NRCH Annual Report 2020-2021 by Dynamic Creations

Wulempuri - Kertheba

Staying Healthy Together

ANNUAL REPORT 2020–2021

Contents

WULEMPURI -

04 Message from the Chair and CEO 06 Quality and Safety Report

KERTHEBA:

06 Accreditation

NORTH RICHMOND

07 New translated feedback form

COMMUNITY

HEALTH

06 NDIS 06 Feedback 07 Community Health mid cycle review 09 Our workforce 09 Staff numbers by gender and employment type 10 Executive Management Report 11 Allied Health team 11 Healthy Communities Team 12 Child Health and Development (CHAD) Team 13 CHAD Client Experience Stories 13 CHAD team helps children reach language development goals 14 Medical Team

North Richmond Community Health is situated 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.

15 Oral Health Program 15 Feedback from the clients 16 Medically Supervised Injecting Room 2020-21 18 Centre for Culture Ethnicity and Health (CEH) 19 Our current projects 20 COVID-19 related projects 20 Policy development through Reference and Advisory Groups 21 Professional development 22 Multicultural Health and Support Service (MHSS) 23 Resource development at MHSS 23 Peer education 24 The Health Independence Program: The Inner Melbourne Post Acute Care program (IMPAC) 25 Continuing to deliver care during COVID-19 pandemic 25 Program snapshot 2020-21 year 27 Information and Communication Technologies (ICT) Team 27 Administration Team 27 People and Culture Team 28 Healthy Aging Hub 29 High Risk Accommodation Response (HRAR) and Community Engagement 32 Director’s Report 35 Corporate Governance Statement 37 Auditor’s Report 38 VAGO statement 41 Financial statements

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.

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.

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。

Our values

Giá Trị Của Chúng Tôi

我们的价值观

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.

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。

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 2020-2021

FROM THE CHAIR AND CEO There have again been many great achievements for the organisation this year but none have equalled supporting our community through the challenges presented by COVID-19. North Richmond Community Health stood up its emergency COVID-19 response on the Richmond Housing Estate (RHE) in July 2020 providing testing and support to our local community. We then established Victoria’s leading High-Risk Accommodation Response (HRAR) in September 2020 to support our extremely vulnerable communities through outbreaks, testing and vaccination.

NRCH commenced our vaccination program in March 2021 through our medical practice. In June 2021 we expanded the program through the Victorian Community Health C19 High Risk Vaccination initiative.

This model focuses strongly on community engagement and we currently employ 16 local community members, who speak more than 10 languages, in our HRAR team to engage with local communities.

The program has a strong focus and commitment to the local community and is delivered in partnership between the Medical Services and HRAR teams with a focus to engage, inform, and educate on COVID-19 vaccinations, engaging communities both face to face and through online forums.

Our “white tents” on the housing estate grounds have become an important feature of the landscape over the past twelve months. During this time, HRAR have hosted over 70 community engagement events and continue to work very closely with communities during the current outbreak around prevention, preparedness, COVID-19 testing, and vaccine engagement. This has further developed NRCH’s status as a lead agency in community engagement and health service engagement with vulnerable and diverse communities. We would not have achieved that without the many partner organisations who have worked with us tirelessly to provide support to the community.

Whilst we have focussed on our COVID-19 response, the organisation has continued to provide high quality services across the wide range of programs and services ensuring ongoing care for clients either face-to-face or through the use of technology. Our staff have, as always, been amazing throughout the year. They have continued to adapt to new ways of working within the limits of COVID-19 and have continued to focus on providing highly professional and compassionate care for all of our community. The Board and Executive offer our thanks for your continued dedication and support of the organisation through these challenging times.

Wulempuri - Kertheba: Staying Healthy Together

We also thank all of our wonderful volunteers who contribute so much to our services and provide a vital connection to clients and the community. The Board has undergone significant change this year with the Board Chair, Rod Wilson stepping down in July due to illness. The Board thank Rod for his vision and significant contribution to NRCH during his time on the Board. Dr Terri Jackson, as Deputy Chair, took the reins in Rod’s absence and has capably steered the Board since then, supported by new Deputy Chair Sally Mitchell and the rest of our highly skilled Board. The Board has contributed a significant amount of time and expertise to the organisation throughout the year. The Board continues to move 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. They have led the Strategic Planning process that we commenced in March 2021 to develop a new 3 year plan for the organisation.

HRAR have hosted over

community engagement events

Their current focus is on strengthening our Community and Consumer Advisory Committee, an essential feature of community health centres. The CEO and Board have welcomed members of the community to talk directly with them about community issues of concern. We thank them for their willingness to share their thoughts and support improvements to our programs. We wish to thank officers of the two departments of government (Family, Fairness, Housing and Health) that provide a large proportion of funding for our services. We look forward to maintaining our strong collegial relationships with them.

Patricia Collocott Chief Executive Officer

We are also grateful for the ongoing support of Minister for Health Martin Foley and of our local member and Minister for Housing, Richard Wynne. We congratulate them on their vision in funding the HRAR program to support vulnerable communities through the pandemic and recovery. We look forward to continuing to work together with all of our community to meet our vision of Healthcare That Builds Community. And just like last year, we look forward to seeing each other in person very soon.

Terri Jackson Board Chair

Annual Report 2020-2021

QUALITY AND SAFETY REPORT Accreditation

NDIS

Whilst the impact of COVID-19 has shifted the accreditation cycles for everyone in healthcare, our staff have maintained their enthusiasm with the quality and safety processes in preparation of announcements for rescheduled surveys.

The NDIS (National Disability Insurance Scheme) Practice Standard audit was conducted in two stages. Stage 1 was a desktop survey with Stage 2 being an on-site audit conducted over two days. Interviews were held with clients and staff from various levels of the organization.

In 2021, NRCH has undergone a mid-cycle review of our Community Health service and our first full review under the NDIS scheme and incorporated quality indicators of the Core Module and Module 3 Early Childhood Standards. Whilst we await AGPAL (Australian General Practice Accreditation Limited) and Aged Care surveys, staff continue with their daily work with quality and safety at the forefront of service delivery.

During Stage 1 of the audit, there were nine minor non-conformities identified which was addressed by NRCH and closed off prior to the Stage 2 audit. Quantum, the company responsible for conducting the survey, were pleased with the implementation of our corrective actions to the earlier non-conformities.

What we did well We have mechanisms in place to identify and treat risk and quality improvement The voice of our community and consumers is heard at Board level Staff feel well supported in their role and receive regularly supervision and opportunities for continuing professional development We focus on capacity building of line managers Feedback from families of the people in our care, demonstrates a family centered approach as well as working with other services such as childcare, kinder, schools and other professionals.

Feedback

“Staff at NRCH are very friendly and help me a lot, I can now talk to my son and ask questions and he answers me. They taught him to use Auslan sign language.”

Wulempuri - Kertheba: Staying Healthy Together

“They work well with us and his teachers at kinder and let us know what they are doing at each session.”

“I’m very happy with what they are doing to teach my son to read, write and speak. They are good to him and he likes going to the center.“

Quality and Safety Report

Where we can improve Incident management: Improve our process for recording evidence of NDIS incident management training by new staff at induction Human Resource Management: ensure that the updated NRCH Code of Conduct that now includes the NDIS Code of Conduct, is distributed to staff and records are maintained The Child: improve the recording of the active involvement of the participant’s support network in the participant’s Goal Directed Care Plan and developmental strategies.

Community Health mid cycle review The Mid-Cycle Assessment for QIC Health and Community Service Standards was undertaken in May this year. This assessment requires the organization to submit our progress against our quality improvement plan. In this assessment we described the organizations activity relating to: Performance and Development Risk management Quality reporting The new Board Clinical Governance and Quality Committee New suite of Quality Indicators New suite of Finance, People and Culture indicators Review of our policies, standards and procedures with the development of new documents The implementation of an Infection Control Reference Group.

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These included the support of clients and staff wellbeing, the constant environmental changes required to meet the infection control standards due to the pandemic. We also began a new service supporting the high-rise towers of the estate on our grounds which included COVID-19 testing and the distribution of information and items such as hand sanitizer and masks to increase safety for our community. The verbal review of our achievements was shared by the assessor via video conference, now common place for many of our interactions, especially with outside organizations. The assessor noted that, whilst we were working in a challenging environment, we had made significant progress with a number of notable improvement activities completed or on target.

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Tell us ab out your ex perience us. Please with fill out th is form an place it in d the black feedback box

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New translated feedback form We have just translated our NRCH feedback forms into Simple Chinese, Traditional Chinese, Arabic, Vietnamese and Somali. The forms will be kept behind our reception desks and there will be signs throughout the main NRCH building to encourage clients to fill one out.

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Challenges that were faced in the organization were described in relation to the impact of COVID-19.

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“My family have been using North Richmond Community Health Centre since 2008 from our first arrival in Melbourne. Dr Libby Segal and her colleagues have been exceptional in their skills and manner if we have ever shown any health concerns and I have never had any reason to doubt their opinions We travel extensively with our work overseas and there is always a warm welcome for me or my family members individually if we need medical care.”

“I had my vaccine appointment at North Richmond Community Health yesterday (Wed 2/6) and could not have been more impressed. Very well organised and civilised setting with all appropriate precautions as well as appointments rather than walk ups so patrons can socially distance. A great community resource.”

Annual Report 2020-2021

Quality and Safety Report

Feedback: oral heath (dental)

“This is the best service I ever come across compared to many visits to other dental practices.”

“From a very personal place, I thank you for your work in providing safe injecting rooms. Addiction has so many faces and stems from so many directions. It’s so difficult to know how to support people who experience issues with addiction – but one thing I feel for sure is that stigma is the enemy, and providing safety, care and even love is the ally. Thank you for all that you do.”

Feedback: MSIR and Harm Reduction team

Wulempuri - Kertheba: Staying Healthy Together

“We see your amazing work. We love that you save lives every day. Your work is an essential service and you shouldn’t have to go to work and be subject to the kind of media scrutiny you are facing. We stand by you. You are amazing! Solidarity and strength.”

“I’m doing really well. I have not used for a couple of months. I’m just working and saving money. The shots have been the best thing in my attempts at recovery.”

Quality and Safety Report

Feedback: MSIR team

Dear staff and clients of the MSIR “I live on Highett Street and my children (11 year old twins) attend RWPS. I wanted to write to you to say that personally my partner and I, and our children, are very pleased that we have a MSIR in our community and see this as a valuable medical facility that can support people. I am very angry and sad about the current public debate and how it is reported in the media. While I do understand that there will be differences of opinions, the current media coverage is presenting a picture that all parents and children oppose the facility, that children at RWPS are harmed by people using the MSIR and that children at school are in danger. I wanted to let you know that for one, I do not believe this to be the case. In an initial news report about the meeting held last night (which I can no longer find) – I think I read that a client of the MSIR addressed the meeting and saying that it had saved lives. I have also seen the official reports which support this too. I wish the media reported more from people who directly use the facility and from people who work there as well.

WORKFORCE Our workforce dedicated staff is supported by our People and Culture team, which is focussed on providing human resource functions for NRCH. These include employee and industrial relations, injury management, business partnerships, recruitment, learning and development, workforce analytics and reporting. P&C leads the employee wellbeing program.

Staff numbers by employment type

137 part time

295

64 full-time

staff

94 casual

Staff numbers by gender

I hope that the work continues to support all people in our community in ways that are most directly helpful.”

“Thank you for checking in with me. The nurse was so careful and gentle. I brought a friend to hold my hand. I’m good today. It’s strange the blockage I have to coming in and doing what is good for me. It goes against every instinct knowing there will be no emotional escape for a month.

231 female

64 male

This drug really allows and demands one to take responsibility for one’s inner pain. I have no internal longing for opiate today.”

