Moreland Hall. Alcohol and Other Drug Treatment and Education Agency. Annual Report 2007/08

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1 Moreland Hall Alcohol and Other Drug Treatment and Education Agency Annual Report 2007/08

2 Vision A community where people reach their full potential and are not disadvantaged by alcohol and other drug issues. Mission To provide alcohol and other drug 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: Goals UnitingCare Moreland Hall will: 1. Deliver high quality services that incorporate innovative practices for all our clients and stakeholders. 2. Strengthen the position of UnitingCare Moreland Hall as a leading alcohol and other drug agency. 3. Support and provide opportunities for staff development. 4. Promote and develop partnerships to enhance the capacity of the agency. 5. Ensure sustainability, accountability and value in the operation of all services. Hope Social Justice Empowerment Compassion Diversity Excellence Integrity Collaboration Sustainability affirming the possibility of change for all supporting the right of all people to be treated equitably and with dignity seeking to enhance people s strengths and enabling people to speak and act for themselves accepting people as they are and acting with care, respect and justice embracing and celebrating difference upholding the highest of standards and encouraging innovation in all we do upholding honesty, openness and responsibility in all our interactions creating partnerships to achieve common goals adopting environmental work practices in the responsible management of our resources.

3 Contents Year in Brief Major Outcomes Chairperson s Report Chief Executive Officer s Report Reporting Against the Moreland Hall Strategic Plan 2005/ Performance in brief Financials in brief Introduction of the Client Charter Withdrawal Services Who we are UnitingCare Moreland Hall (Moreland Hall) is an Alcohol and Other Drug (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. These services include counselling and support, assessment and intake, community outpatient, home-based and residential withdrawal for adults and youth, supported accommodation, drug diversion programs, youth and family services, an intensive supported playgroup and AOD services at Port Phillip Prison. Moreland Hall also delivers education and training programs across the state. Moreland Hall adopts a Harm Minimisation approach in assisting clients who seek our services. This approach focuses on reducing the alcohol and other drug related harms to clients, their families and the community. Counselling & Support Services Forensic Services Education & Training Chaplaincy Business Services Communications & Fundraising Organisational Chart Board of Governance Corporate Governance Human Resources Our people Staff List Community Involvement About this Report This report is designed to give our stakeholders insight into the range of services delivered by Moreland Hall, providing a clear report of measures relating to program performance for the 2007/08 financial year. The audited 2007/08 Financial Reports are contained in a separate document, which is available by request. A summary of the financials is shown on page 12 of this report. All the quotes contained in this Annual Report have been sourced from client and other stakeholders evaluation responses, which are collected after contact with Moreland Hall services. The photos on the front cover of this Annual Report are shots of a number of Moreland Hall staff. On the back cover we also have photos of various supporters of Moreland Hall. Sustainability Acknowledgements Onsite Visiting Services Pro Bono Philanthropic Organisations Donations Acronyms Index Report Specifications inside back cover 1

4 The Year in Brief Major Outcomes Moreland Hall Highlights of 2007/08 1. Launching the Client Charter The Client Charter expresses the partnership with clients that will assist Moreland Hall to deliver high quality services (see page 13). It was launched with the 2008/2011 Strategic Plan. 2. Building of Service Capacity During the year, we developed new services or extended contracts across a range of program areas, for example, Education and Training (page 20), Forensic-Port Phillip Prison contract extended (page18) and Communications and Fundraising (page 24). 3. Responding to Dual Diagnosis The development of new resources (Mind Your Head publication) and the amendment to Registered Training Organisation (RTO) scope of registration (page 20), and the reciprocal rotation project, and mental health screening, Youth Residential Withdrawal (page 14). 4. Building of Partnerships across the Community Sector The development of a number of Memoranda of Understanding with other community organisations to deliver better-planned and coordinated services (page 14). 5. Receiving New Funding Receipt of new funding for Education & Training (page 20) and Counselling & Support (page 16). 6. Developing the Client Information System (CIS) Moreland Hall has developed a new database for client information to enable us to retain better information on our clients, as well as improved referral processes (page 16). 7. Retaining Staff There has been a significant increase in the last twelve months in staff retention. Staff turnover has decreased from 25% to 9%,. This has assisted Moreland Hall in its ability to provide ongoing consistent services to clients (page 28). 8. Negotiating the Collective Agreement The Collective Agreement offers better terms and conditions of employment to our staff, incorporating worklife flexibility and providing a document that clearly outlines all employee s rights and responsibilities (page 28). 9. Receiving the Reporting Award Moreland Hall was very pleased to receive a Bronze Award for the 2006/07 Annual Report at the 2008 Australasian Reporting Awards (page 4). 10. Participation in Community Events / Presentations During the previous year Moreland Hall held community events as part of Drug Action Week, Overdose Awareness Day, launched Mind Your Head and presented at various conferences (pages 20 and 24). Launching the new Moreland Hall resource Mind Your Head Source: Leader Newspaper 2

5 Open Day at Moreland Hall for Drug Action Week was celebrated with mocktails Source: Leader Newspaper The Year in Brief Performance at a Glance FINANCIAL 2007/ /07 Change Total Revenue $5,507,096 $4,968,308 $538,788 increase Total Expenditure $5,692,887 $4,930,948 $761,939 increase Total Assets $4,106,993 $3,740,823 $366,170 increase Total Liabilities $1,850,879 $1,298,918 $551,961 increase Total Equity $2,256,114 $2,441,905 $185,791 decrease PERFORMANCE INDICATORS No of Clients Episodes of Care * completed Assessments episodes provided Withdrawal Services episodes provided Counselling & Support Services episodes provided Overall achievement against Agency Operational Plan % 83% 4% Moreland Hall Unfinished Business from 2007/08 1. Records Management Developing a records management system was one of the actions not completed from the 2005/08 Strategic Plan, and has been deferred to 2008/09 (page 23). 2. Risk Management One of the actions not completed from the 2005/08 Strategic Plan, has been deferred to 2008/09 (page 23). 3. Employee Handbook One of the actions not completed from the 2005/08 Strategic Plan, has been deferred to 2008/09 (page 28). 4. Benchmarking Counselling & Support planned to undertake a benchmarking review of its targets, this has been deferred till 2008/09 (page 16). 5. Withdrawal Episodes Shortfall Although residential withdrawal episodes demonstrated an increase from 2006/07, overall withdrawal episodes were lower in 2007/08 (page 15). 6. Beneficial Ownership Moreland Hall had hoped that the ownership of the Jessie Street site would have been settled by the close of 2007/08, however this is still to be resolved (page 4). * see definition of Episode of Care on page 10 3

6 Chairperson s Report 2007/08 was another successful year for Moreland Hall. The services continued to grow and staff continued to deliver high quality services to people seeking treatment and support with alcohol and other drug related problems. Strategic Planning 2007/08 brings about the conclusion of actions that the Board of Governance set out in the 2005/08 Strategic Plan. The Board, in the development and adoption of the 2008/11 Strategic Plan, has ensured that the direction commenced in the 2005/08 Strategic Plan is further enhanced and consolidated in the next three years. In following the 2005/08 Strategic Plan, Moreland Hall has had many highlights, including: Re-accreditation of Moreland Hall through the Quality Improvement and Community Services Accreditation (QICSA) framework, including being awarded Leading Practice in one category, Development of a strong focus on Forensic Services and Communication & Fundraising with the creation of two new departments within Moreland Hall, Development of key strategies for Education and Training and Communication and Fundraising, Moreland Hall being awarded a new contract for the provision of AOD services at Port Phillip Prison until June 2012, New services and partnerships with Government, public and private companies, Development of new resources and services including Drug Drive and Mind your Head, Recipient as a finalist on three occasions at the National Drug and Alcohol Awards (2006 and 2007), Development of a Client Charter, Development and adoption of a Collective Agreement for all staff who were previously covered under Industrial Awards. A full review of the 2005/08 Strategic Plan is provided on pages 6 to 9 of this report. Major Grants Reverend Ray Gormann Acting Chairperson Ray commenced on the Board in Ray is Minister at Brunswick Uniting Church and has been Deputy Chairperson since Increased funding has been received for a number of new programs from the Commonwealth Government, including Dual Diagnosis, the Amphetamine Information Resources Project and the Family Program. We would also like to thank the Danks Trust, Ansvar Insurance, Transport Accident Commission, and the Uniting Church Connibere Bequest for the generous funding of a number of projects that are currently being undertaken. Board Development and Governance The Board has continued to improve the governance systems and processes of Moreland Hall by streamlining its agenda and papers, introducing a Board members induction program and continuing to develop a Board appraisal system that can measure and make recommendations for improvements. A number of Board members have completed the Board Orientation series conducted by Leadership Victoria. We would also like to thank Leadership Victoria for their assistance with the recruitment of new Board members. After careful consideration, it was resolved in February 2008 to remove the CEO from the Board. This decision makes a clear distinction between the roles of the CEO and the members of the Board, providing further transparency in the operations of Moreland Hall and eliminating potential conflicts of interest for the CEO role. Beneficial Ownership of Jessie Street The Board of Governance was disappointed that the resolution to the issue of beneficial ownership of the Jessie Street property - between Wesley Mission Melbourne, the Uniting Church and Moreland Hall - has still not been finalised. This delay continues to defer the Board s consideration of improvements. Future development of our services on the Jessie Street site will be a focus of the Board s work in 2008/09. Resignation of the Chairperson It was with regret that the Chairperson, Ms Laurie Bebbington, tendered her resignation to the Board in June Laurie has guided the Board through a review of governance issues and has taken a major role in working on resolution of the Beneficial Ownership with Wesley Mission and the Uniting Church. All involved at Moreland Hall thank Laurie for her leadership and commitment and wish her well for the future. Recognition and Awards Moreland Hall was very pleased to receive a Bronze Award for the 2006/07 Annual Report at the 2008 Australasian Reporting Awards. I would like to thank our supporters, Board members, the CEO, Laurence Alvis and the Moreland Hall staff for the good work and many achievements of the past year. We look forward to the next year in anticipation of more good things to come. Reverend Ray Gormann Acting Chairperson, Board of Governance 4

