NRCH Annual Report 2019-2020

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WULEMPURI - KERTHEBA

YOUR ANNUAL REPORT 2019–2020


ABOUT WULEMPURI KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH North Richmond Community Health is in the North Richmond Housing Estate on Wurundjeri land. Staff and Board Members of Wulempuri - Kertheba acknowledge the Wurundjeri people, the traditional custodians of the land we work on. We respect the land in honour of the Wurundjeri Ancestors, who cared for this land for thousands of years. Wurundjeri Senior Elder Doreen Garvey-Wandin named North Richmond Community Health Wulempuri-Kertheba, which means ‘staying healthy together’ in the Woiwurrung language. We work with everybody in this community to deliver services that work for all people regardless of their background.

OUR MISSION To work in partnership with culturally and socially diverse communities to promote and improve: equity, health, and well-being.

OUR VISION To be an innovative organisation, responsive to and supportive of community needs and aspirations, open to change and challenges.

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Sứ Mệnh Của Chúng Tôi Hợp tác với các cộng đồng đa dạng về văn hóa và xã hội để thúc đẩy và cải thiện: sự công bằng, sức khỏe và phúc lợi.

Tầm Nhìn Của Chúng Tôi Trở thành một tổ chức sáng tạo, đáp ứng và hỗ trợ các yêu cầu cũng như nguyện vọng của cộng đồng, đón nhận sự thay đổi và thách thức.

OUR VALUES

Giá Trị Của Chúng Tôi

Innovation, embracing diversity, equity of access, organisational learning, respect for others, openness, connectedness with our community.

Đổi mới, đề cao sự đa dạng, công bằng trong tiếp cận dịch vụ, học hỏi cách tổ chức, tôn trọng lẫn nhau, công khai, liên kết với cộng đồng.

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

我们的使命 与文化和社会多元化社区合作来 促进和改善公平性,提高健康和 幸福水平。

我们的愿景 成为一个创新的机构,积极回应 和支持社区的需要和期望, 勇于面对变化和挑战。

我们的价值观 创新,接受多样性,公平获取, 组织学习,尊重他人,开放, 与我们社区的联系。


CONTENTS

04 Message from the Chair and CEO

15 Oral Health Program

05 Quality Account 2019-2020

15 Feedback from the clients

05 Achievements at North Richmond Community Health 08 How well we meet your needs and improve the quality of our services 11 Executive Management Report 11 Medically Supervised Injecting Room 2019–20 12 Our workforce 12 Staff numbers by gender 12 Employee numbers and demographics 12 Full time equivalent employees by program 13 Allied health team

16 Centre for Culture Ethnicity and Health (CEH) 16 NDIS Interpreter Project 16 Health Translations 17 Hospitals and Translations 17 CALD and Disability Network 17 Organisation training and webinars 17 eLearning at CEH 17 Communicating with our colleagues and engaging new audiences 18 The Inner Melbourne Post Acute Care Program (IMPAC)

13 Our performance

20 Information and Communication Technologies (ICT) Team

13 Collaboration with Richmond High School

20 Administration Team

14 Food Security 14 Pram Walking Excursion to Collingwood Children’s Farm

20 People and Culture Team 21 Financial Statements 2019-2020 26 Auditor’s Report

14 Online Storytime

27 VAGO statement

15 Medical Team

34 Sam’s Story (MSIR)

OUR STRATEGIC GOALS

Khởi Đầu Chiến Lược

策略性措施

Client Experience

Trãi Nghiệm Của Khách Hàng

客户体验

We want to understand what people want from their experience with us and strive to make it happen.

Hiểu nhu cầu của khách hàng thông qua trãi nghiệm của họ với chúng tôi và cố gắng đáp ứng các nhu cầu này.

从客户体验中了解他们的需求, 并努力实现这些需求。

New and different approaches

Phương Pháp Mới Và Khác Biệt

新的和不同的方法

We want to build new and different approaches into our services and programs, the ways and places we work, and where we obtain our resources.

Xây dựng các phương pháp mới và khác biệt trong các dịch vụ và chương trình chúng tôi cung cấp, cách thức và địa điểm chúng tôi làm việc, cũng như nơi chúng tôi có được nguồn lực của mình.

Working in Partnership

Hợp Tác làm việc

合作伙伴

We want to build a partnership approach into all that we do with people and communities, staff and volunteers, funders and other organisations.

Tăng cường hợp tác trong mọi hoạt động với mọi người và cộng đồng, nhân viên và tình nguyện viên, các nhà tài trợ và các tổ chức khác.

在我们与他人和社区、工作人 员和志愿者、资助者以及其他 组织所做的一切工作中建立合 作伙伴关系的方法。

建立的新的和不同的方法融入 到我们的服务和项目,工作的 方式和地点,以及我们获取资 源的实际情况中。

For other languages please visit our website www.nrch.com.au ANNUAL REPORT 2019-2020

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MESSAGE FROM THE CHAIR AND CEO We write to you as the new Chair of the Board and new CEO of North Richmond community Health. The organisation has undergone significant organisational changes but has continued to provide our community with a wide range of quality services even in the face of COVID-19. NRCH had three CEOs over the 2019-2020 year. With the retirement of our longstanding CEO Demos Krouskos, NRCH went through a period of interim leadership and we take this opportunity to thank our two interim CEO’s over this time, Mr. Adam Horsborough and Mr. Damian Ferrie. We also thank both Royal Melbourne Hospital and Star Health for their generous assistance to NRCH in providing these resources to our organisation. They led NRCH with excellence through some challenging times. Our new CEO, Patricia Collocott, who comes to NRCH with a wealth of experience joined us on 8th July 2020 and she has already demonstrated her outstanding leadership capacity in dealing with many challenging issues. The Board has also undergone significant change this year with a number of Directors elected and appointed at the AGM. The Board Chair, Chris Altis stepped down in June and left the Board in August. We thank Chris for his contribution to NRCH over nine years as a Director and three years as Chair. Rod Wilson accepted nomination as Chair at the June meeting. The new Board has contributed significant time and expertise to provide exceptional support and guidance to our organisation throughout the year. The Board continues to expand its skills base which allows it to govern the increasing complexity of NRCH while ensuring the local community is well represented and engaged in the development of NRCH services.

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There have been many great achievements for the organisation this year but none have equalled the support to our community through the challenges presented by COVID-19. We showed our ability to respond quickly to the needs of the community when we set up a pop-up testing clinic for COVID-19 literally overnight. Within 2 weeks we had reached a target capture of 65% of the client group we were supporting through this campaign. We have continued to support clients, families and community in managing our COVID-19 response through our Help and Support services and have been selected by the Department of Health and Human Services as a lead agency in the High-Risk Accommodation Response program. During the year, an independent review, led by Prof Margaret Hamilton, concluded that the NRCH medically supervised injecting service trial should be extended for another three years. This service has continued to provide services to some of the most vulnerable members of our community and to date has provided over 13,000 health and social support interventions to clients. Our wraparound services include mental health support, housing and homelessness services, legal support, dental care, family violence interventions and drug rehabilitation. Our staff have been amazing this year in adapting to new ways of working with the onset of COVID-19 including working from home and using technology to connect with their clients. We thank all of them for their continued professionalism and compassionate care for all of our community.