Annual Report 2020-2021

EXECUTIVE MANAGEMENT REPORT

NRCH has again shown its capability to adapt and respond quickly to needs of the community setting as evidenced through the COVID-19 testing clinic and the implementation of the HRAR program.

The last 12 months for NRCH have continued to be both rewarding and challenging. Despite the challenges that NRCH faced through the pandemic the Corporate Services team have had some notable achievements which have enabled us to support the organisation in its mission to building a healthier community. Some of these are:

We implemented a review of our corporate policies and procedures and through increased staff consultation, new leadership structures;

We successfully achieved our accreditation for NDIS last year and completed the recommendations for the Oral health program recommended from 19/20 audit;

An updated Business Continuity Plan in response to the pandemic was rolled out.

Work has commenced on the identification of new HRIS and Finance systems to meet the organisations growing needs.

Mark O’Donnell Executive Manager Corporate Services New business plans, budgets and financial strategies were developed.

A new Time in Attendance system was successfully implemented driving increased efficiency in staff and payroll management.

Wulempuri - Kertheba: Staying Healthy Together

ALLIED HEALTH TEAM Healthy Communities Healthy Communities Team A healthy community is a place where we feel connected to the people around us, are safe to be ourselves and can get the support we need to live a healthy life. The Healthy Communities team works to create healthy environments for our staff, volunteers, clients and community members by creating programs together with those who will benefit from them. Our programs include: Health Promotion

Aboriginal Health

Aboriginal Health In 2020-2021 Vivian Moore joined NRCH as our first dedicated Aboriginal Health Worker. Viv is a Gooniyandi woman who has been living in Collingwood for the past 10 years and is an active community member. Since starting with NRCH, Viv has organised Closing the Gap celebrations, regular Mob Barbeques and fire ceremonies on the Noth Richmond estate with local Indigenous residents. Viv is also engaging local Aboriginal and Torres Strait Islander community members and organisations in consultation to identify how we can work together towards reconciliation and self-determination.

Reconciliation Yarra Housing Estate Mental Health Project

Volunteering Services

Community Food

NRCH has commenced working towards a Reconciliation Action Plan, including development of a working group, which will determine NRCH’s vision for reconciliation, how we can contribute to reconciliation, improve relationships with Aboriginal and Torres Strait Islander people and stakeholders and embed these changes into internal operations and policies.

Building a Mentally Healthier Workplace Project In 2020-2021, NRCH committed to becoming a mentally healthy workplace in partnership with Mental Health First Aid Australia, including working towards formal recognition as a Mental Health Skilled Workforce.

staff and volunteers participated in consultation

staff and volunteers submitted expressions of interest to participate in Mental Health First Aid training

staff and volunteers said that they would like to become Mental Health First Aid Officers in the workplace We look forward to sharing the Project outcomes in our next annual report. Annual Report 2020-2021

Allied Health Team

Child Health and Development The Child Health and Development (CHAD) team provides Occupational Therapy, Speech Pathology, and Dietetics services to children in the local community. There is both a Community Health service, and an Early Childhood Early Intervention NDIS service. The past 2020-2021 year has proved challenging in the context of the COVID-19 Pandemic, while also providing opportunities to be flexible and responsive to the ever-changing situation. During periods with greater COVID-19 restrictions, services were offered by Telehealth (video or phone), and providing resources and activity ideas to families to support their child’s development from home during lockdown. Our therapy groups switched to online platforms whenever this was required, including our Chat and Play Group in Term 3 2020, and our School Readiness Group in Term 4 2020. We were able to run our Early Language Group onsite in Term 1 2021, and our Term 2 Chat and Play group started onsite and finished online in response to a snap lockdown. When families have not been able to easily access Telehealth services (for example, due to internet access issues, the availability of suitable technology, or it being difficult in the context of supporting multiple children at home during a lockdown), the CHAD team has worked with the families and other people involved in supporting the child’s development (e.g. kinder teacher, family services worker) to provide support and strategies to implement during these times. While restrictions were beginning to ease in late 2020, the CHAD team increased their flexibility in where therapy was offered, including in local parks and playgrounds. This involved working with children and their families to practise therapy strategies in these naturalistic environments while being in an open-air setting. 12

In addition, opportunities were taken during periods of lockdown to join online with other service providers to share knowledge and learnings about providing service during lockdowns, and collaborate to provide online workshops for local families, such as the ‘Intro to Solids’ monthly webinars that the Occupational Therapy service and Dietetics service provided in conjunction with the City of Yarra Maternal and Child Health Service. A challenge for providing service also occurred with recruitment difficulties. The CHAD team experienced difficulty recruiting a Speech Pathologist after a resignation within the team, which meant the team had to

adjust to managing referrals and assessments during that time. The lack of a full complement of Speech Pathologists between September and June impacted on reaching targets, although the waiting time for assessment in the Community Health service was able to be reduced to 3-4 months through a targeted approach to assessment. This vacancy has since been filled. The CHAD Team also underwent an NDIS Audit, a process which takes place every 3 years. The team worked together with management, the Quality and Risk manager and our families throughout the process resulting in a successful accreditation outcome.

Performance against targets for CHAD Team Funding stream

Annual target (hours)

Hours achieved

Percentage

Community Health

2,998

2,579

86%

NDIS

1,018

1,126

86%

$2,579 Community Health

NDIS accreditation The accreditation for NDIS services was held onsite on Tuesday 6 July and Wednesday 7 July with a very successful outcome. There were some very positive comments made by the auditor: Interviews with Executive Managers and review of documentation showed that there are several mechanisms in place to appropriately identify and treat risk and quality improvement including new Board and operational committee structure with documented terms of reference a nd annual work plans, a new risk register and monitoring and reporting of incidents and complaints.

Wulempuri - Kertheba: Staying Healthy Together

$1,126

Annual target Achievement

NDIS Opportunities to ensure that the “voice” of the community and consumers is facilitated at the Board level were commendable with greater community representation planned within the Board and further development of the Community and Consumer Advisory Committee of the Board. Staff interviewed reported that they felt well supported in their role with documented evidence of regular supervision and opportunities provided for continuing professional development A huge thank you to Imogen Hay (Team Leader) and the Allied Health NDIS team for all their hard work in preparing for the accreditation and congratulations on achieving such a great result.

Allied Health Team

CHAD Client Experience Stories Chat and Play Group Term 3 2020 In response to running this group online during lockdown last year, parents provided positive feedback about the group, including:

“I loved that this was a dedicated activity for…, with defined stages/ steps. She loved her homework.”

School Readiness Group Term 4 2020 In response to this online group, parents’ feedback that their children really enjoyed the group, and parents were really happy with the resources provided for the group.

The families expressed a wish to participate in online groups in the future also.

“I’m very happy with what they are doing to teach my son to read, write and speak, they are very good to him and likes going to the centre.”

Early Language Group Term 1 2021 Parents who attended this group (which ran onsite) reported learning ideas in play to support their child’s language development.

“Just thank you for facilitating.”

Feedback received from parents of NDIS clients

One parent in particular reported being very pleased with her child’s improvement in participation during the group, and reported being keen to find more opportunities for her child to be a part of a group.

“We have been coming to NRCH for a year and they help us to play with my son, help him with toileting, sleeping better and do things at home.”

CHAD team helps children reach language development goals Chat and Play Language Group The Speech Pathologists in the Child Health and Development (CHAD) team are running their Chat and Play Language Group on Tuesday mornings during Term 2. The group is designed for three to five-year olds who have similar language development goals. Children attend with a parent or carer and engage in various language building activities which target their specific language goals. Families are given strategies and homework to complete each week that are related to the goals in the group. This is one of the many groups our CHAD team runs for families who access their service.

Annual Report 2020-2021

Allied Health Team

Medical Team

Delivering Care During COVID-19 In the past 12 months the NRCH medical team has continued to deliver the highest quality care to our clients and the community. During this time, our team of doctors and nurses, with the support or our amazing administration team, have delivered over 34,500 appointments, including 6500 telephone and telehealth appointments!!! The team has continued to implement new ways of delivering health care to ensure that it can best meet the needs of clients and the community.

Our telehealth system, HealthDirect ensures that appointments can be conducted effectively and securely without the need to come into the clinic. Clients can also now receive prescriptions electronically thanks to our Eprescribing service. Alongside these new ways of working, our team has continued to provide in person care for those who need it. The team has worked to effectively manage the barriers created by COVID-19 to ensure clients receive their care is safe and appropriate to their needs.

Wulempuri - Kertheba: Staying Healthy Together

Keeping our community safe: COVID-19 Vaccination Clinics The medical team is proud to be part of the national COVID-19 vaccination program. The team ran it’s first vaccination clinic on the 24th March 2021, and since that time overseen the administration of over 6000 vaccinations. Working in partnership with North Richmond’s High Risk Accommodation Response Team (HRAR), the medical services team has focussed on ensuring that the vaccine program reaches high priority groups, as well as all eligible members of the community.

Allied Health Team

Oral Health Program A Health Promoting Practice: Oral Health Program Throughout 2020 and 2021 the Oral Health Team has continued its strong focus on prevention and education. Despite restrictions on services during lockdown, our team has made itself available via telephone and video to triage the oral health concerns of clients, provide oral health education and ensure our clients continue to have access to advice and support that they need to maintain their oral health during COVID-19. This year’s Dental Health Week theme was ‘Keep Your Smile for Life’. It focussed on all the things we are passionate about at NRCH, brushing, flossing, eating a healthy balanced diet and visiting your dentist regularly.

Smile Squad! The NRCH Oral Health Program is now a member of the Smile Squad team! Smile Squad is a Victorian Government program that will provide free dental care to all Victorian public primary and secondary school students. Providing both annual check ups and follow up treatment this program aims to improve the oral health of children and young people in our community.

“I love Smile Squad! You guys are awesome.” – Child

We were fortunate enough to be able to run a COVID safe, interactive event with our clients and the community to promote these important messages! We are excited to be able to do more of this in 2022!

In March 2021 our experienced team of clinicians embarked on their first Smile Squad journey at Abbotsford Primary School, closely followed by Richmond West Primary School. Although COVID-19 has had an impact on our schedule, the team cannot wait to get back out on the road and visit all those schools who are part of our Smile Squad community!

“It has been really lovely to see children excited to have their teeth checked in an environment that they are comfortable with and to see the positive support they offer each other when a classmate is having their teeth checked for the first time.“

“I cleaned my teeth yesterday, I wish I did see the name of the dentists who done amazing job, she was so caring and amazing! Even the assistant was nice.”

we visited

18 schools

and saw

8,477 students

“Brilliant that my child can be seen at school and wonderful service.” – Parent

– Teacher Annual Report 2020-2021

MEDICALLY SUPERVISED INJECTING ROOM 2020-21 The 2020–21 year began with the Victorian Government’s announcement extending the trial of the Medically Supervised Injecting Room (MSIR) at North Richmond Community Health (NRCH) for another three years. This announcement was exciting news for the organisation, but of course, like all other health services, we were dealing with the continuing challenges posed by the global COVID-19 pandemic. Throughout the period, we have effectively pivoted our service responses to mitigate the risks associated with the pandemic, with a focus on staff and clients. These responses included physical distancing measures, enhanced air filtration, appropriate PPE for staff and clients, on-site testing, on-site vaccinations, assistance with isolation when required, enhanced cleaning, hand hygiene for staff and clients, contact tracing when required, and a separate injecting zone for people at higher risk of COVID. As a result of these measures there was no known COVID transmission in the MSIR, and the MSIR remained open throughout Victoria’s pandemic.

