Contents€¦ · The last 12 months has been a time with little new funding available, the election of a new Victorian Coalition Government, the return of the Gillard

2010 Gold

Contents Our purpose and values 1

About us 2

Our year at a glance 3

From the Chairperson 4

From the CEO 5

Goals

Deliver high quality services 6

Lead alcohol and other drug agency 8

Stimulating and supportive work environment 10

Effective partnerships 12

Accountable and sustainable 14

Catalyst – a model for success 16

Performance data 18

Our values in action 20

Our organisation 22

Our people 24

Tribute to Gwenyth Williams 26

Financial overview and statements 28

Our service partners and supporters 32

ABN: 96525412680

Published October 2011 by UnitingCare Moreland Hall

© Copyright UnitingCare Moreland Hall

Printed by Moule Print using vegetable based inks on Mega Recycled Silk – 50% post consumer recycled waste and 50% FSC certified fibre.

Photographs in this Annual Report are of people who use alcohol and other drugs, staff, and their families and friends. Photography Venetia Brissenden. Quotes and case studies have been sourced from Moreland Hall clients who have alcohol and other drug issues, their families and friends, and have been de-identified for privacy purposes.

Every effort has been made to ensure that this publication is free from error and/or omission at the date of printing. The authors, publisher, and any person involved in the preparation of the Moreland Hall Annual Report 2010-11 take no responsibility for loss occasioned to any person or organisation acting or refraining from action as a result of information contained in this publication.

Our purpose

Our purpose is to promote health and reduce alcohol and other drug related harm

Our values

Hope Affirming the possibility of change for all

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

Respect Accepting all people as they are and acting with compassion, empathy and fairness

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

Integrity Upholding honesty, openness and responsibility in all our actions

Catalysts for change

Annual Report 2010-11 1

Our approach We believe in using and building on evidence based practice that has positive practical outcomes for people with alcohol and other drug issues, their families and the broader community.

We work within a harm minimisation framework. This is the same framework that underpins all Australian Government AOD policy. Harm minimisation provides a multi-layered approach to reducing the supply of and demand for alcohol and other drugs in Australia, while also addressing the needs of people who currently use these substances. It also focuses on prevention and targeting at-risk groups.

Harm minimisation is not about moral judgements. It is about working with people in a respectful way, whether their goal is ceasing or reducing their use, or minimising the harms associated with substance use.

Our aim is to focus on recognising, affirming and building the individual’s strengths, and creating a sense of hope. Evidence demonstrates that this provides the best opportunity for promoting health, and reducing alcohol and other drug related harm. Sustainable changes occur when people recognise the benefits for themselves, have the appropriate supports in place and believe that it is possible.

We recognise that changing behaviour can be difficult and can take time. Recovery is often an ongoing journey of growth, where setbacks can become learning opportunities.

We advocate that change is possible at the individual, family and broader community level, and that we all benefit when it occurs. People can and do recover.

Who we work withThe needs of people who are affected by alcohol and other drug use are complex and interrelated. In our work we recognise that people with alcohol and other drug issues are members of families and communities. They vary widely in their life experiences and come from a diverse range of cultural, social and linguistic backgrounds. Each person we work with has a different set of challenges and a unique capacity to overcome them.

We work with people holistically and encourage collaborative approaches to service planning and delivery through partnerships with a range of complementary services including employment, education, health specialists, legal, justice, welfare and housing. We also aim to strengthen each person’s individual resources through life skills development while encouraging stronger interpersonal ties with family members and others.

Relationship to the Uniting ChurchWe are an agency of the Uniting Church in Australia and are part of the UnitingCare network. We are guided by the strategies and priorities developed by UnitingCare Victoria and Tasmania, and the synod of Victoria and Tasmania. The UnitingCare network is the largest non-government provider of community services in Australia.

Moreland Hall’s values are based on social justice and social inclusion, recognising and respecting the inherent value and dignity of all people.

Our strategic directionOur 2008-2011 Strategic Plan has guided our work. In June 2011, our 2011-2014 Strategic Plan was released and this will direct our energies for the next three years.

Our stakeholdersOur stakeholders are people with alcohol and other drug issues, their families and the wider community; our staff and Board of Governance; our funders including state and federal government and corporate partners; our partners and allies, including the UnitingCare network; our donors; non-government organisations and researchers working in the alcohol and other drugs sector, mental health and allied fields; and the media.

Learning from our work We monitor and evaluate our work to assess the progress we are making in supporting changes in people’s lives. Monitoring and evaluation occurs in several ways; from data collection and analysis to in-depth internal and external reviews and evaluations. We undertake peer reviews, audits and regular reflections with people who have alcohol and other drug issues, their families and friends, staff, partners, allies and community members.

We do this as we strive to do things better.

UnitingCare Moreland Hall (Moreland Hall) is the leading alcohol and other drugs (AOD) treatment and education agency of UnitingCare Victoria and Tasmania. Moreland Hall is a not-for-profit agency, which has been operating since May 1970, providing a range of AOD services to the community.

2 www.morelandhall.org

About us

Achievements1) Service development

91% of clinical staff who had worked for Moreland Hall for two or more years • completed or commenced dual diagnosis training Establishment of Hepatitis C Clinic • Commencement of Family Inclusive Practice Leadership Group•

2) Leading agencyCatalyst program wins ‘Excellence in Treatment and Support’ Category at • 2011 National AOD awardsSignificant engagement through social media and mainstream media •

3) Human resources & professional developmentUnanimous adoption of a new Collective Agreement for staff • 31 staff participated in leadership training •

4) PartnershipsDeveloped new Memorandums of Understanding with a range of health • and community servicesIntroduced rotations of senior psychiatric registrars at our youth withdrawal service•

5) Organisational developmentIntroduced new agency-wide Clinical Governance framework• Introduced new Legal Compliance Policy and procedures• Developed succession planning framework for key positions•

Disappointments1. Unsuccessful in tender for new funding of counselling services in the north west Melbourne growth corridors 2. Lower retention of staff for 2010/11, 73% against a five year average of 82%3. Delays in developing organisational records management system (excluding Registered Training Organisation (RTO) records)

Our history > 1970 ‘Moreland Hall Alcoholism Treatment Centre’ established > 1971 Moreland Hall Charter revised to incorporate other drug dependencies > 1987 Commencement of Family Therapy and Drink Drive Programs > 1996 Secure funding for range of services following the Kennett Victorian Government reforms of AOD > 2001 First Victorian AOD service to achieve quality accreditation (QICSA). Achieved RTO status > 2008 Launch of Client Charter > 2010 Gold Australasian Reporting Award > 2011 Winner of Excellence in Treatment and Support, National Drug and Alcohol Awards


Our year at a glance

2010-2011 has been filled with both achievements and challenges.

We have continued to work within a very tight fiscal climate which presents difficulties but also extends our resourcefulness to strive to find new ways of working.

Strategic planningThis year saw the completion of our 2008-2011 Strategic Plan; 35 of the 46 objectives were successfully completed, three were partially completed and eight were abandoned due to changed priorities.

Major achievements against the plan included:

96% performance against overall • funding targets

95% of clients being screened for • Mental Health issues, against a target of 90%

partnerships with various mental • health agencies, which has resulted in co-location of staff.

The Board, in conjunction with staff, also undertook the development of our new 2011-2014 Strategic Plan. Prior to this development, we sought feedback from our clients, staff and other stakeholders. The overwhelming responses were that the strategic plan meant little to those delivering or receiving our services - humbling comments!

We were therefore determined that it not only provides the strategic compass for the organisation for the next three years but will be ‘owned’ by all associated with Moreland Hall. Part of this process has been the development by our staff and other stakeholders of our purpose

statement, namely ‘To promote health and reduce alcohol and other drug related harm’. A concise assertion of our reason for being.

The 2011-2014 Strategic Plan is a critical tool in reviewing our role, particularly in response to the proposed reforms of the Victorian alcohol and other drug sector.

