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UnitingCare ReGen Formerly UnitingCare Moreland Hall


From the CEO 5

ReGen: Our journey 6

Goal 1 – Be a lead alcohol and other drugs (AOD) agency 8

Goal 2 – To be an employer of choice in the AOD sector 10

Goal 3 – Develop and maintain strategic partnerships 12

Goal 4 – Maintain and grow a diverse funding base 14 

Goal 5 – Increase the profile of ReGen 16

Our values in action – Aaron & Mike 18

Performance data 20

Our organisation 24

Our values in action – Denise & Alex 22

Our people 26

Financial overview 28

Financial statements 29

Our service partners and supporters 32 

© UnitingCare ReGen

From the Chair 4

Published October 2012 by UnitingCare ReGen

Our year at a glance 3

ABN 96525412680

About us 2

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

Our purpose and values 1 Every effort has been made to ensure this publication is free from error and/or omission at the date of printing. The authors, publisher, and any person involved in publication and the preparation of the ReGen Annual Report 2011-12 take no responsibility for loss occasioned to any person or organisation acting or refraining from action as a result of information contained in this publication.

Contents


Hope Affirming the possibility of change for everyone

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

Empowerment

Integrity Upholding honesty, openness and responsibility in all our actions

Seeking to enhance people’s strengths and enabling people to speak and act for themselves Respect Accepting all people as they are and acting with compassion, empathy and fairness

Our purpose and values

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

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About us

UnitingCare ReGen is the leading alcohol and other drug (AOD) treatment and education agency of UnitingCare Victoria and Tasmania. ReGen is a not-for-profit agency, which has over 40 years experience delivering a comprehensive range of AOD services to the community.

Our approach ReGen’s services are consistent with the harm minimisation framework that has underpinned national and state drug strategies for more than 25 years. In keeping with these strategies we are committed to minimising the health, social and economic harms to individuals, families and communities resulting from alcohol and other drug use. Harm minimisation is not about moral judgements regarding AOD use. It is about working with people in a respectful way, whether their goal is ceasing or reducing their use, or minimising the harms associated with substance use. To achieve these commitments ReGen provides evidence-based programs that integrate established research findings with 42 years experience in service delivery. The comprehensive nature of ReGen’s services for individuals and families enables us to provide effective early interventions where people are at risk of, or experiencing early stage AOD problems. We also provide more intensive services for adults or young people who require greater support or medical care.

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ReGen provides a continuum of services that could involve a person anonymously checking their alcohol use by doing a quiz on-line; using our needle and syringe program; attending an alcohol or other drug education program; attending a support group for family and friends of people experiencing AOD problems; undertaking a drug withdrawal program in their own home supported by experienced clinicians; attending residential and non-residential treatment programs; or maintaining positive change through on-going support groups. In the near future targeted services will be available online. As well as providing a range of alcohol and other drug brief intervention/diversion education programs, ReGen also provides workforce development training,

consultancy and mentoring for AOD workers and other allied health professional, including through our nationally Registered Training Organisation.

Working with different needs ReGen provides services that reduce harm and support recovery for people who have experienced AOD problems, which often occur together with mental health issues and other challenges. We understand that people have different needs and goals, and these may change as they progress through the treatment and recovery process. We work in partnership with clients and their families to achieve realistic goals in keeping them safe and improving their quality of life. All our services are person-centred. This reflects ReGen’s values (hope, empowerment, respect, social justice and integrity), which guide our day-to-day practices. We provide access to services that are tailored to meet the needs, circumstances and preferences of people affected by AOD use. Importantly, clients are actively involved in all aspects of treatment planning and goal setting. ReGen’s culturally sensitive, personcentred approach ensures that our staff consider how culture and language influence people’s AOD use, understanding and expectations of treatment services. We have extensive experience working with groups with special needs including those in or just released from prison. Regardless of background, we believe that our role is to instil hope that sustainable change is achievable and provide the support, practical skills and motivation necessary for our clients to achieve change. Families can play a critical role in preventing AOD harms and supporting the recovery process. ReGen supports this through targeted services and practical resources. We encourage family engagement at all stages of recovery from the initial assessment, during treatment and post-treatment. This might commence with an information session at intake, family counselling during treatment, or attendance at a support group for family members. ReGen also provides support for families in recognition that the problematic substance use of a family member can impact negatively on their own health and welfare.

We recognise the right of every child to a safe and stable childhood and are committed to assisting to develop and sustain a society that values and cares for its children, such as through our Intensive Playgroups for parents and children.

Working collaboratively ReGen’s harm minimisation focus acknowledges that treatment is only one phase in the recovery process. We work collaboratively with a range of complementary services designed to support recovery including self-help programs, and others who provide specialist support in areas such as mental health, medical services, children and family services, employment, education, welfare and housing. We continually improve our services by monitoring and evaluating them against best-practice benchmarks including evidenced based research, QICSA quality standards and relevant legislation. We also take into account what has worked in reality for our clients, staff and peers.

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

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

Our strategic direction The 2011-2014 strategic plan guides ReGen’s work and directs our energies to ensure that people with AOD issues, their families and the community are at the centre of everything we do.


Our year at a glance Achievements –– Seamless major rebranding from Moreland Hall to ReGen –– The Victorian government funded Catalyst (alcohol non-residential rehabilitation program) for four years, following award winning pilot –– The Commonwealth government refunded for a further three years the Family Counsellor, Intensive Support Service and Hume Youth and Parents Drug services –– Finalist at both the National AOD awards (for the seventh time in eight years) and the Victorian Public Healthcare Awards (for the first time) –– Delivery of education and training interstate as a national accredited Registered Training Organisation –– Delivery of education and training interstate as a national accredited Registered Training Organisation –– Significant growth in awareness of ReGen and its purpose through direct advocacy, as well as print, radio, TV and social media –– Agency-wide audit confirmed ReGen as a ‘Dual Diagnosis Capable’ organisation –– 16 new partnerships formed to enhance existing service delivery or for funding submissions

Disappointments –– Not securing funding from the Commonwealth to continue our role in developing dual diagnosis competency across the AOD/mental health sector due to a tight funding round –– Restrictions imposed on the use of 26 Jessie Street by the process of a town planning approval by Council. This severely reduces our ability to develop the current site to provide capacity for other professionals to be co-located with ReGen

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From the Chair

On behalf of the Board, it is my pleasure to report on a year notable for its significant challenges and major achievements.

Overview In June, we changed the name by which this remarkable organisation has been known since its inception. As was noted at the official launch, the core issues of who we are and why we do what we do, are as clear and pertinent today as they were when the Reverend Alf Foote established Moreland Hall 42 years ago. The enthusiasm and commitment with which staff, clients and other stakeholders embraced the change of identity, while re-affirming our central purpose, was most gratifying. ReGen’s expertise as a ‘dual diagnosis capable’ organisation is recognised by its representation on key governmentsponsored review panels. As with last year, ReGen has continued to operate in a constrained economic environment with tight funding parameters, despite increased demand for services requiring complex care. On a positive note, 2011-12 saw a recovery in our financial position, returning to an operating surplus and continuing consolidation of equity, over the prior year.

Strategic direction Our vision for the future direction and focus of ReGen is articulated in the 2011-2014 Strategic Plan. The Board, in conjunction with senior management, is implementing the strategies to achieve the five principal goals identified in the triennial plan. It is pleasing to note that ReGen is tracking well.

Governance

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Renewal is an essential element for any progressive organisation and the ReGen Board has recruited outstanding candidates with a wide range of qualifications and experience. Four new members – Draga Jevtic, Susan McWhirter, Christine Robertson and Joanna Wriedt - joined the Board at the 2011 Annual General Meeting and have, along with other Board members, made significant contributions to the work of the Board and its

committees throughout the year. They generously gave their time and expertise on a pro bono basis and it is appropriate to acknowledge their contribution in this report. The Board has reviewed and amended its Charter and constituent documents to ensure its governance principles reflect the appropriate standards of accountability for a significant not-for-profit organisation; and affirm the guiding ethos and philosophy of the Uniting Church.

Challenges Governments at all levels – federal, state and local – face difficult decisions with the allocation of limited funding resources for ever-increasing demands for services. While the AOD sector is not immune from these economic realities, ReGen will continue to promote its expertise and capacity to provide front-line, professional services across the AOD and mental health competencies in the most cost-effective and socially-efficacious manner. The Board is actively assessing the suitability of ReGen’s Jessie Street premises for its future needs and operations. This assessment recognises the inherent value of the current location, together with the local planning constraints on in situ development; and other opportunities to ensure ReGen’s continuing close and historical association with the Moreland community.