7 Chief Executive Officer s Report Welcome to the 2007/08 UnitingCare Moreland Hall Annual Report. This report celebrates the conclusion of the 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. Operating Outcomes Moreland Hall ended the year in a strong financial position and although we finished the year in deficit, this was largely due to a transfer of monies into our long service leave and annual leave provisions to ensure all staff leave liabilities are adequately covered. Moreland Hall s reserves continue to be made up of a retained surplus of approximately 1.3 million dollars with our total equity being approximately 2.2 million dollars. The business services which support our frontline staff continue to meet the requirements of the growing services. We are looking forward in 2008/09, to the upgrade of the organisation s information technology with the implementation of a new human resources and finance IT package. Growth and Funding In 2007/08 we have again experienced consistent growth in demand for our treatment services. Compared to 2006/07, client numbers have increased by more than 10%, with the numbers of counselling episodes having increased by more than 29%. Education & Training received over $750,000 for new programs in 2007/08, including the innovative Not Just Waiting DVD which has been funded by a grant of over $100,000 from the Connibere Trust within the Uniting Church. Commonwealth programs like Intensive Support Services (ISS), Hume Youth and Parents Drug Services (HYP-d) and an exciting new program in family counselling were also funded for a further three years from the commencement of July There has also been a growth in demand for Forensic services with the number of episodes increasing from 256 in 2006/07 to 291 in 2007/08. This year we have established the Communications & Fundraising Department, which has had an immediate impact on the number of new programs received, while also lifting the profile of Moreland Hall in the wider community. New developments Laurence Alvis Chief Executive Officer Laurence commenced in 2005 and has extensive management experience with over 20 years in the local government and community services sector. The introduction of the Collective Agreement for all staff not previously covered under an arrangement was a lengthy process, but the resultant agreement has been well received by staff and was signed off in early The introduction of the Client Charter has been an important commitment by Moreland Hall to all people who come in contact with our services. Challenges For The Year Ahead In 2008/09, the main challenges that we look forward to are continuing to address co-existing alcohol and other drug issues with mental health issues. We also believe that in the next year there will be continued pressure from the community to address the issue of acceptance of alcohol misuse, focusing on binge drinking among youth, harms associated with alcohol and hopefully the hours of availability and responsible serving of alcohol. We hope that this will bring about an Increase in the resources for both prevention and treatment of alcohol and other drug issues. Conclusion 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. I would like to acknowledge the significant contribution made by all current staff and other staff who have left Moreland Hall during the last year. 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 Laurence Alvis, Rebecca Northeast, right, and Margaret McKenzie at the 2008 Australasian Reporting Awards Source: Bright Light Photography 5

8 Reporting against the Moreland Hall Strategic Plan 2005/08 The 2005/08 Strategic Plan was adopted by the Board of Governance and 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 Abbreviations: completed; PC partially completed; NC not completed Actions Outcomes Performance 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 10, 15, 17, 19) A review of current procedures and policies governing the delivery of current services is conducted (pages 14, 16, 20, 23) Development of an Education & Training strategy (pages 4, 20) Strong links with other Health & Community Services agencies are maintained (page 32) High levels of client satisfaction at all service locations are achieved (pages 21, 28) Regular feedback from clients and stakeholders is sought and incorporated into service development (pages 13, 14) Investigate opportunities to develop new programs and initiatives which address gaps in service provision The development of new programs (pages 16, 18, 20) The development of innovative approaches to service delivery and work practices through evaluated demonstration projects (pages 20, 21) 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, 20, 23, 28) Consistency of procedures and practices across all services is ensured (pages 16, 20, 32) NC Thank you to the kind and caring staff who showed genuine concern for me at this difficult time in my life. This is just my first step in my recovery. Many thanks 6

9 GOAL 2 Strengthen the position of Moreland Hall as a leading AOD agency Actions Outcomes Performance 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 18, 20, 32) The existence of key stakeholder feedback loops (pages 13, 22) Presentations at National and State conferences (page 32) Increase the profile and awareness of Moreland Hall across the wider community Provide a strong advocacy, leadership, policy and development role in the AOD sector Maintain collaborative relationships with universities and other research institutions The participation in, and promotion of demonstration and pilot projects The development of a comprehensive strategy that promotes Moreland Hall, its products and services (pages 4, 20, 24) Services and programs are recognized and acknowledged across the Health & Community Services sector (pages 14, 16, 18, 20) Ongoing participation in public and professional forums (page 32) Strong professional affiliation with peak AOD bodies (page 32) Moreland Hall is a consistent contributor to community debate about social issues related to the AOD sector (pages 14, 16, 11, 20, 32) Commitment to identifying current gaps in the AOD sector, influence key political policy makers and funding providers to resource these service gaps (pages 16, 20, 24) Moreland Hall will contribute to and be aware of developments and trends in the AOD field (pages 14, 16, 20) Provision of student placements at Moreland Hall (page 29) Participation in research projects (pages 14, 27) Advocating for the inclusion of AOD issues into the curriculum of Health & Community Services studies (page 20) Support employment opportunities for new graduates (pages 29, 30) Moreland Hall will seek to disseminate findings from new pilot and demonstration projects, through presentations and publications (page 20) 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 (pages 14, 18, 20) Development of services to build on the strengths and address the weaknesses of existing services (pages 14, 16, 18) Examine opportunities for service enhancement informed by changing government policies and community expectations (pages 14, 18, 20) 7

10 GOAL 3 Support and provide opportunities for staff development Actions Outcomes Performance Develop a qualified and integrated workforce All staff hold appropriate qualifications to fulfill their job role and comply with all professional standards (pages 20, 28, 29) 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 (page 28) Regular planning and evaluation is undertaken with key staff for all programs (pages 14, 16, 18, 20, 28) The development of uniform study leave program guidelines (pages 28, 29) The implementation of the agency-wide induction program NC Provide a positive and supportive work culture and environment Development of opportunities for staff collegiality, including the fostering of relationships between program areas (pages 28, 29) The identification and implementation of opportunities to acknowledge staff and programs (pages 28, 29) Improved communication and knowledge by staff of internal Moreland Hall services and staff members (pages 28, 29) The investigation and development of options for work/life balance (pages 28, 29) The development of flexible career pathways to enhance staff development (pages 14, 28, 29) To increase opportunities for staff to participate in decision making (pages 28, 29) 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 28, 29) GOAL 4 Promote & develop partnerships to enhance capacity of agency Actions Outcomes Performance 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 (pages 14, 20, 24) Creation of new partnerships to address service gaps The development of partnerships with the corporate sector (pages 21, 24) The pursuit of new partnerships to optimise resource utilisation and funding opportunities (pages 21, 24) Access to new funding supports and resources (pages 5, 16, 18, 21, 24) The identification of opportunities for collaboration in the development and delivery of training (pages 14, 20, 29) 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 32) 8

11 GOAL 5 Ensure sustainability, accountability and value in the operation of all services Actions Outcomes Performance 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 (pages 3, 23) Provide sound and accountable financial management Implementation of the recommendations from the review of current financial management & reporting systems (page 23) Review of current risk management processes Development of unit costs for all services Maintain financial viability by achieving operational surpluses (pages 23) NC NC PC Deliver effective and efficient internal support services to all Moreland Hall client and stakeholder programs Review of all internal support services at Moreland Hall (pages 23) Create a sustainable funding base which develops reserves for future expansion All services are delivered on budget (pages 5, 23) Ensure programs meet funding and service agreements (pages 10, 15, 17, 19) Development of policies and procedures for sustainable operations (pages 23, 28, 33) Research grant opportunities and other funding sources are reviewed, to ensure that all appropriate grant opportunities are sought (pages 5, 16, 18, 21, 24) The development of policies that encourage responsible utilisation of environmental resource (pages 33) PC PC PC Provide infrastructure and IT to support integrated and efficient organisational activity Implement the Quality Management System The development and implementation of an Information Technology Action Plan (pages 23) The development and implementation of a facility plan for 26 Jessie Street (pages 4, 23) Undertake improvement opportunities identified in the Quality Management System (pages 3, 23) PC If there wasn't a place like this, for us, who knows where we would end up. Thank-you very much Moreland Hall 9