GovernanceOur governance processes were once again reviewed and changes implemented to address recommendations.

We welcomed Mr Warren Smith to the Board. Warren has an extensive background in corporate finance and business, and provides additional expertise to our current skill set.

Recognition and awardsFor the fifth time in six years, Moreland Hall was successful in being shortlisted for Australia’s most prestigious AOD awards.

We were delighted that Catalyst won the award for Excellence in Treatment and Support at the 2011 National Drug & Alcohol Awards.

This program continues to gain recognition as an effective model for people wanting to maintain their family and community connections while undertaking a rehabilitation program.

Another major achievement was the release of the feature film, ‘Infinite Shades of Grey’. The movie takes an innovative approach to drug education, delivering a range of poignant harm reduction information messages as part of a quality story.

Staff at Moreland Hall can feel immensely proud of these and other accomplishments which are testament to the commitment and dedication of all.

With thanksSadly, this year saw the death of two great friends and valued contributors to Moreland Hall. Wendy Moncur-Bentley, Manager of Counselling and Support, died suddenly in August 2010. Wendy was a highly respected staff member of Moreland Hall; a memorial garden commemorating Wendy has been established at Moreland Hall.

Gwenyth Williams died in January 2011. With staunch commitment to social justice, Gwen was a valued member of the Board from 1969 to 2000, which included ten years as chair. Gwen’s legacy lives on.

My thanks to all members of the Board for their ongoing support and contributions, to Laurence Alvis, CEO, and the management team, and to all Moreland Hall staff, supporters and advocates for their excellent work and achievements throughout 2010/11.

Lyndie SpurrChairperson


From the Chairperson

The last 12 months has been a time with little new funding available, the election of a new Victorian Coalition Government, the return of the Gillard Government Federally and significant changes of staff at Moreland Hall.

This annual report features much of the ongoing work that has occurred at Moreland Hall in the last 12 months and which continues to focus our direction for the future.

Operating outcomes Moreland Hall ended the year with a loss for the first time in a number of years. This was a deficit of $150,864. The equity of Moreland Hall decreased by this amount to $2,873,076. This was mainly due to utilising funding that had been provided in previous years that was expended in 2010/11. We have cash and cash equivalent of $849,328.

There is an undertaking by the new state government to review current unit prices in the future following a review and reform of all alcohol and other drugs (AOD) services that currently receive State funding.

Although the reforms will be a challenge for many in the AOD sector – the Government’s intention is that they will lead to better access and services for people with alcohol and other drug issues, their families and the wider community.

Moreland Hall is a major contributor to these reviews through both submissions and focus groups.

Growth and funding This year there has been an absence of opportunities to provide new services within the alcohol and drug field. It is pleasing to advise that our three programs funded via the National Illicit Drug Strategy have been supported for a further 12 months, and that we were successful in obtaining funding to provide AOD and mental health competency training in the Australian Capital Territory.

In 2010-11, Moreland Hall’s episodes of care decreased slightly by 1.5% compared to the previous year. The number of Moreland Hall’s clients also reduced by 6% compared to the previous year. These reductions highlight the levels of complexity experienced by our clients which require more attention from our clinical staff. Moreland Hall has provided triage services for the last two years, through which clients are able to phone in, enabling a response to the client’s immediate needs and commencement of the service entry process. This service has seen a 21% increase in contacts over the previous year and the service had 5,755 contacts for 2010/11.

Overall funded services at Moreland Hall performed at 96% against funding performance targets.

Challenges aheadIn 2011/12, the challenge continues to be to provide services for a growing number of people with alcohol and other drug issues and increasingly complex needs, with no increase in current resources. There are a number of our services, including Catalyst, for which funding is not guaranteed beyond June 2012.

We plan to partner with a number of other agencies in looking for opportunities to provide services into other areas of Melbourne and beyond. We are also looking for opportunities to finance the redevelopment plans for Jessie Street.

ConclusionThis has been a challenging year for Moreland Hall. 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 talent 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.

During 2011, Julie Bowen who led the education, communications and workforce development directorate, left Moreland Hall after five years to take up a role with AusAID, working with the Government of Palau. In thanking Julie for her significant contribution to Moreland Hall, we are also pleased to welcome James Beckford Saunders who took up the role as Director.

Finally, I would like to thank all our partners, funders and supporters who have made all of the above achievements possible. We look forward to your continued involvement with Moreland Hall “to promote health and reduce alcohol related harm.”

Laurence Alvis Chief Executive Officer


From the CEO

Working with people with Dual Diagnosis

Challenge:A person has a dual diagnosis when they experience both problematic alcohol and other drug (AOD) use and poor mental health. People with a dual diagnosis are more likely to experience increased risks and reduced health in a range of areas. The challenge for both AOD and mental health services is to provide co-ordinated, holistic treatment options that respond effectively to both conditions.

Response:Our third annual audit of dual • diagnosis practice confirmed that Moreland Hall has achieved dual diagnosis capability and we are fast moving towards being dual diagnosis enhanced.

Partnership with North West Area • Mental Health Services increased our access to specialist mental health services and improved the quality and integration of our treatment planning.

Partnership established between • Moreland Hall, North and North Western Mental Health, and SUMITT facilitating an exchange of staff between services and the sharing of knowledge in clinical review meetings.

Learning:As well as dual diagnosis, some of our clients present with particularly complex and interrelated needs including cognitive impairment, homelessness and history of trauma.

We must continue to improve our services and our connectivity to other agencies to support people with complex needs. A good example of this is our recently developed AOD Intensive Program for people with intellectual disabilities at Port Phillip Prison.

‘Mixed delivery with the sectors (mental health and AOD workers) was fantastic and one of the greatest things about the training. So many opportunities to learn from each other, build relationships and generally, participants felt they came away with a greater understanding of how the sectors intersect and the common skill base across workers.’Participant from Moreland Hall competency training in Canberra

Impact of alcohol and other drug use on families and friends

Challenge: Substance use does not just affect the individual user. Parents, children, partners and other loved ones experience a range of negative impacts and frequently need targeted support. Strong relationships with family and friends can play a crucial role in supporting treatment. The challenge is to build our capacity to include the needs of family members in all our services.

Response:Funding secured to run and • evaluate the Action Recovery Course (for loved ones affected by an individual’s substance use), delivered in partnership with SHARC Family Drug Help.

Intensive Playgroup model • expanded to include delivery at Broadmeadows Maternal and Child Health Service in partnership with Anglicare.

Extension of Family Counsellor • role to include regular group sessions at our adult and youth residential withdrawal units.

Learning:Our Intensive Playgroup programs reinforce the value of early-intervention approaches with families. They confirm the need to expand the reach of AOD treatment beyond individuals experiencing the acute harms of problematic substance use to those at risk of developing problems in the future.

At a glance:Introduced a fifth bed at our • youth residential withdrawal service to increase capacity and flexibility in managing client admissions and discharges.

543 people participated in • education and brief intervention programs in 2010/11.

Redeveloped the ‘Cautious with • Cannabis’ program – enhancing the visual, interactive and participatory elements of this state-wide brief intervention.

Recovery Workbook developed • to support clients after they leave our adult residential withdrawal service.

Goal 1

Deliver high quality services for our clients and stakeholders


When Child Protection first got involved my eldest was six, the twins four and my girl was just born. They used to stay with me and my wife but it was no place for them. We all lived in a boarding house up in Preston. I was using (heroin) daily and taking almost anything. I smoked weed and cigs and had some pills the doc gave me for anxiety.

They made us move the kids to their gran’s and go to school out there in Eltham. One of the boys was okay but the other two had to repeat. With school it’s good they are getting that because I didn’t have that, and I reckon it teaches them some good stuff for life. But I couldn’t live without them so Moreland Hall helped me.