Despite the complexities of clinical interactions in a COVID-19 pandemic, this year has seen a scale up in a number of our on-site interventions, specifically testing and treatment of blood borne viruses (in partnership with St Vincent’s Hospital), opioid pharmacotherapy and housing services (in partnership with Launch Housing). This year we tested 386 people, and treated 82. We initiated opioid pharmacotherapy for 197 people, including 155 with the injectable buprenorphine treatment.1254 people were housed with launch housing. We have also expanded our on-site mental health support, in collaboration with St Vincent’s and supported 357 people, through brief interventions and care coordination. Along with the pandemic, the NRCH restructure of the MSIR/AOD Program leadership team was completed and a new Program Manager was appointed in April 2021. 16

Wulempuri - Kertheba: Staying Healthy Together

Visits There was a total of 82,040 visits to the Medically Supervised Injecting Room Medically Supervised Injecting Room staff supervised 76,877 injections

Overdoses Medically Supervised Injecting Room staff managed 868 overdoses inside the facility

Services and referrals Clients received a total of 43,417 services from both Medically Supervised Injecting Room staff and co-located ‘gateway’ services Medically Supervised Injecting Room staff made 486 referrals to external services and other North Richmond Community Health program areas

Clients

Of these, 18 per cent were extremely serious, yet only 1.4 per cent required ambulance transport

There were 942 new client registrations to access the Medically Supervised Injecting Room

There were no overdose fatalities inside the facility

In addition, 188 new clients registered to access the Consulting Area (but not the Medically Supervised Injecting Room)

Medically Supervised Injecting Room 2020–21

Point-of-care hepatitis: case study 1

Opioid agonist treatment: case study 2

Tom*, a man in his mid-forties, is a long-term client of the MSIR who accesses the service regularly. He consented to participate in the rapid point-of-care hepatitis C study in November last year and was diagnosed with hepatitis C.

Frank*, is a veteran who was exposed to opium while serving in Afghanistan. He returned to Australia having developed heroin dependence. Frank also suffers from PTSD and used alcohol to cope with flashbacks and nightmares. He accessed the MSIR intermittently for supervised injecting.

As part of his treatment work-up at the MSIR, Tom had an onsite scan of his liver which indicated mild fibrosis. He also has multiple other health and social issues, including diabetes, poor eyesight, dental problems and homelessness.

Overall, Frank was injecting between $100 and $200 worth of heroin per day. He also developed an alcohol use disorder and subsequently cirrhosis of the liver, followed by an episode of acute decompensated hepatic encephalopathy. Frank was treated for this at a local specialist inpatient unit and was discharged on buprenorphine-naloxone.

Tom is also a frequent hospital inpatient. He was very keen to commence hepatitis C treatment and adhered to his 12-week course of direct-acting antiviral medication. At the end of his treatment he returned a negative hepatitis C result, and is due for his final blood test to assess cure in mid-May this year. Tom was really excited to receive his negative result, saying “it gives me courage to tackle my other medical issues”. Tom is now linked in with the NRCH diabetes educator and external homelessness services. He said he can’t speak highly enough of the service and the help he has had with his treatment.

Frank asked for assistance managing his dependence on opioids and after discussing a range of options decided to commence on monthly long-acting buprenorphine injections. He has since ceased using heroin and remains abstinent from alcohol. Frank is reviewed regularly by the MSIR team onsite at the MSIR consulting clinic, and his psychosocial issues are now being addressed. He has started treatment for PTSD and associated nightmare disorder. Frank is saving money and soon plans to rent a place of his own. He is also now registered with Veterans’ Affairs and is engaging with other services which are available to him.

* Pseudonym used for privacy reasons

Our MSIR team received a very lovely phone call from a client’s mother:

“My son is a client of yours, he wouldn’t be alive if it wasn’t for the team over at MSIR. From the bottom of my heart, thank you for the amazing work you do.”

Annual Report 2020-2021

CENTRE FOR CULTURE ETHNICITY AND HEALTH (CEH) The Centre for Culture Ethnicity and Health (CEH) is a unique agency whose mission is to improve the health and wellbeing of refugees and migrants. We do this by working with health, local government and community services agencies to improve their responsiveness to people from migrant and refugee backgrounds through professional development, cultural consultancy and resource development. CEH is a program of North Richmond Community Health, which underwent significant change in 2019/2020 related to the COVID-19 pandemic. There has been substantial structural change at CEH, as well as the appointment of four coordinating roles to manage the work of the program.

CEH’s structue now is as follows:

Capacity building works to improve the response of health and community services agencies to people from refugee and migrant backgrounds who access their services, but also directly with communities where relevant and possible.

Multicultural Health and Support Service (MHSS) whose work is primarily with communities on the prevention and treatment of viral hepatitis, HIV and other blood borne viruses. Newly arrived communities, mobile populations, asylum seekers and international students are the major target groups for MHSS.

A Programs and Projects team that includes our funded projects as well as the Multicultural Drug and Alcohol Program (MDAP, with funding from the North West Primary Health Network NWPHN). MDAP supports young people from the South Sudanese community who are experiencing harm from alcohol and drug use.

MHSS receive separate funds from DHHS and their contribution to the IHP report reflects the proportion of their work undertaken through IHP (Integrated Health Promotion).

Other projects include Speaking C0VID, Cancer screening project with University of Melbourne.

Wulempuri - Kertheba: Staying Healthy Together

A Health Translations team to reflect the ongoing and significant investment made by government to ensure people from refugee and migrant backgrounds have access to high quality consumer focussed translated information about a range of health and wellbeing topics.

Centre for Culture Ethnicity and Health (CEH)

Our current projects Health Translations Managing, maintaining and promoting Health Translations on behalf of Department of Health (DH). Health Translations is an online portal linking users directly to information on a third-party site, enabling access to over 23,000 translated health and wellbeing resources in over one hundred languages. As far as we know, it is the only collection of its type in the world. Given the critical importance of accurate and timely information about COVID-19, testing and more recently vaccination, Health Translations continues to be a high priority project for CEH.

Multicultural Drug and Alcohol Partnership This project funded by the North West Metropolitan Primary Health

Network (NWMPHN) provides information, support and advice to young South Sudanese people about drug and alcohol use and referral to rehabilitation or detox services as requested. The other significant component of the project is to provide professional education to workers in the drug and alcohol sector to enhance their understanding and engagement of working with South Sudanese young people. This activity involves collaboration between the MDAP team and the capacity building team at CEH to deliver quality professional development to the sector. The final component is to engage with the parents and carers of South Sudanese young people to further their understanding of drug and alcohol use as well as better understand the cultural interpretation and extent of the issues in the community.

University of Melbourne Cancer Screening Project The University of Melbourne invited CEH to participate in a national project that seeks to improve cancer screening rates in migrant and refugee communities across all three screening programs, breast, bowel and cervical. The project has several phases and CEH has been involved in some of the early phases. Phase 1 of the project was a desktop analysis and review of strategies to improve screening rates, data gathering phase looking at screening rates and identifying communities for particular attention. Phase 2 support from CEH was to identify individuals who could be trained to become Cultural Consultants to convene and facilitate focus groups with members of identified communities.

NRCH CEH Team Annual Report 2020-2021

Centre for Culture Ethnicity and Health (CEH)

COVID-19 related projects CEH as a program of North Richmond Community Health (NRCH) has supported the High-Risk Accommodation Response operating from NRCH. The support has taken a number of forms and links to projects that CEH has received funding from varying government sources. CEH has also been involved in the documentation and evaluation of the HRAR program at NRCH. This has involved collecting data and interviewing many of the key stakeholders across community, government and NRCH. This project is nearing completion.

Speaking COVID This project targeted interpreters (to January 2021) and was funded through the Multicultural Taskforce convened by the Department of Premier and Cabinet (DPC). The overall aim of the project is to ensure that Culturally and Linguistically Diverse (CALD) with low English-language proficiency communities have access to the same information and knowledge as English-Speaking communities. Interpreters and translators were targeted to ensure they were able to provide services with up-todate knowledge of COVID-19 safety, restrictions and vaccination progress as well as ensure they had an accurate understanding of how to translate COVID-19-related terminology in their language.

This project targeted bicultural workers (to March 2021). Similarly, to the previous project this sought to ensure that people and communities from refugee and migrant backgrounds with low English-language proficiency have access to the same information and knowledge about COVID-19 safety and vaccines as English-Speaking communities, in order to make informed decisions. The project targeted Bicultural and Bilingual Workers, who are essential community intermediaries for CALD families, particularly newlyarrived and included Multicultural Education Aides in schools. Bicultural workers were targeted to ensure they are able to provide services with up-to-date knowledge of COVID-19 safety, restrictions and vaccination progress and ensure they have an accurate understanding and are able to explain COVID-19-related safety, restrictions to their ethnic and linguistic communities as well as address vaccine hesitancy in their communities. As the pandemic continued and vaccines became available the content of the workshops pivoted to understanding the vaccine, identifying appropriate sources of information and develop strategies to rebut the common misinformation that was circulating in communities at the time.

Enhancing and supporting COVID-19 vaccination messaging for CALD communities CEH was invited by Dr Holly Seale Associate Professor and Program Director, Bachelor of International Public Health (BIPH), School of Population Health, University of New South Wales to participate in a successful proposal to the Medical Research Future Fund (MRFF) – Communication Strategies and Approaches During Outbreaks. The aim was to examine the experiences of select CALD communities during the course of the COVID-19 pandemic, how messages have been received, understanding of disease and the mitigation strategies, cultural appropriateness etc. The approach was adopted from research undertaken post H1N1 (swine flu) with First Nation communities: Participatory Action Research (PAR) Including citizen juries, interviews with government and other stakeholders.

The CEH Project Officer continues to provide secondary consultations to bicultural workers who participated in the workshops.

Several CEH staff were interviewed during this process and discussed the work CEH had done previously with interpreters, emphasised the importance of bicultural workers, trusted community leaders and respected information channels in the successful delivery of information to communities from refugee and migrant backgrounds.

One of the positive consequences of the pandemic is a recognition of the important role of bicultural workers in delivering messages to their communities in ways that can be understood by the community.

Also discussed was the unacknowledged burden for community leaders in converting government messaging into language that their community members can understand.

Wulempuri - Kertheba: Staying Healthy Together

Centre for Culture Ethnicity and Health (CEH)

Policy development through Reference and Advisory Groups CEH is proud to have been invited to participate and provide advice on some exciting new initiatives in the reporting period. We participate in the Victorian Transcultural Mental Health Reference group and look forward to continuing to provide advice and support to the implementation of new systems and services as a consequence of the Royal Commission into Mental Health. We are members of the Federation of Ethnic Communities Councils of Australia (FECCA) EnCOMPASS Advisory group and to date have met with the Project Managers and provided advice about selection of agencies to participate in the scheme. This project builds on the experience of the Victorian Access and Support Worker roles that have been funded nationally. CEH is proud to have been invited to participate in the Australian Commission on Safety and Quality in Health Care Partnering with Consumers Working Group. To date only two meetings have been convened and these were largely concerned with agreement to the Terms of Reference and linkages and relationships between clinical standards, partnering with consumers standards and relationships with state-based Health Complaints mechanisms and AHPRA. The Carer Diversity National Reference Group oversees and advises on project work undertaken by Carer Help. The primary aim of the project is to ensure that Carer Help is accessible to people from diverse backgrounds.

Professional development CEH delivered:

workshops

Health Literacy Courses one open to anyone and other specifically for staff at North Richmond Community Health.

for frontline staff of the Department of Families, Fairness and Housing on cultural competence.

workshops about various aspects of cultural competence and language services to 16 different agencies across the heath and community support sectors including Victorian Legal Aid, SANE, Anglicare, Financial Counselling Victoria, several councils, Tweddle, Grampians Disability Advocacy and the Red Cross.

webinars for organisations

free webinars for a general audience (details below)

Public webinars Date

Topic

Attendees

Language Services: Collective Strength

The Challenges of Online Learning

11 August 2020

Practical Strategies to Reduce your unconscious bias

25 August 2020

Bilingual / Bicultural workers – so misunderstood

22 September 2020

Plain Language Spoken Communication

6 October 2020

Building Organisational Cultural Competence

20 October 2020

Organisational Health Literacy

10 November 2020

Practical Strategies to Reduce your unconscious bias

8 December 2020

Live Q&A: Reach more people with Plain Language writing

16 February 2021

Unconscious Bias: An Iterative Case Study

Lessons in cross cultural communication from living in a multicultural family

20 April 2021

Interpreters and Translations

29 June 2021

Cultural Competence

14 July 2020 9 August 2020

16 March 2021

Annual Report 2020-2021

Centre for Culture Ethnicity and Health (CEH)

7268

We have worked hard to ensure the newsletter is informative and concise and, in most instances, links to longer stories on the website are provided for those who wish to know more. We regularly receive feedback about the quality of the newsletter and articles are picked up and reposted in other newsletters (though this is very hard to track). A story about our Vietnamese and Chinese Peer educators project (MHSS) was recently shared on Twitter by an academic at the University of NSW with 17,000 followers.

This type of support is much appreciated and demonstrates the reach of our newsletter. All of our communication is mindful of the audience, their interests and time limitations as well as the requirement for communication to be clear, concise and expressed in plain language.

CEH e-news subscribers are kept up to date monthly with our latest news and events.

newsletters were published July 2020-June 2021 that can all be found here: www.ceh.org.au/ past-ceh- newsletters/

We support government campaigns through our social media like the Catch Up Care campaign. Our Communications team created social media tiles that we’re widely disseminated and used by the Department of Health Twitter account reaching an additional 60,000 people in Victoria.

Multicultural Health and Support Service (MHSS) MHSS is a program of the Centre for Culture, Ethnicity and Health (CEH). MHSS works with and empowers refugee and migrant communities to achieve better health outcomes regarding Blood Borne Viruses (BBV) and Sexually Transmitted Infections (STI), acknowledging the highly complex and culturally sensitive issues that are associated with these diseases. MHSS also works with service providers to build capacity in designing and implementing culturally competent and inclusive services that provide relevant care and support to refugee and migrant communities. MHSS is a Department of Health funded initiative of the Sexual Health and Viral Hepatitis program.

Community Education The MHSS team tailored community education sessions in consultation and partnership with different communities (through peer educators and Multicultural Community Action Network (MCAN) members). Face to face sessions are the preferred delivery model. However, due to restrictions imposed by the COVID-19 pandemic, the MHSS team has shifted the delivery model to online. It is important to note that communities are different and the engagement with them had to be adjusted accordingly. For some community groups education sessions were delivered through Zoom application while for others WhatsApp was the preferred application. The sessions covered a wide range of topics around sexual and reproductive health included: Sexual health and contraception Healthy relationships and consent Hepatitis B, Hepatitis C and cure STIs HIV and Pre-Exposure Prophylaxis (PrEP) Stigma discrimination Navigating the Australian health care system

Wulempuri - Kertheba: Staying Healthy Together

In response to a community need for information around COVID-19 and mental health during the peak of the pandemic, 2 sessions were delivered to a group of international students and a community group. Overall, 39 community education sessions were delivered by the MHSS team; 19 sessions out of 39 were co-delivered with peer educators and Multicultural Community Action Network (MCAN) members. The sessions reached 619 community members. Six hundred and seven (607) participants of the community education sessions were born in 42 countries and almost half of them (49.5%, n= 301) were born in India. Countries like Vietnam, Philippines, Somalia, Eritrea, and Pakistan were represented by less than 0.5% of the total attendees in the training sessions. All respondents (n=6) who reported to have been born in Australia spoke other languages than English at home. Participants of the education sessions came from diverse ethnical groups, they represent a mix of large and small ethnic groups including Indian, Tigrinya, Chinese, Han Chinese, Tibetan, Shona, Latino, Sri Lankan, Tamil, Tigre, Vietnamese, Samoan, Nepalese, Acholi, Kikuyu and Dinka.

Centre for Culture Ethnicity and Health (CEH)

Resource development at MHSS Antiviral – COVID-19 Safer Comics Thanks to a partnership between Paper Giant (an organisation that brought in their expertise in mixed methods research and graphic design), international students from diverse backgrounds, Multicultural Drug and Alcohol Partnership (MDAP) and MHSS, a series of 8 educational comic strips was produced. The comics are based on the “everyday lives” of young people during COVID-19 and scenarios relating to STI/BBV harm minimisation behaviours. The portrayed harm reduction behaviours are extended to the use of alcohol and other drugs by young people. Each comic provides discussion tools to engage young people and stimulate discussions about their choices, and the best ways to stay healthy during the pandemic. Additional funding from the Department of Health enabled development of these resources.

The videos had more than 2,500 viewers on YouTube, Facebook and the CEH website. An additional 1,757 people saw the video content on Facebook and LinkedIn.

Mental Health and COVID-19 videos Due to the COVID-19 pandemic and its impact on mental health, a need for spreading messages encouraging communities to look after their mental health during these challenging times was identified. As a result, the North Western Melbourne Primary Health Network (NWMPHN) partnered with MHSS and MDAP Multicultural Alcohol and Drug Partnership (MDAP) to produce five “Stay healthy, get help for your mental health” videos. The videos are available in Hindi, Vietnamese, Mandarin, Cantonese and Dinka languages. More than 5,250 people saw the video content on different social media platforms and more than 2,100 views were registered.

Plain language health Information for antiretroviral drugs (HIV medication) To ensure that everyone living with the Human Immunodeficiency Virus (HIV) has a better understanding of HIV treating drugs, the pharmaceutical company Gilead Sciences worked in collaboration with MHSS to develop information about HIV medication using plain language. The content developed was incorporated in the software application (App) called HealthVu.

Hepatitis and COVID-19 videos In addition, M-CAN members from the Chinese and Dinka communities played a pivotal role in the production of 9 videos featuring discussions around hepatis (testing and management) during the pandemic.The videos are available in Mandarin, Dinka and English, and can be accessed here: Hepatitis and COVID-19 - Centre for Culture, Ethnicity an Health (ceh.org.au).

Community members were involved in the testing of the content to ensure its readability and cultural appropriateness, prior to its translations into languages other than English. The plain language information is available in Chinese, Thai, Portuguese Brazilian and Spanish.

Catch Up Care campaign In February 2021, MHSS and the Communication team developed a social media awareness campaign to address the decline in the number of people accessing healthcare and having regular check-ups due to the impact of the pandemic. A suite of social media tiles was developed with messages promoting visits to healthcare providers/services for regular check-ups including STI testing; special attention was given to the promotion of testing for syphilis in pregnant women. Healthcare providers were asked to download the social media tiles and share them on their websites and other social media platforms. As of 30 June 2021, the overall reach of the Catch Up Care campaign was more than 8,200 people. The Department of Health has ‘shared’ the campaign in its LinkedIn to 60,000 followers.

Peer education In 2020-21 MHSS program trained six peer educators. Five out of six trained peer educators were involved in the delivery of 16 community education sessions; this is equivalent to 41% of the total community education sessions delivered in 2019-20 (n=39). The sessions were accessed by 252 participants; however, evaluation surveys were returned by 242. More than half (60.7%, n=147) of the respondents were female and the remainder 39.3% (n=95) were males. Participants of the education sessions were from a diverse range of communities, which included Indian, Pakistani, Bangladeshi, Nepali and Kuwaiti. The program received a number of word-of-mouth referrals from within communities and 4 subsequent sessions were delivered to the Indian women’s group at Northern Community Legal Centre. Annual Report 2020-2021

THE HEALTH INDEPENDENCE PROGRAM: THE INNER MELBOURNE POST ACUTE CARE PROGRAM (IMPAC) Post acute care provides short term supports to assist clients to recuperate at home following a stay in a public hospital. The program aims to:

support the client’s return to independence

provide a gap service until other community services can start

PAC provides short term care coordination and purchases a wide range of in-home support service that are tailored to meet each client’s individual needs. 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).

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

Hospital and collaborates to improve care across the continuum.

Our team The program is staffed by 5 care coordinators – nurses, psychologist and physiotherapist, a support worker 2 staff covering reception and finance/administration, and a manager.

Delivering care in partnership The program has a longstanding partnership with St Vincent’s 24

reduce the risk of readmission to hospital

Wulempuri - Kertheba: Staying Healthy Together

St Vincent’s Hospital have a team of 10 Complex Care clinicians co-located at NRCH with the PAC team enabling an integrated approach to support clients with complex health and psychosocial issues, as well as linking clients to the hospital’s services and the range of community services at NRCH. The PAC program also provides in-home supports for admitted patients on a fee for service basis for St Vincent’s Hospital in the Home, GEM@home program and the new Rehab@home program.

The Inner Melbourne Post Acute Care program (CEH)

Continuing to deliver care during COVID-19 pandemic The COVID-19 pandemic and associated restrictions have seen the PAC team deliver the service from home.

the program over the year, care coordination activity remained at pre-pandemic level reflecting client complexity.

The pandemic continues to impact the hospitals, community services and the clients we support and the team have continued to effectively support clients through many difficult situations.

Some of the trends seen are:

Although there was a decrease in the number of referrals to

an increase in clients with complex needs increase in the program providing terminal care as families take their relatives out of hospital to die at home

clients discharging early from hospital often against medical advice clients’ underlying health conditions worsening as they have missed routine health care many people declining in-home support as they are not wanting services to come into their home pressure on hospitals and clinicians – delayed referral to PAC

Program snapshot 2020-21 year

22 29%

Supported

1682

days is an average length of stay

clients 1301 PAC clients and 381 for St Vincent’s programs

new referrals received each week

3.2%

PAC clients most common health conditions were: 6.2%

8,616

4.8% unspecified fall

cancer

health conditions

5.9% wound care

7.7%

other disabling impairment

injuries to upper limb/s

PAC clients age groups were:

reportable client contacts provided

age groups

(72% of DHHS target, activity impacted by COVID-19 pandemic). Client contacts were provided by PAC staff or purchased via our service providers. These included 3,270 care coordination contacts, 107 PAC discharge support worker visits, 740 RN/EN nursing visits, 895 physio home visits, 1896 personal care visits, 794 home care visits and 63 nights of emergency accommodation were funded.

7.1%

injuries to lower leg/ankle

of our clients were homeless PAC clients by LGA: Yarra 32%, Boroondara 26%, Melbourne 22.1%, Darebin 16.4%, Other LGA 3.5%

of clients recovered and no longer needed supports,11.4% were readmitted to hospital, 40% were transferred to ongoing community services after their PAC episode of care.

8% under 39

After English top 5 languages spoken by PAC clients were: 3%

3.5%

Vietnamese

Cantonese and Mandarin

languages

32% aged 40-69

60%

2.8%

10%

0.9%

aged over 70

Italian

Greek

Arabic

Annual Report 2020-2021

The Inner Melbourne Post Acute Care program (CEH)

Eleni’s story Right person, right place, right time: a local hero who took a broken person and created a healing bubble around them in which to mend. Bam, a split second and I went from being a fully active, functioning adult, to being a totally helpless person. 2 broken elbows is the equivalent of a reversion to the complete incapacitation of early childhood. I had become a baby again. Incapable of feeding myself, cleaning myself, going to the bathroom myself, clothing myself, doing anything really. I couldn’t move my arms at all! Try getting out of bed without using any part of your arms or hands. Really... try it. The overwhelmed hospital unfortunately lost me in their system, leaving me to find my own support. Distressed and upset, lucky for me I found a kind ear at my local council office who gave me the number for the Inner Melbourne Acute Care program. Kosta picked up my call. He listened to my story, and with a gentle kindness talked me through many questions, putting me into a safe space even in all my stress and pain, and he sprang into action. I cried with relief. Help was coming. Over the course of a couple of days I got a lot of calls. Hospital apologizing, carers organised to clean me, feed me, clean my space, change my sheets, take me to Dr’s appointments and x-rays and help me take care of my disabled partner. As well as the physio at home and outside follow up physio that was such an important part of my recovery. All thanks to Kosta. None of this would have happened without Kostas’ forethought, knowledge and direction. Kosta from Inner Melbourne Acute care program, did his job. A quiet achiever who every day, makes real time positive change in the life of a person in need. Over and over again. I felt supported and nurtured as he checked in with me on a regular basis, helping me through what was next in my recovery plan. Kosta’s analysis and knowledge of connections, of services, his way of supporting me to transition through the healing process was second to none. It’s the calm and humble people like him, who get the job done, that need to be raised up so others can know there are others like me in the community who are truly grateful to local Heroes like Kosta.