12 Performance in Brief Major Presenting Drug Types Last 5 years Comment: Over the five year period, the major change in presenting clients drugs of choice has seen a significant increase in alcohol: from 37% to 44%. Cannabis has remained at 23% for the period with some minor fluctuations. Heroin has reduced from 22% in 2003/04 to 13% in 2007/08 while in the same period amphetamines have increased by 25%, which recognizes the increased usage of methamphetamines (i.e. Ice) as a drug of choice. Total Clients Last 5 years Comment: The number of clients seen by Moreland Hall has increased by over 10% since 2006/07, which is a similar trend to last year. In the last two years client numbers have risen by over a third (36%) compared to 2005/06. Total Episodes Last 5 years Comment: An Episode of Care is a course of treatment that a client engages in at Moreland Hall. For example, an Episode of Care can be undertaking an assessment of the client needs, a residential withdrawal program, and/or a counselling program (for example, multiple counselling sessions over a period of time). If a client undertakes all of the above programs, it would be counted as three episodes of care that have been provided. While there has been a slight increase in Episodes of Care in the last 12 months, in the last two years, Episodes of Care have risen by 24%. 10

13 Staff Retention Levels Last 3 years Comment: There has been a significant increase in the last twelve months in staff retention. Staff turnover has decreased from 25% to 9%. This has assisted Moreland Hall in its ability to provide ongoing consistent services to clients. The reason for the increased retention of staff could be attributed to improvements in staff conditions and responsibility across Moreland Hall. Initiatives have included the introduction of a Collective Agreement for all staff, the introduction of an external Employee Assistance Program, a leadership program for coordinators and managers and numerous actions implemented in response to the staff survey. There are more detailed accounts of these initiatives on page 28. Total Funding for New Projects Last 5 years $700,000 Income - New Projects $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Income - New Projects Comment: Funding received in 2007/08 for new project development was significantly more than what was received in 2006/07. There were a number of reasons for this, including the introduction of the Communications & Fundraising management position. Funding increases are described in more detail on page 24. $0 2003/ / / / /08 The staff were honest and forthcoming. I couldn't thank them all enough. ( ) is particularly talented and suited to running the various groups - Thank you!! Moreland Hall has had a significant increase in the last 12 months in staff retention 11

14 Financials in Brief 2007/ / / / /2004 Total Expenditure 5,692,887 4,930,948 4,843,282 5,266,616 5,323,044 Total Revenue 5,507,096 4,968,308 5,143,757 5,425,924 5,456,798 Operating Surplus (Deficit) - 185,791 37, , , ,754 Retained Surplus 1,296,345 1,482,136 1,444,776 1,144, ,993 Total Assets 4,106,993 3,740,823 3,345,945 3,026,049 3,423,653 Total Liabilities 1,850,879 1,298, , ,979 1,478,891 Net Assets 2,256,114 2,441,905 2,404,545 2,104,070 1,944,762 Total Equity 2,256,114 2,441,905 2,404,545 2,104,070 1,944,762 Revenue by Source 2007/2008 Amount % of 07/08 revenue Dept of Human Services 3,838, % Dept of Health & Ageing 225, % William Buckland Foundation 18, % Contracts Income 594, % ACSO COATS 333, % Other Fees 134, % Capital Grants 195, % Interest received 97, % Donations 10, % Other 58, % Expenditure by Major Category 2007/2008 5,507, % Program Salaries and Wages 3,706, % Non Program Salaries and Wages 788, % Purchases Services & Agency Staff 160, % Fleet & Travel Expenses 86, % Office & Administration Expenses 421, % Utilities 73, % Catering 16, % Housekeeping & Domestic 101, % Medical Supplies 18, % Auditor s Remuneration 14, % Repairs & Maintenance 77, % Program Expenses 72, % Equipment Purchases & Minor Works 12, % Depreciation 142, % The table provides a summary of the audited financial results for the year 2007/08, with comparative results for the preceding four financial years. Previous years data is included on the same basis where possible for comparative purposes. Though a deficit was achieved in 2007/08, Moreland Hall has maintained a retained surplus and current assets that will cover the current liabilities of the organisation. Income increased by $538k from 2006/07 with over $850k received in 2007/08 carried forward for expenditure in 2008/09. Expenditure has increased by $764k with increases in salaries of $655k due to a full complement of staff, new programs and the allocation of increased leave provisions. I hope this service never ceases as it has been one huge link in my chain towards sobriety and living. Much appreciate the support and help I received from the Moreland Hall program 5,692, % 12

15 Introduction of the Client Charter Our vision is a community where people reach their full potential and are not disadvantaged by alcohol and other drugs. The Client Charter expresses the partnership with clients that will help deliver the high quality services that are crucial to make this vision a reality. The Client Charter is consistent with the recently developed Victorian Charter of Human Rights and Responsibilities, and the draft DHS Charter for the AOD sector, which is being developed in consultation with APSU. Clients and staff were involved at all levels of the organisation in the development of the Client Charter. The Charter is easily understood, friendly, client focussed, and includes information about the importance of feedback, (including complaints), privacy and access to further information. The implementation of the Victorian Charter of Human Rights and Responsibilities provided a particular impetus for a review of our practices. The Quality Improvement and Community Services Accreditation (QICSA) review in March 2007 also identified the need for such a Charter as part of its processes. In mid-2007, a Client Feedback Working Group was established to improve our ability to identify client issues and needs and improve the quality of relationships with clients. A Client Charter was developed to inform clients of Moreland Hall s responsibilities. Feedback processes were designed to measure how well Moreland Hall meets those responsibilities. Feedback also has informed improvements to service provision and engaged clients in making our services more effective. Clear Complaints processes have been developed. Quarterly reporting on the data has commenced to ensure that emerging issues are identified and responded to. Develop a client charter, including rights and responsibilities, expectations of services and complaints processes. Develop more effective client feedback mechanisms, including surveys, client representation processes and follow up. Improve processes for utilising client feedback to ensure improved service delivery or development. Increase client participation in service delivery planning. 13

16 Withdrawal Services Donna Ribton-Turner Deputy Chief Executive Officer, Manager Withdrawal Services Donna commenced in She has extensive experience in the health sector including public hospitals in Australia and overseas, mental health services and the AOD sector. Report on Future Directions from 2006/07 Annual Report Completed staff training in mental health screening and managing clients with deliberate self-harming behaviours Undertook research project to identify appropriate group interventions for clients in residential withdrawal Reviewed performance against targets for adult residential withdrawal 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 drug 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. It is usually most effective when part of a continuum of care that addresses behaviour change and harm minimisation. Residential withdrawal may form part of an ongoing management plan for long term alcohol or other drug users as a harm minimisation strategy in the absence of a commitment to behaviour change. It may also provide young people with a period of respite from problematic drug use, to enhance motivation to change and facilitate engagement into treatment. Withdrawal Services had 51 staff (full-time, part-time and casual) and an expenditure of $2,189,843 in 2007/2008. Challenges in residential withdrawal settings include managing clients complex medical or psychological issues and withdrawal symptoms such as irritability and sleep disturbances, managing the logistics of 24 hour rosters, and recruitment, particularly of registered nurses. I've been to a couple of rehabs / detox's and this was by far the best Major Outcomes In May 2007, the Victorian Government released a document titled Dual diagnosis, Key directions and priorities for service development to help ensure that people with both mental health disorders and substance use problems have access to quality treatment and support. The following activities were undertaken to increase our withdrawal services capacity to meet the service development outcomes of the government s key directions initiative and improve the identification of and response to young people with a dual diagnosis: The youth residential withdrawal coordinator completed a three month mental health placement with Orygen Youth Health as part of the reciprocal rotation project The adult residential withdrawal coordinator has been seconded to the Austin Health psychiatric inpatient unit one day a week for 6 months, funded and supported by NEXUS Dual Diagnosis team The introduction of a mental health screening tool and treatment response in partnership with Orygen Research Centre and DASWest The development of formal partnerships with a Memorandum of Understanding between Northern Area Mental Health Service, North West Area Mental Health Service and Moreland Hall Implementation of a rotating roster at Gwenyth Williams House. Gwenyth Williams House staff In 2006, Moreland Hall undertook to review the therapeutic programs for clients in the adult residential withdrawal service during 2007/08. This has not been fully achieved. However, we have done some groundwork for the project in the form of a research project, which examined the current therapeutic programs and surveyed clients about their program needs and preferences. 14