I went for a test (referred to ARBIAS for assessment) and they figured out why I struggle with my memory and reading and stuff. And now I don’t use heroin anymore - I’m on methadone. Me and my wife bring the youngest to a playgroup at Moreland Hall because I’m allowed to see them now on certain days. It’s good to have a place to bring them. We are getting to the top of the list for a four bedroom house. It’s taken a while but the staff here have stood by me and helped me so much. Next week my baby girl turns three and I feel so proud.

Geoff, aged 42


Supporting transformation

Challenge: We aim to provide the greatest possible assistance to people who are thinking about or actively making changes to their problematic substance use, their families and the broader community. Our challenge is to provide treatment, education and advocacy that most effectively supports behaviour change.

Response:Ongoing improvements to • treatment accessibility, planning and delivery are now integrated across the agency, including:

Extended after-hours »availability for counselling and community programs.

Improved tracking of all triage »contacts and embedded clinical review of all clients entering our treatment services.

Improved accessibility to »appropriate prescribing of medication for withdrawal and ongoing treatment.

Introduced a Needle and • Syringe Program.

Learning:We need to ensure that all our services have a documented evidence base that builds our capability to contribute to innovative AOD treatment and sectoral reform. In the coming year, we will develop a range of advocacy resources, including a series of positioning papers on key issues for our clients and the AOD sector.

Technology & change

Challenge: The harms associated with substance use change over time, along with changes in drug markets and broader societal factors. Web and mobile technologies affect the way information is sought and provided. Our challenge is to use these technologies effectively to support our clients and increase public understanding of the issues.

Response:Engaged with traditional and • social media to stimulate public discussion of AOD issues on a diverse range of topics, from Medically Supervised Injection Centres to alcohol retailing and public housing rights.

Redesigned our website leading • to over 22,000 visits (a 28% increase in traffic). Introduced ‘Q&A’ section where questions from the community are answered by an expert panel.

Our ‘Heads Together’ online • social network for AOD workers continued to facilitate the sharing of practical resources and clinical experience from across Australia.

Secured funding for the pilot • of remote video conferencing assessments for clients in regional areas to demonstrate possible applications for the National Broadband Network.

‘Listening to Moreland Hall talking about Web 2.0 in the AOD sector. Loving their tweets!’ MischaBee via Twitter @ Australian Drug Foundation forum on web-based interventions

Learning:Emerging communication technologies do not provide a ‘silver bullet’ for the challenges we face. For many of our clients, there is no substitute for the direct connection provided by our established face-to-face services. However, online approaches will play an increasingly important role in ensuring the accessibility and transparency of our services and building our ability to engage with a wider audience.

At a glance:Our adult residential • withdrawal service continued to be in demand. 32% of our adult clients travelled from areas covered by other services to complete their withdrawal with us.

Following successful • implementation in our Catalyst program, financial management, yoga and nutrition sessions were added to the mix of programs offered at our youth residential withdrawal service.

A review and redevelopment • of our 40-hour Intensive Program at Port Phillip Prison was undertaken to ensure it is consistent with current evidence.

Key staff operated in outreach • roles with mental health and primary health services to increase the integration of AOD treatment within the delivery of primary health and community services.

Goal 2

Continue to strengthen Moreland Hall as a leading alcohol and other drugs agency


Infinite Shades of Grey tells the interconnecting stories of a group of recreational drug users in Melbourne. A number of harm reduction messages are woven into the film with the aim of reaching a diverse audience, especially recreational drug users not seeking support. Moreland Hall produced the film with the generous support of professional film makers, staff and people who are users of drugs. The film launched the 2011 Drug Action Week.

I had a great time working with Moreland Hall on Infinite Shades of Grey. First day on the shoot I soon realised this was not just another standard gig. A few days prior I had just finished acting in an advert for soup and you could not have gotten two more different sets. Here the cast and crew cared about the subject matter, and the importance of what we were working on started to sink in. We had an opportunity to make a difference to more than just soup sales but, potentially, someone’s life.

I don’t mean to sound dramatic (it sometimes comes with the territory of being a actor) but this difference in motive really lifted the whole team and we all put in 110%. In my opinion, the end result shows that effort. The crowd at the screening seemed to like it a lot and I am very proud of my involvement. Not to mention I got some great scenes for my show reel.

Jay, aged 29


Developing leadership across our services

Challenge: Moreland Hall employs new community and health graduates for entry-level clinical positions. This requires a strong emphasis on ongoing clinical training for new staff, and the professional development of senior staff in areas such as mentoring, supervision and service management. Our challenge is to ensure the continued quality of our services, whilst fostering leadership for future innovation.

Response:Provided 13 supervised student • placements for nursing and social work students, which both develops future AOD workers and promotes awareness of AOD issues across other community services. Two students went on to take up paid positions within our Clinical Services teams.

31 staff from across the agency • participated in a leadership training program. Succession planning has been integrated into management structures and individual performance appraisal processes.

In addition to funding our staff to • present at relevant conferences, we provided four annual scholarships for non-presenting staff to attend conferences in Australia and overseas.

Learning: Encouraging our staff to take leadership of a wide range of initiatives is contributing to creative approaches to problems and the continued development of innovative services.

Keeping quality staff

Challenge: Moreland Hall aims to recruit, develop and retain a professional, committed and diverse workforce that provides high quality services. We are recognised as having a positive and supportive organisational culture; however, services in the AOD sector generally experience an annual staff turnover of over 25%. Our challenge is to provide, within the limitations imposed by our service funding, an employment experience that enables us to recruit and retain high quality, experienced staff.

Response:17 of our clinical staff completed • AOD competency training and 21 completed mental health training.

New Employee Collective • Agreement supported unanimously in 2011.

Promotion of health and well • being for all staff, including:

Free annual health checks »and flu vaccinations

Provision of Equal »Opportunity training

Employee Assistance Program »for staff and their families to access external confidential counselling and support

Ride to Work, Movember »and a fundraising trivia night for the Queensland flood appeal (over $1,250 raised).

Learning: While we provide our staff with a welcoming and collaborative environment in which to undertake meaningful work and develop skills, when it comes to staff pay we are often unable to compete with better funded service sectors. We need more effective career pathways and opportunities for experienced staff, which will require new projects and collaborations.

‘89% of staff reported that they would recommend Moreland Hall as a good place to work.’ 2010 Staff Survey

At a glance:Provided competency based • AOD and mental health training for workers across Victoria and interstate, including for Anglicare, Jesuit Social Services and Bass Coast AOD Services.

Continued to participate in a • Reciprocal Rotation program with mental health services, to further enhance individual workers’ capacity to provide effective dual diagnosis practice and to strengthen service partnerships.

Commissioned an external • Occupational Health & Safety (OH&S) audit and integrated its recommendations into agency planning processes.

Goal 3

Foster a stimulating and supportive work environment


I’ve been a registered nurse for 18 years and moved into the drug and alcohol field in 1995.

I joined Moreland Hall in 2008 to work on the development of an online stimulant service project (www.bluebelly.org.au). It aimed to use Web 2.0 approaches to provide information in a way that targeted what the users of stimulants really wanted to know. Moreland Hall has continued to be very supportive of innovation. In June 2011 I was given the opportunity to become a manager.

Moreland Hall has a terrific scholarship program that supports staff to attend conferences. In April I went to the International Harm Reduction Association Conference in Beirut. It was a great opportunity to cement some of the international relationships and connections I’d made online. I learnt a lot - particularly in the areas of peer administered naloxone, supervised injecting centres, stimulant harm reduction, tobacco harm reduction and decriminalisation.

I brought back a lot of resources and connections for both staff and clients at Moreland Hall, which we are now utilising in our services and advocacy campaigns. Presenting to an international audience also gave me an opportunity to visit Lebanon which is in a region that is just beginning to incorporate harm reduction approaches.