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

“Within 2 weeks we had reached a target capture of 65% of the client group we were supporting by this campaign and continue to support clients, families and community in managing our COVID-19.“ We thank the Board for their leadership and the Victorian Government for their ongoing support for our services. Finally, we thank all our wonderful volunteers who contribute so much to our work and provide the vital connection to clients and the community. We look forward to continuing to work together to meet our vision of Healthcare That Builds Community and hopefully seeing each other in person soon.

PATRICIA COLLOCOTT Chief Executive Officer

ROD WILSON Board Chair


QUALITY ACCOUNT 2019-2020: ACHIEVEMENTS AT NORTH RICHMOND COMMUNITY HEALTH

We have

Our Medically Supervised Injecting Room safely managed over

Our IMPAC nurses and workers visited

staff

overdoses

clients

256 who care for our clients

Our Allied Health team saw

721 clients

2,342

1,882

to help them recover after being in hospital. These nurses help clients manage their health at home.

Our Fitzroy and Richmond Dental clinics were visited by

6,095 clients

They keep older people safe, active and healthy at home

Our community nurses saw

947 clients

They help children to learn and be healthy

for a range of health concerns

Our counsellors worked with

513

Our doctors provided

35,383 services

and 25,968 client appointments

clients

They also delivered groups on wellbeing and social topics such as a group for women and a Richmond seniors group

our

82

volunteers link the centre with the community

ANNUAL REPORT 2019-2020

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QUALITY ACCOUNT 2019-2020 (continued) We are expert in working effectively with migrant and refugee clients. We share this knowledge with other organisations through our program: the Centre for Culture Ethnicity and Health (CEH). We help Victorian organisations deliver and improve their services so they are easy to access and provide fair treatment to migrant and refugee clients: Our CEH professional education team worked with

1,594 35

health, government and community organisations this year to help them create services that people can get to, understand and use to stay healthy.

43 959

700 women

Age groups

people at

Our CEH community education team held

Summary of our community education session attendees:

374

100

181

165

259 men

139 15-20 = 374 21-25 = 100 26-35 = 165 36-45 = 139 45+ = 181

community education sessions with

Our community education was provided to people from:

people

from migrant and refugee backgrounds to improve their health and wellbeing.

China

Egypt

Philippines

Bangladesh

Thailand

New Zealand

Afghanistan

United States

University of Melbourne

Ethiopia

Pakistan

Women’s Health West

Samoa

Sri Lanka

Al-Taqwa College

Australia

Libya

Thornbury High school

India

Somalia

Belgium Avenue

Kenya

Cyprus

Timor-Leste

Vietnam

Examples of the organisations we work with: Brotherhood of St Laurence cohealth Cancer Council Victoria Highvale Secondary College RMIT University St. Vincent’s Hospital

Neighbourhood House

Our doctors, dental staff, nurses and Alcohol and Drug workers are the people you’re most likely to see. But we also have staff that make sure our services are effective. These support staff ensure that:

we communicate well (Communication Team)

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our computer systems work for you (Information Technology – I.T.)

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

our staff are happy and skilled (Human Resources)

our financial systems work for you and our staff (Finance and Payroll)


QUALITY ACCOUNT 2019-2020 (continued)

CLIENT EXPERIENCE SURVEY Every year we are involved in the Department of Health and Human Services survey. This is an important survey to hear from our clients so that we can continue to improve our services. This year 112 clients responded. They came from a range of backgrounds. We’re happy that we got such a broad range of opinions on our service. This helps us plan and manage our services better for all our clients.

What did you tell us? You rated the care you received at our health service as:

Did you feel comfortable raising any issues and asking any questions that were important to you? All responses

77%

100% 50%

YA

YS YA: Yes, always

78%

1% Very good = 78% = 17%

Adequate = 4% Poor

1%

0%

17% 4%

Good

22%

= 1%

Very poor = 0%

N: No

All responses 100%

68% 27%

4%

0%

VG

G

VG: Very good

G: Good

A A: Average

1% P

VP

A: Poor

VP: Very Poor

Did health workers take your concerns seriously? All responses 100%

of the 112 survey respondents, 94% rated their care at North Richmond Community Health as very good or good

YS: Yes, sometimes

How would you rate the politeness and helpfulness of the reception staff at the health service?

50%

94%

N

82%

50%

16%

2%

YS

N

0%

YA YA: Yes, always

YS: Yes, sometimes

N: No

ANNUAL REPORT 2019-2020

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QUALITY ACCOUNT 2019-2020 (continued)

HOW WELL WE MEET YOUR NEEDS AND IMPROVE THE QUALITY OF OUR SERVICES WHAT IS ACCREDITATION? Accreditation is when an external auditing team visits us to check we are providing the best level of care to our clients. The auditing team has a set of healthcare standards to measure our performance against.

They are checking we are: Delivering a safe service for clients and staff Focusing on the needs of clients Putting systems in place for the delivery of services

Standards

Services covered

Outcome

Next due

National Safety and Quality Health Service Standards (NSQHS)

Dental Services

Met all standards in September 2019

September 2022

National Safety and Quality Health Service Standards (NSQHS)

Medically Supervised Injecting Room

Met all standards in July 2019

July 2022

Quality Improvement Council (QIC) Standards

Community:

Met all standards in December 2019

September 2022

Constantly improving our services

North Richmond Community Health has many different services which means it is accredited under a variety of healthcare standards. This makes sure we offer a high quality service to our community.

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Community Nursing Counselling and Casework Inner Melbourne Post Acute Care program

Identifying any gaps in our services Involving our clients in the design of our services

Allied Health

Centre for Culture, Ethnicity and Health Australian General Practice Accreditation Limited (AGPAL)

General Practice Medical Services

Met all standards in June 2017

May 2021

National Disability Insurance Agency (NDIS)

Allied Health – Early Childhood Early Intervention (ECEI) Team

Met all standards in May 2019

May 2022

The Aged Care Standards

Community Home Support Service (CHSP)

Met all standards in June 2017

Postponed in 2020

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


QUALITY ACCOUNT 2019-2020 (continued) What the assessors told us they found in 2019:

The assessors suggested we could do the following to improve our service:

Our mission and values are important to us

Develop projects to make the service more welcoming, inclusive and accessible

Our leaders have managed the recent growth of services and staff

Review our internal staff communication system to make better use of it and ask our staff what kind of information they want to see on it

Our services are well connected

Set up a North Richmond Community Health Foundation to raise funds to be more innovative and expand our services. This will help to improve client care and build our community knowledge.