17 Performance There has been a reduction in withdrawal episodes overall this year as compared to 2006/07, but a slight increase in residential withdrawal episodes. The reduction occurred in non-residential and Post Withdrawal Support, with Homebased withdrawal falling from 160 to 108 in 2007/08. This was directly attributed to a reduced capacity from December 2007 to April 2008 due to difficulties recruiting a registered nurse for the service. A major contributor to reduced withdrawal episodes occurred in Post Withdrawal Support services, which dropped from 229 episodes in 2006/07 to 174 this year. There has been a deliberate strategy to increase the case management function of the Post Withdrawal Support Worker role and avoid duplication with other internal and external services. Post Withdrawal Support was still significantly over its target of 110 episodes. Future Directions 2008/09 Increase withdrawal episodes Improve access to General Practitioners to facilitate timely admission to adult services Introduce mental health screening Commence staff training in dual diagnosis Complete review of therapeutic programs at LACP Develop referral pathways between Moreland Hall and mental health services. Lesley-Anne Curran Place staff The staff were fantastic with their support throughout the whole program. The doctor was proud of me on my last visit 15

18 Counselling & Support Services Wendy Moncur Manager, Counselling and Support Services Wendy Commenced in May 1995 and has had 23 years experience in the AOD sector. She has been in management roles at Moreland Hall for the past 12 years. Counselling & Support Services (C&S) offer a range of programs which includes Assessment & Intake, Counselling and other Support Services. Assessment and Intake continues to provide information and assessment services for clients who require withdrawal treatment at Moreland Hall. Counselling services offer counselling, group work, education and support to clients residing in the local government areas of Darebin, Hume and Moreland. Our client group includes individuals, parents/carers, children and adolescents and their families affected by substance use. Other Counselling & Support Services include, Alcohol and Drug Youth Consultant (ADY-C), Family and Friends support group, a Post Withdrawal support group (Keeping Going), Supported Accommodation, Intensive Playgroup and the Commonwealth Dept of Health and Ageing programs: Hume Youth and Parents Drug Services (HYP-d) and Intensive Support Service (ISS). Counselling and group work programs are offered at Jessie Street, Moreland (including after-hours) as well as off-site, co -located within primary health care facilities. Counselling & Support Services had 20 staff and an expenditure of $974,101 in 2007/2008. Ongoing challenges include issues related to having co-located staff at other services and managing the duty work roster system across the organisation. Major Outcomes Moreland Hall has trialled a new database for client information to enable us to retain better information on our clients, as well as improved referral processes. Stage one of the introduction of this Client Information System (CIS) has been successfully undertaken, and as issues have been identified changes were made to rectify any problems. As part of this trial, all staff that were required to complete SWITCH data also trialled the paperless Episodes of Care reporting using the CIS over the last quarter May to June It is evident that accuracy and efficiency in all areas has greatly improved through this process. A review of the Counselling & Support Funding and Service Agreement targets occurred in To date, no benchmarking of the C&S targets has occurred at this juncture. The Commonwealth Government has committed continued funding for the Hume Youth and Parents Drug Services (HYP-d) and Intensive Support Service (ISS) programs for another three years. As well as this, the Commonwealth Department NIDS program has funded a family counselling position to provide counselling and support to families across our programs. Moreland Hall in conjunction with Orana Family Services (Uniting Care Agency) has provided a weekly session of the Intensive Playgroup program at the Roxburgh Park location of Orana Family Services. Moreland Hall works in conjunction with Orana Family Services and Broadmeadows UnitingCare in delivering Hume Integrated Family Services. Report on Future Directions from 2006/07 Annual Report New client feedback forms introduced Successful development and trial period of stage one of the Client Information Systems has occurred The Intensive Playgroup and both Commonwealth Department of Health and Ageing National Illicit Drug Strategy (NIDS) funded programs, HYP-d and ISS, have received recurrent funding. Counselling & Support Team I felt my resolve strengthen over the seven days to live a drug free life 16

19 Performance Assessment episodes of care in 2007/08 continued to exceed the yearly target set by DHS. This is evidenced by the graph which show that for every year, except 2005/06, assessment numbers have markedly increased. The Counselling & Support Episodes graph shows a gradual increase of delivered C&S Service Episodes of Care over the last 5 years. Overall C&S delivered 1,019 episodes noting a very significant increase in general counselling episodes. Future Directions 2008/09 Ensure high levels of client feedback within our programs Improve and increase referrals from external agencies Development and implementation of Stage Two of the Client Information System Implementation of Commonwealth NIDS funded Family Counselling program Seek further funding in collaboration with Kildonan Family Services to develop and deliver a Playgroup in the Darebin local government area. I would just like to thank all the staff for their support. My stay was a safe and happy one and I recommend anyone to walk through the door Coordinator Jim Carlton & Manager of C&S Wendy Moncur at Drug Action Week open day. 17

20 Forensic Services Rob Testro Manager Forensic Services Rob commenced in April 2007 and has had 20 years experience in the welfare sector. In the past 10 years he has been working in management positions within the alcohol and other drug sector. Forensic Services provides a range of services in two localities, Port Phillip Prison (PPP) and Jessie Street, Moreland. Community-based forensic work involves referrals of clients from COATS. These clients have been sentenced to a community-based disposition from a Victorian Court. One component of this disposition is to attend AOD 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 range of assessment, individual counselling and group programs within the prison environment. The recently consolidated Forensic Services is now an established team within Moreland Hall. In 2007/2008 it had 12 staff in total and an expenditure of $595,537. This year saw a consolidation of staff across both community and prison forensic teams. Both teams invested in ensuring new team cultures and systems were in place to support the complex range of work done with clients. Training has been emphasised with all staff participating in professional development. Main challenges for Forensic Services involve the increasing complexity of our client group, with a range of presenting issues often including dual diagnosis, homelessness and other forms of disadvantage, as well as the challenges of working within the prison environment itself. Report on Future Directions from 2006/07 Annual Report Staff completed required training and professional development Implemented new programs at Port Phillip Prison Commenced using the new Client Information System and created a Forensic database for Moreland Hall Achieved key performance indicators at both Moreland Hall and Port Phillip Prison. Significant Outcomes Moreland Hall signed a new five year contract (2007/12) to continue delivering AOD Services to PPP. Moreland Hall has also submitted a new proposal to the operators of the Prison, Global Solutions Limited (GSL), to offer AOD Services to a further 59 prisoners in a new unit to be established in The Community Forensic Team has expanded in the past 12 months to four full time staff. This has dramatically improved our capacity to meet the demand for working with community forensic clients. We established increased support links and networks between the community and prison forensic teams, and the implementation of new supervision processes. Forensic Services exceeded the required Episodes of Care for Moreland Hall by providing 291 ACSO episodes to both youth and adults. This represents an increase over the past financial year of 35 episodes. Many thanks for helping to get my life back on track Maree & Angie from the Forensic Team 18

21 Performance In 2007/08 PPP units of service reflected the new service mix at the prison. Overall units of service increased considerably as the transition from a remand to sentenced prison was completed. Staff also designed and delivered a new Intensive Drug Program in Units of Service are defined as total number of various contacts and activities as defined in the PPP contract. This can include individuals, sessions and groups to be provided where appropriate. The Community Forensic program continued to grow in 2007/08. Staffing increased from 2 to 4 EFT positions with a commensurate growth in episodes of care. Future Directions 2008/09 Staff training and development with an emphasis on mental health competencies Development of opportunities for expansion at PPP Ongoing review of current programs Updated Operation s Manuals for both community and PPP Forensic teams Maintain continued high levels of client satisfaction within our programs. Workers respect you or show you respect no matter what your problem may be Forensic Team 19

22 Education & Training Julie Bowen Manager Julie commenced as Manager of Education and Training in She has 20 years experience in the education, youth and AOD sectors. Moreland Hall is a Registered Training Organisation (RTO) committed to developing and delivering a range of high quality resources and programs contributing to the reduction and prevention of drug related harms. In addition to working with AOD and allied health professionals, Education and Training work directly with community groups and individuals seeking to address their substance use issues. This approach ensures our services are grounded in current practice and national and international research. Education and Training (E&T) has a commitment to supporting lifelong learning, recognising the value of education for personal, civic and social purposes as well as professional development. The training and resources we provide are designed to help people meet these learning needs. In 2007/08 E&T experienced substantial growth and doubled its projected income. The team also more than doubled, with new members bringing their particular skills and experiences to an already highly qualified and diverse staff group. During the next financial year, the E&T team will continue to develop and deliver a high quality service. We are looking forward to the challenge of adding mental healthspecific training to our scope and increasing the capacity of the AOD workforce to provide integrated assessment, treatment and care to clients with a dual diagnosis. Really pleased with the evaluation outcomes fantastic!! I hope you are all proud of yourselves as the feedback on you as presenters and [your] understanding of participants needs was excellent - DHS Report on Future Directions from 2006/07 Annual Report Completed the Education and Training Strategy 2007/11 Developed and implemented a new RTO records management and quality improvement system Made preparations to secure an increase in our scope of registration to include the delivery of nationally recognised specialist mental health units of competency to the AOD workforce Obtained accreditation as a provider of drink and drug driver assessments and drink drive education programs Evaluated, reviewed and updated all ongoing client courses and training programs. Major Outcomes Education and Training has built a multi-disciplinary team with backgrounds in AOD, nursing, education and multi media. This diversity enables us to take an innovative and creative approach to the development of resources and educational programs. The team has acquired the in-house capacity to create visual media which enables us to more adequately tailor our materials to differing learning styles and meet the needs of various professional and cultural groups. One highlight was the completion of Mind Your Head, a selfhelp resource for young people about the relationship between mental health and substance use. The resource was developed without initial funding, in partnership with Northern Nexus and SUMITT. The response has been extremely positive, as evidenced by the launch which drew an audience of more than 120 people. Commensurate with our growth have been a number of successful tenders for State and Commonwealth projects, as well as grants from philanthropic organisations. Most notable of these are the Dual Diagnosis and Amphetamine projects. Alcohol Considering Change was developed to meet a service gap. The 2-hour brief intervention is designed for people who have some concerns about their alcohol use but don t feel the need to access ongoing treatment. Since its inception in April, demand for the program has been consistently high and funding is being sought to support its ongoing viability. Development of the Koori Cautious with Cannabis program Yarnin About Yarndi continues. The input, ideas and support of the Koori AOD executive and community members has resulted in the production and piloting of a new and innovative brief intervention. Significant efforts have been made to increase attendance rates for the court diversion program Cautious with Cannabis (CWC) and First Offenders Court Intervention Service 20