Ray Stephens, Manager – Web and Publications


Developing recovery pathways

Challenge: While some of our clients are still actively engaged in the workforce, for others seeking employment, sometimes for the first time, it can be a daunting experience. Gaining paid employment can be a significant milestone in people’s recovery and a proven indicator that their progress is sustainable. Our challenge is to develop partnerships that help provide our clients with supported pathways into education, employment or other networks.

Response:Partnered with JobCo Employment • Services on a 26-week program offering young people work experience, skill development and training, including a Certificate IV in Horticulture.

Expanded paid opportunities • for AOD service users to be involved in the planning, development and review of Moreland Hall programs, as well as in the delivery of services.

Employment information sessions • provided for Catalyst program participants by JobCo and CVGT Employment Services with follow up appointments available for those who needed individual assistance.

Our rehabilitation and residential • withdrawal programs established partnerships with a variety of services promoting health and wellbeing activities, such as yoga, nutrition classes and exercise.

Learning: Review of our consumer participation processes has confirmed the value of extending our holistic approach. We are now committed to exploring further partnerships that will support our clients, beyond their engagement with AOD treatment.

Improving access to healthcare services

Challenge: For many people, dependence on alcohol and/or other drugs can mean that physical health is not prioritised. In addition, there are the particular health risks associated with the use of different substances, such as blood-borne viruses for injecting drug users, and the liver and brain damage caused by alcohol. Our challenge is to develop holistic services that respond to our clients’ total health needs.

Response:Hepatitis C Clinic established • at Moreland Hall to increase access to Hepatitis C treatment for people with special needs, including people actively injecting drugs. This innovative shared care model is delivered through a partnership with the Melbourne Health Integrated Hepatitis C Service and Addiction Medicine Specialist Dr Benny Monheit.

Clients’ access to residential • withdrawal treatment improved through our AOD Nurse Practitioner playing a vital role in facilitating access to timely and appropriate medication.

Our partnership with Dr Monheit • also contributed to a further increase in the integration of counselling, withdrawal and pharmacotherapy services.

Training provided by Moreland Hall • staff in a variety of generalist and specialist health care settings.

Learning: Client feedback on the importance of holistic healthcare and improvements in treatment planning and delivery has reinforced the value of this approach. However, our clients continue to face obstacles imposed by some health services when seeking treatment, making it clear that further work is needed on reducing stigma.

At a glance:Information, training and • clinical placements provided for participants in a variety of AusAID sponsored projects for AOD workers in developing countries.

Our RTO supported SUMITT • to provide AOD training to Mental Health workers and developed a competency unit in Family Inclusive Practice with Odyssey and YSAS.

Partnership established with • North Western Mental Health to enable senior psychiatric registrars to undertake a 6 month clinical rotation at the youth residential withdrawal service. This has proven to reduce the stigma felt by some young people in accessing mental health treatment.

Goal 4

Promote and develop effective partnerships to enhance the capacity of Moreland Hall


I’m from the Dharawhal People in New South Wales. My mother died when I was 12 and I moved down here. Me and my father, were always clashing and fighting so I came to live in Melbourne with my aunt. She’s a good sort but had her own kids so I kinda looked after my self. I now live in Brunswick, small place with three other boys, but I don’t like it. It’s a dump and stinks of choof. We are always choofing and that, all the time.

I came here (Moreland Hall) ‘cause it was… like my mind got messed up. I saw a shrink (psychiatrist) and he referred me on. I started to get angry all the time and my girlfriend left me and I sometimes heard voices. Ages back I hit a guy and got charged with assault and that was part of it. So I was keen to stop the smoke. I moved in for withdrawal. I was only in there for the smoke but couldn’t drink either. It was deadly in there, as my house is full of smoke and drink. The staff were good and really supported me. They even have this psychiatrist there and she showed me how the choof was making my head worse. I thought psychs were all straight but she was cool and really helped me understand what was going on.

They reckon I’ve got early psychosis so we’re keeping an eye on that but I’m much better and I don’t smoke no more. My girl didn’t take me back but we caught up and she said I looked healthier. So things are good. I’m trying to move out but it’s difficult ‘cause it’s cheap and I’m only on Centrelink.

Jason, aged 20


Clinical governance

Challenge: Clinical governance provides systems for effective clinical oversight and clear accountability, from individual clinicians up to Board members, for the quality of care we provide our clients. Our challenge is to improve our clinical governance structures so that they are systematic, standardised and consistent across the agency.

Response:Developed new Clinical • Governance Framework and established a Clinical Governance Committee (CGC) which includes senior clinical, management and evaluation roles from across the agency.

Introduced new Legal Compliance • Policy to ensure all aspects of our work comply with relevant State and Federal legislation.

Introduced new Knowledge • Management Policy to improve the documentation of our work and the appropriate storage of all electronic and physical documents.

Learning:In the process of developing our CGC, it became clear that a forum for identifying potential inconsistencies in service delivery and for commissioning service reviews was needed. The seniority of the Committee’s membership makes it a driving force for quality improvement initiatives across the agency into the future.

Supporting sustainable treatment outcomes

Challenge: Sustaining behavioural changes after treatment is the constant challenge for our clients. Moreland Hall seeks to provide people with a variety of practical supports to help manage lapses and avoid relapse, and build upon past successes. A challenge for Moreland Hall is to continue to find ways to further integrate ‘whole of life change’ into our treatment services.

Response:Secured our own dedicated • financial counsellor for Moreland Hall clients.

Provided clients with therapeutic • opportunities emphasising the importance of personal wellbeing, social interaction and connection with the physical environment

Vegetable and herb gardens »established at our residential withdrawal services and at Catalyst, that is nurtured by program participants and provides produce for meals prepared during nutrition sessions.

‘Pet therapy’ embraced at both »residential withdrawal units with the establishment of a menagerie, including a one legged canary named Pew.

Evaluation in many services »to ensure follow-up contact with our clients to document their successes and, where appropriate, provide opportunities for them to re-engage with treatment services.

Learning:Reframing AOD treatment in terms of general wellbeing enables our services to promote mutually reinforcing changes in people’s health, personal relationships and community integration. It also provides a potentially powerful strategy for helping to destigmatise people who are seeking to make positive changes to their substance use.

‘The nutrition course really makes sense and helps you see that your recovery isn’t just about controlling your thoughts and cravings. It’s about being healthy.’May, aged 52

At a glancePost-withdrawal Support • Worker role expanded to better support clients waiting to access Catalyst or other services after completing withdrawal.

Plan for the redevelopment of • our Jessie St site undertaken, with a view to provide a service hub, including co-located GPs, mental health and family services, private psychologists and other health practitioners.

New business plan developed • to address our financial challenges and guide the future growth of the agency.

Goal 5

Ensure our services are accountable and sustainable


It was not my first time there (at LACP).

Last time I got in to heaps of fights, over stupid stuff like the pool table, and I got discharged. The first time my parents made me sign in.

I was born here but my parents are Vietnamese and they hate me doing drugs, they don’t even like me drinking. They used to try to throw out my weed and my Xanax so I had to hide it in a DVD cover. I don’t know if it was coming in here that started me thinking about quitting but the next year I came to Moreland Hall on my own accord. I took part in some pre-admission counselling and got to a stage I was allowed to retry withdrawal. This time I had a behaviour contract and was pretty focused not to stuff it up. It was good – I really liked collecting the eggs from the chooks and then cookin’ them up. I’ve now pretty much stopped smoking, I’ve had a few little lapses, and I transferred to Diazepam from Xanax and I’m cutting that down.

I think it’s pretty cool that they (Moreland Hall) didn’t just write me off when I acted up the first time. I wasn’t judged and felt like I was treated as a human being for a change. I love my parents but they still don’t get it at all. I have organised for them to come in and have a chat with my counsellor so they can understand it doesn’t happen overnight. You gotta keep working at it.

Tony, aged 29


In July 2009, Moreland Hall was funded to pilot a state-wide non-residential rehabilitation program for people who have completed an alcohol withdrawal. We were given three years to develop and fine-tune the program. Two years in, Catalyst won the 2011 National Drug and Alcohol Award for Excellence in Treatment and Support.