We meet our community’s needs and are responsive to change We support all of our community We have good systems for clients to tell us about their experience at North Richmond Community Health

TELLING US WHAT YOU THINK ABOUT OUR SERVICE Examples of feedback received each month:

27

written compliments from clients about how good our service is

3

formal written complaints which are reviewed by our management team and responded to by our CEO

7

written ideas about how we can improve our service

Compliments and suggestions

“It would be good to have CPR courses, magazines, info on homelessness.”

“To the NRCH and MSIR Staff, a message of thanks from neighbours in Abbotsford – we’re very grateful for all of your hard work that makes the lives better of so many in our community. We know that people don’t often stop to say thank you, and we’re appreciative of all that you do.”

A large number of our clients tell us how good it is to access our services for treatment

“This place is amazing and if I could leave my impression and thoughts it would be to have soft gentle music in the aftercare area and the injecting area. I also think hand sanitiser at each booth.”

“This is easily the best GP service I’ve ever had - I’ve seen a few doctors here over the last few years and every single one of them has been attentive, understanding and most importantly, honest about their experience and knowledge. Having a doctor tell you that they will go away and research a matter for you, or simply being willing to discuss a topic, makes me feel heard and cared for. I don’t think I ever write reviews, but service of this kind should be recognised. Thank you!”

ANNUAL REPORT 2019-2020

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QUALITY ACCOUNT 2019-2020 (continued)

Compliments

Friendly

Helpfulness

Caring

Respect

Access to services

Complaints

Safety

Not listening

Not responding

Equipment and resources

Rude manner

There are many ways in which you can tell us about your experience: All feedback is valued and encouraged at North Richmond Community Health. It helps us to identify where we did well and where improvements can be made. It is important to us and we take it seriously.

d with your unsa tisfie If you are lutio n form reso Feed back act: plea se cont

Health Complaints 113 Tel: 1300 528

Commissioner

Complaints Mental Health Commissioner 054 Tel: 1800 246

Data for Privacy and Commissioner Protection 444 Tel: 1300 666 er

Complaints My Aged Care 422 Tel: 1800 200

what you know How will ? feed back with your

us:

Inter preti

nrch.com.au

@NRCHaus

ur new n o te o P le as e re m in d m w ill e st sy t SM S in tm e n r ap p o u yo f yo u o se d p re ci e d at e an ti m e . W tm e n t to ap p o in e st yo u u q re r ge . n o lo n s e ar ly te u in 15 m ar ri ve

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experience with Tell us about your this form and us. Please fill out k feedback box place it in the blac

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you require an Tell our staff if our want a copy of interpreter or age. in another langu feedback form

consumer consultation

(03) 9418 9830

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Fe ed ba ck

and place it in fill out this form ack box located the black feedb of the stairs at the bottom Quality Manager speak with our ay between Mond on 9418 9974 leave a voicemail and Friday (or and contact with your name number).

Richmond 3121 23 Lennox St, North

GED HAN WE C SMS OUR RS IN D E REM

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manager or speak with the e person in charg ack on our feedb your leave com.au website: nrch.

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de ct you if you provi We try to conta your details. n posters and TV We often desig mes. outco ack displays with feedb nts to ack improveme We add feedb our website.

Contact

talk to our staff

Talking to our staff members when something happens – this is generally the best way to fix the issue

es Commission Disability Servic 342 Tel: 1800 677

Our client feedback helps us to make sure we are a positive experience for our clients.

your us abou t How to tell h e with Nort expe rienc ity Heal th Com mun Rich mond

2020 Health Limited nd Community © North Richmo

helps us feedback as it We welcome well and we are doing to know what to improve. where we need up by one of wedfollo is All feedback gers. our mana

Complete a feedback form and leave it in the locked box or with reception staff

Leave your feedback on our website nrch.com.au

MAINTAINING COMMUNITY SPACES We pressure clean the concrete area outside our front entrance every fortnight to maintain a cleaner environment for our community.

d.

ned.

You asked. We listened.

Posters displaying client feedback for our organisation

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WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


EXECUTIVE MANAGEMENT REPORT The last 12 months for NRCH have not just been challenging, they have also been very rewarding. Whilst we have been at the forefront of media attention, government reviews and organisational changes, we have proven to be a resilient, supportive and community focussed organisation.

What were our key achievements? We successfully responded to

the Flynn Review in less than our committed 90 days. We are still working hard to implement all the work developed during this time, but are very pleased with our result and capability in strengthening the organisational capacity and systems;

We implemented a change agenda with new policies, procedures and processes, increased staff consultation, new leadership structures and additional support staff to assist with Human Resource functions and governance;

We developed new budgets and financial strategies;

We celebrate the outcome of the Hamilton Review to continue the MSIR trial; and

We developed a new business plan to set our direction for the coming months. Congratulations and thank you to all the staff, our amazing clients and community who stood by us, our Board and Department of Health and Human Services for supporting us through this year.

We successfully achieved our

accreditation last year and sustained our compliance.

We responded to our incidents

and built a stronger appetite for mitigating risk;

“I would like to thank all the staff for their incredible resilience in supporting significant organisational improvements and seeing their humour and kindness towards each other through some challenging periods.“

TIRZAH BOKELUND Chief Operating Officer / General Manager Corporate Services

MEDICALLY SUPERVISED INJECTING ROOM 2019-20 The Medically Supervised Injecting Room (MSIR) achieved a significant volume of work during 2019–20, as reflected in the statistics below. The year began with the highly anticipated move from the transitional facility in the North Richmond Community Health main building on 7 July 2019 to the new larger facility facing Lennox Street. This coincided with the Victorian Government’s announcement of extended operating hours, which necessarily saw the MSIR team considerably grow. The period concluded with the release of the Medically Supervised Injecting Room Review Panel’s report, and another announcement by the Victorian Government of the MSIR trial’s three-year extension.

Visits There was a total of 107,902 visits to the Medically Supervised Injecting Room

Medically Supervised Injecting

Room staff supervised 104,707 injections

Overdoses Medically Supervised Injecting Room staff managed 2,342 overdoses inside the facility

Of these, nine per cent were extremely serious, yet only 0.8 per cent required ambulance transport

There were no overdose fatalities inside the facility

Services and referrals Clients received a total of 22,666 services from both Medically Supervised Injecting Room staff and co-located ‘gateway’ services

Medically Supervised Injecting Room staff made 791 referrals to external services and other North Richmond Community Health program areas

Clients There were 1,756 new client registrations to access the Medically Supervised Injecting Room

In addition, 122 new clients registered to access the Consulting Area (but not the Medically Supervised Injecting Room) ANNUAL REPORT 2019-2020

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OUR WORKFORCE Our workforce of 256 dedicated staff is supported by our People and Culture team, which is focussed on providing operational and strategic human resource functions for NRCH. These include industrial and employee relations, injury management, business partnerships, recruitment, learning and development, workforce analytics and reporting. P&C leads policy development and reviews, program development, design and implementation of P&C initiatives such as employee wellbeing.