IMPAC has shared a story about one of their clients, Natalie. The story was published on ABC about Natalie, Melbourne’s 85 year old street pianist and her passion and determination for playing. She was receiving rehabilitation treatment for anaemia and nerve damage in her leg that prevented her from walking. The article mentions the physiotherapy that Natalie is now receiving weekly. A huge pat on the back to Ange, the physiotherapist to be the first health professional to get in the house ever! 26

Wulempuri - Kertheba: Staying Healthy Together

What our referrers say “As a Community Aged Care Nurse working within Yarra I wish to acknowledge the most important role that the Inner Melbourne Post Acute Care team play in the lives of local Yarra residents. The PAC team’s deep understanding of a social model of health is demonstrated in the way it supports some of Yarra’s most disadvantaged clients as they leave hospital. Many of my clients are from culturally and linguistically diverse background or are highly vulnerable and have complex health and social issues and little in the way of personal support to assist them in times of serious illness or post surgery. The PAC team’s readiness to respond to my call to assist eligible clients is outstanding, and, as a result, these clients often progress exceptionally well. Many go on to rehabilitate well at home without further hospital admission. IMPAC has clear processes and demonstrates a strong commitment to effective collaboration and communication with other local service providers. I commend the work of IMPAC and recognise its important place within the Yarra community.” – Mary Community Nurse, cohealth

Administration Team Information and Communication Technologies (ICT) Team The ICT Team consists of 3 staff. The team supports NRCH’s 300+ staff both onsite and remotely. They also support the volunteers and contractors who access the network. The ICT team members are multiskilled and work across a complex variety of ICT needs. The teams work consists of a mixture of responsibilities; managing helpdesk, project management and delivery and maintenance and administration of existing platforms, software and hardware. Throughout the last 12 months the team has:

The highlight for the administration team for this year is that we successfully adapted to the new ways we deliver our services and work practices due to the COVID-19 pandemic. We have implemented new processes to ensure that the management of personal protective equipment stock and supplies met with the requirements of our staff, clients and community. The administration team have all had to adapt to working from home while delivering on site support. This was especially relevant to the amazing Interpreting team who are still supporting our clients providing telephone interpreting via Telehealth or Zoom. The administration team have also been very busy providing support across the organisation to ensure that we meet the requirements of providing a safe workplace and environment during the pandemic. Our tasks have ranged from ordering signage, ordering translators, rearranging workstations, sourcing and supplying personal protective equipment (PPE) to staff and programs and ensuring our practices comply with requirements to protect our staff and community.

People and Culture Team

Further improved NRCH Security profile through a range of internal and DHHS software strategy rollouts and updgrades

The current People and Culture Team (the P&C Team) was created in 2020 and is committed to continuous improvement and best practice, as it supports our diverse workforce to deliver a vast range of programs and services.

Upgraded operating Software of all external facing Servers

In the course of 2020-2021, the P&C Team has increased its capacity and capability and commenced a program of work to review and improve existing human resource management systems, policies and procedures, in order to ensure optimum responsiveness and support to current and future NRCH business needs.

Upgraded and built 20 VM (Virtual Machines) servers Implemented a 3 year Employee On Line (EOL) replacement cycle for hardware replacement Rolled out new AV equipment in community rooms Implemented / updated Video conferencing and Telehealth services through Health Direct for direct service staff and through teams and zoom for all staff Enabled the capacity of Remote Working of Staff through the implementation of 2 new servers Supported the implementation and upgrade of multiple new and current software systems Responded to over 3000 helpdesk requests.

Key undertakings to date include: The mobilisation of the workforce to comply with the response to COVID-19 workplace requirements Raising awareness through the implementation of Bullying, Harassment and Discrimination in the Workplace workshops, requiring mandatory attendance by NRCH employees The launch of a new Learning and Development Framework and Procedure that details pathways for professional development and minimum training requirements for NRCH employees

Review of existing and creation of new HR guidelines and procedures The implementation of the first phase of the newly revised NRCH new starters Induction Program. Implementation of Ento time and attendance system, has replaced paper based timesheet processes, including training to manager Developed the Occupational Violence and Aggression (OVA) risk management framework Annual Report 2020-2021

Healthy Aging Hub Program for Younger People) allowed the team to provide services to adults under the age of 65 who meet eligibility criteria.

The Healthy Aging Hub (HAH) provides occupational therapy (OT), physiotherapy, podiatry and dietetics services to our local community. Primarily the team services those accessing funding via the Commonwealth Home Support Program, for people who are: 65 years or older (50 years or older for Aboriginal or Torres Strait Islander people), or 50 years or older (45 years or older for Aboriginal and Torres Strait Islander people) and on a low income, homeless, or at risk of being homeless. Other State Government funding (Home and Community Care –

Podiatry, physio and dietetics services are usually provided on site, whilst OT services are delivered in the clients’ homes as the aim is to provide assistive technology in the home environment to allow people to maintain living safely and independently. The 20/21 financial year has been marked by extensive COVID-19 lockdowns (91 working days) with the imposed restrictions having impacted our ability to provide services with the usual frequency – only care that prevents a significant change or deterioration in functional independence could be provided face-to-face.

The impact on service delivery extended beyond each lock down period with ongoing government restrictions in place such as no return to group work. Client hesitation to leave homes after lockdown also impacted service delivery. Despite the barriers to usual care, the team continued to adapt, regularly pivoting to online and telephone service delivery and focusing on supporting the most vulnerable in our community through various lockdown periods. As with many other comparable service providers staffing shortages were an additional issue that the team contended within the period, with a 6 month vacancy in the OT service of particular note.

Performance against targets for HAH Team

Funding stream

Annual target (hours)

Hours achieved

Percentage

2,326.5

1,722

74%

508

379

75%

Commonwealth Home Support Program (CHSP)

74% CHSP

HACC

75% HACC

HAH highlights Despite the year being difficult in many ways, there were several highlights that outline how our team has diligently worked to deliver services to the community as only we can. When lockdowns allowed, the physiotherapy service conducted the Chair Based Exercise group for residents over 65 years in the local Richmond area, with a focus on the Hakka, Vietnamese and Chinese speaking communities. The group is supported by both Hakka and Vietnamese interpreters. In 2020, the physiotherapy services were successful in securing a City of Yarra community grant to continue this group. After Lockdown 2, the group was very popular with 10-12 participants attending each session. Given the COVID-19

social distancing and cleaning restrictions, this was the maximum number that could be present.

facilitate referrals to the right services and/or ensuring access to affordable practical food.

With increased vulnerabilities for public housing residents during COVID-19 restrictions, we were able to support our clients susceptible to food insecurity, especially those aging adults.

We also fine tuned our ability to work collaboratively across and even within disciplines no matter our location. With limited on-site rosters for services such as podiatry those requiring emergency care often saw alternate clinicians.

This was through several programs available in the community such as Café Meals Program, City of Yarra food distribution and food relief programs such as through Belgium Avenue Neighbourhood House. As a team we included some blanket questions to all clients with whom we were in contact, including how their mental health and wellbeing was and whether there was any risk of food insecurity. As a result, we could more closely identify those clients at risk and

Wulempuri - Kertheba: Staying Healthy Together

The team has seen this as a positive, offering more opportunities to collaborate with regular reassuring and heartening feedback about the quality of care provided by colleagues. The podiatry team were also able to link in with a Charity Organisation, Footscape, who have been able to supply the clinic with foot care kits that we have been able to distribute to appropriate clients and also facilitated the supply of appropriate footwear to some of our disadvantaged clients.

HIGH RISK ACCOMMODATION RESPONSE (HRAR) AND COMMUNITY ENGAGEMENT On the 23rd March, 2020, North Richmond Community Health staff moved to working from home arrangements due to rising COVID-19 case numbers in Victoria. By July, case numbers were even higher, and on 12th July, 2020, North Richmond Community Health stood up emergency COVID-19 response on the Richmond Housing Estate (RHE).

90%

Over of the RHE were tested, a huge task made possible by significant collaboration from multiple programs at NRCH

The High Risk Accommodation Response (HRAR) Project was commissioned by Department of Families, Fairness and Housing (Previously part of DHHS) September 2020. The NRCH HRAR model focuses strongly on community engagement, employing 16 local community members who speak over 10 languages, and focus on engagement with local communities to understand their concerns, ideas and help shape our local response. HRAR Team have hosted over 70 community engagement events and continue to work very closely with communities during current outbreak situation around prevention, preparedness, COVID-19 testing, and vaccine engagement. Significant partnerships with Yarra City Council and Belgium Avenue Neighbourhood House have been instrumental on our success with local community engagement.

positive cases on RHE, 12 July 2021 – 31 August 2021

7,816 COVID-19 tests

conducted by our team, July 2020 – June 2021 Our HRAR model was featured on the ABC Ear Shot Podcast: The Melbourne Towers’ hard lockdown – one year on: Earshot, ABC Radio National This engagement has further developed the trust NRCH has with local community, and has also been a significant factor in our high vaccination rates.

Annual Report 2020-2021

High Risk Accommodation Response (HRAR) and Community Engagement

Vaccination program

Gabriella’s story NRCH commenced its vaccination

Community program inConcierge March 2021Help through its and Support Officer medical practice. In June 2021 it expanded the program through the Community Health C19 High Before COVID-19 Gabriella was working Rise Vaccination initiative. for the Brotherhood of St Laurence in customer support. The job ended because of The program has a strong focus the pandemic. As a local resident, Gabriella and commitment to the local became aware of some of her friends who community and is delivered in had started working for HRAR. partnership between the Medical She was keen to notand justHRAR sit atteams. home Services during the pandemic so asked how she could be involved. Gabriella was called staff for in It employs eight dedicated an interview, where she shared about her both nursing and administrative customer support skills. The interview roles and is supported by was a success and she joined the HRAR team. NRCHs general practitioners,

NRCH Café has been upgraded

The High Risk Accommodation Response (HRAR) team has been super busy since the project commenced early October, engaging and providing support to the residents from the housing estate. There have been many positive comments and feedback that the team has collected from the residents:

“Thanks for government help and support, and thanks to the Health Concierge and Outreach team for giving out masks, help and support to minimise COVID.”

Amazing work HRAR team!

“Very happy with the Help and Support Program.”

“We can go out now, very happy, can see lots of people.”

community team and Since that time she hasnursing been involved in team. tent on the working atthe theHRAR information grounds of the North Richmond estate. Gabriella has also been involved in direct outreach to people’s flats, sharing translated information with people who speak different languages. According to Gabriella many in the community were scared to get a COVID-19 test and were confused about the changing laws, and in a similar way are suspicious of the vaccination. Just through being able to talk with people, encouraging them to come and get tested if they have symptoms, Gabriella is seeing them listen and they are responding positively. Being a local resident has meant that Gabriella doesn’t have any transport hassles or travel time to get to work. She really enjoys working in the team and for her it feels like a family. She works six hours a day which fits with her other responsibilities. The role has enabled her to build relationships with her neighbours, especially those living in the same building. If people need anything they will come to her and ask. Gabriella has felt really good about making a positive difference for people. As a workplace, HRAR is very positive, ‘I’m very happy to work here’ says Gabriella. She feels supported, ‘it is like home and everyone is friendly and helpful.’ Thinking ahead to the future, Gabriella would like to continue to work in a place where she can help others. HRAR was able to help people throughout COVID-19 by being a place they could come and ask questions, get the food they needed as well as help with filling in forms. It was a place people could come for whatever they needed. If the team couldn’t help they would refer them onto other departments.

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High Risk Accommodation Response (HRAR) and Community Engagement

Vaccination program NRCH commenced its vaccination program in March 2021 through its medical practice. In June 2021 it expanded the program through the Community Health C19 High Rise Vaccination initiative. The program has a strong focus and commitment to the local community and is delivered in partnership between the Medical Services and HRAR teams.

HRAR work with community to engage, inform, educate on COVID-19 vaccinations-outreach, inreach, online and face to face forums. It also provides post vaccination education and information.

dynamic way, adjusting it’s services to meet the changing needs and demand of clients and the community. By the end of September 2021 NRCH had delivered over 6000 vaccine doses. An average of 250 per week. Of those 6000, 24% of first doses and 25% of second doses had been delivered to residents of the Richmond Housing estate and other local public housing residents.

The vaccine clinic has been delivered on site at North Richmond Community Health Centre through a range of daytime, evening and weekend services. It has operated in a flexible and

It employs eight dedicated staff in both nursing and administrative roles and is supported by NRCHs general practitioners, community nursing team and the HRAR team.

Number of first doses

Number of second dose

Total number of doses

Medical Services

2,599

1,491

3,926

C19

1,327

749

2,240

Program

Annual Report 2020-2021

Directors’ Report Year Ending 30 June 2021 The Directors of North Richmond Community Health Limited (NRCHL) are independent and 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. The table below provides a list of Directors during the 2020-2021 financial year, including dates of appointment and/or resignation together with a short biography and Director attendance at Board and Committee meetings.

Name of Director, Tenure and Board Committee Membership

Board Meetings Eligible to attend

Rod Wilson

Meetings Attended

Leave of absence granted

Eligible Committee Meetings Attended

CAC-3 FARC-10

From October 2019 Chair (from June 2020) Chair, Consumer Advisory Committee (CAC)

Biography 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 organisation.

Member, Finance, Audit and Risk Committee (FARC) Resigned June 2021

Terri Jackson

CG&Q-9 GC-6

From August 2019 Deputy Chair (from June 2020) Chair (from June 2021) Chair, Clinical Governance and Quality Committee (CG&Q) Member, Governance Committee (GC)

Sally Mitchell

From April 2020 Deputy Chair (from June 2021) Member, Clinical Governance and Quality Committee (CG&Q) Member, Governance Committee (GC)

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CG&Q-9 GC-6

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. 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.

Directors’ Report

Name of Director, Tenure and Board Committee Membership

Board Meetings Eligible to attend

Tim O’Leary

Meetings Attended

Leave of absence granted

Eligible Committee Meetings Attended

FARC-12 CAC- 3

From November 2016 Chair, Finance, Audit and Risk Committee (FARC) Chair (2019), Consumer Advisory Committee (CAC)

Natalie Savin

GC-6 CAC-3

From August 2019

FARC-11

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

Richard Wong

CG&Q-12 CAC-3

From December 2019 Member, Clinical Governance and Quality Committee (CG&C) Member, Consumer Advisory Committee (CAC)

Hatice Yilmaz

Member, Clinical Governance and Quality Committee (CG&C) Member Consumer Advisory Committee (CAC)

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

CAC- 1

Hatice is a qualified electrician. She is a member of Office of Housing Community Liaison Committee and is a volunteer for numerous community groups.

CG&Q-6

Dr. Tim Woodruff is a long-term resident of Richmond and a practicing medical specialist in private practice. He is a longterm advocate for health reform with a particular emphasis on equity of access and tackling social determinants.

Member (2019), Consumer Advisory Committee (CAC)

From September 2020

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

From December 2012

Tim Woodruff

Biography

Financial Report 2020-2021

Directors’ Report

Name of Director, Tenure and Board Committee Membership

Board Meetings Eligible to attend

Meetings Attended

Leave of absence granted

Eligible Committee Meetings Attended Biography

Jane Herington

CG&Q-1

Jane has experience in both the Victorian and Tasmanian public services and local government, Housing, Children and Family Services and Ageing and Aged Care. Jane has been awarded a Public Service Medal for her contribution to public administration. She is a long time resident of the City of Yarra.

FARC-2

Andrew is a Senior Finance Professional with a unique blend of Finance, IT and Operational skills moulded through a diverse career within multiple industries and Victorian Public Service. He is a Fellow of The Institute of Chartered Secretaries and Administrators and Governance Institute of Australia and a retired Fellow of CPA Australia.

Elected 28 September 2021 Member, Clinical Governance and Quality Committee (CG&C)

Andrew Cresswell Appointed 28 September 2021 Member Finance, Audit and Risk Committee (FARC)

FARC: Finance, Audit and Risk Committee: GC: Governance Committee CAC (now called CCAC): Community and Consumer Advisory Committee CG&QC: Clinical Governance and Quality Committee

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Corporate Governance Statement

Company Secretary As per NRCHL Constitution requirements, the Chief Executive Officer of NRCHL holds the position of Company Secretary for the reporting period. This role has been in effect since 16 February 2009 and held by the current CEO since 6 July 2020. Patricia Collocott (Appointed 06/07/2020)

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. NRCHL is subject to monitoring by the Victorian Department of Health and the Department of Families, Fairness and Housing as a community health centre registered under The Health Services Act 1988 and meets all its obligations to these funding bodies. 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 programs most recently including Coronavirus (COVID-19) pandemic response and vaccination clinic. State-wide training and resources for the sector are provided by the Centre for Culture, Ethnicity and Health (CEH). During the 2020-2021 period, the Medically Supervised Injection Room (MSIR) celebrated their third year of trial service in harm reduction. 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. Long-term objectives of NRCHL are to build a sustainable community health service with best service practice models, grow community connection and engagement, improve community amenities and healthcare services and to support community education about drug and alcohol awareness.

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.

Financial Report 2020-2021

Corporate Governance Statement

Liability of Members and Winding-up Guarantee

Ensures management of organisational risk.

Auditor’s Independence Declaration

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, she or they are a member, or within one year afterwards of the time of current membership.

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

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 2021.

Current membership numbers as at 30 June 2021 totalled 99, therefore, the total amount that members of the company were liable to contribute at that date was $99.

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). 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. 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.

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 zero-tolerance 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.

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. 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.

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This report is signed in accordance with a resolution of the directors.

Patricia Collocott Company Secretary

Terri Jackson Chairperson Dated at Richmond this 26 October 2021.

Financial Report 2020-2021

Wulempuri - Kertheba: Staying Healthy Together

Financial Report 2020-2021

Wulempuri - Kertheba: Staying Healthy Together

Statement of Profit or Loss and other Comprehensive Income for the year ended 30 June 2021

Note

2021 $

2020 $

[3]

26,174,446

21,553,683

Client’s fees

560,338

576,172

Consultancy contracts

349,743

294,615

Service fees

334,705

322,999

49,319

106,211

148,852

334,152

33,691

3,352

1,365,700

218,564

164,095

29,205,019

23,385,618

(17,585,777)

(17,476,406)

(2,159,233)

(2,032,848)

(60,858)

(223,990)

(173,918)

(194,433)

(3,645,032)

(3,215,907)

(23,624,818)

(23,143,584)

Surplus (Deficit) from operating activity

5,580,201

242,034

Surplus (Deficit) for the year

5,580,201

242,034

Other comprehensive income

Total comprehensive income

5,580,201

242,034

REVENUE AND INCOME Government grants

Interest Rental Proceeds from sale/trade-in of fixed assets Donations Government stimulus package income Other sources Total revenue and income EXPENSES Personnel cost Agency staff and consultants Annual and long service leave expenses Depreciation Other recurrent costs Total expenses

This statement should be read in conjunction with the accompanying notes

Financial Report 2020-2021

Statement of Financial Position as at 30 June 2021

Note

2021 $

2020 $

Cash and cash equivalents

[4]

5,334,933

2,160,180

Trade and other receivables

[5]

130,043

147,565

Other assets

[6]

100,401

165,027

Other financial assets

[7]

7,968,380

4,931,779

13,533,757

7,404,551

[11a]

53,079

80,774

[8]

319,967

439,640

373,046

520,414

13,906,803

7,924,965

[9]

2,307,250

1,940,325

[10]

2,091,028

1,931,393

[11b]

28,167

27,335

4,426,445

3,899,053

[11b]

26,212

54,739

[10]

412,822

510,050

TOTAL LIABILITIES

4,865,479

4,463,842

NET ASSETS

9,041,324

3,461,123

8,811,324

3,231,123

Capital reserves

230,000

TOTAL EQUITY

9,041,324

3,461,123

ASSETS CURRENT ASSETS

Total current assets NON-CURRENT ASSETS Right of use asset Property, plant and equipment Total non-current assets TOTAL ASSETS LIABILITIES CURRENT LIABILITIES Trade and other payables Provisions Lease Liability Total current liabilities NON-CURRENT LIABILITIES Lease liability Provisions

EQUITY Accumulated surplus

This statement should be read in conjunction with the accompanying notes 42

Wulempuri - Kertheba: Staying Healthy Together

Statement of Changes in Equity for the year ended 30 June 2021 Accumulated Surplus $

Capital Reserves $

Total Reserves $

3,069,089

150,000

3,219,089

242,034

(80,000)

80,000

Balance at 30 June 2020

3,231,123

230,000

3,461,123

Balance at 1 July 2020

3,231,123

230,000

3,461,123

5,580,201

8,811,324

230,000

9,041,324

Balance at 1 July 2019 Surplus/(Deficit) for the year Other comprehensive income for the year Total comprehensive income for the year Transfer from surplus to capital reserves

Surplus/(Deficit) for the year Other comprehensive income for the year Total comprehensive income for the year Transfer from surplus to capital reserves Balance at 30 June 2021

This statement should be read in conjunction with the accompanying notes

Financial Report 2020-2021

Statement of Cash Flows for the year ended 30 June 2021 2021 $

2020 $

Receipts from fund providers and clients

31,688,203

25,790,620

Payments of GST and PAYG deductions to ATO

(4,603,093)

(4,758,984)

(20,839,405)

(19,974,147)

49,319

106,211

6,295,024

1,163,700

(29,424)

(31,876)

(29,424)

(31,876)

(54,245)

(107,226)

(3,036,602)

(269,384)

33,691

(3,090,847)

(342,919)

3,174,753

788,905

2,160,180

1,371,275

5,334,933

2,160,180

Note CASH FLOWS FROM OPERATING ACTIVITIES

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

[12b]

CASH FLOWS FROM FINANCING ACTIVITIES Payments for financing photocopier lease Net cash provided/(used) by financing activities CASH FLOWS FROM INVESTING ACTIVITIES Fixed assets purchases Net Term deposit (invested)/withdrawn Proceeds on sale of fixed assets Net cash provided/(used) by operating activities NET INCREASE/ (DECREASE) IN CASH HELD Cash held at 1st July Cash held at 30th June

[12a]

This statement should be read in conjunction with the accompanying notes

Wulempuri - Kertheba: Staying Healthy Together

Notes to and Forming Part of the Financial Statements for the year ended 30 June 2021

NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES These financial statements of the single entity and registered charity, North Richmond Community Health Limited, are a general purpose financial report prepared in accordance with the requirements of the Australian Charities and Not-for-profits Commission Act 2012, and Australian Accounting Standards – Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board (AASB) and associated regulations and the Corporations Act 2001,as appropriate for not for profit entities.

AASB 9 Financial Instruments (”AASB 9”) The Company has adopted AASB 9 as issued in July 2014 with the date of initial application being 1 January 2018 in accordance with transitional provisions of AAASB 9, comparative figures have not been restated. AASB 9 replaces AASB 139 financial Instruments: Recognition and Measurement (“AASB 139”) bringing together all three aspects of the accounting for financial instruments; classification and measurement; impairment and hedge accounting. The company’s accounting policies have been updated to reflect the application of AASB 9 from 1 July 2018.

Measurement and Classification At the date of initial application, existing financial assets and liabilities of the company were assessed in terms of the requirements of AASB 9. In this regard the company has determined that the adoptions of AASB 9 has impacted on the classification of financial instruments as follows:

New or amended Accounting Standards and Interpretations adopted The company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) that are mandatory for the current reporting period.

Class of Financial Instrument

Measurement under AASB 139 (ie prior |to 1 January 2018)

New measurement category under AASB 9 (ie from 1 January)

Cash and cash equivalents

Loans and receivables

Financial assets at amortised cost

Trade and other receivables

Loans and receivables

Financial assets at amortised cost

Trade and other payables

Financial liability at amortised cost

The change in classification has not resulted in any re-measurement adjustments at 1 July 2018.

Impairment of financial assets:

Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

In relation to financial assets carried at amortised cost, AASB 9 requires as expected credit loss model to be applied as opposed to an incurred credit loss model under AASB 139. For trade receivables, the company applies the simplified approach permitted by AASB 9, which requires expected lifetime losses to be recognised from initial recognition of the receivables.

The adoption of these Accounting Standards and Interpretations did not have any significant impact on the financial performance or position of the company.

While cash and cash equivalents are also subject to the impairment requirements of AASB 9, all balances are assessed to have low credit risk as they are held with reputable financial institutions. The directors have assessed the requirements of AASB 9 and have determined there is no impact on the company.

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements

Basis of preparation The financial report has been prepared on an accrual basis in accordance with the historical cost convention, unless a different measurement basis is specifically disclosed in the note associated with the item measured on a different basis. The accrual basis of accounting has been applied in preparing these financial statements, except for the statement of cash flows. Whereby under the accrual basis assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

Reporting entity The entity is an individual company limited by guarantee incorporated in Victoria, Australia. The company is a not-for-profit entity whose principal activity is that of a Community Health Centre. It is a public benevolent institution and is therefore exempt from income tax. The registered office/principal place of business is 23 Lennox St, Richmond North Vic 3121. The association’s Australian Registered Body Number is A0021519G and its Australian Business Number is 21820901634. The financial statements are prepared on a going concern basis. The following is a summary of the significant accounting policies adopted in the preparation of the statements, including the comparative information.

(a) Currency and rounding The statements are presented in Australian dollars rounded to the nearest whole dollar.

(b) Revenue and income recognition The company recognises revenue as follows:

Revenue from contracts with customers Revenue is recognised at an amount that reflects the consideration to which the company is expected to be entitled in exchange for transferring goods or services to a customer. For each contract with a customer, the company: identifies the contract with a customer; identifies the performance obligations in the contract; determines the transaction price which takes into account estimates of variable consideration and the time value of money; allocates the transaction price to the separate performance obligations on the basis of the relative stand-alone selling price of each distinct good or service to be delivered; and recognises revenue when or as each performance obligation is satisfied in a manner that depicts the transfer to the customer of the goods or services promised. Variable consideration within the transaction price, if any, reflects concessions provided to the customer such as discounts, rebates and refunds, any potential bonuses receivable from the customer and any other contingent events. Such estimates are determined using either the ‘expected value’ or ‘most likely amount’ method. The measurement of variable consideration is subject to a constraining principle whereby revenue will only be recognised to the extent that it is highly probable that a significant reversal in the amount of cumulative revenue recognised will not occur.

Wulempuri - Kertheba: Staying Healthy Together

The measurement constraint continues until the uncertainty associated with the variable consideration is subsequently resolved. Amounts received that are subject to the constraining principle are recognised as a refund liability.

Government grants To recognise funding from government grants as revenue, the company assesses whether there is a contract that is enforceable and has sufficiently specific performance obligations in accordance with AASB 15- revenue from contracts from customers. When both these conditions are satisfied, the Company: (i) Identifies each performance obligation relating to the revenue (ii) Recognises a contract liability for its obligations under the agreement (iii) Recognises revenue as it satisfied its performance obligations, at the time or over time when services are rendered Where the contract is not enforceable and /or does not have sufficiently specific obligations, the company: (i) Recognises the assets received in accordance with the recognition requirements of other applicable Accounting Standards (for example: AASB9,AASB16,AASB116 and AASB 138) (ii) Recognises related amounts (being contributions by owners, lease liabilities, financial instruments, revenue or contract liabilities from a contract with a customer), and (iii) Recognises income immediately in profit or loss as the difference between the initial carrying amount of the asset and the related amount.

Notes to and Forming Part of the Financial Statements Revenue and income from consultancy and training activities is recognised at the time services are provided and control of product passes to the client. Rental income is recognised on a straight-line basis over the lease term Service fees being fees charged to service deliverers for provision of facilities, are recognised as revenue at the time services are provided.

(c) Expenses recognition Expenses are recognised as they are incurred and reported in the financial year to which they relate.

Employee Expenses Employee expenses include: Salaries and wages, including associated on-costs Leave expenses

Client fees are recognised as revenue at the time invoices are raised.

Termination payments

Government stimulus package

Fringe benefits tax

In response to the economic impact of COVID-19, in March 2020, the Commonwealth Government announced various stimulus measures to ease the burden experienced by organisations as a result of isolation and social distancing measures. As an eligible employer, the company receives a wage under the Commonwealth’s Jobkeeper stimulus measures in arrears of paying wages to employees. The company recognises the subsidy as other income when it has reasonable assurance that the subsidy will be paid to the company, which is at the time wage payments have been paid to the company’s employees. Interest income is recognised on a time basis with reference to the effective interest rate.

Resources received free of charge or for nominal consideration Contributions in the form of services are only recognised when a fair value can be reliably determined and the services would have been purchased if not donated.

Superannuation expenses (i.e. employer contributions)

Work cover premium

Supplies and consumables Supplies and consumables cost are as expenses in the reporting period in which they are incurred. The carrying of any inventories held for distribution are expenses when distributed.

(d) Employee Benefits Employee benefits expenses include all costs related to employment including wages and salaries, leave entitlements, redundancy payments and superannuation contributions. These are recognised when incurred. Liability for employee benefits arising from services rendered by employees to the reporting date is recognised when it is probable that settlement will be required and the amounts may be measured reliably.

Superannuation contributions are made by the organisation on behalf of employees in accordance with statutory requirements and/or salary packaging agreements. These contributions were paid to the superannuation funds nominated by the employees as per legislative requirements applicable to the Centre and charged as expenses when incurred. Contributions were also paid on behalf of a small number of employees to a defined benefit scheme administered by Aware Super and, as at 30 June 2021, there were no outstanding contributions owed in this respect. As the Centre is unable to identify its share as an employer of the net surplus or deficit of this scheme, the accounting policy applied has been as if the fund were a defined contributions fund. Provision is made in respect of other long-term employee benefits, which are all leave entitlements not expected to be taken wholly within 12 months of the respective service being provided (i.e. annual and long service leave). These are measured as the present value of the estimated future cash outflows to be made by the company in respect of services provided by employees up to reporting date using the remuneration rate expected to apply at the time of settlement. Provisions for any other benefits expected to be wholly settled within 12 months of the service being provided are measured at nominal amounts.

Where the settlement of employee benefits legally cannot be deferred beyond twelve months after reporting date, they are classified as current liabilities.

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements

(e) Goods and services tax Income, expenses and assets are recognised net of the amount of associated GST, except: (i) where the amount of GST incurred is not recoverable from the taxation authority, in which case it is recognised as part of the related asset or expense; or

(h) Inventories Inventories are held for distribution and consist of medical supplies, materials and stationery purchased, but unused at balance date. They are measured at the lower of actual cost and net replacement cost.

(i) Other financial assets

(ii) where receivables or payables are presented including GST. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the statement of financial position.

Other financial assets are bank term deposits. These have a fixed term to maturity and are stated at their amortised cost, with interest derived from them recognised as income over that term based on their effective interest rate.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the taxation authority, are presented as operating cash flow.

(j) Property, plant and equipment

(f) Cash and cash equivalents Cash and cash equivalents include cash on hand, cash held in bank and as well as on-call bank deposits, with original maturities of three months or more.

(g) Receivables

Property, plant and equipment is measured at cost less depreciation. Assets useful lives are consistent with prior years. The assets’ useful lives, residual values and depreciation methods are reviewed and adjusted, if appropriate, at each financial year end. For the reporting period low-value assets have been allocated to the low-value asset pool. The depreciable amount of all fixed assets is depreciated on a straight-line basis over each asset’s useful life as follows:

Receivables consist predominantly of debtors in relation to grants and services, advances, accrued investment income and GST input tax credits recoverable. Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interest rate method, less any accumulated impairment. A provision for doubtful receivables is made when there is objective evidence that the debts will not be collected. Receivables known to be uncollectible are written off.

3 to 15 years

Dental and medical

5 to 10 years 10 to 20 years

Plant and equipment

3 to 20 years

Motor vehicles

6 to 10 years

Other equipment

5 to 25 years

Wulempuri - Kertheba: Staying Healthy Together

(k) Impairment of assets At each reporting date, the Company reviews the carrying amounts of tangible and intangible assets for indicators of any impairment loss. If there is any indicator, assets are written down to the depreciated replacement cost where this is lower than the carrying amount.

(l) Payables Payables represent liabilities for goods and services provided to the Company prior to the end of the financial year and which are unpaid and. Payables also includes income in advance as well for which the company is yet to deliver the services. They are recognised when the Company becomes obliged to make future payments resulting from the purchase of goods and services and are measured at nominal value.

(m) Provisions

Office equipment

Furniture

The Company’s former North Richmond premises were situated on land made available by the Victorian State Government at no charge. The new premises are made available under a lease from the Victorian Government for only a nominal charge ($1 plus GST per year).

Provisions are recognised when the Company has a present obligation, the future sacrifice of economic benefits is probable, and the amount of the provision can be measured reliably. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation.

Notes to and Forming Part of the Financial Statements Where a provision is measured using the cashflows estimated to settle the present obligation, its carrying amount is the present value of those cashflows.

(n) Income tax As the company is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

(o) Current and non-current classification Assets and liabilities are presented in the statement of financial position based on current and non-current classification.

(p) Critical Accounting Estimates and Judgements

(ii) Right-of-use assets

The preparation of the financial statements require management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements.

The right-of-use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset.

Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances.

An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current.

The resulting accounting judgement and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below:

A liability is classified as current when: it is either expected to be settled in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current.

The company determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event.

(i) Estimation of useful lives of assets

The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

A right-of-use asset is recognised at the commencement date of a lease.

Right-of-use assets are depreciated on a straight-line basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the company expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities.

(iii) Lease liabilities A lease liability is recognised at the commencement date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the company’s incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties.

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred. Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down.

(iv) Employee benefits provision As discussed in note 1, the liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated

Standard/ Interpretation AASB 1060: General Purposes Financial Statements: Simplified disclosures for- profit and not-for-profit tier 2 entities AASB 2020-1: Amendments to Australian Accounting Standards: Classification of Liabilities as Current or Non-Current

future cash flows to be made in respect of all employees at the reporting date.

(vi) Determining the timing of revenue recognition

In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account.

The company applies significant judgement to determine when a performance obligation has been satisfied and the transaction price that is to be allocated to each performance obligation. A performance obligation is either satisfied at a point in time or over time.

(v) Identifying performance obligations The company applies significant judgement when reviewing the terms and conditions of funding agreements and contracts to determine whether they contain sufficiently specific and enforceable performance obligations. If this criteria is met, the contract/ funding agreement is treated as a contract with a customer, requiring the company to recognise revenue as or when the company transfers promised goods or services to customer. If this criteria is not met, funding is recognised immediately as income in the net result.

(q) New accounting standards and interpretations not yet mandatory of early adopted Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet mandatory, have not been early adopted by the company for the annual reporting period ended 30 June 2021. The company’s assessment of the impact of these new or amended Accounting Standards and Interpretations, most relevant to the group, are set out below.

Applicable for annual reporting periods beginning on

Impact on public sector entity financial statements

The Standard provides a new Tier 2 reporting framework with simplified disclosures that are based on the requirement of IFRS for SMEs. As result, there is increased disclosures in these financial statements for key management personnel, related parties and financial instruments.

1 July 2021

The standard is not expected to have a significant impact on the company.

This Standard amends AASB 101 to clarify requirements for the presentation of liabilities in the statement of financial position as current or non-current. A liability is classified as non-current if an entity has the right at the end of the reporting period to defer settlement of the liability for at least 12 months after the reporting period. The meaning of settlement of a liability is also clarified.

1 January 2022. However, ED 301 has been issued with the intention to defer application to 1 January 2023.

The standard is not expected to have a significant impact on the company.

Summary

Wulempuri - Kertheba: Staying Healthy Together

Notes to and Forming Part of the Financial Statements

NOTE 2: ECONOMIC DEPENDENCY The organisation receives most of its income as Government grants from the Victorian Department of Health, formerly the Department of Health and Human Services. Without that funding or finding alternative sources of income, the program and services offered would be substantially curtailed. These statements are prepared applying the judgement that the company’s activities will continue at levels currently planned by management.

NOTE 3: GOVERNMENT GRANTS 2021 $

2020 $

21,196,425

17,664,029

Department of Families, Fairness and Housing

1,028,664

Dental Health Services Victoria

2,833,282

2,734,993

Commonwealth Department of Health

661,773

586,161

North West Melbourne PHN

162,500

386,469

Partnership Grants

217,306

162,696

74,496

19,335

26,174,446

21,553,683

2021 $

2020 $

5,700

13,609

Cash at bank – cheque account

1,720,567

938,252

Cash at bank – cash management account

3,608,666

1,208,319

5,334,933

2,160,180

Victorian Department of Health

Other Grants Total Government Grants

NOTE 4: CASH AND CASH EQUIVALENTS

Cash on hand

Total cash and cash equivalents

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements

NOTE 5: TRADE AND OTHER RECEIVABLES 2021 $

2020 $

123,960

135,997

6,083

11,568

130,043

147,565

2021 $

2020 $

Prepayments

17,920

94,203

Inventories (medical supplies, dental materials and stationery at cost)

82,481

70,824

100,401

165,027

2021 $

2020 $

7,968,380

4,931,779

7,968,380

4,931,779

Current receivables Trade debtors Provision for impairment Accrued income Total trade and other receivables

NOTE 6: OTHER ASSETS

Total Other Assets

NOTE 7: OTHER FINANCIAL ASSETS

Current Bank term deposits (maturing within 12 months) Total other financial assets

Wulempuri - Kertheba: Staying Healthy Together

Notes to and Forming Part of the Financial Statements

NOTE 8: PROPERTY, PLANT AND EQUIPMENT 2021 $

2020 $

1,413,394

1,372,655

(1,318,102)

(1,246,863)

95,292

125,792

389,191

377,691

(280,655)

(248,835)

108,536

128,856

454,516

453,834

(418,860)

(383,542)

35,656

70,292

689,759

(640,795)

(619,435)

48,964

70,324

Other equipment at cost

119,669

118,345

Less accumulated depreciation

(88,150)

(73,969)

31,519

44,376

319,967

439,640

Office and computer equipment at cost Less accumulated depreciation

Dental and medical equipment at cost Less accumulated depreciation

Furniture at cost Less accumulated depreciation

Motor vehicles at cost Less accumulated depreciation

TOTAL PROPERTY, PLANT AND EQUIPMENT

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements Reconciliations of the carrying amount of each class of property, plant and equipment asset at the beginning and end of the previous and current financial year is set out below: Balance 1 July 2019

Additions

Disposals

Depreciation

Balance 30 June 2020

Office equipment

106,437

107,226

9,904

(77,967)

125,792

Dental and medical

160,887

(32,031)

128,856

Furniture

134,416

19,603

(44,521)

70,292

Motor vehicles

115,929

15,582

(30,023)

70,324

54,267

(9,891)

44,376

571,936

107,226

45,089

(194,433)

439,640

Other equipment Total

Balance 1 July 2020

Additions

Disposals

Depreciation

Balance 30 June 2021

Office equipment

125,792

40,739

(71,239)

95,292

Dental and medical

128,856

11,500

(31,820)

108,536

Furniture

70,292

682

(35,318)

35,656

Motor vehicles

70,324

(21,360)

48,964

Other equipment

44,376

1,324

(14,181)

31,519

439,640

54,245

(173,918)

319,967

2021 $

2020 $

1,889,438

1,166,503

325,994

753,122

91,818

20,700

2,307,250

1,940,325

Total

NOTE 9: TRADE AND OTHER PAYABLES

Trade and general creditors Accrued expenses Unearned income (including grants received in advance) Total Trade and other payables

Wulempuri - Kertheba: Staying Healthy Together

Notes to and Forming Part of the Financial Statements

NOTE 10: PROVISIONS 2021 $

2020 $

1,151,955

1,004,927

939,073

926,466

2,091,028

1,931,393

412,822

510,050

412,822

510,050

2,503,850

2,441,443

Opening balance 1st July

2,441,443

2,214,166

Additional provisions raised during the year

1,327,427

1,324,595

(Leave provisions used during the year)

(1,265,020)

(1,097,318)

Balance as at 30th June

2,503,850

2,441,443

2021 $

2020 $

80,774

110,778

Accumulated depreciation

(27,695)

(30,004)

Total right of use asset

53,079

80,774

Current lease liability

28,167

27,335

Non-Current lease liability

26,212

54,739

54,379

82,074

Current Annual leave Long service leave Total current provisions Non-current Long service leave Total non-current provisions TOTAL PROVISIONS ANALYSIS OF PROVISIONS (EMPLOYEE BENEFITS)

NOTE 11: LEASES

A: RIGHT OF USE ASSET At Cost

B: LEASE LIABILITY

Total lease liability

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements The company has adopted AASB 16 from 1 July 2019. The standard replaces AASB 117 ‘Leases’ and for lessees eliminates the classifications of operating leases and finance leases. A photocopier lease was signed for a 4 year period starting 23rd May 2019, committing the company to expenditure of $29,424 per annum and lease is finishing on 22nd May 2023. Repayments in relation to leases are payable as follows: Minimum future lease payments

Present value of minimum future lease payments

2021 $

2020 $

2021 $

2020 $

No later than one year

29,424

28,167

27,335

Later than 1 year and not later than 5 years

26,612

56,396

26,212

54,739

56,036

85,820

54,379

82,074

(1,657)

(3,746)

54,379

82,074

54,379

82,074

Current borrowings- lease liability

28,167

27,335

Non-current borrowings-lease liability

26,212

54,739

TOTAL

54,379

82,074

Later than 5 years Total minimum lease payments Less Future Finance charges TOTAL INCLUDED IN FINANCIAL STATEMENTS AS:

The weighted average interest rate implicit in the lease is 3% (2019: 3%) The company has a lease agreement with the Victorian Department of Health to occupy the premises located at Lennox Street, North Richmond. The lease is a peppercorn arrangement whereby nominal annual payments of $1 are made to the Victorian Department of Health. The lease expires on 5 April 2050. The Board have elected to value the peppercorn arrangement at cost as permitted under Australian Accounting Standards AASB 16 Leases and AASB 1058 Income of Not-for-Profit Entities.

Wulempuri - Kertheba: Staying Healthy Together

Notes to and Forming Part of the Financial Statements

NOTE 12: CASH FLOW INFORMATION 2021 $

2020 $

5,334,933

2,160,180

5,334,933

2,160,180

A: RECONCILIATION OF CASH Cash at bank Total cash at bank

B: RECONCILIATION OF NET CASH USED IN OPERATING ACTIVITIES WITH NET RESULT IN STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME Surplus/(Deficit) as per Statement of profit or loss and other comprehensive Income

5,580,201

242,034

173,918

194,433

29,424

31,876

11,399

(Increase)/Decrease in receivables

17,522

307,689

(Increase)/Decrease in inventories

(11,655)

(28,806)

76,283

(62,604)

Increase/(Decrease) in creditors

366,926

240,402

Increase/(Decrease) in provisions

62,406

227,277

6,295,024

1,163,700

Depreciation (Property, Plant and Equipment) Depreciation (Right of use asset) Net (Profit) / Loss on sale of assets Changes in assets and liabilities:

(Increase)/Decrease in prepayments

Total net cash provided by/(used in) operating activities

Financial Report 2020-2021

Notes to and Forming Part of the Financial Statements

NOTE 13: KEY MANAGEMENT PERSONNEL COMPENSATION 2021 $

2020 $

252,221

66,191

22,456

6,043

Termination benefits (Including leave entitlements)

433,840

Total key management personnel compensation

274,677

506,074

The compensation paid to key management personnel during the year was: Short-term benefits Post-employment benefits (superannuation contributions)

The key management personnel are the Board of Directors and Chief Executive officer. The Board of Directors are appointed on an honorary basis and do not receive compensation for their services.

NOTE 14: RELATED PARTY TRANSACTIONS There were no material transactions with related parties during the reporting period and company had nil material transactions as at 30 June 2020.

NOTE 15: SUBSEQUENT EVENTS The impact of the Coronavirus (COVID-19) pandemic is ongoing and while it has not had an adverse impact on the company up to 30 June 2021, it is also not practicable to estimate the potential impact after the reporting date. The situation is rapidly developing and is dependent on measures imposed by the Australian and Victorian Government, such as locking down the substantial parts of the economy, maintaining social distancing requirements, quarantine, travel restrictions and any economic stimulus that may be provided. No other matter or circumstance has arisen since 30 June 2021 that

has significantly affected, or may significantly affect the company’s operations, the results of those operations, or the company’s state of affairs in future financial years.

NOTE 16: MEMBERS’ GUARANTEE The company has no share capital and is limited by guarantee. If the entity is wound up, the constitution states that each member is required to contribute a maximum of $1.00 each towards meeting any outstanding obligations of the entity. At 30 June 2021 the number of members was 99. For 30 June 2020 the number of member was 281.

NOTE 17: CONTINGENT ASSETS AND LIABILITIES There were no material contingent assets or liabilities as at 30 June 2021 and company had nil material assets or liabilities as at 30 June 2020.

Wulempuri - Kertheba: Staying Healthy Together

We would like to share some wonderful comments and feedback in support of NRCH’s work at MSIR and the Alcohol and Other Drugs Program (AOD) that often gets missed. Many of these positive comments are from local community members, Australian Services Union (ASU) members, some of who live far from North Richmond but see the importance of our work.

Thank you to all our MSIR and AOD staff for the incredible work you do and continue to do under these circumstances. We appreciate you!

23 Lennox Street Richmond Victoria 3121 9418 9800 www.nrch.com.au @nrchAUS Interpreters available

We welcome your feedback We hope you enjoyed the Annual Report 2020-2021 We would appreciate your feedback on this publication and any suggestions for our future reports. ourcentre@nrch.com.au

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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NRCH Annual Report 2020-2021

Articles inside

Corporate Governance Statement

Medically Supervised Injecting Room 2020-21

Centre for Culture Ethnicity and Health (CEH 19 Our current projects 20 COVID-19 related projects 20 Policy development through Reference and Advisory Groups 21 Professional development

High Risk Accommodation Response (HRAR and Community Engagement

Allied Health team

Message from the Chair and CEO

Quality and Safety Report 06 Accreditation

Our workforce

Executive Management Report