A new kind of treatmentFrom the beginning of the Catalyst project, we were committed to developing a service model that was evidence-based, as well as meet a current gap in the mix of alcohol and other drug treatment services available in Victoria. We reviewed models of this kind of treatment from around the world, paying attention to literature on clinical trials which demonstrated successful outcomes.

The strength of the resulting program is that not only is it built on a solid foundation of research and evidence, but through a thorough external evaluation process it contributes to the available literature on effective alcohol rehabilitation.

Catalyst represents a new kind of rehabilitation treatment in Victoria for people with alcohol problems.

Previously, those looking for intensive post withdrawal treatment have had to commit to a residential program for a minimum of three months and usually up to twelve months or more.

While residential treatment remains an important option, a shorter, non-residential, intensive rehabilitation program, which allows participants to maintain their family, community and sometimes employment commitments, is a valuable contribution to the range of treatments available.

‘I realise now that this is the missing link in what I have tried to do in the past. This is bringing everything together in a way I haven’t been able to manage before.’Jack, age 43 Catalyst participant

Delivering a non-residential program for people with alcohol problems – problems which are often entrenched and of many years standing – is challenging. Outside the Catalyst program, participants are surrounded by the usual stresses, frustrations and temptations of everyday life. This is also one of the program’s strengths, however, as participants have the opportunity to apply their new skills in real life situations. While lapses in drinking do happen, the program staff support participants to get back on track and reframe the lapse as a learning experience.

‘ Because clients continue to live in their own homes and generally maintain their typical routine and responsibilities, they are able to test new skills and knowledge every day, and bring their experiences back to the treatment setting, which in turn enhances the therapeutic efficacy of the program.’

External Evaluation Report, 2011

How it worksCatalyst is delivered over six weeks and consists of a facilitated group program as well as four sessions of individual Motivational Enhancement Therapy. The core components of the program utilise Cognitive Behaviour Therapy and relapse prevention theories and techniques to help participants identify and change unhelpful thinking, deal with high risk situations, and manage unhelpful or negative mood states, such as frustration, depression and anxiety.

This core content is supported and enhanced by a suite of elective sessions, which address other needs and also help participants rediscover life affirming and pleasurable activities. These sessions include family relationships, nutrition, art therapy, financial counselling, exercise, relaxation and employment support. Catalyst also offers a weekly aftercare program called Momentum, which provides an opportunity for participants to seek ongoing support from peers who have also been through the program.

‘The fact that the Catalyst program is capable of producing change in clients’ behaviour, attitudes and wellbeing in a relatively short period of time may be attributed to a range of factors including the intensive nature of the program, the holistic approach, the mix of theoretical and experiential learning, and the opportunity to integrate this learning through immediate in vivo application of newly acquired skills and knowledge.’



Catalyst A model for success

Outcomes for recovery A key indicator of Catalyst’s success is the proportion of participants who complete the six week program and achieve the goals set out in their individual treatment plans. 63% of people who enter Catalyst complete the program, which compares favourably with research on similar programs overseas, which have completion rates of between 23% and 46%.

External evaluation of the program by Caraniche to date shows that upon completion, Catalyst participants report significant reductions in their drinking (and other drug use), and significant improvements in mental health, physical health, emotional wellbeing

and social functioning. Perhaps more importantly, follow up contact is demonstrating that participants continue to experience further improvements in these areas after they complete the program. Six months after the program, 75% had not relapsed into previous patterns of alcohol use and, of those participants who also used other drugs, 100% had reduced their use. The majority of participants also achieved further progress in all other key aspects of their recovery.

These findings provide further evidence of Catalyst’s lasting impact on participants’ recovery.

‘Respondents commonly referred to their continued use of specific skills learned during their participation in the program, demonstrating that program content has become embedded within sustained patterns of changed behaviour.’


Obviously the program has helped me continue and keep on track but it’s also really helped my family. John my husband really benefited from the relationship sessions, we both did. I think we understand the changes we are going through better. We feel like we are starting to get back to being how we were before all this. Mostly I think everyone likes seeing me focused. I have stayed involved by joining the after care group and still see my psychologist. Oh and I am back at work. Not the same place but a similar job at a firm in South Melbourne.

Jan, aged 35


0% 10% 20% 30% 40% 50%

Other drugs

Amphetamine (includes Ice)

Heroin

Cannabis

Alcohol

2010/11

2009/10

2008/09

2007/08

2006/07

0 500 1000 1500 2000 2500

2010/11

2009/10

2008/09

2007/08

2006/07

0 1000 2000 3000 4000

2010/11

2009/10

2008/09

2007/08

2006/07

Alcohol has maintained its dominance as the main substance for which clients seek treatment (45%), with an increase of 5% over the previous 12 months, though it is often used concurrently with cannabis. The incidence of cannabis identified by clients as the primary drug of concern (that is, used most frequently, either on its own or in combination with other drugs) decreased slightly from 2009/10 levels to 30%. There has been a further decrease of 3% in the numbers of clients presenting with heroin as their primary drug of concern (7%), whilst the number of clients seeking treatment for amphetamines and other drugs has remained stable at 18%.

The number of clients at Moreland Hall has decreased by 6%, following an increase of 60% in the previous five years. The major factor here is that treatment is addressing a wider range of issues such as dual diagnosis, and with current resources Moreland Hall is not able to support additional clients and maintain our high quality of services.

An Episode of Care (EOC) is a course of treatment that a client engages in at Moreland Hall and may involve, for example, a residential withdrawal program or a period of individual counselling. In the last 12 months there has been a 1.5% decrease in EOC, following a 51% increase in the previous five years. As with the decrease in client numbers, this can be attributed to treatment addressing a wider range of issues and Moreland Hall being unable to respond to this within our current resources.

Chart 1 - Major presenting drug types

Alcohol Cannabis Heroin Amphetamines (includes Ice)

Other drugs

Chart 2 – Total clients

Chart 3 – Episodes of Care

1557

1723

1864

2027

1901

3035

3104

3481

3785

3727


Performance data

0 100 200 300 400 500 600

2010/11

2009/10

2008/09

2007/08

2006/07

75% 80% 85% 90% 95% 100%

2010/11

2009/10

2008/09

2007/08

2006/07

76% 78% 80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100%

2010/11

2009/10

2008/09

2007/08

2006/07

Education and Brief Interventions increased by 10% in the last year and have more than tripled over the past five years. Education programs include Keeping Going, a relapse prevention group and the Action-based Recovery Group, for loved ones impacted by an individual’s AOD use. Brief Interventions include Cautious with Cannabis, FOCIS, Drink Drive, Drug Drive and Alcohol: Considering Change? Assessment can also be described as a Brief Intervention but is not included in this data.

Moreland Hall has managed to deliver an overall performance against key funding targets of 96% for Prison Contracts, Counselling & Support, and Withdrawal Services in 2010/11. This figure has been increasing and retains the achievement in excess of 90% seen over the last four years.

The last Strategic Plan was completed in June 2011, and the overall success for the three year plan for completed or partially completed objectives was 83%. 35 of the 46 objectives were successfully completed, three were partially completed and eight were abandoned due to changed priorities.

Chart 4 – Education and Brief Intervention Programs

Chart 5 - Overall performance against funding targets

Chart 6 - Performance against strategic plan

171

273

311

493

543

83%

92%

94%

96%

96%

83%

87%

82%

94%

83%


HopeIt’s hard to think it was only this time last year I first walked into Moreland Hall.

Back then I was suffering from some serious depression and I was in trouble with the law. I punched an off duty policeman who was trying to calm me down at my brother’s birthday. ‘Cause I’m not good in social settings I had a couple of joints to calm me down then a belly full of grog on top of that. I ruined my bro’s party and knocked the cop out cold. That wasn’t me, I normally wasn’t aggressive at all. It shook me up and I became distant from my family - I was embarrassed. It got so bad I even contemplated ending it. I was a mess and I tell you that first day was bloody hard, but each day became easier.