Staff numbers by gender

Employee numbers and demographics

134

Part time staff

201

71

Casuals

51

Full time staff

female

256

55

staff

male

Full time equivalent employees by program

116.82

TOTAL Alcohol and Other Drugs

0.6

Administration

4.84 17.67

Centre for Culture Ethnicity and Health Counselling and Casework The Inner Melbourne Post Acute Care Program

4.17 8.6 26.51

Medically Supervised Injecting Room Medical Services

7.48

Allied Health

6.55

Corporate Services Oral Health

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WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

15.4 25


ALLIED HEALTH TEAM The Allied Health Team is made up of two programs, the Commonwealth Home Support Services (CHSP) “Healthy Aging Hub” and the Child Health and Development Team (CHAD). The CHSP “Healthy Aging Hub” is a multidisciplinary team developed to maximise the health and independence of older people by providing one on one care, group programs and education programs. The team provides services for vulnerable clients and those at risk of homelessness. Aboriginal and Torres Strait Islander people and clients of the Alcohol and Other Drug (AOD) programs are priorities. It consists of an occupational therapist, dieticians, physiotherapist and podiatrists. CHAD currently sees children under the age of 6. We have four speech pathologists, a paediatric occupational therapist and a dietician.

CHAD CH Annual Target

2416.98

Annual Performance

2884.08 119%

CHAD NDIS Annual Target

452.38

Annual Performance

663.96

Performance Against Target

In September 2019, Our Allied Health Team and English Conversation Group collaborated with Richmond High School with a meeting between residents and volunteers from North Richmond Community Health and students from grade seven and eight Enhanced Chinese classes to practise their Mandarin speaking skills. There were infectious smiles across the room as our Mandarin speaking seniors shared stories and answered questions from eager young students. One local resident group member demonstrated the art of calligraphy to the students, and his wife passionately spoke to students about their Chinese culture and history afterwards. It was an uplifting sight to see community members from different generations and cultures developing strong connections and showing great respect for one another.

Our performance

Performance Against Target

Collaboration with Richmond High School

147%

“I am delighted to see the smiles and interactions between the children and the people from North Richmond Community Health. It went beyond my expectations and was such a great experience for all involved.” Tong Lin Head of Chinese, Richmond High School Mr. Tong and North Richmond Community Health have begun planning for follow-up sessions.

Healthy Aging Hub Annual Target

2585.00

Annual Performance

2632.43

Performance Against Target

102%

HACC PYP Annual Target

517.00

Annual Performance

452.91

Performance Against Target

88%

Child Health and Development (CHAD) Community Health (CH) Home and Community Care (HACC) Program for Young People (PYP)

Senior Volunteer teaches calligraphy to Richmond High School students

ANNUAL REPORT 2019-2020

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ALLIED HEALTH TEAM (continued) TOP: NRCH staff provided vulnerable community members with pre-prepared meals, fresh produce packs and dry food packs. BOTTOM: The pre-prepared meals included a range of culturally diverse vegetarian dishes (including halal, vegan, lactose free and gluten free options), while the fresh produce packs included a variety of seasonal produce.

Pram Walking Excursion to Collingwood Children’s Farm Spring September 2019 was in full bloom at The Collingwood Children’s Farm – horses grazed in lush green paddocks and chickens and peacocks marched proudly around their green grounds. Our Child Health and Development team (CHAD) organised a group outing with 20 local parents to support healthy eating, exercise and social inclusion. Being a new parent can be tough, especially if you don’t have the support of other parents who are sharing the same experience. The pram walk was a fantastic way for parents to discover new places to visit, make social connections and find out more about other child health and development services available at our centre. During the pram walk, mums shared stories and advice whilst getting exercise and fresh air for themselves and their babies. All these can improve mental health and wellbeing.

Online Storytime

FOOD SECURITY Many of our CHSP clients were at risk of not having enough food during COVID-19 due to a combination of reduced access to supermarkets and normal food suppliers, as well as to family members and friends. This is made worse by some clients worrying about their own health impacting on their appetite and normal food intake. NRCH, in partnership with the City of Yarra, set up a Food Security program with food packs and food delivery to those at risk. Packs included pre-prepared meals, dry goods and fresh produce. This project improved access to fresh and nutritious food for vulnerable people in the community. In addition, a vouchers program, run by CoHealth, was made available to our clients so they can access fresh fruit and vegetables from participating food outlets. Our nutrition and dietetics team made regular phone calls to our clients telling them about these programs. This meant more people had access to fresh food and reduced the impact of poor nutrition among our clients.

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WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

NRCH has responded to challenges posed by the onset of COVID-19 through innovation of services to its clients. One example is the introduction of Online Song and Story-time by our Child Health and Development team. The team ran two groups on different days of the week, for four weeks each. Parents and clinicians alike saw benefits in having the therapists “Zoom” into their homes for stories and songs for the pre-school aged group. The team was mindful of keeping both the brain and the body connected and working during this time. Children taking part in these groups got their bodies moving and were very engaged. The online story group filled a gap left by face to face education and therapy services that are on hold. An online exercise platform is being explored between therapists and parents.


MEDICAL TEAM

Feedback from the clients:

New ways of working! Telehealth The NRCH medical team have responded to the challenges of COVID-19 by implementing new ways of conducting appointments with their clients. Since March 2020, our GPs and specialist medical teams have provided care to clients via telephone and telehealth, as well as face to face. This has enabled the team to continue to provide the highest quality of care in ways which best meet the needs of our clients. The team is mindful of the different needs and challenges being experienced by our clients and the local community. We will continue to explore new ways of delivering health care into the future!

Growing our practice! GP Registrar In 2020 the NRCH medical practice took on its first GP registrar! A GP Registrar is a fully qualified medical doctor, undertaking advanced training to become a GP. They bring a diverse range of skills and experience to general practice and are able to support the practice to grow and develop. They provide exceptional care to our clients and provide opportunities for more appointments at NRCH. Having experienced a wonderful first year with our first GP registrar, the team is excited to be welcoming new registrars to NRCH is 2021!

“We were very appreciative of the support during the transition from community health to NDIS. Your ability to support our families through NDIS is definitely an achievement you can be proud of as a team.”

Keeping our community safe: Flu Clinics Despite the challenges of COVID-19 our medical and nursing teams rolled out a successful flu vaccination program in 2020. Focussing on the most vulnerable members of our community, the team worked together to deliver vaccination clinics to ensure that our community stayed safe and well during a very challenging time. I believe we have a picture of the flu clinic in a newsletter?

“Thank you so much for the detailed report and for all your kind words. We are positive he will pick up these new skills.”

ORAL HEALTH PROGRAM A Health Promoting Practice: Oral Health Program Throughout 2019 and 2020 the Oral Health Team has continued its strong focus on prevention and education. They have worked in partnership with our NRCH nutrition team to share resources encouraging Australians to take better care of their oral health. This year’s Dental Health Week theme was ‘’how much sugar is hiding in your trolley?’ and focussed on how eating less sugar can improve our oral health and overall wellbeing. The team produced resources to educate the community on improve your sugar intake; as well as promoting resources for children and resources for taking care of your oral health as you age. In response to the strict COVID-19 restrictions on dental services, the team also established a campaign to support the community to take better care of their oral health during COVID-19. They produced resources in a variety of community languages and spent time out in the community providing oral health education and oral health kits. This campaign was extended through our school dental and aged care programs with staff providing proactive telephone support and education.

“Thank you for the parcels of home work sheets. My kids are enjoying doing them together and they loved the stickers of encouragement.”

“Thank you for your help. Your advice is really starting to show results. He is diversifying his food and is putting on a bit of weight. I think he has even grown a bit taller.”

‘Eat Well, Brush well’. The NRCH team delivers important messages about oral health ANNUAL REPORT 2019-2020

15


CENTRE FOR CULTURE ETHNICITY AND HEALTH (CEH) The Centre for Culture Ethnicity and Health works to improve the health and wellbeing of people from refugee and migrant backgrounds. We work with communities to understand and respond to their priority health issues and work with them to design solutions that work for them. We do this also by partnering with health and community services providers to improve how they understand, engage, communicate and work with people from refugee and migrant backgrounds.

NDIS INTERPRETER PROJECT In 2019-2020, CEH received funding to continue delivering Understanding the NDIS training to interpreters. This year, to improve the quality and reach of the training we:

Re-developed the workshop content to reflect NDIS updates and meet the needs of some interpreters who have previously done the training

Offered a more advanced version of the training Expanded the training to include Bicultural Workers and Multicultural Education Aides as:

A response to requests from the previous year An acknowledgement that they provide information to CALD individuals and families in a different manner from interpreters. We suspended delivery of all face-to-face workshops in March due to COVID-19. We are now running this workshop online with very positive feedback from participants. In the financial year 2019-2020: We have trained:

775

130

We ran

including

to better understand the NDIS

in Mildura, Shepparton, Morwell and Geelong

participants,

via online workshops

face to face workshops

This includes: We ran an

628 147 interpreters and

16

bicultural workers and multicultural education aides

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

online workshop specifically for workers in Albury and Wodonga

Health Translations Health Translations is an online library of high quality, translated information for consumers on a broad range of health and social support topics. Currently Health Translations includes 22,000 resources on 103 topics in over 100 languages. During the pandemic, Health Translations has made accurate, current information accessible in one easy to use website. We have constantly updated resources from the Victorian and Federal governments and other reputable Australian agencies as information becomes available. CEH manages Health Translations on behalf of the Department of Health and Human Services (DHHS) and have done so since 2014. Since then the number of page views per year has increased over 10 times – from 200,000 to 2.2million. This increase is a testament to the enthusiasm, hard work and vision of the Health Translations team.


Hospitals and Translations The Hospitals and Translations project examined how Victorian hospitals currently provide translated patient materials and how they are used by consumers. The project supported hospitals to produce consistent, high quality translated patient information to make it easier for all patients to have access to quality information. The project was conducted over 2 years and consulted hospital staff and consumers to identify best practice processes and challenges. In response to findings:

We developed a best practice model for translation with metropolitan and regional hospitals

We created training and webinars for hospital translation staff

We piloted inter-hospital collaboration to make shared patient resources.

eLEARNING AT CEH CEH continues to produce high quality interactive and fun eLearning modules for areas such as health literacy and cultural competence. The pandemic has created opportunities for us to further promote our eLearning modules as agencies have used time during the pandemic to upskill their staff using our modules which can be completed on a range of devices.

Organisation training and webinars CEH provides professional development activities and workshops to the community and allied health sector, family violence, child protection, local government, disability, youth and refugee services as well as people working in libraries, hospitals, peak bodies, communications and marketing. We delivered nineteen workshops to 396 people until the onset of COVID-19. However, as the pandemic progressed and the lockdown approached the training team quickly changed to online delivery. We commenced a series of free webinars relating to communication during the pandemic to support the sector and further build our profile. 1923 people have since registered for the webinars including some from as far away as the USA and Peru. The following topics were covered:

5 Steps to effective spoken communication

CALD and Disability Network

Health Literacy for communicating in a crisis

CEH formed a partnership with Diversity and Disability (DnD) to lead the NDIS and Cultural Diversity Network established the previous year by DHHS. The Network brings together agencies in Victoria to support people of CALD backgrounds living with a disability.

Translations Making a start

The partnership with DnD was developed to build capacity at both CEH and DnD. For CEH to assist DnD to build their project management capacity, and for DnD to help CEH to increase awareness of the capacities and the issues facing people from a CALD background. Guest speakers at the Network meetings have included self-advocates and NDIA representatives. While these meetings have been put on hold since the onset of COVID-19, there was unanimous support for the Network to continue meeting, regardless of funding, for the next year at least.

Coronavirus: communicate quickly and accurately via phone interpreter Working across cultures in the disability sector How to encourage refugees and migrants to use your service.

Communicating with our colleagues and engaging new audiences The Communications and Online Development team at CEH serve a very important function supporting and promoting the work across CEH. Increasingly we rely on engagement through online platforms such as Twitter, LinkedIn and Facebook. Increasing sophistication in the way we communicate, and with whom, has led to some market segmentation, communicating with segments of our community through the platform most familiar to them. During the reporting period the increases in our engagement via various platforms is below:

LinkedIn: new followers increased by 58%

Facebook: new followers increased by 30%

Twitter: new followers increased by 5% ANNUAL REPORT 2019-2020

17


THE INNER MELBOURNE POST ACUTE CARE PROGRAM (IMPAC) IMPAC provides short term support and assistance to clients recovering at home following a stay in a public hospital. The program has a longstanding partnership with St Vincent’s Hospital to collaborate on improving client care by supporting those with complex health and psychosocial issues, as well as linking to the hospital services and to the range of services at NRCH.

The program aims to: Support a client’s return to independence Provide a gap service until other community services can start

A decrease in referral numbers but an

Support those clients considered vulnerable due to age, disability and social disadvantage, such as homelessness

Many clients are being discharged early

Reduce the risk of readmission to hospital

An increase in people having falls at

increase in clients with complex needs from hospital home because they have been staying home and not doing as much exercise or their usual activities in the community

The program covers the inner-city council areas of Boroondara, Yarra, Melbourne (north of the Yarra River) and the southern suburbs of Darebin (Fairfield, Northcote and Thornbury).

Many people declining in home

Our team consists of 5 care coordinators – nurses, occupational therapist and physiotherapist, a support worker 2 staff covering reception and finance/administration, and one manager.

Families taking their relatives out of

The Inner Melbourne Post Acute Care team

18

The pandemic and associated restrictions impacted both the clients we support and the services we work with in the community. Some of the trends we are seeing include:

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

supports as not wanting services to come into their home residential aged care


68%

completed their proposed treatment plan

IMPAC SNAPSHOT 2019-20 clients

Supported just under

37

client contacts provided, including

3,300

new referrals received each week

care coordination contacts

4.2%

841

of our clients are homeless Average length of stay

21 days

(range 2-100)

were transferred to ongoing community services

9%

2,000 9,564 clients

36%

257

support worker visits nursing home visits

1,964

were readmitted to hospital

Most common health conditions were: 4.5%

7.5%

injuries to lower leg/ankle

cancer

4.7%

health conditions

6% wound care

4.9%

unspecified fall

other disabling impairment

Clients were aged: 8% under 39

age groups

32% aged 40-69

physio home visits

58%

2,125

aged over 70

personal care (showering/dressing) visits

1,317

home care visits

65

nights of emergency accommodation

After English top 5 languages spoken by clients were: 1.5% Arabic

8%

3%

Cantonese, Mandarin

languages

3% Vietnamese

Greek

5%

Italian

Paul’s story IN NOVEMBER 2019, THE IMPAC TEAM PRESENTED THEIR DISCHARGE SUPPORT WORKER MODEL OF CARE AT THE ASIA PACIFIC INTEGRATED CARE CONFERENCE IN MELBOURNE. THE PRESENTATION RECEIVED SIGNIFICANT INTEREST AND POSITIVE FEEDBACK FROM ATTENDING HEALTH WORKERS. THE PRESENTATION DEMONSTRATED HOW ACCESSIBLE AND TRANSFERABLE THE MODEL OF CARE IS TO OTHER COMMUNITY AND HEALTH SERVICES.

I received help from the post-acute care program after breaking my leg this year. I came home from hospital on crutches with a moon boot on for 5-6 weeks. I’m nearly 80 years old and live by myself. I was able to do most things at home but really needed help with cleaning my flat. Sarah was my care coordinator. I received fantastic support, she couldn’t do enough, she set things up then called me regularly to check how I was going and that things were in place, I had confidence in what she was saying. Sarah talked to me about other services I could get and linked me in to council services so I now get help from them. I have kept the letter Sarah sent me about the service for future reference as I’m not getting any younger. ANNUAL REPORT 2019-2020

19


INFORMATION AND COMMUNICATION TECHNOLOGIES (ICT) TEAM The ICT Team consists of 3 staff, supporting over 250 staff both onsite and working remotely. All team members are multiskilled and work across a complex variety of ICT needs. Our work consists of a mix of planned and emergency responses during this year. All of our work has been done with a Risk and Business Continuity focus. The strong team work is evidenced in the amazing results we have been able to achieve. These include: Responded to over 2500 helpdesk requests Increased NRCH IT security profile Upgraded operating software on all of our servers Implemented new software systems and upgrades current systems Implemented video conferencing and Telehealth service to support NRCH staff and to continue clinical services during COVID-19 Enabled and supported staff working from home

ADMINISTRATION TEAM The highlight for the administration team for this year is that we successfully adapted to the way we deliver our services and work practices due to the COVID-19 pandemic, including new processes for management of Personal Protective Equipment (PPE) for our staff. Our amazing Interpreting team adapted to working from home and continued to support our clients by providing telephone interpreting via telehealth or Zoom. We have also been busy providing support across the organisation to ensure that we are providing a safe workplace during the pandemic, including implementing social distance and other safety measures for our staff and clients. This involved ordering and making signage (including translated signs for our clients), rearranging workstations, sourcing and supplying PPE to protect our staff and our community.

20

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People and Culture Team We welcome the appointments for positions of Manager, P&C and Recruitment and Development Coordinator, which has increased capability across the team and full Functional Review is underway in relation to processes, systems, protocols and procedures, as well as all people related work streams.

Some key business unit highlights include: System enhancements: about to ‘go live’ with new Time and Attendance Roster Management system, Ento. This will reduce all manual, paper-based processes like timesheets and bring extensive efficiencies and data integrity improvements, reducing opportunities for human error and payroll inconsistencies.

In March when COVID-19 first hit, P&C developed a Working From Home process to mobilise majority of workforce to enable remote work within 1 week. There’s been considerable support provided in terms of planning and response to changing guidelines and restriction circumstances.

A new Annual Performance Review framework is about to be launched, including a new Performance and Development Planning Protocol, Guidelines for Employees and Managers and a new Performance Review Template has been developed.


DIRECTOR’S REPORT for the year ended 30 June 2020 The Directors of North Richmond Community Health Limited (NRCHL) are independent and serve on the Board in a voluntary capacity. NRCHL does not provide any remuneration to Directors for carrying out their duties. The Board convened 12 times during this financial year. Directors also sit on a number of Committees. Director attendance at Board and Committee meetings are listed below. The table below provides a comprehensive list of Directors during the 2019 - 2020 financial year, including dates of appointment and/or resignation, together with relevant qualifications and experience.

Name of Director, Tenure and Board Committee Membership

Board Meetings Eligible Leave of to attend Meetings absence (12 held) Attended granted

Eligible Committee Meetings Attended Qualifications and Experiences

ROD WILSON

8

CAC-1

8

-

FARC-6

From October 2019 Chairperson (from June 2020 Chair, Consumer Advisory Committee (CAC) Member, Finance, Audit and Risk Committee (FARC) CHRIS ALTIS

12

12

-

GC-3

Chris has worked in the health policy sector at senior levels for over two decades at state and federal government levels.

9

7

2

-

Christopher Boyle is a dental surgeon. In 1989, Christopher was one of the first dentists to set up a Community Dental program in Victoria within the Inner North at Fitzroy Community Health Centre.

11

11

-

CG&Q-1

Terri is an adjunct associate professor at the Melbourne Institute for Applied Economic and Social Research, and in the School of Population and Global Health, at the University of Melbourne. Prior to her academic work, Terri was a community health manager and activist. She served as inaugural chief executive of the Fitzroy Community Health Centre.

From December 2011 Chairperson (October 2018 to June 2020) Chair, Remuneration and Nominations Committee (R&N) Member, Governance Committee (GC) Resigned July-2020 CHRIS BOYLE From August 2019 Resigned April 2020

TERRI JACKSON From August 2019 Deputy Chairperson (from June 2020) Chair, Clinical Governance and Quality Committee (CG&Q) Member, Governance Committee(GC)

Rod has been CEO of three Victorian Community Health services and a Medicare Local. Rod is the founder and director of COPHE, a specialist primary health planning organisaton.

GC-3

Continued on page 22

FINANCIAL STATEMENTS 2019-2020

21


DIRECTORS’ REPORT (continued)

Name of Director, Tenure and Board Committee Membership

Board Meetings Eligible Leave of to attend Meetings absence (12 held) Attended granted

Eligible Committee Meetings Attended Qualifications and Experiences

SALLY MITCHELL

7

CG&Q-1

7

-

CAC-1

From April 2020 Member, Clinical Governance and Quality Committee (CG&Q) Member, Governance Committee (GC) TIM O’LEARY

12

12

-

CAC-1

From November 2016 Chair, Finance, Audit and Risk Committee (FARC) Chair (2019), Consumer Advisory Committee (CAC) Member, Remuneration and Nominations Committee (R&N) NATALIE SAVIN

9

2

GC-3 CAC-1 FARC-8

Natalie is an experienced executive manager and has worked in both local and state government as well as in the not for profit sector. She is currently a director and company secretary of Alola Australia Ltd. Natalie is also a member of the Australian Institute of Company Directors and the Public Health Association of Australia.

7

7

-

CG&Q-1

Mr. Wong is an expert in language services and a NAATI Accredited Professional Translator and Interpreter. Mr. Wong is a member of several Chinese community organisations across Victoria.

CAC-1

From December 2019 Member, Clinical Governance and Quality Committee Member, Consumer Advisory Committee HATICE YILMAZ

12

9

3

CAC- 1

Qualified electrician, Office of Housing Community Liaison Committee, volunteer for numerous community groups.

-

-

-

-

Dr. Tim Woodruff is a long-term resident of Richmond, a practicing medical specialist in private practice, and a long-term advocate for health reform with a particular emphasis on equity of access and tackling social determinants of health. He is president of the Doctors Reform Society and acting chair of the Australian Health Care Reform Society.

From December 2012 Member (2019), Consumer Advisory Committee (CAC) Member, Remuneration and Nominations Committee DR. TIM WOODRUFF Joined Board September 2020

22

Tim has experience as a CEO, board director and policy consultant in community and public health, acute hospitals, psychiatric services and local government.

11

From August 2019 Chair, Governance Committee (GC) Member, Consumer Advisory Committee (CAC) Member, Finance, Audit and Risk Committee (FARC)

RICHARD WONG

FARC-7

Sally has worked with community health services across inner Melbourne in a range of positions. An experienced executive manager and board member, she has supported organisations through periods of growth and change. Sally has been a resident of Richmond for many years.

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


CORPORATE GOVERNANCE STATEMENT Company Structure North Richmond Community Health Limited is a Company Limited by Guarantee and is registered with the Australian Investments and Securities Commission (ASIC) under the Corporations Act (Commonwealth) 2001. In early 2013 NRCHL became a Registered Charity with the Australian Charities and Not-For-Profits Commission (ACNC). ACNC Annual Information Statements have been lodged for each calendar year since 2013 in accordance with prescribed time lines. Annual compliance has also been received by the Victorian Department of Health and Human Services (DHHS) for monitoring of community health centres registered under The Health Services Act 1988. The Board of NRCHL has ultimate responsibility for governance at NRCHL and align themselves with best practice corporate governance principles of accountability, transparency, risk management, confidentiality and fiduciary duties.

Principal Activities and Objectives NRCHL’s principal activities continue to be the delivery of community health and related wellbeing services for our community. These include a comprehensive suite of medical, nursing, allied health, dental, harm reduction, counselling, diabetes education, language services (including interpreters and translation), health promotion, and community building programs. State-wide training and resources for the sector are provided by the Centre for Culture, Ethnicity and Health (CEH).

Performance goals of NRCHL are determined by the executive management team in accordance with the NRCHL Strategic Plan for 2018 - 2022. These are supported by relevant business and operational plans within NRCHL. NRCHL has proudly achieved continued successful external accreditation against Quality Improvement Council (QIC), National Safety and Quality Health Service Standards (NSQHSS), Home and Community Care (HACC), and Australian General Practice Accreditation Limited (AGPAL). NRCHL is also a registered National Disability Insurance Scheme (NDIS) provider and services have commenced with self-managed NDIS clients. Long-term objectives of NRCHL are to plan and manage sustainable growth through innovation, collaboration and opportunity, by promoting and fostering our culture of quality and safety whilst improving health outcomes and addressing the social determinants of health in our community. One key activity of NRCHL for the 2019 – 2020 financial year was supporting the two-year trial of the Medically Supervised Injecting Room (MSIR).

Membership Membership of NRCHL is divided into the following classes of membership:

Voting Members; Associate Members (non-voting); and

Life Members. There was no prescribed annual subscription fee for any class of membership during this reporting period.

Liability of Members and Winding-up Guarantee As a Company Limited by Guarantee, the liability of all classes of membership is limited. Every member undertakes to contribute $1.00 to the assets of the Company if it is wound up while he or she is a member, or within one year afterwards of the time of current membership. Current membership numbers as at 30 June 2020 totalled 281, therefore, the total amount that members of the company were liable to contribute at that date was $281.

The Board’s Role at NRCHL The Board at NRCHL has the following main objectives:

Sets and reviews the strategic directions of NRCHL within a clearly defined Strategic Plan in consultation with the executive management team.

Approves the annual budget of NRCHL.

Appoints and evaluates the performance of the Chief Executive Officer (CEO).

Approves organisation-wide policies to ensure regulatory compliance and to foster continuous quality improvement.

Ensures that NRCHL business and financial performance are consistent with its Strategic Plan and are compliant with regulatory obligations.

Ensures compliance with directors’ duties and responsibilities in accordance with relevant regulatory bodies.

Ensures management of organisational risk.

Ensures optimum mix of relevant skills, knowledge and experience among directors, including provisions for succession planning.

Establishes Board Committees necessary for the Board to discharge its duties. FINANCIAL STATEMENTS 2019-2020

23


CORPORATE GOVERNANCE STATEMENT (continued) Code of Conduct The Board of NRCHL has adopted a Code of Conduct for its directors to facilitate the discharge of their duties with integrity, honesty and fairness. The Code of Conduct governs the conduct of the Board and observes principles of good governance including accountability, confidentiality and respect. The Board endorses a zerotolerance approach to all forms of abuse, especially towards children and other vulnerable persons. Directors, together with all other NRCHL personnel, are required to contact authorities if they are concerned about a child’s safety.

Auditor’s Independence Declaration The auditor’s independence declaration is set out as part of the accompanying financial statements and is part of the overall Directors’ Report for the financial year ending 30 June 2020. This report is signed in accordance with a resolution of the directors.

ROD WILSON Chairperson

Proceedings on Behalf of the Company No person has applied leave of Court to bring proceedings on behalf of the company or intervene in any proceedings to which the company is a party for the purpose of taking responsibility on behalf of the company for all or any part of those proceedings.

PATRICIA COLLOCOTT Company Secretary Dated at Richmond this 27 of October 2020

The company was not party to any such proceeding during the year.

Indemnification of Officers and Auditor The company has not offered officers or the auditor any indemnity against their liability, which may arise under civil or criminal proceedings involving them acting in that capacity, and has not paid for any insurance policy providing officers or the auditor cover of the costs of defence of such proceedings.

24

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


STATEMENT BY THE BOARD OF DIRECTORS In accordance with a resolution made by the Directors of North Richmond Community Health Limited on 22 September 2020, we state that in the opinion of the Directors: a) The financial statements and the notes of the company are in accordance with the Australian Charities and Not-for-profits Commission (ACNC) Act 2012, including: i) Giving a true and fair view of the company’s financial position as at 30 June 2020 and of its performance for the year ended on that date; and ii) Complying with Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission (ACNC) Regulation 2013. b) There are reasonable grounds to believe that the company will be able to pay its debts as they become due and payable.

Signed on behalf of the Board by:

ROD WILSON

PATRICIA COLLOCOTT

Chairperson

Company Secretary

Dated at Richmond this 27 of October 2020

FINANCIAL STATEMENTS 2019-2020

25


26

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


FINANCIAL STATEMENTS 2019-2020

27


28

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH


FINANCIAL STATEMENTS 2019-2020

29


STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME for the year ended 30 June 2020 2020 $

2019 $

21,553,683

15,741,935

Client’s fees

576,172

494,008

Consultancy contracts

294,615

294,615

Service fees

322,999

340,200

Interest

106,211

101,953

Rental

334,152

185,822

33,691

30,500

0

12,600

164,095

93,472

23,385,618

17,295,105

(17,476,406)

(12,530,028)

(2,032,848)

(2,101,960)

Annual and Long service leave expenses

(223,990)

(462,957)

Depreciation

(194,433)

(183,221)

(3,215,907)

(2,583,151)

(23,143,584)

(17,861,317)

Surplus (Deficit) from operating activity

242,034

(566,212)

Surplus (Deficit) for the year

242,034

(566,212)

Other comprehensive income

0

0

Total comprehensive income

242,034

(566,212)

Note INCOME Government grants

Proceeds from sale/trade-in of fixed assets Donations Other sources Total Income

3

EXPENSES Personnel cost Agency staff and consultants

Other recurrent costs Total Expenses

30

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

4


STATEMENT OF FINANCIAL POSITION as at 30 June 2020

Note

2020 $

2019 $

Cash and cash equivalents

7

2,160,180

1,371,275

Trade and other receivables

8

147,565

455,255

Inventories

9

165,027

73,617

10

4,931,779

4,662,395

7,404,551

6,562,542

ASSETS CURRENT ASSETS

Other financial assets Total current assets NON-CURRENT ASSETS Right of use asset

14

80,774

0

Property, plant and equipment

11

439,640

571,936

520,414

571,936

7,924,965

7,134,478

Total non-current assets Total Assets LIABILITIES CURRENT LIABILITIES Trade and other payables

12

1,940,325

1,701,223

Provisions

13

1,931,393

1,756,825

Lease Liability

14

27,335

0

3,899,053

3,458,048

Total current liabilities NON-CURRENT LIABILITIES Lease Liability

14

54,739

0

Provisions

13

510,050

457,341

564,789

457,341

Total liabilities

4,463,842

3,915,389

Net Assets

3,461,123

3,219,089

3,231,123

3,069,089

230,000

150,000

3,461,123

3,219,089

Total non-current liabilities

EQUITY Accumulated surplus Capital reserves Total Equity

FINANCIAL STATEMENTS 2019-2020

31


STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2020

Accumulated Surplus $

Capital Reserves $

Total Equity $

3,635,301

150,000

3,785,301

(566,212)

-

(566,212)

Other comprehensive income for the year

-

-

-

Total comprehensive income for the year

(566,212)

-

(566,212)

-

-

-

Balance at 30 June 2019

3,069,089

150,000

3,219,089

Balance at 1 July 2019

3,069,089

150,000

3,219,089

242,034

-

242,034

Other comprehensive income for the year

-

-

-

Total comprehensive income for the year

242,034

-

242,034

(80,000)

80,000

-

Name Balance at 1 July 2018 Surplus/(Deficit) for the year

Transfer from surplus to capital reserves

Surplus/(Deficit) for the year

Transfer from surplus to capital reserves Balance at 30 June 2020

32

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH

3,231,123

3,461,123


STATEMENT OF CASH FLOWS for the year ended 30 June 2020

2020 $

2019 $

Receipts from fund providers and clients

25,790,620

18,976,400

Payments of GST and PAYG deductions to ATO

(4,758,984)

(2,984,999)

(19,974,147)

(15,432,110)

106,211

101,953

1,163,700

661,244

(31,876)

0

(31,876)

0

Fixed assets purchases

(107,226)

(182,144)

Net Term deposit (invested)/withdrawn

(269,384)

(501,645)

33,691

30,500

(342,919)

(653,289)

788,905

7,955

1,371,275

1,363,320

2,160,180

1,371,275

Note CASH FLOWS FROM OPERATING ACTIVITIES

Payments to suppliers and employees Interest received Net cash provided/(used) by operating activities

15b

CASH FLOWS FROM FINANCING ACTIVITIES Payments for financing photocopier lease Net cash provided/(used) by financing activities CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds on sale of fixed assets Net cash provided/(used) by investing activities Net increase/(decrease) in cash held Cash held at 1st July Cash held at 30th June

15a

FINANCIAL STATEMENTS 2019-2020

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AND FINALLY While the continuation of the Medically Supervised Injection Room (MSIR) trial was welcome news for North Richmond Community Health, it is worth reflecting on the personal tragedies and triumphs experienced by our clients. We would like to share with you one such story, as a reminder to us all of the impact our services have on some of the most vulnerable members of our community.

Sam’s story Sam1 had no fixed address and struggled to quit heroin for many years before visiting the medically supervised injecting room (MSIR) at North Richmond Community Health. Sam began using heroin after the death of his father and his brother (who died of a heroin overdose). A combination of these losses, an episode of psychosis, partying and clinical depression were all factors leading to his use of heroin. “One day I was offered a shot of heroin because I was upset while talking about my father and my brother. I wanted to learn about my brother – be in touch with my brother,” said Sam. Sam struggled to quit heroin. “I was trying to get off heroin every day. There were days where you do so well and then there were days that trigger you. I was judged, ostracized and discriminated against. As an addict, we face it all the time. I’d get judged and then I go have another shot. Nobody wins in the end. You get many pharmacists who make you stand in different areas and judge you. And you think, fine, I’ll go to the ‘street chemist’ where you’ll meet people who understand your situation. I would stare at a wall for days and days on end – didn’t get out of bed – thinking of different ways to end it – to not to live anymore. I don’t know why I’m still alive. I should’ve died at least three or four times.” Sam used the MSIR after hearing about the injecting room in Sydney. “I was interested in the safety aspect of the injecting room because I’d overdosed numerous times. I have used the injecting room dozens of times since; it has saved my life,” he said. Sam sought advice from the MSIR’s expert staff, including a doctor who began treating him with Buvidal – a long acting drug that treats heroin addiction. Since finding treatment at the MSIR, Sam has been able to save money, find housing and has not used heroin in over six months. “The MSIR is ground-breaking.” he said. “I would be dead without the injecting room. Or I’d probably still be using.” 1

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Not his real name

WULEMPURI - KERTHEBA: NORTH RICHMOND COMMUNITY HEALTH



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23 Lennox Street, Richmond Victoria 3121 9418 9800

We hope you enjoyed the Annual Report 2019-2020.

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Quality and Risk Manager North Richmond Community Health 23 Lennox Street, Richmond Victoria 3121

North Richmond Community Health (Wulempuri-Kertheba) stands on the traditional land of the Wurundjeri people.

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