23 (FOCiS), with varying levels of success. Whilst the number of people attending CWC has increased markedly, unfortunately referrals to FOCiS remain low. Moreland Hall, Kildonan UnitingCare, together with partners Victoria Police, and four secondary schools delivered the Partying Smart Pilot. The program consisted of early intervention sessions to year 9, 10 and VCAL students, and their parents, addressing the potential harm that may occur when young people attend parties. The Partying Smart Program was funded as a pilot by Ansvar Insurance in Performance The Education and Training team had a very busy year in which 1,014 people participated in training and 9 proposals for new projects were developed. The quality of the work remained consistently high with 95.75% of participants rating the quality of the training as either good or excellent. Future Directions 2008/09 The team is looking forward to another busy year in 2008/09. We will be: Playing a major role in Dual Diagnosis capacity-building, by offering competency-based training, along with mentoring and secondary consultation to ensure training is translated into practice. Developing new multimedia and web-based resources which better cater to the evolving needs of the workforce and community. Extending our delivery of fee-for-service and government funded training. Developing, delivering and evaluating a range of youth focused resource development and training projects such as the Northcote High School project, TAC Drug Drive and ANSVAR Drug Education. Securing funding for a range of alcohol-focused interventions. 1,000, , , , ,000 0 Growth / E&T Income Growth E&T June 06 June 07 June 08 Income $ carried forward Enjoyed the way the trainer made you think outside and pushed the group to look at things in a different light Education & Training Team 21

24 Chaplaincy Reverend Rosemary Carter Chaplain Rosemary commenced in December 2005 after 10 years in congregation ministry in South Australia. Her ministry was shaped by experience in social work, nursing and a passion for justice. The Chaplain assists Moreland Hall to achieve its vision through fostering a compassionate community and encouraging growth of human potential. The role of the chaplain is to: Encourage awareness that no one is alone Enable people to experience the support, encouragement and assistance to be all that they can be, and Promote genuine connection with others and with the world. The Chaplain is responsible for providing pastoral care to staff, clients and their families, and cultivating awareness of the spiritual dimensions of life to enable people develop their full potential. The Chaplain also works to develop stronger links between Moreland Hall and the wider church and community. The Chaplain assists the Moreland Hall community to express its values in words and actions consistent with the Christian faith. Particular challenges emerge in expressing a pastoral and spiritual role in a wider AOD service environment, managing the tensions between congregations and agencies around advocacy and roles, and developing ongoing support and relationships. Report on Future Directions from 2006/07 Annual Report Completed ministry supervisor training to enable pastoral and ministry placement opportunities Collaborated with HR manager on a workbook to accompany work-life balance policy Engaged with other church and community agencies to advocate for just policies Strengthened relationships with congregations providing practical support. It is a safe environment to take you away from past distractions allowing you to focus on the future Major Outcomes Convening the Client Feedback working group provided an opportunity to work with particular staff over an extended period. The Client Charter was developed through this working group and was launched during Drug Action Week (see pg 13). In addition to the Client Charter, the working group reviewed client feedback mechanisms, complaints process and client participation in service planning and delivery. Involvement with the Moreland multi-faith gathering and with multi-cultural/faith groups in the Hume Local Government region enabled connections with young people and adults concerned about the impact of alcohol and other drugs on the well-being of the community. Connections between Moreland Hall and the wider church have developed through worship leadership and guest speakers at church and community groups within the enlarged Presbytery of Port Phillip West. Overdose Awareness Day on 31 August 2007, was a moving occasion with a tree planting undertaken by special guests Alex and Frank Fabiani. Frank Fabiani died in I would like to acknowledge publicly Alex s compassion in caring for Frank for many years and hope there will be different ways to share their story and assist people. Pastoral care of staff and clients has continued to be a major focus. This has involved pastoral counselling in relation to personal, family and life-direction concerns. The chaplain has also worked with individuals who have requested assistance in exploring spirituality, and has provided opportunities for staff and clients to explore questions of values, meaning and lifepurpose. The increased practical support for clients and their families from Uniting Church congregations, through contributions to various small projects including Christmas hampers, dental packs, financial vouchers and donations for craft and other resources, has been very encouraging and valued by clients and staff. Future directions Christmas boxes Broadmeadows Care bags Total clients assisted To facilitate implementation of Client Charter across all Moreland Hall services Ensure development of Moreland Hall services are consistent with UCV&T Strategic Framework directions To develop pastoral and ministry placement opportunities Facilitate development of intentional (covenant) relationships with other UCV&T agencies and congregations. 22

25 Business Services Business Services role is to support the program delivery areas of Moreland Hall through the provision of financial reports and analysis, management of the supervision of administration and reception staff, information technology systems and the maintenance of grounds and buildings to ensure a safe workplace. Business Services is committed to providing an effective and efficient service to our clients, visitors and members of staff. A professional approach ensures client and staff needs are met and a friendly, informative and welcoming environment is provided. In 2007/08 Business Services had 10 staff and an expenditure of $1,004,608. Challenges in Business Services relate to a finite budget, managing risks for the organisation, and consolidating records management systems for the organisation. Report on Future Directions from 2006/07 Annual Report Commencement 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 Investigation and preparation for the development and implementation of an organisation-wide Records Management System Commencement of the development and implementation of a facility plan for 26 Jessie Street Formation of a working group to develop policies encouraging responsible utilisation of environmental resources. Major Outcomes Samantha Lehman Manager Samantha commenced in She has extensive financial management experience with 15 years in the local government sector. Business Services has continued to maintain a safe working environment at Moreland Hall by working in a proactive manner 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. Business Services has also implemented the recommendations of quality reviews and developed other strategies to enable Moreland Hall to be a sustainable organisation, providing high quality, effective services. Business Services continued the upgrade of the IT Systems including new computers, improvements in the Moreland Hall Intranet and involvement in the introduction of an organisational wide Client Information System (CIS). Business Services also continued the upgrade of motor vehicle fleet as per the Fleet Replacement Plan. Effective financial management was maintained to ensure the sustainability of programs and services and commenced initial actions for the development of the Facility Plan for 26 Jessie Street. Capital improvements occurred to sites for staff amenities and safety including installing fire sprinkler systems in Gwenyth Williams House. Performance Operating Surplus/Deficit 2002/03 -$157, /04 $133, /05 $59, /06 $300, /07 $37, /08 -$185,791 Moreland Hall experienced a deficit in 2007/08 due to the implementation of the Communications and Fundraising program a program which has been an intrinsic part of Moreland Hall s success in achieving new funding over 2007/08 and beyond to 2010/11. Moreland Hall also had a full complement of staff this year and in some programs needed to utilise greater than the budgeted staffing to ensure our services maintained their high standards. Also in 2007/08 the new Collective Agreement for staff led to the allocation of increased costs for the provision of Long Service Leave and Annual Leave. Future Directions 2008/09 Implement all recommendations from the QICSA Accreditation Review Completion of traineeships for administration staff, enabling staff to gain nationally recognised administration qualifications Development of Benchmarking and Key Performance Indicators (KPI s) for service delivery programs in conjunction with VAADA 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 organisationwide Records Management System Redevelop the Moreland Hall website. 23

