Moreland Hall

AnnualReport 2006/07

An Alcohol and Other Drugs Treatment and Education Agency

Vision A community where people reach their full potential and are not disadvantaged by alcohol and other drug issues.

Acronyms Moreland Hall UnitingCare Moreland Hall

ACSO Australian Community Support Organistion

ADY-C Alcohol & Drug Youth Consultant

AER Alcohol Education Rehabilitation Foundation Limited

AOD Alcohol and Other Drugs

APSAD Australian Professional Society on Alcohol and Other Drugs

DHS Department of Human Services

GSL Global Solutions Limited

GWH Gwenyth Williams House

HBW Home Based Withdrawal

HYP-d Hume Youth & Parents Drug Services

ISS Intensive Support Service

IT Information Technology

LACP Lesley-Anne Curran Place

NIDS National Illicit Drugs Strategy (Commonwealth Funding)

NWMR North West Metropolitan Region

PPP Port Phillip Prison

QICSA Quality Improvement & Community Services Accreditation

RTO Registered Training Organisation

SUMITT Substance Use In Mental Illness Treatment Team

Mission To provide alcohol and other drugs treatment and education services. To build a deeper understanding in the community about how to respond to alcohol and other drug issues.

Values The values of UnitingCare Moreland Hall reflect the desire of the Uniting Church to express the Christian faith through both its words and actions.

Hope—affirming the possibility of change for all

Social Justice—supporting the right of all people to be treated equitably and with dignity

Empowerment—seeking to enhance people’s strengths and enabling people to speak and act for themselves

Compassion—accepting people as they are and acting with care, respect and justice

Diversity—embracing and celebrating difference

Excellence—upholding the highest of standards and encouraging innovation in all we do

Integrity—upholding honesty, openness and responsibility in all our interactions

Collaboration—creating partnerships to achieve common goals

Sustainability—adopting environmental work practices in the responsible management of our resources.

Goals UnitingCare Moreland Hall will: 1. Deliver high quality services that incorporate innovative

practices to all clients and stakeholders. 2. Strengthen the position of UnitingCare Moreland Hall as a

leading alcohol and other drugs agency. 3. Support and provide opportunities for staff development. 4. Promote and develop partnerships to enhance the

capacity of the organisation. 5. Ensure sustainability, accountability and value in the

operation of all services.

1

Page Vision Mission Values Goals Acronyms________ Inside front cover

Contents ________________________________________________ 1

Who we are ______________________________________________ 1

About this Report _________________________________________ 1

Organisational Structure ___________________________________ 2

Donations /Pro Bono / Philanthropy ________________________ 2

Year in brief ______________________________________________ 3

Chairwoman’s Report _____________________________________ 6

Chief Executive Officer’s Report ____________________________ 7

Reporting against Moreland Hall Strategic Plan _______________ 8

Performance Measures ___________________________________ 12

Financials in brief for 2006/07 _____________________________ 13

Withdrawal Services _____________________________________ 14

Counselling & Support Services____________________________ 16

Forensic Services_________________________________________ 18

Education & Training_____________________________________ 20

Chaplaincy______________________________________________ 22

Business Services ________________________________________ 24

Human Resources________________________________________ 25

Board of Governance _____________________________________ 26

Why am I here? Staff Quotations ___________________________ 28

Staff List ________________________________________________ 30

Onsite Visiting Services ___________________________________ 31

Can you support our services to the community _____________ 31

A bequest in your will ____________________________________ 31

Index___________________________________________________ 32

How do I get to Moreland Hall? ____________________ Back cover

Who we are UnitingCare Moreland Hall (Moreland Hall) is an Alcohol and Other Drugs (AOD) Treatment and Education Agency of the Uniting Church in Australia. Moreland Hall is a not-for-profit agency, which has been operating since May 1970, providing a range of AOD Treatment and Education services to clients in the North West Metropolitan Region of Melbourne.

These services include counselling and support in the community and at Port Phillip Prison (PPP), assessment and intake, community outpatient, home-based and residential withdrawal for adults and youth, supported accommodation, drug diversion programs, youth and family services and an intensive supported playgroup. Moreland Hall also delivers education and training programs across the state.

About this report This report is designed to give our stakeholders insight into the range of services delivered by Moreland Hall, and provide a clear report of measures relating to program performance for the 2006/07 financial year. The complete 2006/07 Financial Reports are contained in a separate document, which is available by request.

All the quotes contained in this Annual Report have been sourced from Client Evaluation responses, which are collected after contact with Moreland Hall services.

The artwork displayed on the cover of this Annual Report was developed as part of a staff mural project during 2006. This project encouraged staff to express their creative thoughts in working at Moreland Hall.

ontents

The CEO and Chaplain at Jessie Street

2

Donations Airport West Uniting Church Anonymous (2) Ascot Vale Uniting Church Ashburton Uniting Church Stephen Austin Darren and Les Barden Mary Bates Daryl Beale Laurie Bebbington Brunswick Uniting Church Bruwer Family Bunnings—Broadmeadows Coburg Uniting Church Thrift Shop Criminal Justice Diversion Program participants from— Broadmeadows Magistrates Court (13) Bendigo Magistrates Court (4)

MANAGERBUSINESS SERVICES

Samantha Lehman

MANAGERWITHDRAWAL

SERVICESDonna Ribton-Turner

MANAGERCOUNSELLING &

SUPPORT SERVICESWendy Moncur

MANAGEREDUCATION &

TRAININGJulie Bowen

CHAPLAINRev Rosemary Car ter

MANAGERHUMAN RESOURCES

Nessá Pastoors

MANAGERFORENSIC SERVICES

Rob Testro

CHIEF EXECUTIVE OFFICERLaurence Alvis

BOARD SUB COMMITTEES

GOVERNANCE BOARD

• Finance

• Contract Compliance & Management

• Admin Support

• Reception

• Information Technology

• Assessment & Intake

• Counselling Community

• Supported Accommodation

• Alcohol & Drug Youth Clinician

• Playgroup

• NIDS Programs

• RTO Competency Training & Professional AOD Education

• Forensic Drug Education

• Resource Publication

• Special Projects

• Human Resources

• Occupational Health & Safety

• Student Unit

• Port Phillip Prison

• Koori AOD Linkage Worker

• Forensic Counselling

• Outpatient withdrawal

• Home based withdrawal

• Youth Community Residential Withdrawal

• Adult Community Residential Withdrawal

• Post Withdrawal Support Worker

rganisational Structure

Shannon Gilmore Glen Iris-Hartwell Uniting Church Glenroy Uniting Church Stephen Harrison Irwan Iswadi Keilor East Uniting Church Jackie Lawson and daughter Logie-Smith Lanyon Lawyers Pauline McCarthy and partner Medicare – Airport West and Coburg Pascoe Vale Uniting Church Pauline Pullinger Riddells Creek Uniting Church Jason Rose St Stephen’s Uniting Church Wallan Circle of Friendship Gwenyth Williams A G Wilson

Pro Bono BoardWorks International Charrette Pty Ltd Freehills OneStep Education Network

Philanthropic

Organisations AER Foundation Limited The Lord Mayor’s Charitable Fund The William Buckland Foundation UnitingCare Share Appeal and the Uniting Church in Australia William Angliss Charitable Trusts Committee

Donations / Pro Bono / Philanthropy

Moreland Hall sincerely thanks all who have contributed to its work through their generous donations of cash, goods, pro-bono work and philanthropic funds.

3

Performance at a

glance

2006/07

2005/06

Change

FINANCIAL

Total Revenue $4,968,308 $5,143,757 $175,499 decrease

Total Expenditure $4,930,947 $4,843,282 $87,665 increase

Total Assets $3,740,823 $3,345,945 $394,878 increase

Total Liabilities $ 1,298,918 $ 941,400 $357,518 increase

Total Equity $2,443,905 $2,404,545 $37,360 increase

PERFORMANCE INDICATORS

No of Clients 1557 1268 +289 Episodes of care Completed 3035 2505 +530

Assessments provided 843 767 +76

Withdrawal Services provided

1087 966 +121

Counselling & Support Services provided

788 688 +100

Overall Achievement against Agency Operational Plan

83% 84% -1%

ACCREDITATION REVIEW

This Review 2007

Previous Review 2004

Leading Practice 1 1 No change Standards met 100% 100% No change

STAFF

Staff employed 92 82 +10 EFT Staff Retention Rate 75% 76% -1%

ear in brief

Visit by the North West DHS Regional Director

“Thank you for helping me find my way. I’m bursting at the seams to take what I’ve learnt and put strategies into action as my goals are fulfilled through hard work and determination.”

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Major Highlights

ear in brief

• Art Therapy and Lesley-Anne Curran Place shortlisted as finalists for the 2007 National Drug & Alcohol Annual Awards. Moreland Hall was the only agency at the National level to be short listed as finalists in two award categories (pages 14,16)

• Recurrent funding received for the Intensive Playgroup from the Department of Human Services (DHS) (page 16)

• Intensive Playgroup was a selected as a finalist at the inaugural DHS 2006 Early Years Awards (page 16)

• Awarded Leading Practice in a Quality Improvement & Community Services Accreditation (QICSA) Review for the core standard Providing Quality Services and Programs – Focusing on Positive Outcomes (page 6)

• Exhibitions held for the Linking Glenroy Art Therapy Project (page 17)

• Co-location of Moreland Hall AOD workers at PANCH Health Services and Dianella Community Health Service (page 16)

• Participation in two mental health rotation placements (page 16)

• Launch of the Drug Drive Program with VicRoads (page 20)

• Development of management, coordinators and senior staff across Moreland Hall in the successful completion of Certificate IV in Business (Frontline Management) (page 25)

NATIONAL DRUG & ALCOHOL

AWARDS 2006/07

LACP FINALIST

Excellence In Treatment

ART THERAPY FINALIST

Excellence In Services For

Young People

“The staff were very supportive, encouraging and extremely non-judgemental – even funny at times in such a serious situation.”

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Laurence Alvis, CEO and staff at the DHS

2006 Early Years Award

• Refunding of Innovations projects – National Illicit Drugs Strategy (NIDS) and Playgroup—and production of evaluation reports for the Intensive Support Services (ISS), Hume Youth & Parents Drug Services (HYP-d) and Playgroup projects (page 17)

• Development and implementation of the Information Technology (IT) review (page 24)

• Significant increase in funds for capital (page 24)

• Development of the Cautious with Cannabis interactive website (page 20)

• Creation of the Forensic Services Team and the development of a suite of programs at Port Phillip Prison (PPP) (pages 16,18)

• Yarndi (Koori Cautious with Cannabis) Pilot Project commenced (page 20)

• AER Foundation Ltd funding received for governance/and the IT review (page 24)

• Development of new programs at Gwenyth Williams House (GWH), as a result of extensive client feedback (page 14)

• Increase in compliance with performance targets across services (page 12)

• Introduction of an Employee Assistance Program for all Moreland Hall employees (page 25)

Senior staff at Frontline Management Training

Intensive Playgroup

Art workings at GWH

Artwork for the Linking

Glenroy Project

6

hairwoman’s Report

2006/07 was a successful year for Moreland Hall, as the staff continued to deliver fine services to people of all ages who need treatment and support with alcohol and drug problems.

Our services in the areas of drug withdrawal and rehabilitation were nationally recognised when the integrated programs at the LACP adult drug withdrawal facility and the Art Therapy program for young people were among the select group of finalists for the 2007 National Drug and Alcohol Awards. During the year Moreland Hall also received a Certificate of Recognition from Playgroup Victoria for the Supported Playgroup Manual and was a finalist in the Victorian Government Early Years Awards for the Intensive Playgroup.

Innovative programs such as the Intensive Playgroup for children of clients and the Koori Drug Diversion Initiative have won funding to continue into 2007/08.

A review of our accreditation by the Quality Improvement Council resulted in confirmation that Moreland Hall meets all the relevant standards.

In particular, we were recognised as a leading practice for the category Providing Quality Services of Programs—Focusing on Positive Outcomes.

Moreland Hall ended the year in a strong financial position. The business services which support our front line staff continued to improve, with the implementation of stronger human resources and finance functions and a much needed upgrade to the organisation’s information technology.

Dr Lou Harms retired as Chairperson of the Board in November 2006 after three years service. Dr Harms

guided the Board through a period of significant growth and consolidation and we thank her for her efforts. Her skills are not lost to the Board as she has remained a Board member. Two new members were welcomed to the Board in 2007, Ms Ros Carter in April and Ms Lyndie Spurr in June.

The Board of Governance continued to look at ways to improve governance of Moreland Hall, including streamlining its agenda and papers, introducing a Board member’s induction program and commencing work on a board appraisal system.

A resolution may at last be in sight to the issue of beneficial ownership of the Jessie Street property between Wesley Mission Melbourne, the Uniting Church and Moreland Hall. The future development of our services on the site will be a key focus of the Board’s work in 2007/08.

The Board has also made the decision to invest in a professional approach to fundraising and established a Board sub-committee, the Communications and Fundraising Committee, in April 2007. The development of a strategy to strengthen our services through fundraising revenue will be another primary objective in the coming year.

I would like to thank our supporters, Board members, the Chief Executive Officer, Laurence Alvis and the Moreland Hall staff for the good work and many achievements of the past year. May the next year be even better!

Laurie Bebbington Chairwoman, Board of Governance

7

Welcome to the 2006/07 Moreland Hall Annual Report.

This report celebrates the end of the second year of our 2005/08 Strategic Plan. It is difficult in a short report to give credit to all the Moreland Hall programs and projects that service the wider community. In this report we feature much of the ongoing work that has occurred at Moreland Hall in the last 12 months and that which continues to focus our direction for the future.

During this year we have experienced significant growth in demand for our treatment services. Compared to the previous year, client numbers and episodes of care have increased by more than 20%, with the numbers of assessment, withdrawal and counselling episodes, all having increased by more than 10%, compared to 2005/06.

The first Open Day held at Jessie Street during Drug Action Week was a great success and gave staff an excellent opportunity to share the work undertaken at Moreland Hall with other service professionals, schools and the general public.

After three years of funding for the innovative Intensive Playgroup model being provided by the William Buckland Foundation, it was very pleasing for this model to be recognised by the DHS with ongoing funding commencing from July 2007. DHS has recognised the potential for the Intensive Playgroup to be duplicated in other settings and we are very excited about the development of this model for the future.

This year we have had a number of new managers appointed at Moreland Hall and have welcomed their expertise and knowledge in the continued growth and

reputation of Moreland Hall programs. I would also like to acknowledge the significant contribution made by all current staff and other staff who have left Moreland Hall during the last year.

The Governance Board at its Strategic Planning session in March, recommended that a Manager of Communication and Fundraising be appointed during 2007/08. This role will develop and implement communication and fundraising programs across Moreland Hall. This position will be for an initial period of two years.

Once again this year has been very successful for Moreland Hall due to the efforts of many people. I would like to thank the senior management team for their support and the Board of Governance, who continue to give generously of their time and energy to guide Moreland Hall. We are also very fortunate to have such capable and passionate staff at every level of the organisation.

Finally, I would like to thank all our supporters, sponsors and partners who have made all of the above achievements possible. We look forward to your continued involvement with Moreland Hall, to build “A community where people reach their full potential and are not disadvantaged by alcohol and other drug issues.”

Laurence Alvis Chief Executive Officer

hief Executive Officer’s Report

8

eporting against the Moreland Hall Strategic Plan

2005/08

Actions

Outcomes

Performance

Time frame

To consolidate and to strengthen the provision of alcohol and other drug (AOD) services in the following areas > Treatment > Education > Partnerships

Increased performance against funding and service agreements (pages 15,17)

A review of current procedures and policies governing the delivery of current services is conducted (pages 15,17)

Development of an Education and Training strategy

Strong links with other Health & Community Services agencies are maintained (pages 14,16,20)

High levels of client satisfaction at all service locations are achieved (pages 14,16,20)

Regular feedback from clients and stakeholders is sought and incorporated into service development

Ongoing

Ongoing

June 08

Ongoing

Ongoing

June 08

Investigate opportunities to develop new programs and initiatives which address gaps in service provision

The development of new programs (pages 14,16,20)

The development of innovative approaches to service delivery and work practices through evaluated demonstration projects (pages 14,16,20)

Ongoing

Ongoing

Devise improved systems to measure effectiveness of the services provided by Moreland Hall

Benchmarking of current services with like services in the AOD sector is undertaken

Internal databases are reviewed and developed (pages 16,18,24,25)

Consistency of procedures and practices across all services is ensured (pages 16,14,24,25)

June 08 Ongoing Ongoing

The 2005/08 Strategic Plan was adopted by the Board of Governance, which articulates the direction Moreland Hall wishes to follow in the next three years. The Strategic Plan has five goals against which our services will be measured. The following tables show how Moreland Hall has met a number of actions associated with those goals in 2006/07.

GOAL 1—Deliver high quality services that

incorporate innovative practices for our clients

and stakeholders

Intensive Playgroup team members

9

Visit by Fiona Richardson, MP, to Moreland Hall

during Drug Action Week

Actions

Outcomes

Performance

Time frame

Provide high quality training and consultation based on our clinical practice to workers dealing with AOD issues

Moreland Hall is a key contributor in AOD policy discussions and forums (pages 14,16,20)

The existence of key stakeholder feedback loops

Presentations at National and State conferences (pages 14,16,20)

Ongoing

June 08

Ongoing

Increase the profile and awareness of Moreland Hall across the wider community

The development of a comprehensive strategy that promotes Moreland Hall, its products and services

Services and programs are recognized and acknowledged across the Health & Community Services sector (pages 14,16,20)

June 08

Ongoing

Provide a strong advocacy, leadership, policy and development role in the AOD sector

Ongoing participation in public & professional forums (pages 14,16,20)

Strong professional affiliation with peak AOD bodies (pages 14,16,20)

Moreland Hall is a consistent contributor to community debate about social issues related to the AOD sector (pages 14,16,20)

Commitment to identifying current gaps in the AOD sector, influence key political policy makers and funding providers to resource these service gaps (pages 14,16,20)

Moreland Hall will contribute to and be aware of developments and trends in the AOD field (pages 14,16,20)

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Maintain collaborative relationships with universities and other research institutions

Provision of student placements at Moreland Hall (pages 14,16,20)

Participation in research projects (pages 14,16,20)

Advocating for the inclusion of AOD issues into the curriculum of Health & Community Services studies (pages 14,16,20)

Support employment opportunities for new graduates (pages 14,16,20)

Ongoing

Ongoing

Ongoing

The participation in, and promotion of demonstration and pilot projects

Moreland Hall will seek to disseminate findings from new pilot and demonstration projects, through presentations and publications (pages 14,16,20)

Ongoing

Utilise effective planning, feedback and review mechanisms to ensure community needs are met and alcohol and other drugs services are fulfilled

Undertaking formal evaluation processes of Moreland Hall programs, which critically examine project outcomes

Development of services to build on the strengths and address the weaknesses of existing services (pages 14,16)

Examine opportunities for service enhancement informed by changing government policies and community expectations (pages 14,16)

June 08

Ongoing

Ongoing

GOAL 2—Strengthen the position of Moreland Hall as a leading AOD

Agency

10

Actions Outcomes Performance Time frame

Maintain existing partnerships and identify opportunities for new partnerships

The development of formal interagency protocols to enable the consolidation of existing partnerships and the creation of new ones

June 2008

Creation of new partnerships to address service gaps

The development of partnerships with the corporate sector

The pursuit of new partnerships to optimise resource utilisation and funding opportunities (page 20)

Access to new funding supports and resources (pages 16,18,20)

The identification of opportunities for collaboration in the development and delivery of training (page 20)

June 2008

Ongoing

Ongoing

Ongoing

Consolidate our relationship with UnitingCare Victoria & Tasmania and look for opportunities to cooperate in the delivery of services

Participation in the building of a strong network of interdependent agencies and missions (pages 16,20)

Ongoing

GOAL 3— Support and provide opportunities for staff development

GOAL 4— Promote & develop partnerships to enhance capacity of agency

Actions Outcomes Performance Time frame

Develop a qualified and integrated workforce

All staff hold appropriate qualifications to fulfill their job role and comply with all professional standards (pages 14,16,20,25)

Ongoing

Provide staff with access to training programs and resources required to fulfill their roles

All permanent staff have access to regular supervision sessions and team meetings and undertake annual performance and development reviews with their supervisor

Regular planning and evaluation is undertaken with key staff for all programs (pages 14,16,20)

The development of uniform study leave program guidelines (page 25)

The implementation of the agency-wide induction program

June 08

Ongoing

Ongoing

June 08

Provide a positive and supportive work culture and environment

Development of opportunities for staff collegiality, including the fostering of relationships between program areas (pages 14,16)

The identification and implementation of opportunities to acknowledge

staff and programs (pages 14,25)

Improved communication and knowledge by staff of internal Moreland Hall services and staff members (pages 14,16,25)

The investigation and development of options for work/life balance

The development of flexible career pathways to enhance staff development (pages 24,25)

To increase opportunities for staff to participate in decision making (pages 14,16,25)

Ongoing Ongoing Ongoing

June 08

Ongoing

Ongoing

Undertake a staff survey which identifies responses to working at Moreland Hall

The development of action plans for each program addressing issues raised through the staff survey (pages 14,16,25)

Ongoing

eporting against the Moreland Hall Strategic Plan

2005/08

11

Actions Outcomes Performance Time frame

Implement the Strategic Plan across Moreland Hall programs

The development of an annual operational plan for each Program area, which includes time frames and annual budgets (page 3)

Ongoing

Provide sound and accountable financial management

Implementation of the recommendations from the review of current financial management & reporting systems (pages 13,24)

Review of current risk management processes

Development of unit costs for all services

Maintain financial viability by achieving operational surpluses (page 13)

Ongoing

June 2008

June 2008

Ongoing

Deliver effective and efficient internal support services to all Moreland Hall client & stakeholder programs

Review of all internal support services at Moreland Hall (page 24)

Ongoing

Create a sustainable funding base which develops reserves for future expansion

All services are delivered on budget (page 13)

Ensure programs meet funding and service agreements

Development of policies and procedures for sustainable operations (page 24)

Research grant opportunities and other funding sources are reviewed, to ensure that all appropriate grant opportunities are sought (page 20)

The development of policies that encourage responsible utilisation of environmental resource

Ongoing

June 08

Ongoing

Ongoing

June 08

Provide infrastructure and IT to support integrated and efficient organisational activity

The development and implementation of an Information Technology Action Plan (page 24)

The development and implementation of a facility plan for 26 Jessie Street

Ongoing

June 08

Implement the Quality Management System

Undertake improvement opportunities identified in the Quality Management System (pages 6,25)

Ongoing

GOAL 5— Ensure sustainability, accountability and

value in the operation of all services

“The content of this full day training is great. It is really refreshing to have a full day of training packed with practical clinical suggestions supported by a strong experiential component.”

Moreland Hall resource display at conference

Gwenyth Williams House Youth Withdrawal

12

erformance Measures

Comment—Over a five year period the number of clients assessed across all services has varied between 759 to 985 per year.

Comment—Over a five year period the number of clients seen across services has varied between 1250 to 1575 per year. During this time clients presenting issues have become more complex. In 2006/07 Moreland Hall has delivered a 23% increase in the clients seen across all services, compared to the previous year.

Comment—Over a five year period across Counselling & Support, episodes of care have varied between 581 to 788 per year. In 2006/07 Moreland Hall has delivered a 14.5% increase in the clients receiving counselling and support services, compared to the previous year.

Comment—Over a five year period clients being provided with a withdrawal episode across services have varied between 966 to 1087 per year. In 2006/07 Moreland Hall has delivered a 12.5% increase in the clients provided with a withdrawal service compared to the previous year.

Comment—Over a five year period episodes of care provided across all services have remained between 2500 to 3000 per year. In 2006/07 Moreland Hall has delivered a 21% increase in the Episodes of Care to clients compared to the previous year.