Acknowledgements The past twelve months have been a period of challenge, change and adaptation for the organisation and the people who serve and sustain it. I acknowledge the contributions of outgoing members – Lyndie Spurr (Chair), Taryn Rulton and Steve Mullen (who stepped down last year) and Mark Whitmore, who resigned following an overseas posting in June this year. The senior management and staff of ReGen, led by our CEO Laurence Alvis, have continued their excellent work and commitment to the organisation throughout the year. On behalf of the Board, I thank them for their contributions. Ian Angus Chair


Operating outcomes ReGen ended the year in a positive financial position, with a surplus of $81,065. This better-than-expected result was due to unexpected income from some of our programs and reductions in our expenditure. The number of people who used our services this year decreased by 5% from 2010/11. This was due to our Adult Residential Withdrawal Service operating at half capacity for three months (while major renovations were carried out) and the growing proportion of clients with complex needs requiring longer duration of treatment. Across the whole agency, our programs met 99% of their aggregate target: 6,605 incidents of service provided from a target of 6,661.

Growth and funding The Victorian Government refunding of our award winning Catalyst Non-Residential Alcohol Withdrawal program for a further four years following the pilot and the renewal of three Commonwealthfunded programs (HYPd, ISS and Family Counselling) for a further three years was a great outcome and ensures the ongoing viability of these quality services. ReGen also secured new Commonwealth funding to expand our Intensive Playgroup program into Craigieburn and Roxburgh Park. We have also piloted a ‘single session’ model for engaging families affected by AOD issues.

Staff conditions ReGen’s 2012 staff satisfaction survey demonstrated our ongoing commitment to staff, with an overall reported level of satisfaction across all six areas of 91%. The new Collective Agreement for 2011-2014, supported unanimously by staff, was accepted by Fair Work Australia in late 2011.

From the CEO

The last 12 months has seen the rebirth of UnitingCare Moreland Hall as UnitingCare ReGen. A new beginning, which continues the great work which we have achieved in the last 42 years and will continue to develop amidst great changes to the alcohol and other drugs (AOD) sector. This year, the Victorian Department of Health (DOH) released New directions for alcohol and drug treatment services: A roadmap. The ‘roadmap’ sets out a significant reform process to improve access to AOD treatment over the next three years.

Challenges for the year ahead In 2012/13, the challenge continues to be meeting the increasingly complex needs of our clients, with no increases in current resources. This includes a doubling of the number of people using methamphetamines as their primary drug of choice (now over 12% of ReGen clients). The treatment needs of this group pose a particular challenge to the Victorian AOD sector that still lacks targeted treatment models for stimulant dependence. As a key contributor to the AOD sector reform process we hope to explore and promote opportunities to provide better access and improved treatment services.

Conclusion I would like to thank the senior management team for their support and the Board of Governance, who continue to give generously of their time and energy to guide ReGen. I would also like to acknowledge the significant contribution made by all current staff and those who have left ReGen during the past year. Finally, I would like to thank all our funders, partners and supporters who have made all of the above achievements possible. We look forward to your continued involvement with ReGen ‘to promote health and reduce alcohol related harm’.

Laurence Alvis Chief Executive Officer 5


ReGen: Our journey

Sandy, aged 52

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Our History > 1970 ‘Moreland Hall Alcoholism Treatment Centre’ established > 1971 Moreland Hall Charter revised to incorporate other drug dependencies > 1987 Commencement of Family Therapy and Drink Drive Programs > 1996 Secured funding for range of services following the Kennett Victorian Government reforms of AOD > 2001 First Victorian AOD service to achieve quality accreditation (QICSA). Achieved RTO status > 2008 Launch of Client Charter > 2010 Gold Australasian Reporting Award > 2011 Winner of Excellence in Treatment and Support, National Drug and Alcohol Awards > 2012 ReGen launched after 42 years as Moreland Hall


Our new brand is more than just changing our name, it’s key to how we position ourselves to our past, present and future clients, funders, other service providers and the wider community. As part of a broad communication campaign to inform stakeholders of the change, ADCA, the AOD peak body, published the following article in its quarterly newsletter.

Moreland Hall no more – ReGen is the word Why we did it We haven’t undertaken this significant change lightly. For several years, we have been aware that, as Moreland Hall, we have been valued by the people who use our services and seen as the ‘quiet achiever’ in the Victorian AOD sector but there was limited awareness of our work within the wider community. We are now providing an increasing number of statewide treatment services and delivering training for interstate service networks. We’ve also increased our advocacy, making more of an effort to challenge stigma and contribute to an informed public debate of issues relating to alcohol and other drug use in Australia. In order to increase our effectiveness, we recognised that we needed to change how we are perceived by a wide range of potential audiences.

How we approached the process and what we learned Together with Melbourne-based design studio, Studio Brave, we ran a series of 14 workshops for people who use our services, staff from all program areas and board members to seek feedback on our identity and suggestions for developing a new brand. It was not a case of trying to impose a new attitude or approach on an existing organisational culture, but a search for an identity that better represented who we are, what we do and what we hope to achieve in the future. The combination of internal and external research provided remarkably consistent responses across all our stakeholder groups. We learned that people recognised the quality of our services, our clear values and our commitment to providing people with practical, integrated and holistic supports. When it came to our name, we learned that, for people who already knew us, their attachment to the agency was not to the name,

but to their experience with our services. For those who did not have previous experience with us, our name was seen as being cold and ‘institutional’ and actually made people less likely to give us a call or want to engage with our services. ‘[The name] Moreland Hall doesn’t develop your understanding. It’s a very empty name. Considering what this place is – something leading to something that is positive, bright and hopeful; I would like a name... Uhmm wow that sounds pretty.’ Jane, 19 - Williams House youth residential withdrawal client

The consistent message from people who had used our services was to adopt an identity that was warm, bright and hopeful, that was grounded in our work and that spoke about change. After much deliberation, including working though 500 alternatives, we decided on ReGen.

Choosing our new identity Our new name references regeneration, new beginnings and growth within (and throughout) the life cycle. It reflects our holistic approach to AOD treatment and education as part of a broader promotion of health and wellbeing. Our new visual identity has been designed around the core theme of optimism. The use of key ‘Re’ words (such as ReBuild, ReSpect and ReConsider) underpin our values and approach. They play a key role in our communications and complement our unusually wide palette of bright colours that reinforce the concepts of change, flexibility and adaptability. During the launch of our new brand, our CEO Laurence Alvis captured the essence of what we’re trying to achieve: ‘Change takes courage. Our clients face this every day. We have also embraced change with this new name and visual identity. It has finally given us the voice we needed. A strong voice which will change culture and change lives.’

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Goal One

It’s crazy to think how much has changed in the last three years. I know ReGen have done a lot but I am pretty proud of myself too. Back then I had no home, getting benzos off every doctor in Melbourne and worst of all my son Billy was made to live with my mum ‘cause the DHS got involved. No, sorry. Because of the state I was in. ReGen helped me with a plan to turn things around. I contacted all the doctors I had got prescriptions off before and asked them not to prescribe to me again and I went on a thing called the doctor shopper’s register. Now I only see one doctor and go to one pharmacy. It really surprised me how much this helped.

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ReGen and my doctor helped me make a plan for slowly cutting back on my benzos and it actually worked. Now I don’t take any and everything’s getting better. I’ve got myself a house, I’m feeling really good and the main thing next Tuesday I am at court to get Billy back. It’s been a while coming but sometimes I still feel like I need to pinch myself, just to make sure it’s really happening. I’m really nervous about being a mum again, but I know I’ll be doing a better job this time. I owe it to Billy and my mum (who’s been looking after him)… and to me. Angie, aged 39


Supporting and sustaining innovation

Supporting families at risk

At a glance

Challenge

Challenge Changing patterns of alcohol and other drugs (AOD) use within the community are one of the few constants in our work. Emerging trends in people’s behaviour and environmental factors require us to continually reassess whether ReGen’s services are well placed to identify and respond to people’s changing needs. ReGen’s challenge is to ensure that our practice remains based on current evidence and maximises the accessibility of our services.