26 Communications & Fundraising Andrew Milnes Manager Andrew commenced in October He has worked in marketing in the not-for-profit sector and community media for over 12 years. Performance Funding applications submitted for new programs and successful grants 2003/08 In 2007 the Board of Governance took the step of investing significantly in Communications & Fundraising and employed a manager and a project officer. The main challenges for the area included establishing a broader public profile for the kind of work Moreland Hall does, a competitive external environment, and building marketing capacity within Moreland Hall itself. Communications & Fundraising is responsible for raising funds in conjunction with, and on behalf of, other parts of the organisation such as Education & Training. Communications & Fundraising also manages the internal and external communications of Moreland Hall and a range of other public relations activities. In 2007/08 the service had an expenditure of $104,020. Major Outcomes In the last 12 months a number of significant outcomes have been achieved. One is the development of a Communications & Fundraising Strategy for the agency. This will assist the agency in building its financial capacity and increase its public profile. Another outcome is the growing coverage of Moreland Hall s work in various media and publications. A key contribution has been the development of several new sources of income, both government and philanthropic, to fund program growth in different areas of Moreland Hall. In addition, a range of marketing and communication materials were redeveloped, including the new Strategic Plan, the Annual Report and newsletters. This work has increased Moreland Hall s ability to respond to public debate and take on a role in advocacy around AOD issues. The number of successful funding submissions has tripled over the last two years since 2005/06. Media coverage and publicity over the last 3 years The number of articles in print media and other sectoral publications has significantly increased over the last two years as a direct result of the writing and distribution of at least one media release every month. Future directions 2008/09 Continued increase in the number of media releases and funding submissions developed Further increase in the funding base of Moreland Hall Development of a corporate donor strategy Development of a central donor database for the organization. Provided me with everything I needed and I left feeling so much stronger to recover A fundraising event for Moreland Hall, organized by Coburg Leisure Centre 24

27 Moreland Hall Organisational Chart Uniting Church in Australia Synod of Victoria and Tasmania UnitingCare Victoria and Tasmania UnitingCare Moreland Hall Board of Governance Chief Executive Officer Business Services Withdrawal Services Forensic Services Counselling & Support Services Education & Training Chaplaincy Human Resources Communications & Fundraising Finance Outpatient Withdrawal Port Phillip Prison Assessment & Intake RTO Management & Compliance Pastoral Care & Support Human Resources Internal & External Communications Contract Compliance & Management Home Based Withdrawal Koori AOD Linkage Community Counselling - Adult - Youth Accredited Training - AOD - Mental Health Spiritual & Values Development Occupational Health & Safety Fundraising Admin Support Reception Youth Community Residential Withdrawal Forensic Counselling Supported Accommodation Professional Development Programs - AOD - Non-AOD Church & Community Connections Quality Assurance Marketing Information Technology Adult Community Residential Drug Withdrawal Playgroup Resource Development & Publications Post Withdrawal Support NIDS Programs Community & Forensic Education Programs Drink & Drug Drive Assessment & Education 25 25

28 Board of Governance Chairwoman (Resigned June 2008) Ms Laurie Bebbington BA, MBA. Commissioner for Law Enforcement Data Security Appointed 2003 Member of Audit and Remuneration Committees Board meetings attended 6/9. Dr Louise Harms BA, BSW, MSW, PHD. Senior Lecturer, School of Nursing and Social Work, University of Melbourne. Appointed 2002 Member of Communications & Fundraising Committee Board meetings attended 4/9. (On leave from July-December 2007) Deputy Chairperson Reverend Ray Gormann BA. Minister Brunswick Uniting Church. Appointed 2002 Member of Communications & Fundraising and Remuneration Committees Board meetings attended 8/9. Ms Rebecca Northeast BA, LLB (Hons), LLM. Company secretary and corporate counsel Appointed 2004 Chairperson of Programs Committee Board meetings attended 8/9. Dr Jan Brace-Govan BA (Hons), Grad. Dip Prog. Eval, PhD. Lecturer, Monash University. Appointed 2006 Chairperson of Communication & Fundraising and member of Remuneration Committees Board meetings attended 6/9. Mr Maurice Paganin Dip. Civil Eng., MIE Aust., RBP ED Structural Engineer Appointed 2005 Member of Audit Committee Board meetings attended 7/9. Ms Ros Carter BSc (Hons Psychology) Appointed 2007 Member of Programs Committee Board meetings attended 8/9. Mr John (Iain) FM Ross FFA, FIAA, Actuary (Scotland) Appointed 2005 Chairperson of Audit and Remuneration Committees Board meetings attended 6/9. Mr Ian Claessen Dip. BS (Accountancy), FCPA Appointed 2006 Member of Audit Committee Board meetings attended 5/9. Ms Lyndie Spurr RN, Grad Dip. Information Management Appointed 2007 Member of Programs and Communications & Fundraising Committees Board meetings attended 9/9. Reverend Joan Gilchrist BA, Dip. Soc. Studs., B. Theol. Appointed 2003 Member of Programs Committee Board meetings attended 8/9. Chief Executive Officer Mr Laurence Alvis BEc; MSSc; Grad. Dip. Human Services Admin Appointed 2005 Member of Audit, Communications & Fundraising and Programs Committees Board meetings attended 5/5 Member until February

29 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 and 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 2007/08 the Board of Governance met nine times. 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 2007/08. Achievements included the development of a research screening matrix which determined the appropriateness of involvement by Moreland Hall services in external research projects, overseeing the development and implementation of the Client Charter for recommendation to the Governance Board, and improved utilization of incident reporting and service data for service improvement. 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 2007/08. Achievements include the successful development of 2008/09 Budget, leadership of the Jessie Street Facility Plan working group, and the ongoing management of the Beneficial Ownership issue. Communications & Fundraising Committee The Communications & Fundraising Committee is responsible for the setting of policy and to support the development of strategically defined communication processes, grant-writing and fundraising activities. Seven meetings were held in 2007/08. Achievements included the development and employment of a Communications & Fundraising manager, development of a Communications & Fundraising strategy for Moreland Hall and a significant increase in media stories regarding the activities at Moreland Hall (see page 24). Remuneration Committee The Remuneration Committee is responsible for the annual performance review and remuneration levels for the Chief Executive Officer (CEO). Two meetings were held in 2007/08. The Remuneration Committee completed documentation for the Board of Governance to approve a further contract for the CEO, completed the review of the CEO s performance plan and updated both the CEO s position description and the terms of employment. Dr Louise Harms and Laurence Alvis at the open day for Drug Action Week in June

30 Human Resources Our People Moreland Hall aims to recruit, develop and retain a competent, committed and diverse workforce that provides high quality services to our clients, their families and the wider community. We value the diversity of skills and professional experience that each member of staff brings to the organisation. Ongoing support is provided to our staff through education, training, regular appraisals, clinical supervision, good employment provisions and flexible working options to ensure all staff are given every opportunity to succeed in their roles. Our success is very much attributed to the performance and contributions of all our staff. Workforce Profile Nessa Pastoors Manager Nessa commenced in February 2006 with over 5 years of generalist experience in the field of Human Resources Number of employees % of workforce Total Staff Male Female Full-time Part-time Casual Senior Management Co-ordinators/Seniors Administrative Staff AOD Counsellors AOD Support Workers Education & Training Staff Registered Nurses Highlights for 2007/08 Introduction of Agency-wide Collective Agreement offering better terms and conditions of employment to our staff incorporating work-life flexibility and providing a document that clearly outlines all employee s rights and responsibilities. Some of the major benefits to staff from the Collective Agreement include guaranteed pay increases each financial year, the introduction of paid parental leave, more generous long-service leave and compassionate leave entitlements and the introduction of 48/52 leave arrangements. Staff Retention rates were 91.3%, which is an increase of 16.3% over the last twelve months and is exceptional when compared to the sector average of 76-80%. Staff Views Survey Results highlighted an improvement of 6.8% with the overall satisfaction rate at 83.3% across the agency. Key improvements were noted particularly in the area of Employment Conditions & Support Services with an overall increase of 8.9% satisfaction. Increases in satisfaction of more than 20% were seen in the areas of staff being provided with services to help them deal with difficult/stressful situations and that opportunities were available for staff to work part-time and have a career. Establishing a new framework for the provision of Clinical Supervision across the agency, involving supervisor training and setting minimum standards. Implementation of Managing Client Behaviour and Managing Client Deaths policy and procedures. Introduction & Implementation of permanent Rotating Roster within Youth Residential Withdrawal Service. Equal Employment Opportunity Moreland Hall recognises that Equal Employment Opportunity (EEO) is a matter of employment obligation, social justice and legal responsibility and that prohibiting discriminatory policies and procedures is sound management practice. Moreland Hall has created a workplace culture that ensures all potential and existing employees are given equal access to training, promotion, appointment or any other employment-related issue without regard to non-relevant criteria or distinctions that are not linked with their competency and ability to perform their duties. Our organisation acknowledges the right of every employee to be able to attend work and perform their duties without being subjected to any form of discrimination, harassment, bullying or violence. In the 2007 Staff Views Survey, 83% of respondents agreed that their work environment assists them to do their job well and 84% of respondents agreed that their supervisor acts promptly and fairly when they have a grievance or complaint. 28