Lesley-Anne Curran Place Adult Withdrawal

13

Expenditure by Major Category 2006/07

$

%

Program Salaries and Wages 3,243,832 65.8%

Purchased Services & Agency Staff 138,453 2.8%

Fleet & Travel Expenses 72,947 1.5%

Housekeeping & Domestic 98,592 2.0%

Catering 24,048 0.5%

Medical Supplies 18,678 0.4%

Program Expenses 77,932 1.6%

Equipment Purchases & Minor Works 7,109 0.1%

Repairs & Maintenance 75,721 1.5%

Utilities 51,426 1.0%

Non Program Salaries and Wages 596,212 12.1%

Office & Administration Expenses 368,166 7.5%

Auditors Remuneration 14,500 0.3%

Depreciation 143,332 2.9%

4,930,948 100%

Income by Source 2006/07

$

%

Dept of Human Services 3,623,770 72.9%

Dept of Health & Ageing 195,046 3.9%

William Buckland Foundation 73,133 1.5%

Other Govt Grants 75,463 1.5%

Contracts Income 594,801 12.0%

ACSO COATS 223,042 4.5%

Other Fees 87,337 1.8%

Capital Grants 14,900 0.3%

Interest received 70,765 1.4%

Donations 9,966 0.2%

Other 85 0.0%

4,968,308 100%

2006/07 2005/06 2004/05 2003/04 2002/03

Total Expenses 4,930,948 4,843,282 5,266,616 5,323,044 4,583,329

Total Income 4,968,308 5,143,757 5,425,924 5,456,798 4,425,799 Operating Surplus (-Deficit) 37,360 300,475 159,308 133,754 - 157,530

Retained Surplus 1,482,136 1,444,776 1,144,301 984,993 851,239

Total Assets 3,740,823 3,345,945 3,026,049 3,423,653 2,900,462

Total Liabilities 1,298,918 941,400 921,979 1,478,891 1,089,454

Net Assets 2,441,905 2,404,545 2,104,070 1,944,762 1,811,008

Total Equity 2,441,905 2,404,545 2,104,070 1,944,762 1,811,008

The following table provides a summary of the audited financial results for the year 2006/07, with comparative results for the preceding four financial years. Previous years data is included on the same basis where possible for comparative purposes.

inancials in brief for 2006/07

Finance Officer at work

14

As anticipated in the 2005/06 Annual Report, this year Withdrawal Services:

• Increased our expertise in working with youth clients with a dual diagnosis through consultation with the Orygen Research Centre

• Developed a strong collaborative relationship with SUMITT, which resulted in the SUMITT psychiatric registrar being available monthly at Jessie Street for consultation with staff and clients

• Furthered the environmental projects at LACP, including enhancing recycling and introducing a worm farm to assist with green waste

• Developed opportunities for formal and informal partnerships with other AOD and welfare services, including youth rehabs and employment services

• Increased the number of student placements at LACP and GWH. These included providing placements for nursing and social work students from RMIT and Victoria, LaTrobe, Deakin and Melbourne Universities

Significant Achievements Our Adult Community Withdrawal program was recognised for its Excellence in Treatment Services, when it became one of three finalists for this category at the 2006/07 National Drug and Alcohol Awards.

As part of our commitment to continually improving services and maintaining clinical excellence, several initiatives have been undertaken by Withdrawal Services this year. In recognition of the particular needs of dual diagnosis clients, a clinician from Substance Use In Mental Illness Treatment Team (SUMITT) has been attending the regular clinical review meetings at Moreland Hall. To better support clients accessing withdrawal services, the past year has seen the location of a Medical Consultant at Jessie Street providing medical appointments once a week. In November 2006, the Medical Consultant and the LACP Coordinator presented at the annual APSAD Conference on the Management of Dually Diagnosed Clients in the Community Residential Withdrawal Service.

This last year has seen improved performance in recruiting clients from the rural region of Hume into Gwenyth Williams House residential withdrawal services. In addition, the therapeutic program at GWH has been comprehensively reviewed and updated, taking into account input and feedback from service users. The information booklets for clients entering GWH and LACP have also been reviewed and redesigned.

We have also implemented the findings from the DHS evaluations of the Post Withdrawal Support Workers and Post Residential Rehabilitation Support Workers roles, as well as our own evaluation of the effectiveness of referrals made by the Post Withdrawal Support Worker. In addition we have collaborated with Turning Point on several research projects.

ithdrawal Services

Withdrawal Services at Moreland Hall provide a range of withdrawal options for adults and young people with serious problems resulting from their alcohol and other drugs use. The primary goal of withdrawal is ceasing or reducing drug use, which is achieved through the provision of medical, psychosocial and supportive care. Withdrawal is not a stand-alone treatment and usually is most effective when part of a continuum of treatment that addresses behaviour change and harm minimisation.

During 2006/07 Moreland Hall’s withdrawal services were targeted primarily to residents of the Northern catchment area of the DHS North West Metropolitan Region. The youth residential withdrawal service also provided treatment for young people from the rural region of Hume.

15

Performance Highlights Performance against target in Withdrawal Services has varied with 1,087 episodes of care delivered against a DHS Funding and Service Agreement target of 1,116. Of these:

• Home based withdrawal achieved 160 episodes against a target of 146

• Outpatient withdrawal achieved 95 episodes against an adjusted target of 88

• Youth Residential withdrawal programs achieved 110 episodes against 124, which included 32 episodes from the Hume DHS catchment

• Post Withdrawal Support Worker achieved 229 episodes against a target of 110

• Total of 822 withdrawal episodes derived from 843 assessment episodes (97.5%)

Future Directions 2007/08 • Increase staff capability in working with clients with

dual diagnosis.

• Increase capacity to provide successful withdrawal episodes for people with dual diagnosis.

• Review therapeutic programs for clients at LACP.

• Identification of concurrent mental illness in young people presenting for withdrawal treatment through the introduction of a screening tool in partnership with Orygen Research Centre, and initiating appropriate treatment responses.

• Review of performance against targets for LACP.

Donna Ribton-Turner Manager Withdrawal Services

“Both the staff and other clients made me feel welcome. As I was very nervous on

admission this helped to put me at ease.”

Home Based Withdrawal team on a home visit

Client vegie patch at LACP

Award for Excellence in Treatment—LACP staff with the Manager of Withdrawal Services

16

As anticipated in the 2005/06 Annual Report, this year Counselling and Support:

• Participated in the establishment of the Forensic Services department. This new team will manage the increasing demand and challenges for services associated with the changing prison population at Port Phillip Prison as well as requests from other forensic services contractors

• Took part in the new Dual Diagnosis Reciprocal Rotations Initiative, and two mental health workers completed a placement at Moreland Hall

• Received recurrent funding from the DHS to continue to deliver the Intensive Playgroup, a program for parents experiencing substance use problems and their young children. The pilot for this program, developed through funds granted by the William Buckland Foundation, was very successful, and we are pleased that we can continue to offer this important service at Jessie Street

Significant Achievements Following a service review, the Counselling and Assessment teams were amalgamated into the Counselling & Support Service, and brought under one program manager. This has resulted in some immediate benefits, including coordinators from both areas working collaboratively. This in turn has lead to a significant reduction in waiting times for clients accessing counselling services.

In addition, three graduating social workers who had undertaken a placement at the Moreland Hall Student Unit have taken up graduate staff positions in the Counselling & Support team.

The Art Therapy Project delivered by our Youth Counsellor received national recognition when Moreland Hall was one of three finalists in the National Drug and Alcohol Awards in the category of Excellence in Services to Young People.

The Intensive Playgroup was a finalist at the inaugural DHS Early Years Awards 2006, in the category “Improvement in parent’s capacity, confidence and enjoyment of family life”.

Ongoing Commonwealth Government funding has been confirmed for the HYP-d and ISS services until 2008. Evaluations for both projects have been completed and will soon be published.

The Living in Glenroy project was completed. This joint project with Moreland City Council provided opportunities for young people in Glenroy to explore and develop various forms of expression through art. The final stage saw the organisation of an exhibition which travelled to various parts of the Moreland municipality.

ounselling & Support Services

Counselling and Support Services provide counselling, group work, education and support to individual and families residing in the local government areas of Darebin, Hume and Moreland.

The Assessment and Intake Service continues to provide information and assessment services for clients who require withdrawal treatment at Moreland Hall as well as conduct assessments and pre admission planning for forensic clients referred by Australian Community Support Organisation (ACSO).

Our client group includes individuals, parents/carers, children and adolescents and their families affected by substance use. Other Counselling and Support Services include, forensic counselling, Alcohol and Drug Youth Consultant (ADY-C), group programs for families and friends, an eight week post withdrawal support group program (Keeping Going), Supported Accommodation and the Commonwealth Dept of Health and Ageing funded National Illicit Drug Strategy projects Hume Youth & Parents Drug Services (HYP-d) and Intensive Support Service (ISS).

Counselling and group work programs are offered at Jessie Street as well as off-site, as some of the Counsellors are co-located within primary health care facilities, such as Community Health, Mental Health and Local Government Services. Our after hours counselling service is also offered at Jessie Street.

17

The accessibility of Moreland Hall services to people in the region was increased by the placement of Counselling & Support staff at PANCH Health Services in Preston and Dianella Community Health in Cragieburn.

All targets for the Counselling & Support Service were met in the last financial year, and agreement was reached with the DHS regarding the provision of services and target data.

Performance Highlights

Overall Counselling & Support delivered 1,623 episodes of care against a DHS Funding and Service Agreement target of 1,292. Of these:

• 843 episodes of assessment were provided

• 79 episodes of care were provided for the HYP-d program against a target of 66

• Supported accommodation provided 19 episodes of care against a target of 10

• ADY-C provided 37 episodes of care

• 379 episodes of general counselling were provided to both adults and youth

Future Directions 2007/08 • Maintain continued high levels of client satisfaction

within our programs.

• Successfully implement the Client Information Systems, a priority arising from the Assessment and Intake program review.

• Conduct a review of all Counselling & Support, in particular benchmarking of the Counselling & Support targets.

• Maintain community stakeholder satisfaction with the services delivered by the Counselling & Support Programs and continue to work collaboratively in order to provide quality services and effectively respond to a diverse client group.

• Develop the initiatives arising from the HYP-d, ISS and Intensive Playgroup innovation projects, and the recommendations from the evaluations.

Wendy Moncur Manager Counselling & Support Services

“The information that I was given as far as on-going support was great because I thought it didn't exist so thank you. It’s made my plan to stay straight so much stronger. For the first time in my life I actually have an idea of who I really am.”

Counselling & Support staff

18

Forensic Services provides a range of services in two localities, Port Phillip Prison (PPP) and at the Jessie Street site.

Community based forensic work involves referrals from ACSO Coats of mandated clients. This client group have been sentenced to a community based disposition from Victorian Courts. One component of the disposition is to attend Alcohol and Other Drug treatment in the community. This could include: assessment, counselling or residential withdrawal.

PPP is a 750 bed maximum security prison where Moreland Hall deliver a broad range of assessment, individual counselling and group programs.

2006/07 saw a significant change over of staff at PPP. A number of staff moved on to take up new positions and two staff members went on maternity leave. While staff turnover means a loss of history and expertise, we have a wonderful opportunity to build new cultures and team environments with an enthusiastic new team.

In April 2007, Forensic Services become a discrete team within Moreland Hall. This has involved a re-organisation of systems and the employment of specialist Forensic staff.

Significant Achievements Rob Testro was appointed as the new manager of Forensic Services in April 2007 and new team structures for the PPP Program and Forensic Counselling program have been introduced.

The last twelve months have seen the re-development of PPP programs to reflect the change in the prison’s status from a remand prison to a prison in which the majority of prisoners are under sentence. This has required considerable changes to the programs offered in Drug Education, Relapse Prevention and Alcohol Education. In addition, the new prison program format has required the development of a new Intensive Drug Education program.

The change in prison status has led to significant change in the previous staffing model that Moreland Hall employed within the Prison. In order to fulfill the needs of services in the most effective manner there have been four new staff employed and located full time on site at PPP.

A renewal of the PPP contract between the Department of Justice and Global Solutions Limited (GSL) has been proposed, and GSL have again asked Moreland Hall to provide AOD services for the next five years at the prison as part of their tender document. This contract would cover the period from 1 July 2007 to 30 June 2012.

orensic Services

“Staff encouraged me to work on strategies to handle life outside of here.”

“Staff seemed to be very open to my personal needs and supportive of the way I chose to tackle my treatment plan.”

Members of the Forensic Team

19

“Moreland Hall has given me the tools to start over and

stay on the right path.”

Performance Highlights • Exceeded the required episodes of care for the funded Forensic Worker by

providing 226 ACSO episodes to both Adult and Youth

• Met the PPP contractual requirements with the following highlights

• Undertook 502 prisoner assessments

• Provided 374 interviews for identified drug user (assessments)

• Provided drug education programs to 146 prisoners

• Provided 235 intensive counselling episodes

• Provided relapse prevention programs to 91 prisoners

• Provided 130 prisoners with youth drug education programs

• Provided 41 prisoners with youth drugs and anger management program

• Provided 142 prisoners with a AOD prerelease programs

Future Directions 2007/08 • Implement and review current staff training and development to ensure

programs being delivered reflect the current trends and practices in forensic services programs.

• Review and implement new programs for PPP that reflects the sentenced prisoner population.

• Establish streamlined administrative processes to ensure accurate records are maintained for all forensic clients.

• Establish collaborative partnerships with GSL staff to deliver two presentations at conferences and/or seminars.

• Evaluate and review the Intensive Drug Program which has been introduced for the first time in 2007/08.

Robert Testro Manager Forensic Services

“My recovery has overwhelmed me & made

me feel good like I haven't felt in a long time.”

Display at Drug Action week

Members of the Forensic Team

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As anticipated in the 2005/06 Annual Report, this year Education & Training:

• Appointed Julie Bowen as new manager in August 2006

• Updated the Drug Drive DVD and developed the accompanying booklet “Driving Straight” in partnership with Vic Roads

• Redeveloped the Cautious with Cannabis program to incorporate current evidence

• Recruited a qualified Koori AOD worker to assist development and delivery of the “Talking about Yarndi “ program to Koori communities across Victoria

• Developed and delivered housing officers training (Evaluation showed 94% of participants were satisfied or highly satisfied with this training)

Significant Achievements The last 12 months has seen the recruitment of a number of experienced clinicians and trainers to enable Education & Training to undertake new and additional programs outside the AOD sector.

Along with updating several of our diversion programs, the Cautious with Cannabis program has been supported and expanded by the building of a website. The Cautious with Cannabis website consists of a series of easily navigable pages, providing concise information, downloadable resources and a set of online activities designed to help motivate and support a cannabis user to cut down or quit their use. Promotion for Cautious with Cannabis has also been expanded, with postcards being produced and distributed to advertise the program and website.

A partnership between Education & Training and SUMMIT and Northern Nexus has been developed, which will enable the production of a new resource on drug use and mental health, designed for clients of both AOD and mental health services.

The downstairs meeting room at Jessie Street has been upgraded to provide a training room that includes all the latest audio visual equipment, ensuring that training is delivered to the highest standard.

ducation & Training

The Education and Training service employs a range of skilled clinicians and educators who develop and deliver high quality alcohol and other drugs education and training services to meet the needs of the community, the corporate sector, AOD clinicians and other health and welfare professionals. Through its work the service strives to prevent and reduce alcohol and other drug related harms to the individual and the wider community.

In its capacity as a Registered Training Organisation, (RTO) Education and Training provides competency based AOD training at certificate 1V level. In addition to this work, the service develops and delivers individually designed, evidence based training programs and produces a range of books, booklets and DVDs which are sold throughout Australia. Over its 11 years of operation the service has developed a solid working relationships with a range of metropolitan and rural Alcohol and Drug Services who deliver Moreland Hall’s Cautious with Cannabis program, the First Offenders Court Intervention Service (FOCiS) and Drug Driver Education program in their local area.

Members of the E&T Team

New E&T Resources

21

Performance Highlights • The review and update of competency based training program

and assessment tools, as part of continuous quality improvement

• Delivery of 5 competency based training programs (evaluation showed 97% of participants were satisfied or highly satisfied with the training)

• Delivery of 51 Cautious with Cannabis programs throughout the state

• Delivery of Drug Driver Education to 97 participants

• Delivery of FOCiS to 54 participants

• Delivery of alcohol and drug training program tailored to the needs of 120 housing officers

Future Directions 2007/08 • Complete the Education and Training Strategy 2007/11.

• Extend the scope of registered training offered.

• Assist staff to become dual diagnosis competent.

• Seek funding for the development of a new self help product designed to better meet the needs of AOD clients and their families.

• Obtain accreditation as a provider of drug driver assessment and drink drive assessment and education.

• Implement a new records management system.

• Rigorously evaluate and update and monitor ongoing training programs.

Julie Bowen Manager Education and Training

“I can’t make useful recommendations for

improvement of this training. It was a good solid grounding

of theory and practice.”

E&T Training session at Jessie Street

“I found all the training sessions useful. For me, the individual

drugs and withdrawal and support strategies were

particularly useful.”

Launch of Drug Drive Program with VicRoads

22

As anticipated in the 2005/06 Annual Report, this year:

• Pastoral Care has been offered to both staff and clients through significant personal and family crises. This has included supporting clients and family members who after the completion of withdrawal episodes face significant challenges in their daily lives such as relationship issues, and re-establishing themselves in the general community

• During the past year pastoral care to staff has been important. Ensuring that the staff who are assisting others through difficult circumstances and making significant changes are not overlooked is a critical act of pastoral care. The past year has involved supporting staff through unexpected challenges, hospitalisation, grief and bereavement

Significant Achievements The Spiritual Development of staff and clients has been achieved through providing group opportunities. With clients in the adult withdrawal unit the ‘Life issues’ groups have focused on values, decision-making, hopes, emotions and personal strengths. These groups offer an holistic approach to people during their withdrawal period, and encourage deliberate attention to their inner well-being.

During the past year regular monthly reflection opportunities have been provided for staff. These have often been a meditation relevant to people working with others in difficult circumstances. These meditations have included practical exercises that nurture aspects of spiritual growth and development, and have been designed to connect Christian insights with other faith traditions and non-religious practices. These reflections have been made accessible to all staff through internal processes and newsletters.

Particular times of the year, such as Easter and Christmas, have provided specific opportunities for reflection. It was a privilege to offer pastoral and spiritual care not only to our own staff and clients but also friends, staff and clients from several other services through a memorial service for a former client. Both Overdose Awareness Day and Drug Action Week provided simple opportunities to reflect on the significance and values of life.

The connections with the wider church and community have been facilitated through conducting services across Maribyrnong Valley Presbytery and further afield. Speaking at church and community groups has encouraged understanding and advocacy for clients who are often negatively portrayed, and support for those who work with them. For the first time several congregations gave practical support and encouragement through donating special Christmas baskets and vouchers to our clients at what is, for many people, a very difficult time.

Values expression consistent with the Christian faith have been enabled through team-building exercises in management meetings, facilitating team planning, assisting in developing a draft work-life balance policy and work-book, and offering regular reflection opportunities to all staff.

haplaincy

The Chaplain assists Moreland Hall achieve its vision through developing compassionate community and human potential. The role of the Chaplain is to stimulate awareness that no person is an isolated, self-sufficient individual, to enable people to experience the support, encouragement and assistance to be all that they can be and to stimulate genuine connection with self, with others and with the world.

The Chaplain is responsible for providing pastoral care to staff, clients and their families, and helping staff and clients (and their families as appropriate) to increase their awareness of the spiritual dimensions of life. The Chaplain also works to develop greater links between Moreland Hall and the wider church and community, particularly to advocate for and support people with AOD issues and to deepen understanding of how to respond to people with these issues. Essentially the Chaplain assists Moreland Hall to express its clear values in words and actions consistent with the Christian faith.

Staff reflection

23

Performance Highlights This year has provided opportunities to contribute to meeting the goals of Moreland Hall through:

• Leadership of an Accreditation team in a successful accreditation process

• Facilitation of team planning day and ongoing involvement in strategy development with the Education & Training team

• Facilitation of team building with staff of the Adult Community Residential Withdrawal Unit

• Regular staff reflection opportunities and contributions to both internal and external Moreland Hall Newsletters

• Strengthening connections with Uniting Church congregations and wider community groups, and active role in Maribyrnong Valley Presbytery Pastoral Relations and Strategy Committees

• Participation in the Moreland Multi-Faith Gathering meetings

• Regular participation in clinical reviews at both adult and youth withdrawal units

Future Directions 2007/08 • Explore and develop opportunities for pastoral and ministry training field

placements.

• Strengthen particular congregation partnerships to provide ongoing personal and practical support.

• Develop strong connections with church and community agencies to advocate for just and compassionate AOD policy development.

• Provide a tool to assist all staff assess and realize effective work-life balance principles and practices in collaboration with HR manager.

• Assist in developing and implementing the next strategic planning process.

Reverend Rosemary Carter Chaplain

“They have opened my eyes to think it is never too late,

and that I am capable of achieving anything I put

my mind to.”

Staff reflection

Christmas hampers donated by supporters

“Made me feel good about myself when I felt like a

failure.”

Broadmeadows and Campbellfield Uniting Church Presbyteries donated dental packs for clients

24

Business Services’ role is to support the program delivery areas of Moreland Hall via the provision of financial reports and analysis, administration and reception staff, information technology systems and the maintenance of grounds and buildings to ensure a safe workplace. We are committed to providing an effective and efficient service, to our clients, visitors and members of staff. Our professional approach ensures client and staff needs are met whilst maintaining a friendly, informative and welcoming environment.

As anticipated in the 2005/06 Annual Report, this year Business Services:

• Implemented the findings of the IT Systems Review – including new servers, computers, the introduction of a Moreland Hall Intranet and the upgrade to Microsoft Office 2007

• Provided effective financial management to ensure the sustainability of programs and services, which included financial analysis to ensure the continuation and establishment of a number of new programs

• The finalisation of the Administration Review brought about the implementation of new roles for a number of existing staff which included commencing nationally recognised administration qualifications

usiness Services

Significant Achievements In the last financial year, Business Services:

Appointed a full-time Finance Officer to ensure that all financial and payroll processing is provided in an effective and timely manner.

A grant in excess of $200,000 was received from DHS to assist with Capital Expenditure for various projects throughout Moreland Hall. This included but was not limited to a fire sprinkler system for Gwenyth Williams House and purchases of equipment for the IT upgrade.

Two grants were also received from the AER Foundation to support the infrastructure of Moreland Hall. The first grant was to assist the Governance Board in the review of the Governance policies and also provided training for Board members. The second grant was a significant contribution to the IT review and upgrade that has occurred during this year.

Performance Highlights

• Implemented the recommendations of reviews and utilised other strategies to enable Moreland Hall to be a sustainable organisation, providing high quality, effective services as a leading AOD agency

• Worked proactively with external contractors and suppliers of goods and services in the areas of Occupational Health and Safety, Grounds and Buildings maintenance, information technology, finance and other areas as required

• Purchased new fleet vehicles and developed a Fleet Replacement Plan, which saved in excess of 30% compared with the 2005/06 expenditure for fleet vehicles

Future Directions 2007/08

• Completion of traineeships for administration staff, enabling staff to gain nationally recognised administration qualifications.

• Development of Benchmarking and Key Performance Indicators for service delivery programs.

• Completion of the Financial Services Structure Review, including the development and implementation of a Risk Management Plan, Disaster Recovery Plan, Three-Year Financial Plan and Business Continuity Plan.

• Development and implementation of an organisation wide Records Management System.

• Review and update of the Moreland Hall website.

• The development and implementation of a facility plan for 26 Jessie Street.

• The development of policies that encourage responsible utilisation of environmental resources.

Samantha Lehman Manager Business Services

Business Services staff at reception

25

Human resources assists Moreland Hall in meeting competitive challenges such as growth, technology, intellectual capital and adjusting to change. The role of human resources is to manage processes efficiently, maximize employee contribution and commitments, create the conditions for seamless change and ultimately to assist the executive management team in turning the organisation’s strategic objectives into action through the operational plan.

Human Resources is accountable for ensuring employees contribute fully and feel committed to the organisation. Human Resources ensures that the interests of the organisation are protected in management/employee relationships. Human resources acts as the voice for employees in management discussions to ensure any issues that employees may have are represented and resolved.

As outlined in 2005/06, this year Human Resources:

• Promoted the development of the skills of the leadership team, including Managers, Coordinators and Senior Staff across Moreland Hall, by supporting their successful completion of a Certificate IV in Business (Frontline Management)

• Introduced up-to-date Human Resources and Occupational Health & Safety Policies covering the management of staff performance, time in lieu, separation of employment, exit interviews, retirement phase out options, mentoring, grievance and dispute resolution, anti-discrimination and harassment, sexual harassment, equal employment opportunity, prevention of workplace bullying and violence, reporting of accidents, injuries, hazards and near misses, smoking in the workplace, home visits and outreach work, and managing alcohol and other drugs in the workplace

uman Resources

Significant Achievements The last financial year saw the implementation of the Safety Award, designed to seek out and recognise outstanding awareness and implementation of health and safety improvements and corrective actions by staff. The award represents an ongoing effort to make safe operations an integral part of the Moreland Hall philosophy.

We also introduced an Employee Assistance Program that provides support via an external counselling service for employees and their immediate family members experiencing difficulties. The program aims to achieve early identification, referral and resolution of personal and work-related problems before they become serious.

About Our Staff

• Our staff base of 92 employees consists of 54% full time, 28% part time and 18% casual

• The gender population of our staff base is 73% female and 27% male

• The age population of our staff base is 1% under 21, 20.5% 21-30yrs, 37% 31-40yrs, 15% 41-50yrs, 20.5% 51-60yrs and 6% over 60yrs

• Staff work within the following service areas: Executive 3%, Business 11%, Education & Training 5.5%, Counselling & Support 18%, Forensic 9.5% and Withdrawal 45%

• Staff retention rates were 75%, which is comparable to previous years and the sector average

Future Directions 2007/08

• Investigate and implement a Human Resources Information System to manage personnel records more efficiently and meet the processing and reporting needs of Moreland Hall.

• Develop an Agency-wide Collective Agreement working towards offering better terms and conditions of employment to our staff incorporating work-life flexibility and providing a clear document to outline all employee rights and responsibilities.

• Review and re-develop the employee Orientation Process including the introduction of an Employee Handbook containing a Code of Conduct.

• Review and re-develop the annual employee Performance Appraisal system introducing a 360 degree feedback process.

Nessá Pastoors Manager Human Resources

26

oard of Governance 2006/07

BA (Hons), Grad. Dip Prog. Eval, PhD. Lecturer, Department of Marketing, Faculty of Business and Economics, Monash University. Teaching and Research interests in nonprofit and social marketing and consumer behavior.

BA, LLB, LLM. Wide experience as a solicitor in Australian and international law firms and as in-house counsel and company secretary.

BA, BSW, MSW, PHD. Lecturer, School of Social Work, University of Melbourne. Member of St Michael’s Uniting Church. Teaching and research interests in trauma and resilience.

Dip. BS (Accountancy), CPA. Research Officer, Victorian Public Accounts and Estimates Committee. Performance auditing specialist.

BA, MBA. Commissioner for Law Enforcement Data Security. Assoc. Fellow Australian Institute of Management, Fellow Leadership Victoria, Board Member Queen Victoria Women’s Centre Trust. Previous senior executive public service positions in drug policy and services.

BA. Minister Brunswick Uniting Church. Member Synod Sexual Misconduct Committee, Member Maribyrnong Valley Presbytery Pastoral Relations Committee. Experience in the governance of UCA social welfare agencies.

BSc (Hons – Psychology); Experience in AOD Treatment Sector Administration; Qualifications & Experience in Nursing & Teaching Intellectually Disabled People.

FFA, FIAA, Qualified Actuary (Scotland). Wide experience in the Life Insurance industry. Former Treasurer of the Council on the Ageing (now Australian Seniors), former board member of a Life Insurance company, former Panel Member of the Financial Industry Complaints Service. Experience and knowledge of financial matters.

BEc; MSSc; Grad. Dip. Human Services Admin. Extensive experience in the senior management of Local Government Community Services Programs in the North West area of Melbourne.

Qualified RN, Grad Dip. Information Management. General Manager – Community Services (Para Quad Vic). Williamson Community Leadership Fellow 2004. 21 years experience with Royal District Nursing Service.

BA, Dip. Soc. Studs., B. Theol. Retired after 11 years in Parish Ministry. Member UCA. Expertise in Ministry, Nursing, Social work.

Dip. Civil Eng., MIE Aust., RBP ED-1801. Structural Engineer with Public Works Department. Experience in business as a Structural Engineer. Skills relating to the Building industry. Knowledge of OH&S and Asset Management requirements.

Reverend Ray Gormann—Deputy Chairperson

Dr Jan Brace-Govan

Ms Ros Carter

Mr Ian Claessen

Reverend Joan Gilchrist

Ms Rebecca Northeast

Mr Maurice Paginin

Mr John (Iain) FM Ross

Ms Lyndie Spurr

Mr Laurence Alvis—Chief Executive Officer

Ms Laurie Bebbington—Chairwoman Dr Louise Harms

27

Corporate Governance Moreland Hall is managed by a Board of Governance that is appointed by and accountable to the Commission for Mission of the Synod of Victoria and Tasmania, on the nomination of UnitingCare Victoria & Tasmania. The Board of Governance consists of twelve persons. The Board of Governance is responsible for the governance of the agency, including strategic planning, policy development, compliance and management oversight. Functions of the Board include: • Developing and implementing the strategic plan for the agency • Determining broad policies within which the agency operates • Establishing reporting mechanisms to monitor the performance and compliance of all audit processes • Ensuring all services provided by the agency meet targets outlined in contracts and funding and service agreements • Ensuring all legal requirements of the agency are met Members of the Board of Governance are required to act with integrity and objectivity at all times. They are required to declare a conflict of interest when applicable during board discussions and, where necessary, withdraw from proceedings. There were no occasions which required declaration by Board of Governance members this year. Board members serve in a voluntary capacity and do not receive payment. In 2006/07 the Board of Governance met ten times.

Year joined Board

Board meetings attended 2006/07

Ms Laurie Bebbington 2003 9/10

Rev Ray Gormann 2002 10/10

Dr Jan Brace-Govan * 2006 10/10

Ms Ros Carter 2007 4/4

Mr Ian Claessen 2006 8/10

Rev Joan Gilchrist 2003 8/10

Dr Louise Harms 2002 9/10

Ms Rebecca Northeast * 2004 9/10

Mr Maurice Paganin 2005 8/10

Mr John (Iain) FM Ross * 2005 9/10

Ms Lyndie Spurr 2007 1/1

Mr Laurence Alvis 2005 9/10

Committee

Audit, RC

C&F, RC

C&F

Program

Audit

Program

C&F

Program

Audit

Audit, RC

Program

Audit, C&F

* Committee chairperson

Board of Governance Committees Programs Committee The Programs Committee is responsible for overseeing the direction and quality of all current programs, improvements to programs and the implementation of new programs and initiatives. Six meetings were held in 2006/07. Audit Committee The Audit Committee is responsible for overseeing the effective management of financial risks, reliable management and financial reporting compliance with laws and regulations and maintenance of an effective and efficient audit. Nine meetings were held in 2006/07. Remuneration Committee (RC) The Remuneration Committee is responsible for the annual performance review and remuneration levels for the Chief Executive Officer. Two meetings were held during 2006/07. Communications and Fundraising Committee (C&F) The C&F Committee is responsible for the setting of policy and to support the development of strategically defined communication processes, grant writing and fundraising activities. Two meetings were held during 2006/07.

“They can and do guide you in the right direction.”

28

hy am I here?

Having worked in a family support service for 15 years, I felt that having an understanding of the other issues our clients face could only improve the way I relate to other people. This in turn could only improve the service that myself and my team provide for our client group.

Jan Jolly, Administration

I continue this work because I enjoy helping people make changes in their lives and being able to see people making those changes and emerging ‘out of the other side’.

Dorothy Minca, Counselling & Support

Getting to know clients, seeing their strengths and talents, and helping them to recognise that there is more to them than drug use, is a privilege.

Kerstin Hinrichsen, Counselling & Support

Moreland Hall is where I listen and learn. It is where I work and live.

Patrick Morahan , Counselling & Support

I am respectful and awestruck and endlessly curious about the ongoing struggle of the human spirit to be healthy. To witness that struggle in any capacity is truly a privilege.

Venetia Brissenden, Education & Training

My opportunity to contribute in a small way can create life changing events in the lives of our clients: to change a frown or tears into a smile.

Gaye Trainer, Administration

I feel that I am part of a team that is working, in diverse ways, towards a common goal.

Paul Aiken, Education & Training

At Moreland Hall I am treated well and encouraged and supported to do therapeutic work with clients.

Rose McCrohan, Adult Community Withdrawal Unit

During the depression in Australia (in the 1930s) an art movement emerged. They called themselves the ‘Angry Penguins’. This group of painters, writers and others were outraged at the disparities between the well-off and those struggling to survive. Their art reflected this anger, underpinned by a sense of social justice. I sometimes like to think that I’m acting in the spirit of the Angry Penguins.

John Quiroga, Education & Training

I feel it an honour to be let in to become a part of special people’s lives. Our clients are brave, multi dimensional, inspiring and hopeful.

Simone Miller, Intensive Support Service

Recently a client reminded me why I do what I do. He told me that I was his guardian angel.

Kim Schroeder, Supported Accommodation

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Contributing to a service that helps each person on their own unique journey to begin to see and understand their potential, is very worthwhile.

Jane Thomson, Education & Training

I am very keen to assist my forensic clients at Port Phillip Prison in facilitating positive changes in their lives. I am also motivated by God’s love for us which in turn spurs me to want to help my clients.

Charles Tan, Forensic Services

We, as staff, can facilitate, suggest, support or motivate. We can encourage and empower clients, however, the freedom to choose remains theirs.

Lynda Bristow, Adult Community Withdrawal Unit

All my life I love taking care of sick people, specifically drug and alcohol clients, as they are not only physically sick but also their dreams and spirits are broken down.

Grace Lim, Adult Community Withdrawal Unit

Clients who are experiencing difficulties with substance use are often stigmatised and marginalised from other health services, so it is the desire for us to champion their cause and provide excellence of care to this population that draws us together.

Heather Carmichael, Counselling & Support

I love what I do as I get the opportunity to present options and opportunities to a client group who are generally keen to change.

Peter Winnell, Adult Community Withdrawal Unit

It never ceases to amaze me how humans can struggle to overcome adversity and become victorious. Witnessing this in my work is truly a gift.

Maree Beaney, Forensic Services

I am drawn to my work due to my passion to work with victims/survivors and offenders of crime. Considering the direct correlation between offending and substance abuse, my work provides an opportunity to contribute to rehabilitation and therefore assist the community as a whole and victims/survivors directly.

Suzanne Vidler, Forensic Services

Working at Moreland Hall reinforces my belief that all people want to be appreciated, listened to and valued. My job allows me to offer support, not just as a staff member but also as another human being trying to get through this journey we call life.

Tony Landall, Home-Based Withdrawal

My passion for working with those less fortunate comes from the belief that if you have enough resources to share then you should do so.

Katy Grimes, Counselling & Support

Staff quotations

“I cannot speak more highly of the wonderful staff & help I have received

from my stay here. Thank you for having me and helping me so much.”

30

taff list

“I was very satisfied with staff. I found them understanding and always

willing to listen when you need them.”

Hala Abdelnour

Paul Aiken

Rohan Alexander

Laurence Alvis

Debra Anthony-Harvey-Beavis

Sarah Balis

Raby Bardan

Inday Bastin

Maree Beaney

Shannon Bell

Kathie Bourke

Julie Bowen

Venetia Brissenden

Lynda Bristow

Tony Camilleri

Mario Canas

James Carlton

Heather Carmicheal

Kerrie Chapman

Agnes Cheung

Natasha Colman Rhonda Constantinou

Karly Doyle

David Fain

Zoe Fraser

Editha Gapas-Dome

Helen Garrick

Clint Grierson

Katy Grimes

Cheryl Henderson

Emma Hill

Kerstin Hinrichsen

Deborah Hocking

Simone Hogan

Jan Jolly

Urszula Jurek

Dianne Kanaan

Ryta Kunciunas

Tony Landall

Lisa Lanphier

Samantha Lehman

Fiona Lewis

Grace Lim

Monique Lucas

Brindyl Madhusudan

Cemaliye Mahmut

Rose McCrohan

Kristen McKee

Margaret McKenzie

Julie Meredith

Simone Miller

Dorothy Minca

Wendy Moncur

Doolaree Mooniapah

Patrick Morahan

Mary Murray

Evelyn Nobes

Kingsley Novell

Helen O’Neill

Adrian Papworth

Cherilynn Parker

Nessa Pastoors

Helen Pilakis

John Quiroga

Donna Ribton-Turner

Matthew Riley

Kim Schroeder

Maurice Sgarbossa

Michelle Sharkey

Gail Smith

Leonie Smith

Lis Steen

Charles Tan

Louise Tartaggia

Lara Teniola

Robert Testro

Jane Thomson

Gaye Trainer

Vincent Tripodi

Suzanne Vidler-Tarjan

Kathy Vlahusic

Kareen Walka

Josie Webber

Jeanette Wight

Peter Winnell

Tracy Zhou

Members of Business Services Team Members of LACP Team

31

nsite Visiting Services

Dr Dina Kouchaeva

Dr John Lynch

Dr Ken Bowes

Dr Afshan Mian

Dr Steve Carroll, Orygen Research Centre

Glenn Rutter, Catherine Dwyer and Bill Tune, visiting Dual Diagnosis consultants from SUMITT

Dr Zdenka Papak-Gutovic and Dr Sam Robson, Psychiatric Registrars SUMITT

Alcoholics Anonymous representatives

Narcotics Anonymous representatives

New Life Inc.

Gary Rothman, Financial Counsellor

Can you support our

services to the community??

You can make a difference by sending a tax deductible donation to the attention of the CEO, Moreland Hall, 26 Jessie Street, Moreland, 3058.

$

To assist Moreland Hall in its work

Please tick Mr Mrs Ms Dr

Name

Street Address

Suburb Post Code

Telephone ( )

Enclosed is a donation of cheque or

A bequest in your will

Bequests play a vital part in the development and provision of programs and services offered by Moreland Hall. If you would like to make a bequest, all it requires is a simple statement in your will specifying the amount you wish to bequest.

If you would like further information please contact

Mr Laurence Alvis Chief Executive Officer UnitingCare Moreland Hall 26 Jessie Street Moreland 3058 Telephone: (03) 9386 2876

For further information visit our website: www.morelandhall.org

Client artwork

32

ndex

Page

Acronyms _____________________________________1

About us________________________ Inside front cover

About this report _______________________________1

Acknowledgements ______________ Inside back cover

Board of Governance ___________________________26

Board Committees _____________________________27

Business Services ______________________________24

Chairwoman’s Report ___________________________6

CEO’s Report___________________________________7

Counselling & Support _________________________16

Chaplaincy____________________________________22

Corporate Governance__________________________27

Contents_______________________________________1

Donations/Pro Bono/Philanthropy _______________2

Education & Training___________________________20

Financial Report __________________ Separate Report

Financial Report (brief) _________________________13

Forensic Services_______________________________18

Human Resources _____________________________25

Index ________________________________________32

Major Highlights _____________________________ 4,5

Organisational Structure _________________________2

Performance Summary __________________________3

Performance Measures _________________________12

Strategic Plan Report _________________________ 8-11

Staff Testimonials ___________________________ 28,29

Staff List ______________________________________30

Service Location _______________________ Back cover

Vision, Values, Mission, Goals _____ Inside front cover

Visiting Services, Clinicians _____________________31

Withdrawal Services ___________________________14

Year in Brief__________________________________ 3-5 “I was always treated with respect and dignity.” “There was always someone there to talk to and very supportive.” “I have felt welcomed and at care since I walked through the door.” “The staff are excellent and I thank them for their caring, professional approach.” “Helpful information. Good in addressing options and also to deal with one problem at a time so we don't relapse.” “They helped me talk about my problems and gave me great advice.” “Love all you guys and hope to come back just to show you what a great job you have done.” “The support was there that I needed.”

Activities program at LACP

“I go forth tomorrow on the next part of my journey armed with lots of access to support groups and no alcohol in my system for once (and hopefully all). Thank you Moreland Hall, I feel privileged to have been given a second chance at life!!”

“The stay I have had at Moreland Hall above all has been "non-judgemental", and has left me with a feeling of hope. Thank you.”

Counselling & Support and Intensive Playgroup team members

Staff reflection

Printed on Monza Satin Recycled

55% recycled fibre, Elemental Chlorine Free (ECF), ISO 14001, Integrated Pollution Prevention &

Control (IPPC)

Designed by Moreland Hall

Photography by Photonet and Moreland Hall Staff

Printed by Allanby Press

October 2007

Moreland Hall

UnitingCare Moreland Hall 26 Jessie Street Moreland 3058 Ph (03) 9386 2876 Fax (03) 9383 6705 Email queries@morelandhall.org Web www.morelandhall.org

How do I get to

UnitingCare Moreland Hall? The Moreland train station on the Upfield line is right at the end of Jessie Street.

Bus number 510 runs along Moreland Road, and stops just near Moreland railway station.

Tram number 19 stops at the corner of Sydney and Moreland roads.