Family factors can contribute to people’s AOD use, but supportive families can also be powerful agents of change in people’s lives. ReGen’s holistic approach to AOD treatment is grounded in our work with families across the spectrum of potential harms. Our challenge is to continue to strengthen our capacity to meet the needs of all members of affected families to reduce the negative impacts of AOD use, improve treatment outcomes and support long-term change.

–– An agency-wide audit confirmed ReGen as a ‘Dual Diagnosis Capable’ organisation, following four years’ work on increasing the capacity of ReGen staff and services to provide integrated responses to people’s mental health and AOD needs.

Response

Response

–– Our Innovation in AOD Services Forum featured Australian and UK experts (via video link), as well as staff and clients from ReGen. The capacity audience engaged in discussions of improving treatment by meeting people ‘where they are at’, the value of holistic responses to AOD harms and the need for more engagement with social media. –– Commenced the National Broadband Network project to incorporate the use of videoconferencing to improve service accessibility for people in rural and regional areas, as well as opportunities for collaboration – both internally and externally. –– Identified a trend in the increase of people seeking methamphetamine withdrawal and associated challenges, which led to a review and development of more effective approaches. This process will continue in 2012/13.

Learning While there are a wide range of potential applications for utilising web-based approaches to improving the quality and accessibility of AOD treatment and education, the AOD sector has been comparatively slow to engage. ReGen is committed to online opportunities where they provide effective client and/ or organisational outcomes.

–– The Intensive Playgroup has been expanded to two new locations and its service model extended to include earlier engagement with vulnerable and at-risk families. ReGen’s Coburg Playgroup was recently named Playgroup Victoria’s ‘Playgroup of the Month’.

–– Submissions made to parliamentary inquiries on Foetal Alcohol Spectrum Disorder and Homelessness, as well as the Victorian AOD reforms. –– Williams House (youth residential withdrawal service) was shortlisted for the National Drug & Alcohol Award for Excellence in Services for young people for the second time. After winning a national AOD award in 2011, ReGen’s Catalyst program was shortlisted for the Victorian Public Healthcare Award for Delivering Innovative and Integrated AOD and Mental Healthcare.

–– Trained all clinical staff to provide the ReGen ‘single session’ model for working with affected family members. With a focus on providing targeted, practical strategies, participants report that the session gives them enough support to start making the changes they need. Those requiring additional support participate in Family Counselling and targeted group programs. –– Delivery of the Action-based Recovery Course (ARC) in partnership with Family Drug Help has had powerful impacts for family members affected by others’ AOD use. It has also demonstrated the benefits of integrating the program within a treatment setting.

Learning Experience to date has shown that playgroups are an effective medium for developing early interventions. With a focus on promoting both parenting skills and children’s development, they further develop ReGen’s capacity to support all family members and provide holistic responses to the impacts of AOD use. Integration of family inclusive practice across our services has led to increased demand - family counselling was delivered 30% above service targets.

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Goal Two Supporting our staff Challenge Our clients’ incredible courage, persistence and capacity that often overcome all kinds of adversity are our inspiration. Our challenge is to apply the same holistic approach that underpins our treatment and education services to supporting staff development and wellbeing.

Response –– ReGen staff supervised 24 student placements included from nursing, social work, clinical psychology, art therapy and welfare studies. Placements provide future AOD workers the opportunity to develop their skills, increase their awareness of the broader community services sector, whilst providing ReGen with a talent pool to recruit from. –– ReGen’s 2012 staff survey demonstrated high levels of satisfaction with overall satisfaction across all areas of 91%. 94% of staff agreed that their team ‘always puts clients first’ and ‘consistently demonstrates ReGen’s values through its actions’. 91% agreed that their supervisor ‘is able to give and receive constructive feedback’. 10

–– Following a survey and report (that was provided pro bono), our Staff Action Group established a ‘Wellness program’ to promote staff health and wellbeing. Activities included flu vaccines, Ride to Work Day, workplace health checks, pedometer challenge, yoga and boxercise groups, and the provision of fresh fruit for staff.

Learning ReGen’s staff survey indicated that we continue to improve our capacity to provide meaningful support and recognition of staff. However, it also highlighted the need to keep improving our internal communications across multiple locations.

Strengthening the AOD workforce Challenge ReGen is recognised as having a positive and supportive organisational culture. However, services in the AOD sector generally experience an annual staff turnover of over 25%. ReGen’s challenge (and opportunity) is to ensure that our staff and those of other service providers are fully equipped and supported to provide consistent, high quality care.

Response –– Building on the success of workforce development projects in the ACT and South Australia, the Registered Training Organisation (RTO) achieved national accreditation. ReGen was accredited without the need for an external audit due to the quality of the existing RTO systems. –– ReGen’s Learning Framework was developed and establishes clear learning pathways and opportunities for staff to demonstrate leadership at all levels of ReGen’s operations. Thirteen employees moved positions internally, nine permanently and five as a secondment, whilst five

managers were supported in the Advanced Diploma in Management. –– ReGen developed a free evidence-based, practical trauma resource for AOD clinicians and other health professionals that is available as a download.

Learning Many AOD, mental health and other workers are new or recent graduates from social work, welfare or other courses. ReGen’s focus on delivering AOD and mental health competency training across the sectors assists our own staff in their development and helps to raise the consistency of services used by our clients.

At a glance –– 90% of staff who have been with ReGen for two years or more have now completed their AOD and mental health minimum competencies. The latest staff survey found that 91% of staff agreed that the statement: ‘I was encouraged to participate in training activities that will help in my development’. –– ReGen was praised by reviewers on the first report of its equal opportunities systems, which was deemed compliant with the Equal Opportunity for Women in the Workplace Act (1999). –– ReGen’s new Collective Agreement was unanimously endorsed by staff.


Brian was anxious he might relapse, having recently stopped using heroin, alcohol and cannabis and just started on a methadone program. He had seen several counsellors before but it didn’t seem to have much of an impact on his patterns of use or related behaviour.

98% of staff ‘would be confident in recommending ReGen to someone if they had an alcohol and/ or drug problem’

He was referred to ReGen for forensic counselling shortly after I had completed some advanced training in motivational interviewing, as well as further personal study on cognitive behavioural therapy. Initially, I found it difficult to work with Brian but, with support from my supervisor, I was able to utilise my new understanding of these therapy styles within the counselling sessions. It certainly helped me in my approach to these sessions and, most importantly, had good outcomes for Brian. We were able to focus on setting a series of clear behavioural goals that helped him take personal responsibility for his progress. He’s now relying on others much less and is more able to control his own behaviour. By the end of our sessions he was able to prevent lapses turning into a relapse. This had been a big issue for him in the past. Charlie, ReGen Forensic Counsellor

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Goal Three

It’s tough. There is not a day that goes by I don’t think about stopping. I’ve been wanting to do it for ages, but I’ve been doing this for so long it just seemed too hard. I’ve tried detox plenty of times before, but usually didn’t last more than a day or two. Before I came here I was drinking a couple of casks [a day] and metho when I was short on cash. I’d been sober for 18 months up until a year ago. I was doing well, thought I had it licked, until I relapsed after a relationship breakup. I was picking up the pieces when I got a letter from ReGen. Talk about good timing. Because of all my health problems, they helped my GP arrange for me to detox at the Western [Hospital]. They helped me get back into AA - that was hard, I was really ashamed - made sure I got to my medical appointments and went into bat for me with other services. With all this in place, it made it easier for me to focus on getting myself right. Since I finished detox, I’m 35 days clean and sober and I’m starting ReGen’s Catalyst program next week. It’s a good feeling. Everything seems to be coming together. Once I’ve done Catalyst, I reckon I’ll be ready to have a go at building some bridges with my son and the rest of my family. Tom, aged 42 12


Working with people who use our services

Improving the effectiveness of forensic interventions

Challenge

Challenge

Listening to and respecting our clients’ choices and ensuring that they are fully involved in planning for their treatment is a foundation for ReGen’s reputation amongst the people who use our services. Clients’ feedback on their experience of ReGen services helps shape our services. Our challenge is to continue to develop our services and systems for engaging new or emerging client groups and ensuring active consumer participation.

Coming into contact with the justice system often indicates an escalation in the harms associated with an individual’s AOD use. ReGen’s forensic interventions range from educational sessions for people receiving police cautions for their AOD use (or possession), to intensive treatment programs in (or following) prison for people experiencing significant AOD related harm. ReGen’s challenge is to strengthen our partnerships with police, courts, prisons and Community Corrections in order to provide the most meaningful services for people across the spectrum of involvement with the justice system.

Response –– ReGen undertook an audit of accessibility for various groups, including: culturally and linguistically diverse; Aboriginal and Torres Strait Islander; gay, lesbian, bisexual, transgender and intersex; and disability communities. We are now implementing the report’s recommendations, including the development of a service user participation working group. –– Through participation in ReGen’s community choir, telling their stories and contributing to research, people who use our services have played a stronger role in demonstrating the impact of our services and just as importantly, fed back that it helped their recovery process. –– Participants in our Catalyst program played a leading role in its ongoing review and refinement. Initiatives piloted in Catalyst (such as the nutrition program) are forming the basis for several projects planned for 2012/13.

At a glance –– Continued to develop our close collaboration on service planning and co-ordination with specialist mental health and dual diagnosis services, including headspace northern melbourne, SUMITT, and North and North Western Area Mental Health Services. –– Strengthened ReGen’s partnerships with Victorian hospitals and a wide range of complementary service providers, including an MOU with Austin Health. –– In partnership with the Burnet Institute, hosted AusAIDsponsored visits by treatment providers and policy makers from PNG and Sub-Saharan Africa.

Response –– Following extensive consultation with ACSO, the forensic treatment service broker, ReGen has achieved a significant increase in the number of forensic admissions to our youth residential withdrawal service, exceeding service targets by 150%. –– In partnership with St Vincent’s Hospital, ReGen took on the provision of AOD services at Melbourne’s Metropolitan Remand Centre. This work with prisoners awaiting trial complements our education and treatment programs with sentenced prisoners at Port Phillip Prison. –– ReGen’s Alcohol: Considering Change? education program has been piloted and proven to be effective as a diversion program for people presenting to Magistrate’s courts on alcohol related charges.

Learning

Learning

In keeping with previous experience with improving practice in areas such as dual diagnosis and family inclusive practice, ReGen recognises that strengthening our service user participation systems requires ongoing and agency-wide commitment. ReGen is committed to getting it right and will be holding ourselves accountable to the principles set out in our refreshed Client Charter.

The various challenges people face when moving through the justice system can make it more difficult for them to engage with AOD treatment services. In 2012/13 we will be exploring how we can further reduce the potential barriers to engagement and provide more holistic, integrated responses within our forensic interventions.

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Goal Four Ensuring sustainability of our services Challenge Although there is significant uncertainty about the future changes to service funding due to the Victorian Government’s reforms to the AOD sector and beyond, ReGen sees the reform process as an excellent opportunity to improve the outcomes for our clients. Our challenge is to secure resources to develop pilots that can deliver innovative treatment and education programs.

Response –– Secured continued funding for the Catalyst non-residential alcohol rehabilitation program, following successful pilot. As Catalyst has been identified as a key service in the reforms, ReGen will continue to advocate for expansion of Catalyst service model to new locations and to cater for different groups.

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–– Developed a more structured format for community-based forensic counselling, leading to increased rates of client engagement and retention. Improved completion of forensic treatment episodes (and resolution of longstanding concerns relating to service funding) increased the financial security of ReGen’s community forensic services. –– Developed a ‘service hub’ model to improve the accessibility and integration of complementary services for ReGen clients and the wider community and sought funds to support it.

Learning

Learning

The AOD sector reform process provides opportunities for ReGen to both influence the future structure of AOD treatment in Victoria and strengthen our collaborative models and partnerships to position ourselves to effectively deliver services.

Managing potential risk

ReGen recognises the value of continuing to strengthen our governance structures and strategic planning. ReGen’s new CFO is playing a key role in our planning (and contingency planning) for future growth in ReGen’s service framework and capacity to influence public policy.

Challenge

At a glance

ReGen’s focus is supporting the best outcomes for the people who use our services. However, if we are to continue to provide quality services and develop innovative responses to emerging needs, ReGen must remain viable as an organisation. Our challenge is to ensure that ReGen’s management, compliance and quality systems enable staff to continue the development and delivery of innovative responses to emerging community needs.

Response –– To further strengthen our financial management systems and support future business planning, ReGen created and recruited to a new role - the Chief Financial Officer (CFO). –– ReGen completed the redevelopment and implementation of our risk management and legislative compliance systems. –– Developing ReGen’s records and knowledge management system is on track to be fully implemented before next year’s QICSA quality review.

–– Completed review and developed a new agency planning and budgeting process. –– Developed disaster recovery and business continuity plans. –– Continued to pursue opportunities for development of multiservice hub for ReGen clients and the wider community.


Sometimes you’ve just got to do the best you can. I am going to keep using and can’t see that changing anytime soon. I don’t think it’s a good thing, but it does help me cope, for now. See I have a few issues with my mental health, but what I struggle with most is looking after my folks. That’s the main thing, between, lugging mum’s oxygen tanks everywhere and my dad’s back being what it is, all I am looking for now is support. ReGen understood that. That’s what they gave me.

‘Coming here has helped me a lot, made me a lot stronger with the decision in making changes in my life.’ Mary, aged 41 – Curran Place Adult residential withdrawal

When I first went to see them, I wasn’t really sure what I was looking for, but the worker got it straight away. She said it looked like I was asking for something that was going to make it sustainable to keep doing what I need to do. At the time, I didn’t know what that would be, but it was like the old light bulb going off in my head. So we worked out what we would do. I’m seeing her once a week, not so much to talk about my use, but to de-stress about the other stuff and get some suggestions about how to cope with it. It doesn’t sound like much, but it’s helping a lot. I know using isn’t doing me much good, but we’ll tackle that later. Gary, aged 51

15


Goal Five

I’ve been coming here for a while now so thinking back to the first day is tough. I was nervous, didn’t know what to expect, but John [ReGen worker] kinda settled me a bit. He’s good at that. That first day I asked him straight up, ‘What can you offer me?’ He said, ‘All I have to offer you is hope’. Now, at the time, this cracked me up. I laughed ‘cause I thought he was joking. But later, I realised that hope was what I needed most. It floored me. There I was thinking I was ok, ‘till I realised that I was just watching my life pass me by and I didn’t really have any hope that things would get better. At the time my girls would have only been two or three and I’d missed most of the baby stuff being in prison. Smoking heaps, speed, grog. Man, I hadn’t changed anything being inside, probably got worse, my mental state definitely had.

16

By the time I saw John again, I had no idea if I could sort things out but I really wanted to make it work. Still can’t believe I cried like that, but everything’s got better from there. I’m now in rehab and slowly getting my shit together. I’m being a better dad for my girls and I think they can see the changes in me. I’ve still got plenty of stuff to work on, but I’m kicking goals. And I got my hope. Paul, aged 31


Taking a position

Making first impressions count

At a glance

Challenge

Challenge

ReGen is committed to increasing its advocacy and building support for evidence-based policy and practice to challenge misinformation and stereotypes that dominate public debate of AOD issues in Australia. ReGen’s challenge is to clearly articulate our positions on key issues and improve understanding of the reality and complexity of AOD use to a range of audiences.

Making a good impression is important for our treatment services, as well as for our voice to be heard and respected. For many people, taking the decision to make changes to their AOD use can be fraught with mixed emotions, such as hope, fear and shame. Our challenge is to ensure that people’s early experiences with ReGen reduce the understandable anxiety associated with seeking assistance and building their confidence that change is possible.

–– The launch of the ReGen brand, together with our activities during Drug Action Week generated widespread exposure, including an MX promotion, a feature on Channel Ten’s The Circle and a quote in The Age, whilst staff and volunteers raised awareness at Flinders Street, Parliament and Moreland railway stations to promote awareness of alcohol harms.

Response –– ReGen published a range of position papers (and supporting evidence) on issues such as the importance of harm reduction and opioid replacement therapies, the need for a medically supervised injecting centre in Melbourne and the implications of recoveryoriented policy frameworks. These documents are proving to play an influential role in shaping policy and community debates. –– Advocacy on social media (Facebook, Twitter, YouTube and Scoop.it!) continues to build communities of support for attitudinal change and evidence-based policy. Twitter (@ReGenUC) in particular is providing an effective platform to reach a growing international audience. Our increasing Klout score which rates ReGen with the Salvos, provides some evidence of our growing online influence. –– Commissioned to develop opinion pieces for influential online publishers such as Croakey (the Crikey health blog) and DrinkTank.org.au, as well as targeted groups including via the Australian Scout magazine.

Learning Being brave and taking a stance on key issues (supported by the evidence) has been noticed both in the AOD sector and by government. While mainstream media coverage remains the most effective means for reaching a broad audience, success with social media and online publishing have demonstrated the advocacy potential for the AOD sector.

Response –– The rebranding process has been strongly influenced by feedback from people who use our services. They recommended that we represent the welcome and support that people experience at ReGen. The ReGen brand fits this brief.

–– ReGen client survey findings on the AOD reform process and the proposal to establish a medically supervised injecting centre were re-published by other services as part of their consultation and advocacy efforts. –– 26 media stories placed including: on television; local and statewide radio; local, statewide and national print media; plus AOD sector and community publications.

–– With pro bono advice from an interior designer ReGen’s reception/ waiting room at our Coburg site was redeveloped as part of the rebranding, with a focus on making it a more relaxed and comfortable environment: less ‘doctor’s waiting room’ and more ‘Qantas club’. –– Expanded the range of immediate, practical supports ReGen is able to provide our clients while they are seeing our counsellors, including free fruit and breakfast packs, Metcards/ Myki, or toiletries/ dental packs for those entering residential programs at short notice.

Learning The research literature and our branding research highlighted that people’s first impression of our services does not necessarily happen when they walk through our door. It confirms the importance of our focus on making sure everything we do, whether online, in person or in print, provides a consistent message about ReGen’s values and approach. This is particularly important for people who are considering AOD treatment for the first time.

‘Moreland Hall [ReGen] saved my life. I’ve done over 20 detoxes there and never once did they give up on me and now I’ve got my life back on track so a great big thanks to the workers at Moreland Hall’ Libbi Gorr from Drive 774 ABC Melbourne read this text from Steve, as part of a feature with Laurence Alvis (CEO of ReGen) that discussed approaches to drug and alcohol treatment.

17


18

Our values in action


Aaron

Mike

Throughout high school I always figured myself one of the cool kids, untouchable. My friends and I began to tamper with drugs. Slowly but surely we became ‘weekend warriors’ as they’d call it.

It’s been a real privilege to work with Aaron and his family. We were able to make good progress in a relatively short space of time but the total process took over a year. This was way beyond the period that we are funded to work with people to support their withdrawal.

It went well for a little while but, before I knew it, instead of just using on weekends, getting high became my full-time job. I started buying and selling gear to support my own habit. Eventually, I had some panic attacks and was given a GP’s prescription of valium. I realised it was cheaper, so just switched to that. Mum was in a very distressed state seeing me like this, day in day out. She talked with her local GP and he recommended that we see someone at ReGen. I was very skeptical, I thought to myself ‘Another counsellor? Wow what a waste of time’. Oh how very wrong I was. Mike visited me at home every week (for over a year). From my lowest point, he helped me start reducing my use. A few weeks passed and it was starting to work. At last I could see some sort of glimmer of light at the end of the tunnel. We were making great progress. I was able to start piecing back bits of my life. I started making an honest living by doing IT related consulting with my own business. For the first time in a very long time I could clearly see that there was hope. Very recently I got a systems engineering position and I start next Monday. I also now have a partner who means the world to me. If it wasn’t for Mike’s contribution to my recovery – coming around every week to check up on me and review our strategy, I don’t know where I would be. To be completely honest, without ReGen, my Mum, Stepdad and my best mate Sam. I probably wouldn’t be here today, alive. Aaron, aged 24 (who spoke at the Drug Action Week/ReGen launch)

I’m very pleased we found a way to play an ongoing role with Aaron’s treatment, particularly as it was a great example of working in partnership with a client, his family and other services to achieve a really impressive outcome. Aaron’s GP and psychologist deserve credit for the effort they put into making sure we were all clear on Aaron’s treatment goals and co-ordinating how we were going to help him reach them.

‘She [Mum] talked with her local GP and he recommended that we see someone at ReGen. I was very skeptical, I thought to myself “Another counsellor? Wow what a waste of time”. Oh how very wrong I was.’

Aaron is a very bright young man, with a lot of personal insight, but when I first met him, he was really struggling just to cope with the impact of his use (particularly prescription drug use) on his mental health. Ultimately, the key to successfully changing his AOD use was his ability to come to grips with his anxiety. This was never going to be a quick fix. Treating his anxiety and his AOD use concurrently required a co-ordinated approach if it was to be successful. We were able to put a clear structure in place to support sustainable changes over time. He responded really well to this and just kept persevering, with great love and support from his family, through all the setbacks and hard times. We could all see the progress he was making and no-one lost hope during the hard times. Mike – ReGen non-residential withdrawal clinician

19


Performance data

Major presenting drug types

Alcohol has decreased its dominance Other drugs as their primary drug identified by clients of concern (39%), with a decrease of 6% Amphetamine (includes Ice) over the previous year. In contrast the number of clients seeking treatment for Heroin amphetamines has doubled from 6% last year to 12% in 2011/12. There has Cannabis been little or no change in incidence of cannabis, heroin or other drugs. Alcohol This data focuses on the primary drug of concern, although different drug types are often used concurrently.

2007/08

2008/09

2009/10

2010/11

2011/12 0%

10%

Alcohol

20%

Cannabis

Heroin

30%

40%

Amphetamines (includes Ice)

50%

Other drugs

Total clients

2007/08

As in 2010/11 the number of clients at ReGen has decreased by 5%, following an increase of 60% in the five years from 2005/06 to 2009/10. The major factor here is that treatment is addressing a wider range of issues such as dual diagnosis and family sensitive practice while maintaining our high quality of services. 2011/12 sees a return to the norm of 1800-1900 clients per annum.

1723

2008/09

1864

2009/10

2027

2010/11

1901

2011/12

1807

0

500

1000

1500

2000

2500

Episodes of Care

2007/08

3104

2008/09

3481

2009/10

20

3785

2010/11

3727

2011/12

3292

0

1000

2000

3000

4000

In the last 12 months there has been an 11% decrease in Episode of Care (EOC), following a 51% increase in years from 2005/06 to 2009/10. As with the decrease in client numbers, this can be attributed to treatment addressing a wider range of issues and EOC returning to the norm of 3100-3400 per annum. There was a decrease in Adult Residential Withdrawal EOC of 108 due to capital works at the site resulting in the unit being at 50% capacity for two months.


Education and brief intervention programs

2007/08

Education and brief interventions increased by 10% in the last year and have doubled over the past five years. Education programs include: Keeping Going, a relapse prevention group; the Action based Recovery Group, for loved ones impacted by an individual’s AOD use; Cautious with Cannabis; FOCIS; Drink Drive; Drug Drive; and Alcohol - Considering Change?

273

2008/09

311

2009/10

493

2010/11

543

2011/12

573

0

100

200

300

400

500

600

Assessment can also be described as brief interventions but are not included in this data.

Overall performance against funding targets

2007/08

ReGen has managed to deliver an overall performance against key funding targets of 99% for Prison Contracts, Counselling & Support, and Withdrawal Services in 2011/12. This figure has been increasing and retains the achievement in excess of 90% seen over the last five years.

92%

2008/09

94%

2009/10

96%

2010/11

96%

2011/12

99%

75%

80%

85%

90%

95%

100%

Performance against strategic plan

2007/08 2008/09

82%

2009/10

94%

2010/11 2011/12 75%

This year was the first year of the updated Strategic Plan, and the overall success for completed objectives was 79%. 60 of the 76 objectives were successfully completed and 16 were partially completed and are ongoing. Completed objectives were lower than previous years as the incomplete ones will be achieved in the second year of the strategic plan.

87%

83% 79%

80%

85%

90%

95%

100%

21


Our values in action

‘I got out of prostitution which was keeping my alcoholism alive, both financially and mentally. I got away from that crew and went and got a part time job. It’s given me a bit more pride... and I have not had a drink since February.’

Denise

Alex

It’s been interesting. It’s taken its time but it’s a learning process. I didn’t succeed in the beginning obviously but I keep coming back. It’s like anything; if you keep coming back you’ll eventually get it.

Denise is such a strong person, but for a long time she’d just been in survival mode. Doing whatever she needed to get from one day to the next. Her drinking was a big part of that, just to help her cope with all the awful stuff she’s lived through.

I guess I have grown up a lot more. I have started to take responsibility. I got out of prostitution which was keeping my alcoholism alive, both financially and mentally. I got away from that crew and went and got a part time job. It’s given me a bit more pride. I have not gone back to the sex industry and I have not had a drink since February. Before, my mother would never speak to me. My daughter was never coming home, running away getting in to alcohol and smoking pot. I knew I wasn’t being a good mother and I would promise her that I would get better. Then I’d bugger up again, so the trust started to go. Now I am getting the trust back slowly to the point where she is looking forward to dropping my granddaughter off to me. If I was drinking, she’s told me straight she wouldn’t bring the baby near me. We talk now. We get on good. We still argue but that’s just mother and daughter. She rings me every day, to see if I’m ok, she can tell by my voice if I’ve had one stubbie. So I put up with the phone calls ‘cause I know it keeps her mind at rest. I just want people to know, it might take three times, it might take 13 detoxes (like it took me, and two rehabs). It’s just like that ad for smoking, keep trying and eventually you will get there. Denise, aged 46

She’d been coming to us, on and off, for a few years. Over that time, we’d helped her get through withdrawal and work on maintaining the outcomes she achieved during her time with our services. ReGen had also worked with her daughter and helped her stop using cannabis. I started working with her to provide a more intensive level of support. It allowed her to do some pretty significant self-analysis and take a more holistic approach to her drinking. Together with her GP, we were also able to do some good work on improving her mental health. From the outset, I could see that, over time, her behaviour had become separated from her own values and her idea of who she wanted to be. Once she identified the things that were most important to her, we were able to work together on recognising her strengths (and there were plenty of those) and those strategies that had been helpful in her efforts to that point. Then it was about setting new goals and helping her develop new skills to help achieve them. CBT [Cognitive Behavioural Therapy] worked really well for her as it enabled her to develop contingency plans for how to deal with a wide range of potential triggers and risky situations. She’s done all the hard work. I’ve just been there to provide some structure and help guide her through the process. The fact that she’s so willing to share her story (without holding anything back) is a testament to the tremendous effort she’s put in to this point and what she’s achieved. Alex, ReGen counselling clinician

22


23


Our organisation

Our Board ReGen is led by a Board of Governance (Board) that is appointed by and is accountable to the Commission for Mission of the Uniting Church’s Synod of Victoria and Tasmania. Board members are nominated by UnitingCare Victoria and Tasmania. The Board is responsible for the governance of the agency, including strategic planning, policy development, compliance and management oversight. Functions of the Board include: –– Developing and implementing ReGen’s strategic plan –– Determining broad policies within which the agency operates –– Establishing reporting mechanisms to monitor the performance and compliance of all audit processes –– Ensuring all services provided by ReGen meet targets outlined in contracts, and funding and service agreements

Management and leadership team

The Board sets up the following committees to help prepare policy options and implications for Board deliberation: –– Audit and Risk Management Committee –– Board Development Committee –– Facilities Management Committee –– Human Resources Committee –– Marketing and Communications Committee. Board members are required to act with integrity and objectivity at all times. They are required to declare any conflict of interest (when applicable) during Board discussions and, where necessary, to withdraw from relevant proceedings. There were two occasions which required declaration by Board members this year. Board members serve in a voluntary capacity and do not receive payment.

The Board develops policies that set the organisational results that the CEO must achieve and situations and actions to be avoided. The Board authorises the CEO to establish all further policies, make all decisions, take all actions, establish all practices and develop all activities, provided that they are made according to the Board’s guidelines. SMT meets regularly to address organisation-wide operational and strategic issues. The annual business cycle links to the reporting and planning processes, and to the Board planning cycle. The leadership group works together to achieve these organisational goals by providing leadership; creating a supportive and motivating environment for staff; ensuring that we meet our accountabilities to stakeholders; and communicating our purpose and values. A compliance and risk management function ensures that ReGen complies with legislation and regulations.

–– Ensuring all legal requirements of the agency are met.

Our Leadership Team as at 30 June 2012 Name and Qualifications

The Chief Executive Officer (CEO), Director of Clinical Services, Director of Education and Advocacy, and the Chief Financial Officer form ReGen’s Senior Management Team (SMT). Each director heads a specific section of the organisation and is supported by managers and team leaders, and their staff.

Role

Responsibilities

Laurence Alvis BEc, MSocSc, GradDipBus,GAICD

Chief Executive Officer

Operational management

James Beckford Saunders BSc(Hons), DipMgt, MCIM, MBA

Director, Education & Advocacy

Education & training, web & publications, communications, evaluation, legal, human resources, corporate support, and Catalyst (shared)

Robert Moore FCPA, FCIS, FCIM

Chief Financial Officer

Finance and risk management

Donna Ribton-Turner RNDiv1 (Gen & Psych), GradCertAODStuds, GradDipWH, CertIVBus. Australia Day Achievement Medallion - Alcohol and other Drugs Council of Australia (2000)

Director, Clinical Services

Assessment & intake, withdrawal services, counselling, youth and family, forensic and Catalyst (shared)

Venetia Brissenden BA, BSW, DipAOD, CertIVTAA

Manager, Therapeutic Services

Assessment and intake, youth and family services, forensic counselling and Catalyst

Brandon Jones BE, DipCommServ, DipAOD, PGDipMH, CertIVTAA

Manager, Education and Training

Registered Training Organisation,

Simone Hogan RNDiv1, DipHE(Nursing), PGDipMH

Acting Manager, Curran Place

Adult community residential drug withdrawal

Samantha Lehman BBus, CPA

Manager, Corporate Support

Operational finances, information technology, facilities and operations

Rose McCrohan* RNDiv1, Dip App Sc, BN, Dip Acup, AdvCertFacMgt, Grad Dip Bus

Registered Nurse Practioner

Registered Nurse Practioner - clinical services

Ray Stephens RNDiv1, BN, MNurse(Rsrch)

Manager, Web and Publications

Web and social media, publications and multimedia

Robert Testro DipTeach(Prim), DipAODStuds, DipCommWelWk, CertIVBus

Manager, Prison Contracts

Prison contracts AOD education and brief intervention programs

Workforce development for alcohol & other drug and allied health professionals. Education and brief interventions for individuals and community groups

24

* Maternity leave from July 2011 to April 2012.


Attendance at Board meetings (total of ten Board meetings for 2011-2012 Board member

Board meetings

Audit & Risk Management Committee

Board Development Committee

Facilities Management Committee

HR Committee

Marketing & Communications Committee

Meetings attended

Meetings attended

Eligible to attend

Meetings attended

2

2

3

3

Meetings attended

Eligible to attend

Meetings attended

Eligible to attend

Meetings attended

Eligible to attend

4

4

5

5

1

1

2

2

2

2

Lyndie Spurr Ian Angus

9

10

Kirsty Bennett

7

10

Paul Hamilton

9

10

Draga Jevtic

7

8

Margaret Lester

9

10

Susan McWhirter

7

8

Stephen Mullen

3

4

Robert Renton

8

10

1

2

Eligible to attend

5

7

5

7

3

4

2

5

6

5

5

2

Christine Robertson

8

8

3

6

Sandy Ross

10

10

11

11

Taryn Rulton

2

4

3

5

6

9

2

2

1

1

0

3

1

1

6

7

6

7

2

2

4

Eligible to attend

4

Warren Smith*

5

8

Joanna Wriedt

8

8

3

4

3

4

Mark Whitmore

6

10

7

7

5

7

* Warren Smith was granted leave of absence from mid May 2012 to mid November 2012.

Board members as at 30 June 2012 Name, Qualifications and Experience

Date Appointed

Ian Angus LLB, FCIS

Chair Board (appointed Nov 2011)

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

November 2008

Sandy Ross BA(Hons), MA, PhD

November 2008

Member Board Development Committee Member HR Committee Deputy Chair Board (appointed Feb 2012) Chair Audit & Risk Management Committee

Honorary Fellow, School of Social & Political Sciences – University of Melbourne. Williamson Community Leadership Fellow – 2000 Kirsty Bennett BArch(Hons), GradDipGerontology, BD(Hons), RAIA

Special Board Responsibilities

Member HR Committee November 2009

Member Facilities Management Committee

May 2009

Member Board Development Committee

Manager Major Projects & Architecture, Synod of Victoria & Tasmania, Uniting Church in Australia Paul Hamilton BSW, BA

Member Facilities Management Committee

Health Services Manager with experience in the primary health, alcohol & other drugs treatment, and forensic health sectors Draga Jevtic BSc, MA(Psych), PostGradCert & Dip Mgt Psych, GAICD

November 2011

Chair HR Committee

November 2008

Chair Marketing & Communications Committee

Experience in organisational development, profiling and assessment, mediation and debriefing, management/executive coaching, Certified member AHRI Margaret Lester DipBusMarketing

Member Facilities Management Committee

Extensive experience in retail and publishing. Self employed management consultant. Accredited Executive Trainer Susan McWhirter BBus(Acc), CPA, GAICD

November 2011

Member Audit & Risk Management Committee

November 2009

Chair Board Development Committee

Extensive experience with private and public sector finance and corporate services including financial and risk management and compliance Robert Renton BA, GradDipEducation, GradDipEducAdmin Presbytery Minister Administration, Presbytery of Port Phillip West Christine Robertson BCommWelfare, GradCert Adult Education & Training, Cert IVTAA, MEd (Leadership & Mgt)

Member Marketing & Communications Committee November 2011

Member Audit & Risk Management Committee

Expertise in Strategic Planning, Organisational Development, Change Management, Community and Urban Renewal Warren Smith BCom, Chartered Accountant (New Zealand)

25 November 2010

Member Audit & Risk Management Committee

November 2011

Member Facilities Management Committee

Independent Business Consultant. Former Finance Director (Asia Pacific) EDS Corporation Joanna Wriedt PhD, Juris Doctor, GAICD

Member Marketing & Communications Committee

Extensive experience in government health policy and Ministerial dealings, medical research, including risk analysis and epidemiology Mark Whitmore BEng(Hons), MEng (Project Management)

November 2008

Chair Facilities Management Committee

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

Resigned 25 June 2012

Member Marketing & Communications Committee


Our people

Staff qualifications (highest level)

Staff employment status

Gender of Staff

6% 8%

14%

19%

29% 14%

17%

47%

71%

34%

41%

Masters or above

Diploma

Men

Full time

Post Graduate

Cert 4

Women

Part time

Degree

Other

ReGen attracts and retains highly qualified staff with almost three quarters of the workforce holding a degree as a minimum qualification.

Casual

ReGen’s gender profile is consistent with the social and community services sector’s profile in which females are predominant.

ReGen provides for flexible employment arrangements. Approximately half the workforce are full time, one-third work part time and a fifth are casual appointments.

Staff Satisfaction Survey

2005

2007

2009

2010

2012 0%

26

20%

40%

60%

80%

100%

Average overall satisfaction

Management Ability

Employment Conditions & Support Services

Purpose & Strategic Direction

Performance, Recognition & Development

Working with Others

Customer Service

Communication

ReGen’s 2012 staff satisfaction survey (collected every 18 months) produced positive results across all six areas with an overall reported level of satisfaction of 91%, an increase of 5% from the previous survey conducted in 2010.


Representation on external committees/meetings/networks Broadmeadows Koori Court Reference Group

Hume Alcohol & Other Drugs Network

City of Moreland - Health, Safety and Wellbeing Leadership Group

Hume GP Super Clinic - External Stakeholders and Service Providers Group

Continuous Quality Improvement Network

Hume Health and Community Service Alliance

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

Dept. of Defence - Expert Working Group for the reform of the Alcohol Rehabilitation Program

Hume Health Services Network

Northern Headspace Consortium

Hume Strengthening Risk Management Project (RAMP)

Occupational Health & Safety Care Network

Dept. of Health (DH) - AOD CEO/ Senior Managers’ Meeting

Hume Youth - Tangible Connections Network

Dept. of Justice - Infringements Standing Advisory Committee (Community Rep)

Injecting Drug Harm Reduction Network

Family Alcohol & Drug Network (FADNET)

National Alliance for Action on Alcohol

Family Drug Help Advisory Committee

North Eastern Mental Health Alliance

Financial Consumer Rights Council/Federation of Community Legal Centres - Infringements Working Group (Co Convenor)

North East Region Dual Diagnosis Group

Human Resources Network (Not-for-profits)

North West Mental Health Alliance North Western Mental Health - Youth Early Psychosis Reference Group

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

Primary Care Partnerships meetings Residential Withdrawal Managers Network United Nations Global Compact Cities Program ‘Special Circumstances’ Infringement Project UnitingCare Victoria and Tasmania CEO Network and other networks Victorian Alcohol & Other Drug Association (VAADA) Board/VAADA executive and Department of Health directors/CEOs meeting

Conferences Conference, location & date AOD 2011 Melbourne, November 2011 APSAD 2011 Hobart, November 2011

Topic, presenter/s and/or attendee/s Innovation in Action Seminar – Social Networking: Innovation in Education and Advocacy. Presenter – Matthew Gleeson Intensive Support Service – making real impact. Presenter – Venetia Brissenden Catalyst Evaluation + Advocacy and AOD. Presenter – Paul Aiken. Attendee – Jessie Walker-Lewis

Beacon Conference Melbourne, September 2011 ConVerge 2011

Making a Difference: Family Inclusion, Innovation & Integration Presenters – Sarah Jones and Venetia Brissenden

Melbourne, November 2011

Case studies of how open access to social media has fostered organisational innovation and learning. Presenter – Matthew Gleeson

DANA Conference

Intensive Support Service model

Melbourne June 2012

Presenters – Jim Carlton and Venetia Brissenden. Attendees – Mal Doreian, Kerrie Chapman and Lou Biazzo

Executive Assistant Network Conference Melbourne, November 2011

Attendee – Lisa Lanphier

Financial and Consumer Rights Council Conference Melbourne, September 2011

Attendee – Gary Rothman

Frontiers of Trauma Treatment Workshop Brisbane, March 2012

Attendee – Lynda Bristow

Minkoff and Cline - Master Class Melbourne, May 2012

Attendees – Donna Ribton-Turner and Brandon Jones

NSW Department of Health – Aged Care, Mental Health and AOD

Attendee – Brandon Jones

Wollongong, June 2012 Single Session Therapy Symposium Melbourne, April 2012

Attendee – Sarah Jones

Victorian Association of Drink and Drug Driver services Conference

Attendees – Mark Johnston and Brandon Jones

Melbourne, November 2011 Victorian Addiction Medicine Nurses Education Forum

Attendees – Kerrie Chapman and Linda Coventry-Poole

Melbourne, April 2012 VACCHO Wellbeing Workforce Gathering Albury, May 2012

Moreland Hall Services. Presenter – Mark Johnston

Positioning statements and supporting evidence Topic

Date published

Medically Supervised Injecting Centre – Support for the consideration of establishing a MSIC in Melbourne, Victoria

August 2011

Harm Reduction – Recommendation for the expansion of HR services in Australia

December 2011

Opioid Replacement Therapy – Support for increasing therapeutic interventions for opioid dependence in Australia

February 2012

Recovery Orientated Practice – Recommendations for future policy and service development in the Australian alcohol and other drug sector regarding the role of ‘Recovery’ principles within the sector

June 2012

27


Financial overview

Where the money comes from

3.3%

1.3%

4.1% 4.6%

10%

62.4%

Revenue increased by 3% from last year, with Catalyst income increasing in the final year of the pilot program to allow for the evaluation, also Forensic income increased due to improved procedures with ACSO. Our Prison contract expanded to include the Metropolitan Remand Centre which resulted in increased income.

14.3%

Victorian Department of Health

Other Grants

Forensic Services

Other Income

Prison Contracts

Victorian Department of Education & Early Childhood Development

Commonwealth Department of Health & Ageing

Where the money goes

2.7%

2.3% 1.6%

Expenditure decreased by 3% with lower demand for agency staff at our withdrawal centre, and an effort to decrease other expenses throughout the year.

12.1%

12.5%

68.9%

28 Program Salaries & Wages

Depreciation

Administration & Other Expenses

Purchased Services & Agency Staff

Non Program Salaries & Wages

Fleet & Travel Expenses


2012

2011

$7,127,052 $103,526 $7,230,578

$6,847,830 $149,232 $6,997,062

$5,792,651 $192,261 $1,164,601

$5,874,324 $200,680 $1,313,212

$7,149,513

$7,388,216

$81,065

($391,154)

2012

2011

Cash and Cash Equivalent Receivables Other Assets Total Current Assets

$1,287,356 $177,675 $134,465 $1,599,496

$849,328 $428,243 $86,550 $1,364,121

NON-CURRENT ASSETS Property, Furniture and Equipment Total Non-Current Assets

$3,278,262 $3,278,262

$3,352,194 $3,352,194

$4,877,758

$4,716,315

LIABILITIES CURRENT LIABILITIES Payables Beneficial Use Loan Provision for Employee Benefits Total Current Liabilities

$729,746 $20,000 $822,263 $1,572,009

$758,281 $20,000 $706,230 $1,484,511

NON-CURRENT LIABILITIES Beneficial Use Loan Provision for Employee Benefits Total Non-Current Liabilities

$120,000 $142,747 $262,747

$140,000 $129,867 $269,867

TOTAL LIABILITIES

$1,834,756

$1,754,378

NET ASSETS

$3,043,002

$2,961,937

EQUITY Capital Reserve Asset Revaluation Reserve Retained Surplus TOTAL EQUITY

$959,769 $800,000 $1,283,233 $3,043,002

$959,769 $800,000 $1,202,168 $2,961,937

REVENUE Operating Revenue Non Operating Revenue Total Revenue EXPENDITURE Employees benefits expense Depreciation Other Expenses Total Expenditure Operating Surplus / (Deficit) for the year

Financial statements

Statement of Comprehensive Income for the year ended 30 June 2012

Statement of Financial Position as at 30th June 2012

ASSETS CURRENT ASSETS

TOTAL ASSETS

ReGen’s 2011-12 audited accounts with detailed notes are available at www.regen.org.au

29


Financial statements

Statement of Changes in Equity for the year ended 30th June 2012 Retained Surplus

Capital Reserve

Capital Profits Reserve

Asset Revaluation Reserve

TOTAL

$1,202,168

$624,286

$335,483

$800,000

$2,961,937

$81,065

0

0

0

$81,065

Balance as at 30 June 2012

$1,283,233

$624,286

$335,483

$800,000

$3,043,002

Balance as at 1 July 2010

$1,264,171

$624,286

$335,483

$800,000

$3,02,940

Adjustment for prior year corrections

$329,151

0

0

0

$329,151

Adjusted balance as at 1 July 2010

$1,593,322

$624,286

$335,483

$800,000

$3,353,091

Net Result for the Year

($391,154)

0

0

0

($391,154)

Balance as at 30 June 2011

$1,202,168

$624,286

$335,483

$800,000

$2,961,937

2012

2011

Government Grants

$6,206,625

$5,506,074

Fees

$1,741,592

$1,899,536

Donations and Bequests

$14,078

$9,311

Interest Received

$44,977

$52,906

Other

$41,478

$15,041

$8,048,750

$7,482,868

$5,638,994

$5,868,349

$573,430

$524,879

$1,274,981

$1,305,189

$7,487,405

$7,698,417

$561,345

($215,549)

($126,713)

($180,773)

$23,396

$9,500

($103,317)

($171,273)

Balance as at 1 July 2011 Net Result for the Year

Statement of Cash Flows for the year ended 30th June 2012

CASH FLOWS FROM OPERATING ACTIVITIES RECEIPTS

PAYMENTS Employee Benefits GST Other Expenses

Net Cash provided by / (used in) Operating Activities CASH FLOWS FROM INVESTING ACTIVITES Payments for purchases of Plant and Equipment Proceeds from sale of Plant and Equipment Net Cash provided by / (used in) Investing Activities 30

CASH FLOWS FROM FINANCING ACTIVITIES Repayment of Borrowings

($20,000)

($20,000)

Net Cash provided by / (used in) Financing Activities

($20,000)

($20,000)

Net Increase / (Decrease) in Cash Held

$438,028

($406,822)

Cash and Cash Equivalents at beginning of Financial Year

$849,328

$1,256,150

$1,287,356

$849,328

Cash and Cash Equivalents at end of Financial Year


Independent Auditor’s Report To the Members of the Board of Governance of UnitingCare ReGen Report on the Financial Report We have audited the accompanying financial report of UnitingCare ReGen which comprises the Statement of Financial Position as at 30 June 2012 and the Statement of Comprehensive Income, Statement of Changes in Equity and Statement of Cash Flows for the year ended on that date, a summary of significant accounting policies and other explanatory notes and the statement by the Directors of the Board of Governance. The Board of Governance’s Responsibility for the Financial Report The Directors of the organisation are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards (including the Australian Accounting Interpretations). This responsibility includes designing, implementing and maintaining internal control relevant to the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances. Auditor’s Responsibility Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the organisation’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the organisation’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board, as well as evaluating the overall presentation of the financial report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Independence In conducting the audit, we have complied with the independence requirements of Australian professional ethical pronouncements. Auditor’s Opinion In our opinion: The financial report of UnitingCare ReGen: (i) gives a true and fair view of the organisation’s financial position as at 30 June 2012 and of its performance and its cash flows for the year ended on the date; and (ii) complying with Australian Accounting Standards (including Australian Accounting Interpretations).

UHY Haines Norton

Richard Lindner Melbourne Dated this

day of September 2012.

Solicitors Freehills 101 Collins Street, Melbourne, VIC 3000 Bankers National Australia Bank 221 Drummond Street, Carlton, VIC 3053 Auditors UHY Haines Norton Level 8, 607 Bourke Street, Melbourne VIC 3000

31


Our service partners and supporters

We thank the following government, nongovernment, corporate, trusts and foundations and individuals who provided us with substantial financial or in-kind support during 2011-2012.

Government

Pro Bono - organisations

Australian Department of Health and Ageing

Freehills

Darebin City Council

Studio Brave

Hume City Council Moreland City Council

Donors - organisations

Victorian Department of Business and Innovation

Brunswick Uniting Church

Anglicare Victoria

Victorian Department of Education and Early Childhood Development

Gladstone Park Uniting Church

Victorian Department of Health

Modina Homes Pty Ltd

Victorian Department of Human Services

Ocean Grove Uniting Church

Victorian Department of Justice

Other partners

Glen Iris Road Uniting Church

ReGen Family and Friends Program St Stephens Uniting Church (Williamstown)

Anglicare

Strathmore Uniting Church

Austin Health

UnitingCare & Target Australia - Christmas Appeal

G4S Dr Benny Monheit – Addiction Medicine Specialist Doutta Galla Community Health Service headspace northern melbourne JobCo The Melbourne Health Integrated Hepatitis C Service

Uniting Church Adult Fellowship Victoria Uniting Church in Australia Synod of Victoria and Tasmania Universal Blasting and Coating

Donors and pro bono – Individuals RW & EM Averill

Northern & North West Area Mental Health Service

Phil Bremner

Playgroup Victoria

Ian Claessen

Sacred Heart Mission

Cheryl Cussen

SHARC Family Drug Help

Kristin Dahl

SUMITT

Neil Egan

General Practitioners

Reverend Rosemary Carter

Bridgette Engeler-Newbury

Dr Ken Bowes

Simone Gourlay

Dr Ann Maree Diggins

Juliet Hill

Dr John Furler

J & R Hoadley

Dr Dina Kouchaeva

Greg Howard

Dr John Lynch

Luke James

Dr Afshan Mian

M & S Lauder

and other supporting GPs

Pietro Meriggi

Self Help Groups Alcoholics Anonymous Narcotics Anonymous 32

Greatconnections

New Life Inc. SMART Recovery

Trusts and Foundations FARE (Foundation for Alcohol Research and Education) SHARE Community Appeal

Tim Nicholson Zodi Ralte Khris Rutherford Anonymous donations Participants of the Criminal Justice Diversion Program from Magistrates Court Individual donations from the purchase of Entertainment Books


33


34

UnitingCare ReGen Formerly UnitingCare Moreland Hall 26 Jessie Street Coburg VIC 3058 T 03 9386 2876 F 03 9383 6705 contact@regen.org.au www.regen.org.au

http://twitter.com/ReGenUC www.facebook.com/ReGenUC www.youtube.com/user/ReGenUC www.linkedin.com/company/unitingcare-regen www.regen.org.au/scoopit

ReGen Annual Report 2011-2012  

ReGen Annual Report 2011-2012

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