31 Professional Development Staff have participated in AOD competency, working with protective services, Acquired Brain Injury (ABI), mental health, first aid, business administration, and frontline management training. Next year learning opportunities will focus on mental health and dual diagnosis to increase our capability to deliver dual diagnosis services to clients. WorkCover WorkCover Premiums Our student placement program was well supported again this year with nursing, psychology, social work, youth work and welfare work students joining us for work experience. Police Checks & Working with Children Checks All staff are required to provide a police records check. In addition staff who work unsupervised with clients under the age of 18 years are required to provide a successful Working with Children s Check prior to the commencement of duties. Occupational Health & Safety Moreland Hall is committed to ensuring the health, safety and welfare of the working environment for its staff, volunteers, contractors, clients and visitors. In keeping with our values of respect, we have promoted a culture where harm to our staff through work is unacceptable and we encourage all our staff to regard accident prevention and working safely as a collective and individual responsibility. Our Occupational Health & Safety Committee comprises representatives from each designated work area and all staff and management safety representatives complete accredited occupational health and safety training within the first 12 months of appointment. In 2007/08 we installed a fire sprinkler system at our youth residential withdrawal facility to improve safety. We also had all staff complete a workshop on the Prevention of Workplace Harassment, Bullying and Violence. Moreland Hall s three year performance rating is which is 21.21% better than the industry average. Our WorkCover premiums have remained stable between $48,000 and $52,500 for the past five years. Number of Claims We had an increase in minor WorkCover claims in 2005/06 and responded through raising the awareness of Safe Work Practices and sound claims management processes which have led to a significant reduction in claims. Aside from the minor claims listed above, there were no reportable incidents requiring notification to WorkSafe. Future Directions 2008/09 Roll out of the new Human Resources Information System (HRIS) Develop and implement a staff Performance Management System New Clinical Supervision Framework to be put into practice upon the completion of supervisor training Fire warden training conducted at Moreland Hall Implementation of Work-Life Balance Policy & Initiatives. 29

32 Staff list Formal studies are one of the ways our staff gain knowledge. However, at Moreland Hall we acknowledge the importance of other forms of knowledge and we value the diversity of skills and experience that staff bring to their roles. Senior Management Team Laurence Alvis Chief Executive Officer: BEc, MSocSc, GradDipBusAdm, CertIVBus. Julie Bowen Manager Education and Training: CertIVTAA, TESOL, ONDBusStuds, HNDBusStuds, BA(Hons), GradCertEd, GradCertAddictStuds, MEd. Reverend Rosemary Carter Chaplain: GradDipPastoralStuds, BTh, BSW, ADipSW, RN. Samantha Lehman Manager Business Services: BBus, CPA, CertIVBus. Andrew Milnes Manager Communications & Fundraising: BJ, DipPR. Wendy Moncur Manager Counselling & Support Services: RN(Psych), PBGNC, DipComServ(AOD), CertIVBus. Nessa Pastoors Manager Human Services: CertIVBus. Donna Ribton-Turner Deputy CEO/ Manager Withdrawal Services: RNDiv1 (Gen & Psych), GradCertAOD Studs, GradDipWH, CertIVBus. Robert Testro Manager Forensic Services: DipTchg, DipAODStuds, DipComWelWk, CertIVBus. All staff were very helpful and caring, thank you all Withdrawal Services Sarah Balis: DipComServ, CertIVTAA, BA. Inday Bastin: RNDiv1, AODCoreComps. Raby Bardan: CertIVAODWk, CertIVTAA, DipBus/Mktg. Chris Bell: CertIIIComServ, PGradDipA, BA. Kathie Bourke: RNDiv1, GradDipSocSc. Linda Bristow: RNDiv1, BAppSc, AODCoreComps. Toni Camilleri: BSW, AODCoreComps. Mario Canas: DipAODStuds, BA, BPsych. Kerrie Chapman: DipAODStud, DipComWeWkl, AdvCertRes&ComServ, BHSc. Tracy Devon: DipComWelWk, DipCoun, CertIVInvestigation, CertIIISecurity. Isabelle Docrat: RNDiv1. David Fain: CertIVMH, CoreAODComps, DipComWelWk. Zoe Fraser: DipAODStuds, DipYouthWk. Helen Garrick: RNDiv1, AODCoreComps. Editha Gapas-Dome: DipAODStuds, CertIVDisabStud, DipComDev, BA. Clint Grierson: CertIVComServ. Cheryl Henderson: CoreAODComps, DipComWelWk, CertTelephoneCoun. Emma Hill: CertIVComServ. Debbie Hocking: DipAODWk, CertIVTAA, GradDipAppPsych, BA. Simone Hogan: RNDiv1, AODCoreComps. Sally Jefferys: RNDiv1, GradDipComN. Tony Landall: CertIVAODWk, DipEx. Grace Lim: AODCoreComps, RNDiv1. Monique Lucas: BSW. Cemaliye Mahmut: CertIVAODWk, BA. Rose McCrohan: RNDiv1, DipAppSc, BN, DipAcup, AdvCertFacMgt, GradDipBus. Doolaree Mooniapah: BSc, DipPoliceStuds. Eve Nobes: CertIVAODWk, CertIVComServ, CertIVHort, CertIIMusic. Kingsley Novell: AODCoreComps, CertIVTAA, CertIIIComServ, CertMusic. Helen O Neill: RNDiv1, BHSc, GradDipSubAbuse. Adrian Papworth: CertIVAODWk, GradDipFilm&TV. Cherilynn Parker: AssocDipHumServ. Kerryn Ralph: CertIVYouthWk, CertIVAODWk. Maurice Scarbossa: BA, BSW. Michelle Sharkey: RNDiv1, BA. Gail Smith: AODCoreComps, RNDiv1. Chris Spanidis: DipCommWelf CertIV AOD. Louise Tartaggia: DipComServ. Lara Teniola: BA, CertIVAODWk. Vince Tripodi: DipAODStuds, GradCerNarTher. Melanie Vidler: DipComWeWkl, CertIIIComServ. Kathy Vlahusic: BA, CertIVAODWk. Amanda Williams: AODCoreComps, GradDipPaediatricICU, RNDiv1. Bill Wilson: GradDipAddictStuds. 30

33 Peter Winnell: CertIVAODWk, CertIVPCA, CertIVTelephoneCoun. Forensic Services Debra Anthony-Harvey-Beavis: BBSc(Hons). Hala Abdelnour: BA/SocSc, BSW, AODCoreComps. Sarah Axford: BSocSc(Hons), AODCoreComps. Maree Beaney: ADSocSc, DipAODWk, AdvDipFamTherSys, DipProfCoun, RNDiv2. Natasha Colman: BA, BSW, AODCoreComps. Grant Drage Angela Lanigan: BA, GradDipPsych, GradCertHSc. Michelle Lewis: BSc, PGradDipPsych, AODCoreComps. Charles Tan: BA(Hons) BSW. Suzanne Vidler-Tarjan: BBSc, MCouns, GradDipPsych, AODCoreComps. Kareen Walka: BSW, DipAODWk, CertIVTAA. Counselling & Support Services Shannon Bell: BA, GradDipEd, GradDipArtTher, AOD Core Comps. Jim Carlton: CertIVYouthWk, DipGestaltTher, DipComServ, CertIVBus. Heather Carmichael: BSW, DipComServ, CertIVBus. Petra Davies-D Cruz: BA, BSW. Karly Doyle: BSW. Katy Grimes: BA, PGradDipPsych, DipPsychotherapy. Kerstin Hinrichsen: BSW, AODCoreComps, CertIVClinHypnotherapy Yvette Hunt: BSW. Dianne Kanaan: DipComServWel, Dip ComServ, CertIVBus. Fiona Lewis: BSW. Simone Miller: BA, GradDipPsych, CertIVBus. Dorothy Minca: BEd, GradDipAppPsych, DipComServAOD. Patrick Morahan: BEc, LLB, Level1CPE. Loan Nguyen: BSW. Kim Schroeder: BSW, AODCoreComps. Liz Steen: DipSocSc, AODCoreComps. Education & Training Paul Aiken: BA(Hons), MA, BSW(Hons), CoreAODComps, MAssess&Eval. Jeff Bowen: DipDramaStageMgt, CertIVSmallBusMgt. Andy Brigham: CertIVComServ AOD. Venetia Brissenden: BA, BSW, CoreAODComps, CertIVTAA. Peter Eide: BAppSc(Hons), Psychologist. Mark Johnston: BA, CertIVTAA, CoreAODComps. Brandon Jones: BE, DipComServ, CertIVTAA. Louise McGlone: BA, GradDipEd. Erryn Nundle John Quiroga: BSW(Hons,) CertIVTAA, CertIVBus, CoreAODComps, GradDipSubAbuse. Ray Stephens: CertIVTAA, RNDiv1, BN, MNurs(Research). Jane Thomson: BA/BBus, CertIVTAA, DipVisArts, CoreAODComps. Business Services Rhonda Constantinou: CertIIIBus. Jan Jolly: CertIIIBus, CertIVBus. Jane Jervis-Read: CertIVProW&E, BCA. Mary Murray: DipSecServ. Gaye Trainer: CertIVFinServ. Jeanette Wight: CertISec. Margaret McKenzie: CertIIIBus. Julie Meredith Brindyl Madhusudan: BA, CertIIIBus. Lisa Lanphier: BA. Tracy Zhou: MAcc, BBA, CPA. 31

