledge of
restrictive practices.
Allevia Team Players are
Hungry, Humble, and Smart
Allevia’s SIL & ILO Services: Allevia
has provided Supported Independent
Living (SIL) and Individual Living Options
(ILO) for many years in our communities
across Canterbury-Bankstown, Liverpool,
Fairfield, Burwood, and Cumberland LGAs.

Allevia is very proud of its contribution
to the continuity of support for members
of our communities. Our strategic
commitment includes increasing our
capacity to do more. A key component
to building SIL capacity is addressing the
number and quality of available housing.
Allevia has updated and refreshed three
houses under our stewardship. In 2021,
there were significant works carried out in
homes in Chipping Norton, Wentworthville,
and Condell Park. Works included general
painting, updates to common areas
such as blinds, furniture and appliance
replacement, tree and green waste
removal, and structural repairs. At the
time of lockdown, builders commenced
significant renovation to modernise and
improve accessibility of another home in
Condell Park. This will include bathroom
and kitchen replacements as well as
modification to the physical environment
for accessibility. When construction is
finished in late 2021, it will provide a
unique opportunity for two accessible
SIL vacancies within a modernised home
setting. Families have been encouraged to
provide feedback to our service managers
on ways we can continue to support
the improvement of peoples’ home
environments.
Clinical Supports: In the latter half of
2020, Allevia welcomed (Mohammad)
Kamal to our clinical support team. Kamal
is a Registered Nurse and undertakes the
role of in-house health support practitioner
for all the people in SIL & ILO support
arrangements. While Kamal’s position is not
directly funded through NDIS allocations
in participants’ plans currently, Allevia
sees it as a critical service component
in 24/7 SIL and ILO where people have
complex health issues. Kamal has provided
essential support to the operational teams
and supported many participants through
one-off and ongoing health treatments in
one of the most difficult times for gaining
health appointments. In 2021, Kamal
has helped streamline the medication
management processes and ensure that
our clients’ healthcare plans are up to date
and being implemented.
Critical to Allevia’s vision and purpose is
the ability to provide positive behaviour
support for those participants who need
specialist intervention to manage day to
day challenges.
In early 2021, our dedicated behaviour
support practitioner, Libby Kinsela,
experienced poor health and chose to step
away from her role for the foreseeable
future.
All at Allevia wish Libby a speedy recovery.
You are missed!
Allevia 2020/21 Annual Report • 9

To cover the significant gap caused
by Libby’s unexpected departure, Allevia
engaged the services of Wayne Zahra
and Michael Liamakeros from the Mindtree
Collective to provide these critical
services. In 2021, CoVID-19 restrictions
have made face-to-face supports and
training quite challenging in this space,
however we have continued to provide
the necessary training and support for
the implementation of plans. We are all
looking to more hands-on training for the
implementation of plans in 2021/22 now
everyone is vaccinated.
Community Supports in One Village: The
One Village services have for many years
been a star performer in Allevia’s service
offerings. Its ability to be flexible and
support people in a variety of different
settings, at different times of the day, and
days of the week, has made for a winning
combination. Elevate, the centre-based
weekday service has given so many people
an opportunity to gain life skills, socialize
with peers, access their community, and
contribute as valued members.
It has been a great concern that these
valued services have been significantly
affected by the very necessary COVID-19
restrictions in our regions. Allevia and the
One Village team have worked tirelessly
to do all they can to provide continued
service and supports. So many of the
people we support struggle to understand
the reason their world has changed so
drastically.
Like a Phoenix, Allevia’s One Village
services will rise from the ashes of
COVID-19 to be bigger and better in the
coming years. Building on the modest
enhancements of previous years, Allevia
is committed to delivering the service
people want including quality weekday

“
I would like to take this opportunity to thank Philip
and the Board, for inviting me to join the Allevia team
in October 2020. I extend that thanks to my peers,
managers, and the frontline teams who have supported
my transition into Allevia this year.
To the wider Allevia community and families, I have
met and gotten to know many of you this year, and I
thank you for the privilege of being able to serve in this
role moving forward. Please feel free to reach out to
me if there is anything you need or feedback you wish
to provide, I’m always looking at how we can improve
Allevia going forward.
centre-based services, weekend
Teen time activities, on-demand and
one-off supports, evening interestbased
activities, vocational and
recreational programs for youth and
much more.
Support Coordination: It has been
exciting to watch the Support
C o o r d i n a t i o n team grow throughout
2020/1 under the stewardship of Gania
Mansour. We have increased our service
coverage and expanded the team this
year. The regular meetings with the team
are always heartening as they now support
more than 300 NDIS participants and
always have exciting success stories to
tell. Although the team of four specialists
is not large, our reach serves to give
us important insight into how best to
work with the NDIA and how to support
participants and their informal supports to
achieve the best possible outcome from
their plan reviews. The team have received
amazing personal feedback from families
about the positive impact the team is
having on improving their quality of life
and those around them. The whole team
deserves to be congratulated on their
hard work.
Daniel Carter
Chief Operating Officer
Allevia 2020/21 Annual Report • 11

Allevia’s People at the Heart of our Success
From Sandra Hilton, Employee Support Manager
Continuous revision of our recruitment
and employment processes and practices
has provided an effective and equitable
approach to all our workforce activities
undertaken this past year.
The teams in all service areas focused on
identifying in existing and new employees
the appropriate skills, experience,
characteristics, and interpersonal
behaviours needed to be consistent with
our values. Our ongoing aim is to have an
exciting and vibrant work environment
with attractive career paths where each
employee is valued as an expert in their
field of endeavour.
During a year where for months on end
face to face interviews were not possible,
we had to adapt our recruitment practices
to interviews via Teams or Zoom, all the
while working to maintain the appropriate
recruitment processes and practices.
Competition for quality applicants has
been fierce as the demand for increased
numbers in other human services sectors
such as Aged Care began to impact on
applicant numbers, particularly over the
Christmas period (post the first CoVID-19
lockdowns in NSW) when people finally
could take their holidays.
Once recruited, it was critical that the
successful candidates had a positive
onboarding experience. Working
together, the leadership team effectively
streamlined the candidates’ recruitment
and onboarding process having embraced
new technology called ‘JobAdder’
that assists us match candidates with

service specific role vacancies faster
than previously possible. Candidates
have provided positive feedback on their
experience and the benefits from this
technology.
This year Allevia increased its workforce
with the skilled and talented people we
need to grow our business by 12%. Over
the coming year we are looking to grow
our workforce by a further 21% with 20 –
30 more people who are keen to establish
a career working for Allevia.
Transforming the way
we handled recruitment,
with a significantly focus
on getting the job done
right every time in one
complete end-to-end
system, was a significant
achievement.
Our Partners in Learning and Education
We have had a wonderful experience
with student placements over the past
year, enabling us to dramatically expand
our relationship with university graduates.
The students brought with them
enthusiasm, new ideas, and an eagerness
to learn, infusing us with fresh energy.
They were placed across the entire
organisation, especially in our research and
innovative development programs. Each of
them was able to gain practical experience
and understanding of the legal and ethical
frameworks of the practice standards in
the delivery of supports. All have provided
positive feedback on how their time at
Allevia has opened their eyes and aided
their decisions on their future career
paths. We highly endorse the adoption or
continuation of such partnership programs.
continued on page 16
Allevia 2020/21 Annual Report • 13

• Strategic Plan
approved by the Board
• Masks officially
added to the
Allevia uniform
• Daniel Carter and Therese
Petrie join the team
• Catherine Dickson and
Mohammad Kamal
commences new roles
• Infection Control Marshals
appointed across Allevia
• ACNC annual
submission completed
the year that was...
AUGUST
2020
JULY
2020
october
2020
december
2020
• CEO Philip Petrie elected
Chair of the NDS NSW
Divisional Committee and
appointed to the NDS Board
• 4G WIFI internet switched on
at main office at Tower Rd
november
2020
• Annual General Meeting
held online
• Ben McKeown elected
Chair of the Allevia Board –
Karen Gray as Deputy
• Philip appointed as Chair of
the NDS Communications
Committee

• Allevia signs up to the
Ability Roundtable
Benchmarking Project
• Disability vaccine
rollout commences
• Strategic Plan review
by Board
• Allevia joins the
Illawarra Disability
Alliance
february
2021
april
2021
june
2021
march
2021
may
2021
• Allevia staff vaccination
campaign commenced.
• Allevia Support
Coordination services
commence in the
Illawarra/Shoalhaven
region
• 1st and 2nd Allevia
CoVID-19 Vaccine Clinics
held – 90% client & 45%
staff vaccination
achieved.
Allevia 2020/21 Annual Report • 15

Keeping People Safe
The NDIS Workers Module forms an essential
part of our recruitment and induction process and
is completed by all Allevia workers, volunteers,
students, contractors, and even our Board of
Directors before starting work. Our key focus is
ensuring everyone is given the knowledge, skills,
and awareness required to tailor supports to
individual needs.
NDIS Workers Induction Module
100% completion
NDIS Workers Screening
100% workers with required
clearance status
We’ve received rewarding feedback from
new workers putting the training learnt from the
modules into action. Reflecting on the scenarios in
their training, new workers have stated they felt
better equipped to work hands-on with people,
listen to them about their needs, building their skills
and capacity with choice and control, managing
risk, and identifying opportunities to actively
participate in their community.
New safeguards were introduced by the NDIS
Quality and Safeguarding Commission in February
2021 to ensure workers in risk assessed roles meet
screening requirements. The new NDIS Worker
Screening Check assesses whether a person is
cleared or excluded from working in certain roles
with people with a disability.
During the transition period to the NDIS Worker
Screening Check, existing workers with an
alternative approved check such as a Police Check
and/or Working with Children Check that is still
current, are not required to replace them until
they expire. We foresee all workers by 2022 will
be transitioned to the new NDIS Worker Screening
Check.
100% free of CoVID-19 &
CoVID Delta Variant
Allevia has implemented these requirements. By
30 June 2021, all new workers and 21% of existing
workers had been verified and cleared to work
through the new NDIS Worker Screening. As each

worker’s alternative assessment expires,
they are required to be reassessed through
the NDIS Worker Screening before they
can be rostered.
High Risk Covered
This was one occasion when being at
the centre of a life changing event was
not desirable. Having survived the first
wave of CoVID-19 with no cases, Allevia
found itself in the centre of the 12 highrisk
Local Government Areas of Concern
of the second wave with the delta variant.
We were not fazed.
As soon as things changed, updates
were delivered across all Allevia’s media
platforms and special alerts and instructions
were posted for employee travel, PPE
requirements, stay at home rules, and
isolation requirements, to mention a few.
Weekly meetings of the entire leadership
team were held at the peak of the first
and second wave, moving to fortnightly
meetings only as the risk eased due to our
high level of vaccination.
When the early roll-out of vaccinations
for people with a disability and support
workers did not materialise, Allevia
developed a valuable partnership with
health care and community organisations
to secure access to the Pfizer vaccine for
the people we support and our workforce.
With our service footprint in the heart
of the 12 Local Government Areas of
Concern, our CEO took the initiative to
offer our large break-out activity centre
at Tower Rd, as a CoVID-19 Vaccine Hub.
It took many hands to make this event
come to life.
All Allevia’s teams worked tirelessly,
consulting with people and families,
planning the day, preparing each person
using communication aids such as social
stories as needed, and briefing people
on the schedule for vaccination visits.
They provided information about how
the vaccine could be safely administered
to people with specific support needs
and distributed the brochures with health
advice provided by NSW Health.
Postscript: 15 October 2021
Following another two vaccination hubs
held on site, post 30 June 2021, and through
working with our workforce, Allevia has
achieved the rates of vaccination of 98% of
all residents in supported accommodation
and 99% of employees fully vaccinated
Sandra Hilton
Sandra Hilton
Employee Support Manager
Allevia 2020/21 Annual Report • 17

Innovation & Social Impact
From Catherine Dickson, GM Innovation & Social Impact
Allevia has embarked upon a journey that
has enlisted us all as champions of social
change. At Allevia we believe that disability
is a construct of community attitudes.
That we are all different is accepted, but
it is society that determines how much
difference can be accommodated in our
‘normal’ day-to-day lives.
Where difference can’t be accommodated
in the generic service systems, a human
rights-based society develops ways to
deal with the needs of people who don’t
fit. In Australia, the NDIS has emerged as
the main instrument to support people
who present day-to-day needs that are
perceived to be outside the scope of the
general service system. The principals and
intent of the NDIS and the driving force
behind Allevia’s purpose, is to reduce
the impact of difference, one person at
a time, and broaden the community’s
understanding and value of difference.
How are we going to achieve our purpose
you ask? The first step was achieved when
the Board of Directors and CEO reviewed
the Strategic Plan and recognised that
a key enabler would be a focus on the
organisation’s social impact. Social impact
is defined as a significant positive change
that addresses a pressing social challenge.
The new role of General Manager,
Innovation & Social Impact was approved
to assist the organisation implement the
key recommendations from the Social
Impact Institute who conducted a
12-month review and research project
for Allevia. The review looked at Allevia’s
capacity to measure our success
in delivering positive social change
outcomes and peoples’ satisfaction at our
contribution to supporting people achieve
their goals.
It’s one thing to believe your services are
making a positive difference in people’s
lives, but it is another to provide the
evidence. Service evaluation is a critically
important tool for all organisations, so
much so that it is often a compliance

requirement. The first milestone of Allevia’s
new endeavour was a rigorous review of
the recommended evaluation methods.
A working party that included three of
Allevia’s Directors, applied their expertise
to the task. An application called
Socialsuite that hosts the well-known
MiSO evaluation tool developed by Scope
(a leading Victoria disability service
provider) was selected to assist with
evaluating Allevia’s services and customer
satisfaction.
Allevia’s achievements this past year,
in very constrained conditions, have set
us on a stable and well thought through
trajectory to significantly contributing to
more positive social change not just for
the people we currently support, but for
the whole community.
User training in the Socialsuite/MiSO tool
has commenced with the first surveys and
program specific evaluations rolling out in
the coming months.
Innovation is not only about the adoption
of new ideas. It is also about doing the
same things better.
An example of Allevia being innovative is
our partnering with quality SDA Providers
to deliver contemporary housing that is
co-designed. Listening to what people
want in their home and living situations
is guiding the design of the bricks and
mortar and the services people need. The
innovation is starting with what people
are saying they need and want and then
designing the bricks and mortar for them.
Inspiration will continue to drive our
innovation. People inspire us every day at
Allevia. An enthusiastic group of university
students completing their placements
with us, have applied their bright young
eyes to how we do things as they engage
in small projects that are aligned with their
studies.
Catherine Dickson
General Manager of Innovation
& Social Impact
When Daniel Carter
accepted the offer to
take on my demanding
role as Chief Operations Officer,
it gave me the opportunity
to take up this new role of
General Manager of Innovation
& Social Impact and focus
on the organisation’s growth
and development without the
distractions of daily business.
So far, I have found the work
to be highly rewarding and I
look forward to taking on the
challenges we face ahead as
our world continues to change.
Allevia 2020/21 Annual Report • 19

Keeping busy during lockdown
Keeping busy during lockdown
Home & Living
It has been a unique time to pick up a
new hobby or try a new activity at home
during the lockdown. From Saturday, June
26 2021, all residents Allevia supports as
SIL or ILO NDIS participants were asked
to stay at home for the entire lockdown
period for the second time in less than a
year.
For the Living Services teams this was
a call for action requiring planning and
teamwork beyond the usual support.
So many activities of daily living had to
stop. Shopping, weekend outings, visiting
family, having friends and family visiting,
even Saturday coffee mornings were not
possible. The creative juices needed to
flow to find ways to keep busy during
lockdown.
eggs, and baking muffins independently
without any prompting from staff. Others
showed increased initiative with daily living
tasks with meal preparation and setting up
the table for their meals. They also worked
more as a team which was wonderful to see.
The increased engagement in cooking and
baking activities had the added benefit of
increasing their interest and involvement
in making choices about what they eat.
The residents used their creative side to
reach out to their families that they hadn’t
seen for a long time due to CoVID. The
Central team supported the residents to
make cards to send to their families who
they couldn’t visit or have visit them.
The team saw this as a time to not just
keep people busy but to expand residents’
skills with a wide range of activities. Some
residents showed an increased interest
in baking having a ‘load of fun’ during
the process. They improved their skills
measuring ingredients, cracking the

Activities of Daily Living
“Being creative is such a great way to
express what they are feeling and using
their creative skills to make something for
their loved one”
“The residents were so excited drawing
on their cards. They were all so engaged
in this activity with a smile on their faces
while drawing and decorating. Watching
the residents being so creative with their
cards, I realized doing this type of creative
activity was increasing the residents’
sense of self-empowerment, improving
their creativity, and self-esteem.”
“I found some of the residents really
enjoyed painting. Painting is a great way
to bypass the communication barrier for
non-verbal residents. We encouraged
self-expression and communication
through painting.”
We are all in this together and my
favorite quote during this time is when you
can’t control what’s happening, challenge
yourself to control the way you respond.
That’s where the power is.’
Petta Hellyer
Petta Hellyer
Support Worker
“I found being a support worker during
a pandemic can be challenging for us
workers, but it was also challenging for
the residents that we support. Their daily
routines changed due to CoVID-19. The
best we can do is adapt to these changes
and make these changes into a positivity
as a team. I believe we all worked as a team
to make this transition smooth as possible
for the residents. We implemented
lockdown activities to encourage selfexpression,
increase their self-esteem,
to enhance their daily living skills, and
assisting them manage any distress.
Allevia 2020/21 Annual Report • 21

“I must step back to let the people whom
I support to be independent”
“I have experience taking Paul to go
out in the community. Paul clearly at the
beginning, has a degree of hesitancy to
communicate. We recognised that it was
creating barriers to his social inclusion.
When I supported Paul in the community,
he sometimes struggled to comprehend
community people. We still encouraged
and supported Paul to participate in the
community and to communicate using
his unique verbal/ nonverbal techniques.
Knowing the proverb, ‘Slow and steady
wins the race’. I needed to step back and
let Paul communicate and interact directly
when on outings. I am committed to
implementing NDIS values of respecting
every person’s right to autonomy,
encouraging them to exercise their
independence. That included me stepping
back. Even though sometimes I feel like
I perhaps have not done my job not
advocating on behalf of Paul, encouraging
him to interact directly. I was aware that
Paul may struggle to communicate at the
beginning but due to repeated attempts
communicating for himself he became
more confident to speak with community
people.
“Janice was faced with many challenges
and numerous visits to the bank when
embarking on opening a bank account
so she could have a debit card. The
challenges were due to the lack of
identification documents, a common
barrier for people in similar circumstances
as Janice. Considerable support was
needed from her formal support network
to gain enough identification documents
to satisfy the Bank’s requirements. The
process was time consuming for Janice
and involved the local branch of the bank
needing Janice’s personal details verified
from their head office.
As a result of the many visits to the bank
Janice became acquainted with the staff.
The staff responded warmly to her on
each visit and were sad that they weren’t
going to have further interactions with her
when the account was finally opened. It
took quite a long time to achieve what she
needed however, with great determination
Janice successfully was presented with
her new account details and debit card.”
Tia Ru, Living Services Manager
Paul is now confident to go out, talk, make
friends in the community where he feels
he is a valued member of the community
team. Seeing the changes in people makes
us feel that perhaps we have made some
positive changes.”
Swasti Subedi, Support Worker

“I’d like to offer a positive story about
David. Community access and involvement
are critical goals for everyone’s
life because they foster a sense of
belonging. When we care for someone,
it’s easy to become absorbed in daily
duties and frequently forget that passion
is unaffected by disabilities.
Working alongside Tia (Living Services
Manager) who is committed to ensuring
that the people we support can lead
dignified lives and fulfil their dreams, we
were able to assist David reignite his
passion for football.
Tia assisted David purchase a club
membership. David was overjoyed at the
prospect of wearing his favourite team’s
shirt and cheering them on at the stadium.
His excitement was heightened when he
learned how soon he would be supported
by staff to watch his team play in the
stadium.
David would later describe his
experiences with other staff and his day
programme peers with a beaming smile on
his face.
He had a fantastic time out and about at
the football. He was a gentleman around
the stadium, engaging with other patrons.
He attended several further games before
we were all placed in lockdown. Now he
waits for the next season to begin so he
can go out and cheer for his team once
more.”
Vick Singh, Team Leader
Allevia 2020/21 Annual Report • 23

CoVID-19 Management Strategies
A Support Worker’s Perspective
Wash hands
frequently
Wear
a mask
Clean surfaces
frequently
Keep distance
at least 1.5 m. from others
I valued Allevia’s foresight in planning
strategies and developing a management
plan very early in the growing CoVID-19
situation. Allevia proactively pre-trained
direct support workers from each Living
Services team to work with best evidencebased
approaches for preventing the
spread of CoVID.
From each of the teams Allevia
nominated Infection Control Marshals
to daily identify and train other staff
and implement the hygiene routine in the
environments and peoples’ homes. Those
Infection Control Marshals were provided
sufficient internal and external training
based on the current national standard.
I am very confident that Allevia is prepared
to prevent and respond to infectious
diseases and any future potential disaster
with this pandemic. Along with this,
prevention/management strategies based
on the national plan of managing infectious
diseases were followed accordingly by
each member of Allevia’s team. Hence,
with a great vigilant approach from team
we are CoVID safe zone.
Swasti Subedi
Support Worker

New eyes solving an old Problem
By Mohamad Kamal, Health Support Practitioner
After the dust settled following the
appointment of Daniel Carter as the Chief
Operating Officer (COO) in November,
and my appointment as Allevia’s Health
Support Practitioner a month earlier, we
decided as a team to focus on continuous
improvement. Having spent several weeks
orientating myself to Allevia’s existing
process for health and welfare record
keeping, it was clear that a revamp of the
medication record keeping was a priority.
The historical method of recording
incidents of assistance with medication
was a single signing sheet for each person
supported. The accumulated impact of
this system meant, for a month it became
4 sheets and six months it became 26
signing sheets. In terms of record keeping,
it appeared to be very hard to store
properly those significant number of loose
papers. The Official Community Visitors
(OCV) had also commented on the time
it took checking through this volume
of pages for each person, time they
would have preferred to be spending in
conversations with the people they were
visiting. In terms of cost, each person was
paying a staggering $65.00 every six
months to their Pharmacy to produce the
required documentation.
What we needed to achieve was a
generic system that would not only
enable us to simplify the record keeping
system, but also keep the cost for each
person to a bare minimum. We were also
looking for a better way of storing more
than one week of records at a time in a
single record book.
We quickly identified a very basic
generic medication management booklet
used in the health care system. The
booklet contained recording for the
regular medication sign in sheet including
webster pack/ non webster pack and the
PRN under one umbrella and would last
for six months. In terms of money, it was
much cheaper ($4.10) than the traditional
weekly single sheet.
The medication booklet we introduced
following service-wide training, holds
six months records with a single sign-in
point for all types of medication. Cost
wise it is a significant reduction. The
Community Visitors are very pleased with
the transformation. The reduced need for
weekly pharmacy visits is giving everyone
more time to engage in activities they
enjoy.
Mohamad Kamal, Allevia’s newly appointed
Health Care Practitioner delivering staff training
on the new medication recording booklet.
Allevia 2020/21 Annual Report • 25

Social, Economic, and Community Participation in a Lockdown!
By Victor Batac, One Village Manager
Continuity of Supports
To provide continuity of supports in
One Village in the 2020-2021 year was a
challenge. One Village is Allevia’s service
division that delivers the NDIS core
supports that assist people to engage
in community, social, recreational, and
economic activities in the community
For many the enforced changes, often
occurring suddenly, was very distressing.
Our efforts focused on supporting each
person adjust to the changes, keeping
them safe in environments of high risk,
assisting them to accept new concepts
such as wearing a mask, having injections,
keeping social distance, only having
takeaway and many more.
Catherina at the Revesby School Leavers Expo
and in our centred-based service, Elevate.
As a core NDIS support item, Allevia felt
we had an obligation to do all we could
to provide support to the participants
without interruption throughout the period
and as agreed in our service agreements
with them.
Overcoming challenges is our mantra in
One Village. We did not shut our doors,
nor did we stop 1:1 supports. Working
as a team and in collaboration with
individuals, families, and other providers,
support continued in one form or another
through the year. Ensuring all health orders
were followed, creative activities were
developed for each person.
Victor Batac, Manager One Village
We have maintained all our frontline
workforce throughout the period with
minimal need for redeployment. However,
the last quarter of the year had a significant
impact on our financial viability when,
due to our location in a high-risk area
of Greater Sydney, the restrictions on
everyone kept us all at home.
Despite the difficulties individual
achievement continued
Dimitri originally had 1:1 support booked
in twice a week. He really enjoyed his
time accessing the community (bowling,
walking exercise, shopping, and movies
etc). Dimitri also worked in a warehouse
three times a week with an external service
provider at DSA, in Bexley. Dimitri was
having difficulties at work, so he and his

mum booked One Village staff to support
him maintain and keep his employment.
In consultation with Dimitri and his
mother Tasia, we developed a personcentred
plan to support Dimitri at work.
Dimitri chose specific staff members
to support him at work. To determine
who he worked with best, Dimitri was
supported by seven different support
workers on different occasions and at
the end he chose two to support him at
work throughout the year. It was agreed
that transporting Dimitri to and from work
would be an important strategy to the
success of Dimitri’s employment at this
stage.
Dimitri is now contributing to the
economy not only as a valued member of
his community but also as an employee
in an important part of the supply chain
for the provision of goods into the
community.
Dimitri has successfully maintained his
employment throughout the year.
“Thank you so much Allevia! Dimitri’s
success has been amazing!”
Tasia (Mother)
Dimitri’s support workers assisted him
to communicate with people at his work
and encouraged him to express himself
and voice his aspirations and concerns
in a positive manner. Over time Dimitri
has learnt to interact with his colleagues
and managers at work in a positive
way, overcoming one of the barriers he
experienced in a work environment. Dimitri
has gained a voice. He gave feedback and
raised appropriate complaints. This gave
his employer and his mother Tasia a better
understanding of the matters that are of
importance to Dimitri.
Allevia’s One Village service provided
consistent and reliable support workers
of Dimitri’s choosing for all his workdays
in the year. Dimitri’s support helped him
overcome any barriers to maintaining and
enjoying his work and assisted him to
increase his control of things that matter
to him in his life.
Dimitri (on right) and Rafael, Support Worker
Allevia 2020/21 Annual Report • 27

the year that was...
one village
JUne - july
2020
Slowly transitioning back at
Elevate (Tower Road).
Activities slowly starting to include
outdoor social events and celebrations.
AUG-sept
2020
october
2020
Farewell / Baby Shower for OV Team
Leader Cassie Nguyen on maternity leave
Catherina Levo commenced her
appointment as Acting Team Leader.
november
2020
january
2021
Australia Day celebration
@ Plough and Harrow
Auburn Botanic Gardens + Birthday
Celebration for JP
march
2021
april-july
2021
DSC Day Program Masterclass Bootcamp
completed by One Village leadership team
SWSVSN 2021 Bankstown Post School
Expo @ Revesby Workers Club
m ay
2021
june
2021
Covid restrictions for Day Program
closures –Elevate programs running
with in health guidelines for only ‘at risk’
participants.

Connecting people to the right supports
By Allevia’s Support Coordination Team
The past year has presented us with
many challenges as Allevia’s Support
Coordination team. The CoVID impact
has required creative thinking and
resourcefulness in an environment where
people needed to change and adapt to
different ways of getting the services
they required. As a team we supported
each other using online team meetings
to debrief and check in on each other’s
wellbeing. Support Coordination is a
demanding role where you are mostly
working alone with people at a time of
significant change and often in crisis.
Resilience, peer support, and sharing of
knowledge and skills has meant Allevia’s
team has gone from strength to strength.
Sometimes the impact of what we do is
life changing!
“Reflecting on this past year my work
with a 17-year-old participant with Prader
Willi Syndrome stands out as an example
of why I love my job.
Razi (name changed) had been in and out
of home care arrangements for much of
the past year. A crisis occurred when his
health became at risk due to his increasing
weight gain. Razi’s family were struggling
to assist him refrain from compulsive
eating. This resulted in Razi spending 4
days in social admission at the Children’s
Hospital in Randwick followed by time
in crisis out of home respite before he
could move into support in short-term
accommodation (STA).
My role as Razi’s Support Coordinator
commenced in September 2020 where
the priority was finding suitable longterm
accommodation. Everyone was
relieved when a long-term supported
living arrangement was found that he and
his family were happy with.
Paying attention to detail through
Razi’s transition from the short-term
accommodation to his new home proved
to be a successful strategy. We developed
a transition plan, monitored the progress,
and held collaborative team meetings
as well as liaising with all stakeholders
including the NDIS Complex Pathway
Team, and Department of Communities
and Justice on a regular basis, and Police
as required.
This wasn’t an easy process. It was a
roller coaster of escalations of behaviours,
constant setbacks, and staff burnout.
However, my consistent and intensive
support paid off. Razi has lost a significant
amount of weight and his health has
improved, he has built a good rapport
with his support workers and has started
overnight stays at the family home.
The family have been delighted with
the result saying the consistent effort,
working hand in hand with them from the
beginning to the end, and the empathy
shown has been life changing for their son
and them.”
Allevia 2020/21 Annual Report • 29

(Positive feedback was provided by a
family member who went out of their way
to contact Daniel, our COO).
Gania has 20+years in children’s
services and the disability sector.
Gania commenced her role as Support
Coordinator in 2016. Gania is now
Allevia’s Practice Manager for Support
Coordination. She has Diplomas in
Community Services Work, Management,
Childrens’ Services (early childhood
education and care), a Cert IV in
Workplace Training and Assessment and
Community Services (welfare). Gania is
fluent in English and Arabic.
Gania Mansour
Support Coordination Practice Manager
Applying a wealth of experience to a
new role
“In my first 12 months as a Support
Coordinator at Allevia I have come to
understand the aim of NDIS and how to
get the most out of a plan for the people
I support.
I have met amazing and resilient people
and had the privilege of supporting
them towards independence. A focus
on understanding individual needs and
matching services to provide the best
possible outcomes has made a difference
in peoples’ lives.
I have witnessed and been part of
excellent collaboration between clinicians.
This team approach for people who
had previously been hesitant to accept
any support, has broken through their
reluctance. As a result, I have been able
to guide and support participants to
overcome many of life’s barriers.”
Therese joined Allevia’s Support
Coordination team in October 2020.
Therese is a Registered Nurse of 36
years including 18 years in executive
management and leadership roles in the
Aged Care Sector.
Therese Petrie
Therese Petrie
Support Coordinator

‘Go to contact’ for their essential
services.
“My time with Allevia has been incredible.
I have been able to foster strong
relationships with participants and be their
go to contact for their essential services.
Assisting individuals meet their goals and
progress their life in ways they thought
they could not achieve, is so rewarding.
My tenacity, agility, and adherence to
the core values of Allevia and the NDIS
Practices Standards, has served to guide
my approach to finding solutions to
difficult issues.
I have created professional relationships
with service providers and have
established and built rapport with various
individuals. This in turn has allowed me to
go above and beyond for participants,
honour their needs and provide the best
service I possibly can with the resources
at hand.
the digital sphere. Despite the difficulties,
I took initiative and went above and
beyond for this participant to ensure that
he received the same service and support
anyone who is able to access digital
services. His gratitude for my effort and
understanding was extremely fulfilling for
me.”
Sukla joined Allevia’s Support
Coordination team in July 2020. Sukla has
had over 20 years of experience working
in the Ageing and Disability sector and
has been in both administrative and
coordination roles over her career.
Sukla Dey Sukla Dey
Support Coordinator
One of our participants was struggling
with his mental health due to not being
able to get in contact with his service
provider. As his Support Coordinator, I
calmed him down over the phone and
ensured that his service provider got in
contact with him in a timely fashion which
resulted in his anxieties being alleviated. He
notified me over the phone to tell me how
appreciative he was of my efforts, and it
made the work I did extremely rewarding.
I also have a participant who was unable
to contact us via email and mobile. Given
we are in such a digital space, I had to find
ways to communicate with him outside of
Allevia 2020/21 Annual Report • 31

Return Customers
“After returning from Maternity leave at
the beginning of this year, I have been
supporting both new participants and
people I was supporting before taking 12
months leave to have my first baby.
I have worked with each participant and
their families to link them to the services
and resources they need to achieve their
NDIS goals as well as ensuring their safety
and quality of life.
From researching and liaising with
providers to sorting through and
overcoming hurdles, we have worked as a
team to ensure their NDIS plan is working
for them. There has been consistent
feedback from participants and their
families who are very satisfied with the
results of my work and the support I have
provided towards their independence
as they have learnt to navigate the NDIS
service systems.”
Natalie Stork
Support Coordinator
From Student to Support Coordination
Practitioner
Natalie’s Story
“This role has offered me so much more
than just fulfilment. The confidence I have
gained in my abilities as a professional
within this sector has truly soared. I
am forever grateful for the multiple
opportunities I was privileged to be
offered within Allevia.”
“I started my journey with Allevia in
2016 where I completed my final Student
Placement for my Social Work degree.
While I was thrilled to have been given
the placement and keen to start, the
disability sector was never an area of my
degree that we really touched on, nor
was it something I was involved with in
my personal life. So admittedly, I was a bit
nervous to commence as it was a great
big unknown for me.
The placement took me to the Elevate
Day program where I mainly worked
alongside the team leader at that time,
Gania Mansour. Not only were all the staff
extremely welcoming to me, but the
people I was supporting were amazing,
inquisitive, and always keen for a chat. I
felt at ease very quickly.
I soon realized that there was a lot more
to this sector and this type of support
than simply providing fun days out for
the participants. I was learning about
communication styles, choice and control,
purposeful and meaningful interactions,
and how well planned and purposeful
activities can greatly improve someone’s

Natalie and her mentor Gania.
mental and physical health and wellbeing.
I loved this placement and really bonded
with the staff and the people who attended
Elevate. I was sad to end my placement
but was so pleased when I was offered
casual work in the Day program. I snatched
that opportunity up immediately and was
supported and mentored by Gania. I gained
so much more knowledge of the sector.
The NDIS was just starting to roll out
around this time so there was a new layer
of information to take in and learn. As my
knowledge of the NDIS increased I applied
the skills I had gained completing my
degree to my work, such as the benefits
of practices like person centredness and
multi-disciplinary interventions which
assist a person’s independence, skills, and
quality of life. I was rewarded when I was
offered the role of Team Leader in Elevate.
In a leadership role I learnt so much and will
look back on that time as a wonderful skill
building opportunity.
With Allevia’s Support Coordination
service under Gania’s very successful
stewardship going into overload, I was
offered the opportunity to apply my
Social Work degree and join Gania my
mentor in my early days at Allevia, as
a second Support Coordinator. Once I
gained my full Social Work registration
and with twelve months experience as a
Support Coordinator, I was able to take
on a Specialist Support Coordination case
load and further expand Allevia’s service
offering. I have now been in this role for
Allevia 2020/21 Annual Report • 33

The Finances
To realise its vision and to fulfil its purpose, Allevia continues to focus on establishing
and maintaining a strong fiscal base for its operations through sound budgetary planning
and oversight, strong organisational structures, and enhancement of its operational
practices. The year saw the organisation achieve a deficit within the ongoing turbulence
in the NDIS marketplace and the CoVID-19 pandemic.
Allevia has ensured that it has the resources and capacity to support people to ‘rise‘rise
above life’s challenges’.
2020-2021
$
2019-2020
$
Revenue – services & fees 9,490,521 9,518,396
Other Revenue 4,841 12,318
Total Income 9,495,362 9,530,714
Client expenses (171,991) (186,798)
Employment expenses (7,837,399) (7,344,703)
Depreciation expenses (333,518) (401,981)
Occupancy expenses (165,212) (126,167)
Finance Costs (40,789) (45,764)
General & administrative expenses (968,244) (851,292)
Total Expenses (9,517,153) (8,956,705)
Net Surplus/(deficit) (21,791) 574,009
Total Assets 2,977,497 3,879,626
Total Liabilities 1,680,410 2,560,748
Net Assets 1,297,087 1,318,878
The Annual Financial Report of Allevia Limited (ABN 78 554 047 325) for the year
ending 30 June, 2021, can be obtained by:
• calling the Head Office on (02) 9773 8894
• emailing allevia@allevia.org.au
• scan the QR code to visit our website