I started off with residential withdrawal then continued to see a counsellor. I’m now... I’ll stop short of saying I’m fantastic but most days I feel pretty great. I’ve cut down my drinking and I no longer smoke pot, but more importantly I don’t get so down or anxious anymore. It may have been tough but the best decision I have ever made was coming to Moreland Hall.

Peter, aged 26

EmpowermentSome people just pick things up straight away. They are a natural and only need to be shown things once and ‘boom’ they get it. I am not one of those people. I’ve tried to quit smoking pretty much every New Year since I was 19 and don’t think I’ve ever made it into Feb. I was adamant this time would be different. This time would be the last time… it wasn’t. After making it almost two months with undertaking non-residential withdrawal, I just sparked up and slipped back in to my old routine.

I felt it was time for a change of tack. My worker then helped me get on to a wait list for a rehab program. There I developed healthy eating and exercise habits, lost 6kg and found an approach that worked for me. My worker was far more committed to me than I have ever been to myself. I could not have done this without her help and support.

Sarah, aged 41


Our values in action

Respect & Social justiceI’m 64. I thought my drinking wasn’t an issue. Well at least not for me, but it was an issue for my son. He continually nagged me about it, and only brought his kids over at certain hours and never stayed long. Like he was ashamed of me.

On reflection I must admit I didn’t realise how much my daily intake had increased since my divorce. At the end it was a four litre wine cask a day. I wasn’t comfortable with the idea of a residential stay, so when I was told about the home based withdrawal I felt relieved.

I mainly focused on my alcohol consumption but I was also made aware of the possible issues with my medication. I’d been taking Benzodiazepine for over 10 years. So I swapped that to Valium and am slowly cutting it down. I have started going to the local club with an old friend and am really enjoying my renewed life. I also feel connected to my family again and we are all going on a family holiday to Perth later this year. Thank you for all your help. God bless you.

Nancy, aged 64

IntegrityMy name is Trish. For the last year I was hit by the scary fact that I couldn’t go travelling with my boyfriend to Europe.

Money wasn’t an issue - I am a manager at a shoe shop and have been able to save heaps ‘cause I live in a bungalow out the back of my folks. The issue is that I take a decent amount of Suboxone and Xanax (prescription drugs).

My GP put me on to a counsellor and suggested residential withdrawal. I was a bit sceptical at first replacing Xanax with Valium, as I felt like I was simply swapping drugs for other drugs and not making progress. However it seemed to work well. It’s now just about reducing the amounts slowly over time which I am doing. I have organised with my boyfriend to go travelling next summer so that way I give myself plenty of time and have a good obtainable goal.

Trish, aged 32


Our BoardMoreland Hall is managed by a Board of Governance (Board) that is appointed by, and is accountable to, the Commission for Mission of the Synod of Victoria and Tasmania, on the nomination of UnitingCare Victoria and Tasmania.

Functions of the Board include:

Developing and implementing • Moreland Hall’s strategic plan

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 Moreland Hall meet targets outlined in contracts, and funding and service agreements

Ensuring all legal requirements • of the agency are met.

Board members are required to act with integrity and objectivity at all times. They are required to declare any conflict of interest (when applicable) during Board discussions and, where necessary, to withdraw from relevant proceedings. There were three occasions which required declaration by Board members this year. Board members serve in a voluntary capacity and do not receive payment.

Leadership teamThe Chief Executive Officer (CEO), Director of Clinical Services, Director of Education and Advocacy, and the Business Manager form our Senior Management Team (SMT). Each director heads a specific section of the organisation and is supported by managers and team leaders, and their staff. The Board develops policies that set the organisational results that the CEO must achieve and situations and

actions to be avoided. The Board authorises the CEO to establish all further policies, make all decisions, take all actions, establish all practices and develop all activities, provided that they are made according to the Board’s guidelines.

SMT meets regularly to address organisation-wide operational and strategic issues. The annual business cycle links to the reporting and planning processes, and to the Board planning cycle.The leadership group works together to achieve these organisational goals by providing leadership; creating a supportive and motivating environment for staff; ensuring that we meet our accountabilities to stakeholders; and communicating our purpose and values. A compliance and risk management function ensures that Moreland Hall complies with

legislation and regulations.

The Board is responsible for the governance of the agency, including strategic planning, policy development, compliance and management oversight.

Leadership team as at 30 June 2011

NAME AND QUALIFICATIONS ROLE RESPONSIBILITIES

Laurence Alvis BEc, GradDipArts, MSocSc Chief Executive Officer Operational management

Donna Ribton-Turner RNDiv1, GradCertAODStuds, GradDipWH, CertIVBus

Director, Clinical Services Withdrawal services, therapeutic services, prison contracts and Catalyst (joint management)

James Beckford Saunders BSc(Hons), DipMgt, MBA, Chartered Marketer (UK)

Director, Education & Advocacy Education & training, web & publications, marketing, evaluation, legal, HR & Catalyst (joint management)

Samantha Lehman BBus, CPA Manager, Business Services Finance, risk management and facilities management

Venetia Brissenden BA, BSW, Core AOD, CertIVTAA Manager, Therapeutic Services Assessment and intake, youth and family services, adult and forensic counselling

Brandon Jones BE, DipCommServ, DipAOD, PGDipMH, CertIVTAA

Manager, Education and Training RTO management, training for AOD & allied health workers, education and brief interventions for community members

Rose McCrohan RNDiv1, DipAppSc, BN, DipAcup, AdvCertFacMgt, GradDipBus

Manager, LACP Program Adult community residential drug withdrawal and Registered Nurse Practioner

Ray Stephens RNDiv1, BN, MNurse(Rsrch) Manager, Web and Publications Web and social media, publications and multimedia

Robert Testro DipTeach(Prim), DipAOD, DipCommWelWk, CertIVBus, DipMgt

Manager, Prison Contracts Prison contracts AOD education and brief intervention programs


Our organisation

Attendance at Board Meetings (Total of ten Board meetings for 2010-11)

BOARD MEMBER

BOARD AUDIT & RISK MANAGEMENT COMMITTEE

BOARD DEVELOPMENT COMMITTEE

FACILITIES MANAGEMENT COMMITTEE

HUMAN RESOURCESCOMMITTEE

MARKETING &COMMUNICATIONSCOMMITTEE

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

MEETINGS ATTENDED

ELIGIBLE TO ATTEND

Lyndie Spurr 9 10 1 2 3 3 3 4

Ian Angus 9 10 4 7 3 3 4 4

Kirsty Bennett 7 10 4 7 3 6

Paul Hamilton 7 10 3 3 6 7

Margaret Lester 8 10 6 6

Steve Mullen 5 10 1 5 4 4

Robert Renton 8 10 8 10 3 3 4 6

Sandy Ross 7 10 10 10 3 4

Taryn Rulton* 8 10 9 10

Warren Smith 5 5 4 5

Mark Whitmore 7 10 7 7 5 6

* Taryn Rulton was granted leave of absence during June 2011.

Board members as at 30 June 2011

NAME, QUALIFICATIONS AND EXPERIENCE DATE APPOINTED

SPECIAL BOARD RESPONSIBILITIES

Lyndie Spurr RN(Div1), GradDipInfMgt, CertIVTAA

Formerly 21 years with Royal District Nursing Service. Williamson Community Leadership Fellow - 2004

November 2007 Chairperson BoardMember Audit & Risk Management (ARM) CommitteeMember Board Development Committee Member HR Committee

Ian Angus LLB

Former CEO, College of Law Victoria and Senior Counsel & Company Secretary, Esso Australia Group

November 2008 Deputy Chairperson BoardChairperson Board Development CommitteeMember HR Committee

Kirsty Bennett BArch(Hons), GradDipGeront, BDiv(Hons), Reg Architect (Vic) RAIA

Manager Major Projects & Architecture, Synod of Victoria & Tasmania, Uniting Church in Australia.

November 2009 Member Facilities Management CommitteeMember Marketing & Communications (MC) Committee

Paul Hamilton BSW, BA

Health Services Manager with experience in the primary health, alcohol & other drugs treatment, and forensic health sectors

May 2009 Member Board Development CommitteeMember Facilities Management Committee

Margaret Lester DipBusMktg, Accredited Executive Trainer

Self employed management consultant - specialist in retail & publishing

November 2008 Chairperson MC Committee

Stephen Mullen BA, GradDip(HR&IndRel)

Executive HR experience in mining & manufacturing

May 2009 Chairperson HR Committee

Robert Renton BA, GradDipEd, GradDipEdAdmin

Presbytery Minister Administration, Presbytery of Port Phillip West

November 2009 Member ARM CommitteeMember MC CommitteeMember Board Development Committee

Sandy Ross BA(Hons), MA, PhD

Research Fellow, School of Social & Political Sciences – University of Melbourne. Williamson Community Leadership Fellow – 2000

November 2008 Chairperson ARM CommitteeMember HR Committee

Taryn Rulton BSc(Hons), EMPA (ANZSOG), Chartered Accountant (Australia, UK)

Chief Financial Officer, Ambulance Victoria

July 2009 Member ARM Committee

Warren Smith BCom, Chartered Accountant (New Zealand)

Independent Business Consultant. Former Finance Director (Asia Pacific) EDS Corporation

November 2010 Member ARM Committee

Mark Whitmore BEng(Hons), MEng(ProjMgmt)

Former senior management positions at Telstra and French based Webraska. Williamson Community Leadership Fellow – 2007

November 2008 Chairperson Facilities Management CommitteeMember MC Committee


0% 20% 40% 60% 80% 100%

2010/11

2009/10

2008/09

2007/08

2006/07

Moreland Hall is committed to its staff and we recognise our success is very much attributable to the performance and contributions of all our staff. We value the diversity of skills and professional experience that each member of staff brings to the organisation.

Staff qualifications (highest level)

Gender of staff Staff employment status

Moreland Hall attracts and retains highly qualified staff, with three quarters of the workforce holding a degree minimum qualification. Ongoing support is provided to our staff through education, training, regular appraisals and clinical supervision. Good employment provisions and flexible working options ensure staff are given every opportunity to succeed in their roles.

Moreland Hall’s gender profile is consistent with the social and community services sector with a significant predominance of female employees.

Moreland Hall provides for flexible employment arrangements with approximately half the workforce made up of full time, one quarter part time and one quarter casual.

Moreland Hall’s 2010/11 retention rate (73%) is industry average for the AOD sector. This is a drop from the previous three years, when Moreland Hall’s retention rate had been well above industry average. Moreland Hall is committed to achieving a return to the higher levels of retention through staff engagement, professional development and career development opportunities.

Staff retention

12%

45%

18%

11%

8%6%

Masters or above

Post Graduate

Degree

Diploma

Certificate IV

Other

Men

Women

71%

29%

48%

28%

24%

Full Time

Part Time

Casual

72%

91%

82%

82%

73%


Our people

Representation on external committees/meetings

Conferences

CONFERENCE LOCATION, DATE AND PRESENTER/S OR ATTENDEES

APSAD 2010

Professional development beyond a classroom

Heads in the clouds: lifelong learning in the AOD sector online

A Catalyst for Change

Canberra, November 2010

Presenters: Venetia Brissenden and Matt Gleeson

Presenter: Matt Gleeson

Presenter: Melanie Kiehne (Caraniche) and Joanne Richardson

ConVerge10

Heads Together: lifelong learning for focussed change

I’d rather do it with a person: teaching human services skills online

Melbourne, November 2010



DANA Conference

One foot in front of the other. Enhanced non residential withdrawal and its role in Moreland Hall’s recovery pathway

Melbourne, June 2011

Presenters: Malcolm Doreian, Kerrie Chapman and Lou Biazzo

Hume Indigenous Health and Service Delivery Conference

Yarnin about Yarndi

Hume Region, April 2011

Presenter: Mark Johnston and Ron Appo

International Harm Reduction Association

Break the Ice: tackling amphetamine related harms locally

Beirut, Lebanon, April 2011

Presenter: Ray Stephens

National Homelessness Conference

Many ways home: How do AOD treatments relate to homeless people?

Brisbane, September 2010

Presenter: Malcolm Doreian

National Improved Services Initiative Conference

Dual diagnosis Integration using Workforce Development

Adelaide, October, 2010

Presenter: Brandon Jones

VAADA Conference 2011

Heads Together: lifelong learning for focussed change

Catalyst for change in holistic rehabilitation program

Melbourne, February 2011


Presenter: Donna Ribton-Turner

VDDI Rural Forum

Using Web 2.0 for AOD workers

Bendigo, February 2011


Welcome to the World – The Reality of Dual Diagnosis

Welcome to the web – using social media in healthcare

Melbourne, February 2011


5th International Conference on Communities and Technologies Brisbane, June 2011. Attendees: Matt Gleeson

Anex Conference Melbourne, October 2010. Attendees: Julie Bowen, Lynda Bristow, Mark Johnston, Suzanne Hanrahan and Brindyl Madhusudan

DANA Conference Melbourne, June 2011. Attendee: Lynda Coventry-Poole

First Victoria Addiction Nurses Forum Melbourne, April 2011. Attendees: Lou Biazzo, Malcolm Doreian, Simone Hogan and Rose McCrohan

ISI and VDDI Joint Conference Lorne, Victoria, May, 2011. Attendee: Gabrielle New and Brandon Jones

VAADA Conference 2011 Melbourne, February 2011. Attendees: Jeff Bowen, John Quiroga and Robert Testro

Winter School Conference & associated Dual Diagnosis workshop Melbourne, June 2011. Attendee: Donna Ribton-Turner

Beacon Project Advisory Panel

Broadmeadows Koori Court Reference Group

City of Moreland - Health, Safety and Wellbeing Leadership Group

Continuous Quality Improvement Network

Dept. of Human Services (DHS) AOD CEO/ Senior Managers’ Meeting

DHS Northern Region High Risk Youth Consult Meeting

Family Alcohol & Drug Network (FADNET)

Human Resources Network

Hume Health and Community Service Alliance

Hume Health Services Network

Hume GP Super Clinic - External Stakeholders and Service Providers Group

Injecting Drug Harm Reduction Network

North Western Mental Health, - Youth Early Psychosis Reference Group

North Western Metropolitan Region, DHS - Multiple and Complex Initiative (MACNI) Panel

Northern and North Western Mental Health Services and Moreland Hall - Dual Diagnosis Partnership Coordination group

Northern Headspace Consortium

Odyssey Reference Group - development of amphetamine related competencies

Occupational Health & Safety Care Network

Primary Care Partnerships meetings

Residential Withdrawal Managers Network

UnitingCare Victoria and Tasmania (UCVT) CEO Network and other UCVT Networks

Victorian Alcohol And Drug Association (VAADA) Board and CEOs meeting

VAADA Consumer Participation Reference Group


Gwen Williams, a significant figure in health, education and drug treatment in the postwar years, died at an aged care facility in Kew. She was 93.

In 1969, the Methodist Conference set up an alcohol and other drug treatment and education agency that became Moreland Hall. Williams was asked to join the Committee of Management from the start because of her commitment to social justice and her wide experience in nursing and university administration.

She was for 30 years a member of the Moreland Hall Board of Management, and for several years during the 1970s and 1980s chaired the Board. Throughout the 1990s she convened the Programs Committee, a role in which she worked closely with the executive director and the program managers overseeing the improvement of existing programs and developing ideas for new programs.

Moreland Hall’s youth residential drug withdrawal unit was given the name Gwenyth Williams House in her honour. It was opened on June 13, 2000.

Throughout her life, she showed an enormous capacity for friendship and linking people together.

Edited article from The Age (May 4, 2011) by Charles Sowerwine and Stuart Macintyre


Gwenyth Williams A tribute


67.2%12.9%

12.9%

1.6%2.7%

Program salaries & wages

Non program salaries & wages

Administration & other expensesDepreciation

Fleet & travel expenses

Purchased services & agency staff

Revenue decreased slightly from the previous year. A reduction in the number of government contracts led to no new funded services for 2010/2011. Income received in 2010/2011 to be carried forward to 2011/2012 totalled $346k a reduction of $245k when compared with 2010/2011. Income from Forensic Services decreased in 2010/2011 – this program will be reviewed in early 2011/2012.

Where the money comes from

Expenditure has increased by $268k mainly due to increased salary costs, reflecting increased corporate and program staffing requirements and the allocation of increased leave provisions. Other expenditure decreased by $140k, as some non-recurrent programs move toward the end of their funding period. In 2010/11 depreciation increased by $17k, reflecting the increase in value of our assets.

63.5%21.2%

6.1%

4.1%

3.9%1.3%

Other Grants

Other income incl. donations

Victorian Dept of Education & Early Childhood Development

Victorian Dept of Health

Forensic Services

Commonwealth Dept of Health & Ageing

Where the money goes


Financial overview

Statement of Comprehensive Income for the year ended 30 June 2011

2011 2010

REVENUE

Operating Revenue $7,053,230 $7,103,375

Non Operating Revenue $131,912 $91,119

Total Revenue $7,185,142 $7,194,494

EXPENDITURE

Employees benefits expense $5,874,324 $5,483,507

Depreciation $200,680 $183,578

Other Expenses $1,261,002 $1,401,427

Total Expenditure $7,336,006 $7,068,512

Operating Surplus / (Deficit) for the year ($150,864) $125,982

Statement of Financial Position as at 30th June 2011

2011 2010

ASSETS

CURRENT ASSETS

Cash and Cash Equivalent $849,328 $1,256,150

Receivables $428,243 $364,401

Other Assets $86,550 $69,033

Total Current Assets $1,364,121 $1,689,584

NON-CURRENT ASSETS

Property, Furniture and Equipment $3,352,194 $3,375,105

Total Non-Current Assets $3,352,194 $3,375,105

TOTAL ASSETS $4,716,315 $5,064,689

LIABILITIES

CURRENT LIABILITIES

Payables $847,142 $1,004,178

Beneficial Use Loan $20,000 $20,000

Provision for Employee Benefits $706,230 $715,589

Total Current Liabilities $1,573,372 $1,739,767

NON-CURRENT LIABILITIES

Beneficial Use Loan $140,000 $160,000

Provision for Employee Benefits $129,867 $140,982

Total Non-Current Liabilities $269,867 $300,982

TOTAL LIABILITIES $1,843,239 $2,040,749

NET ASSETS $2,873,076 $3,023,940

EQUITY

Capital Reserve $959,769 $959,769

Asset Revaluation Reserve $800,000 $800,000

Retained Surplus $1,113,307 $1,264,171

TOTAL EQUITY $2,873,076 $3,023,940

Our 2010-11 audited accounts with detailed notes are available at www.morelandhall.org


Financial statements

Statement of Changes in Equity for the year ended 30th June 2011

Retained Surplus

Capital Reserve

Capital Profits Reserve

Asset Revaluation

Reserve

TOTAL

Balance as at 1 July 2010 $1,264,171 $624,286 $335,483 $800,000 $3,023,940

Net Result for the year ($150,864) 0 0 0 ($150,864)

Balance as at 30 June 2011 $1,113,307 $624,286 $335,483 $800,000 $2,873,076

Balance as at 1 July 2009 $1,138,189 $624,286 $335,483 0 $2,097,958

Net Result for the year 125,982 0 0 $800,000 $925,982

Balance as at 30 June 2010 $1,264,171 $624,286 $335,483 $800,000 $3023,940

Statement of Cash Flows for the year ended 30th June 2011

2011 2010

CASH FLOWS FROM OPERATING ACTIVITIES

RECEIPTS

Government Grants $4,393,687 $4,207,539

Contracts $1,634,762 $1,575,094

Fees $728,626 $734,204

Donations and Bequests $9,311 $14,131

Interest Received $52,906 $48,218

$6,819,292 $6,579,186

PAYMENTS

Employee Benefits $5,868,349 $5,426,834

Other Expenses $1,166,492 $1,370,406

$7,034,841 $6,797,240

Net Cash provided by / (used in) Operating Activities ($215,549) ($218,054)

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for purchase of Plant and Equipment ($180,773) ($405,968)

Proceeds from sale of Plant and Equipment $9,500 $20,000

Net Cash provided by / (used in) Investing Activities ($171,273) ($385,968)

CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of Borrowings ($20,000) ($20,000)

Net Cash provided by / (used in) Financing Activities ($20,000) ($20,000)

Net Increase / (Decrease) in Cash Held ($406,822) ($624,022)

Cash and Cash Equivalent at beginning of Financial Year $1,256,150 $1,880,172

Cash and Cash Equivalent at end of Financial Year $849,328 $1,256,150


Financial statements

SolicitorsFreehills 101 Collins Street, Melbourne, VIC 3000

BankersNational Australia Bank221 Drummond Street, Carlton, VIC 3053

AuditorsCrowe HorwathLevel 17, 181 William Street, Melbourne, VIC 3000


Government Australian Department of Health and Ageing

Victorian Department of Business and Innovation

Victorian Department of Education and Early Childhood Development

Victorian Department of Health

Victorian Department of Human Services

Victorian Department of Justice

Darebin City Council

Hume City Council

Moreland City Council

Other partnersG4S

Dr Benny Monheit – Addiction Medicine Specialist

Doutta Galla Community Health Service

The Melbourne Health Integrated Hepatitis C Service

Northern & North West Area Mental Health Service

Playgroup Victoria

SHARC Family Drug Help

General PractitionersDr Dina Kouchaeva

Dr John Lynch

Dr Ken Bowes

Dr Afshan Mian

Dr John Furler

Dr Ann Maree Diggins

and other supporting GPs

Self Help GroupsAlcoholics Anonymous

Narcotics Anonymous

New Life Inc.

SMART Recovery

Trusts and FoundationsAER Foundation Limited

TAC

UnitingCare Share Appeal

The William Buckland Foundation

Pro Bono - organisationsCore Management Solutions

Freehills

Greatconnections

Donors - organisationsBrunswick Uniting Church

Coburg Uniting Church

Glenroy Uniting Church

Gladstone Park Uniting Church

Moreland Hall Family and Friends Program

The Salvation Army Bridge Centre

St Stephens Uniting Church Williamstown

Strathmore Uniting Church

UnitingCare & Target Australia - Christmas Appeal

Donors and pro bono – IndividualsRW & EM Averill

Ian Claessen

Kristin Dahl

Christian Diaz

Neil Egan

Ralfacelle Ganino

PJ Waller & MJ Ferguson

Luke James

Vishal Mahajan

Gavin Murray

Corbin Podesta

Georgie Stubbs

Peter Toner

Participants of the Criminal Justice Diversion Program from Magistrates Court x 8

Individual donations from the purchase of Entertainment Books

We thank the following government, non-government, corporate, trusts and foundations and individuals who provided us with substantial financial or in-kind support during 2010–11.


Our service partners and supporters


26 Jessie Street Moreland VIC 3058 Australia Tel: (03) 9386 2876 Fax: (03) 9383 6705 [email protected] www.morelandhall.org

Documents

Contents€¦ · The last 12 months has been a time with little new funding available, the election of a new Victorian Coalition Government, the return of the Gillard