34 Community Involvement Meetings Hume Moreland PCP Partnership Management Group Hume Health & Community Service Alliance Hume Health Services Network VAADA Board UCV&T CEO Network Oxford Houses Board of Management Headspace Consortium North Western Mental Health Dual Diagnosis Implementation Committee Multiple & Complex Needs Initiative Regional Panel Comorbidity Project Meeting Orygen AOD Withdrawal Clinical Guidelines Expert Advisory Group DHS Youth Service Providers Network DHS Leaving Care Alliance North Western Mental Health Youth Early Psychosis Reference Group Northern & North Western Mental Health Services and Moreland Hall Dual Diagnosis Partnership group Injecting Drug Harm Reduction Network Occupational Health & Safety Care Network Hume Youth Assistance Referral Team Youth Network Family Alcohol and Drug Network (FADNET) Hume Moreland Youth Cultural Network Craigieburn & Roxburgh Park youth and family network meetings Bargoongagat Panel Moreland Interfaith Gathering (Moreland City Council) Moreland Multicultural Committee (Moreland City Council) UCV&T Strategic Planning (synod agencies meeting) Conferences Attended Australian Professional Society on Alcohol and Other Drugs National UnitingCare and Uniting Missions Network Winter School in the Sun (Presented) International Harm Reduction DHS Service Providers (Presented) National Drug and Alcohol Research Centre Symposium Australian Drug Strategy HR Network Continuous Quality Improvement Network meetings Broadmeadows Koori court reference meeting Program Advisory committee RMIT community services School Focused Youth Service Graduate Programs Committee Turning Point Drug & Alcohol Linkage with Mental Health In Patient Units Post Withdrawal Support Workers Youth Dual Diagnosis Meetings DHS Northern Region High Risk Youth Consult Banyule Alcohol & Other Drug forum Darebin Alcohol & Drug Coordination Committee Hume Integrated Family Services Coordination and Referral Meetings Moreland Hall Management Team 32

35 Sustainability Moreland Hall is committed to protecting the environment and ensuring the agency s sustainability. Where possible, consideration is given to conserving energy, reducing greenhouse emissions, conserving water and reducing the impact of our fleet vehicles through improved transport efficiency. The graphs below include all expenditure at all main centres, Jessie St, Gwyneth Williams House (GWH) and Lesley-Anne Curran Place (LACP). Moreland Hall 4 cylinder vehicles help reduce carbon emissions and fleet costs In the last three years we have reduced the number of fleet vehicles from 19 to 11. Whereas in 2005/06, 85% of vehicles were 6 cylinder vehicles, by the end of 2007/08 all were 4 cylinders vehicles which help reduce carbon emissions and the cost of running the fleet. We have looked at various ways of reducing our water usage including reducing water used both internally and externally, conducting a water audit and purchasing appliances for residential units that used less water. Moreland Hall is currently investigating installing water tanks at LACP. After a number of years of electricity costs decreasing, 2007/08 has seen electricity costs increase across the agency. Measures put in place to focus on our energy use have included the creation of an internal Environmental Strategy Working Group, which will assist the Board of Governance develop an overarching environmental strategy to reduce the carbon footprint of Moreland Hall on natural resources. 33

36 Acknowledgements Moreland Hall sincerely thanks all who have contributed to its work through their generous donations of cash, goods, pro-bono work and philanthropic funds. Onsite Visiting Services Dr Dina Kouchaeva Dr John Lynch Dr Ken Bowes Dr Afshan Mian Gary Rothman, Financial Counsellor Dr Steve Carroll, Orygen Research Centre Glen Rutter, Catherine Dwyer, Bill Tune and Josie Penna, Visiting Dual Diagnosis consultants from SUMITT Dr Sam Robson, Dr Annabel Wynburn and Dr Asa Stobie, Psychiatric Registrars SUMITT Alcoholics Anonymous representatives Narcotics Anonymous representatives New Life Inc. representatives Pro Bono Philanthropic Organisations The William Buckland Foundation The Lord Mayor s Charitable Fund AER Foundation Limited UnitingCare Share Appeal and the Uniting Church in Australia Connibere Trust ANSVAR Insurance Foundation TAC The Danks Trust It's hands on, everyone gets involved (some exclusions)... Some people have no idea how to cook & they're served meals I would eat at a restaurant Freehills OneStep Education Network Charrette Pty Ltd BoardWorks International Peter McCormick & Associates Sing and Grow Playgroup 26 Jessie Street site 34

37 Meals - food quality is good etc. I thought it a great service. Can t comment on what to do better, it s very good A group of Jessie Street staff Donations Mr Irwin Iswadi Mr Tim Hughes Mr Ben Weekley Mr Alex Fabiani Ms Christine Trampusic Mr Jack Hoadley and Family Mr Steven Bee Ms Nerrida Wright Ms Marjorie Moore Mr A G Wilson Mr Ali Karabacak Ms Laurie E Bebbington Ms Kirsty Bennett Mr O Hara Mr Glenn Ailken Mr Louis Scott Ms Wendy Lightfoot Mr Jeff Bowen Ms Catherine Crundwell Ms Sigrid Stahlschmidt Ms Emma Ainsworth Ms Gwenyth Williams Keilor East / Airport West Uniting Church Telstra Uniting Church Sunshine Ladies Guild Western Port Uniting Church Parish UnitingCare Sunshine Mission St Thomas Uniting Church Ascot Vale Uniting Church Gladstone Park Uniting Church Werribee Crossroads UCAF Wallan Circle of Friendship St Thomas s Uniting Church - Yuroke Parish Ocean Grove Uniting Church Uniting Church Adult Fellowship Strathmore Uniting Church Mission Pascoe Vale Uniting Church St David s Uniting Church, West Brunswick Coburg Uniting Church Strathmore Uniting Church Maribyrnong Presbytery Medicare Offices Coburg and Airport West Roxburgh College Coburg Leisure Centre Anonymous (2) Donations from participants of the Criminal Justice Diversion Program from the Broadmeadows Magistrates Court (13) Donors of goods for the Christmas Appeal Haddens Garden and Building Supplies Brunswick Uniting Church Romsey, Riddells Creek, Mount Macedon and Lancefield Uniting Church es Glen Iris Road Uniting Church Craigieburn Uniting Church Glenroy Uniting Church Broadmeadows Care Broadmeadows Uniting Church 35

38 Acronyms ABI ADY-C ACSO AOD APSAD APSU CEO C&S CIS COATS CWC DHS EEO E&T FOCiS GSL GWH HBW HR HRIS HYP-d ISS IT KPI LACP MOU NIDS NWMR PCP PPP QICSA RTO SUMITT UCV&T VAADA Acquired Brain Injury Alcohol and Other Drug Youth Consultant Australian Community Support Organisation Alcohol and Other Drug Australian Professional Society on Alcohol and Other Drugs Association of Participating Service Users Chief Executive Officer Counselling & Support Client Information System Community Offenders Advice and Treatment Service Cautious With Cannabis Department of Human Services Equal Employment Opportunity Education & Training First Offender Court Invention Service Global Solutions Limited Gwenyth Williams House Home Based Withdrawal Human Resources Human Resources Information System Hume Youth and Parents Drug Services Intensive Support Service Information Technology Key Performance Indicator Lesley-Anne Curran Place Memorandum of Understanding National Illicit Drug Strategy North West Metropolitan Region Primary Care Partnership Port Phillip Prison Quality Improvement and Community Services Accreditation Registered Training Organisation Substance Use and Mental Illness Treatment Team UnitingCare Victoria and Tasmania Victorian Alcohol and Drug Association Index Acknowledgements 34 Board of Governance 26 Business Services 23 Chairperson s Report 4 Chaplaincy 22 CEO s Report 5 Client Charter Introduction 13 Community Involvement 32 Communications & Fundraising 24 Contents 1 Corporate Governance 27 Counselling & Support Services 16 Donations 35 Education & Training 20 Financial s in Brief 12 Financial Report Separate Report Forensic Services 18 Human Resources 28 Onsite Visiting Services 34 Organisational Chart 25 Performance in Brief 10 Philanthropic Organisations 34 Pro Bono 34 Report Specifications Inside back cover Staff List 30 Strategic Plan Report 6 Sustainability 33 Vision, Mission, Values, Goals Inside front cover Who we are, About this Report 1 Withdrawal Services 14 Year in Brief 2 I got all the help and support I needed Business Services Team 36

39 Thank you as I now have plenty of opportunities to become a better person and drug and alcohol free Report Specifications Printed on Monza Satin Recycled cover 250gsm, Text 130gsm 55% recycled fibre, Elemental Chlorine Free (ECF), ISO 14001, Integrated Pollution Prevention & Control (IPPC) Designed by Moreland Hall Photography by Moreland Hall staff, Photonet, Leader Press and Bright Light Photography Printed by Allanby Press October 2008

40 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. UnitingCare Moreland Hall 26 Jessie Street Moreland 3058 Moreland Hall Ph: (03) Fax: (03) queries@morelandhall.org Web: