Our Mission Youth Off The Streets is helping disconnected young people discover greatness within, by engaging, supporting and providing opportunities to encourage and facilitate positive life choices.
Acknowledgements: Design by MAD Design www.maddesign.com.au • Photography by Solo Creative and Joseph Dinh-Vu, Lake Macquarie
Our Story and our values
Our Story Youth Off The Streets is a non-denominational community organisation working for young people aged 12-21 who are facing challenges of homelessness, drug and alcohol dependency, exclusion from school, neglect and abuse. We support these young people as they work to turn their lives around and overcome immense personal traumas such as neglect and physical, psychological and emotional abuse. Since opening in 1991, Youth Off The Streets has grown from a single food van delivering meals to young homeless people on the streets of Kings Cross to a major youth specific agency offering a full continuum of care through delivery of a wide range of services. Our 25 services include crisis accommodation, alcohol and other drug services, counselling, accredited high schools, outreach, residential programs and a mentoring program. Volunteers support us every step of the way. Youth Off The Streets is accredited as a Designated Agency for Out of Home Care and maintains policies and procedures that comply with the benchmark standards as defined by the Office for Children, the Children’s Guardian.
youth off the streets 2013
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Our ceo and chair message
Connecting with our Young People
This year Youth Off The Streets has been advocating a number of issues that impact the young people we serve. These issues range from the legislation around the misuse of alcohol, the challenges faced by young people living in poverty and disadvantage in Sydney suburbs, the needs of Aboriginal youth, and the review of the Young Offenders Act 1997 (NSW). We have spoken out on these issues because young people are struggling to access the support that they need to complete their schooling, find employment and to stay positive about what their future has to offer them. Young people are committing crimes, becoming involved in drugs and alcohol and are acting violently towards others. We continue to take a proactive approach to raising awareness of the needs of young people, particularly Aboriginal youth. Youth Off The Streets services and programs have shown time and time again how achievable it is to re-engage young people and encourage them to want to achieve their full potential. As a society, we need to be focusing on prevention and intervention support for our young people early on, rather than treatment later after a crisis takes place. Fundamental to keeping young people engaged in positive and constructive activities is being able to make them feel connected. Young people need to feel they are part of a family, a team, a school, and the community in which they live, they need to feel respected as individuals for the positive impact that they have on that community. Youth Off The Streets believes that we should recognise one another and, importantly, the contributions, cultures and histories of all young people in Australia. We continue to share the vision for Australia in which all cultures are respected and a greater sense of Aboriginal identity is embraced to nurture the growth and strengthening of all communities.
Expenditure for the year was $18,410,689 (2012: $17,491,237). This increase of five per cent was largely the result of increased staffing cost and the continued investment in strengthening internal business areas such as infrastructure and systems. In addition, we developed and built processes around the measurement and data collection frameworks that we have in place so we can track clients’ progress not only during their stay in our programs, but also long term. Our high standards of corporate governance and reporting was recognised when Youth Off The Streets was the Winner 2012 $5M - $30M Category in the PwC Transparency Awards.
Thank You
We would like to thank our partner organisations, government, corporate and general supporters, volunteers, staff and donors for their belief in our young people and all their support throughout the year. At Youth Off The Streets, we are focused on reconnecting young people with their family where possible, and refer them on to other services that will be useful to their transition into the community and engages them in positive activities. We hope that by providing our programs and services and referring them to service partners, we can give young people the second chance that they need to turn their lives around and overcome the personal traumas, dependencies and the issues surrounding them. All of this would not be possible without the support we receive from you, our donors, partners, staff and volunteers. Yours sincerely
Providing sustainable programs and services
Youth Off The Streets has continued to outline the impact of our likely growth in services on our expected financial results for the next three years, as part of our focus on providing a framework for a sustainable future through accountable, professional and collaborative practice. The organisation ended the financial year with a revenue of $17,359,993 and a deficit of $1,050,696. Our income was impacted by the loss of a significant major donor and a decrease in income received from bequests. However, the organisation has implemented the first set of recommendations following on from the fundraising and brand review that took place from January to June 2012. Going forward, Youth Off The Streets will continue to rely on the financial support of various federal, state and local governments provided through relevant grants and the generosity of individuals and private and corporate donors.
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Father Chris Riley, CEO and Founder
Richard Gibbs, Chairman
Our hIGHLIGHTS
Highlights
• Over the last twelve months, our Food Van volunteers have prepared, cooked and served over 10,000 meals to the homeless community in the Darlinghurst area.
• Our volunteer cooks at Don Bosco Home have contributed over 2000 meals for the residents at the crisis refuge.
• There were 478 active individual volunteers this year, 195 of which provided the sole frontline workforce behind the operation of our Opportunity Shops.
• Our
volunteers, aged between 21-80 years old, work beside our staff to provide the best quality of care for our young people and contribute to an estimated value of just under $2.5m*.
• Youth
Off The Streets employed 200 people across the organisation.
• We had 85 students enrolled across our five accredited high schools in the second half of the financial year.
• 149
students across our five independent accredited high schools completed the school year in 2012.
• 19
students from our five independent accredited high schools signed up and are doing TAFE courses.
• 32
young people attained their Record of School Achievement (RoSA) and seven young people completed their High School Certificate through our five independent accredited high schools.
• Our inner city Sydney homeless outreach service, Street Walk went out 204 nights this year.
• Street Walk youth workers made 2582 contacts with young
people throughout the year with 117 referrals to crisis refuges and 39 occasions of police and court support.
• Youth
Off The Streets had 981 corporate volunteer opportunities, which led to 4,670 hours of work for the organisation.
Our Highlig
• There
hts
were 918 counselling sessions for young people performed by our Mental Health team during the financial year.
• 230 group sessions were performed by experienced counsellors. • 96 per cent of young people surveyed in our annual young
people survey indicated they had very good or good general experience of Youth Off The Streets.
• According to our annual young people survey 97 per cent of school students identified a positive change in motivation since being at a Youth Off The Streets school.
• Our crisis refuge, Don Bosco Home, provided residential care for a total of 258 young people throughout the financial year.
* Based on ABS May 2013 estimate of private sector average adult ordinary time earnings
youth off the streets 2013
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OUR HIGHLIGHTS
1%
Annual Young People Survey Results
% 33 e Act ivteer Voluln-478 Tota
41%
55
6% 6% 11
%
2
%
61
48
134
21
Aboriginal Services Community Services Education Services Koch Centre for Youth Outreach Services Business & Administration Op Shops
40
59
55
47
58
34
41
17
7
1
1
67 54 72 1
Strongly Agree Agree Not sure Disagree Strongly disagree
Number of Young People in our Services 2% Inward Referrals Total-1342
17%
9%
1%
3%
10%
11%
2% 2%
13%
2% 0.4%
11%
17% 2%
Outward Referrals Total-1301
22%
4% 6% 12%
7% 9%
8% 4% 4% 6% 5% 3% 8% 2%
Advocacy Total-6543
15%
4% 5% 9% 7% 9% 6% 6% 5% 9% 6% 3% 14%
Accommodation service
Juvenile Justice
Dept of Community Services
Legal
Detox/rehab service Education/training Employment/job-seeking Family / friends Financial/debts
Mental health Other Police Physical/sexual health YOTS service
Inward Referral - Any referrals of young people who come directly to an individual program. Intake is based on young people meeting the appropriate age and other criteria specific to a particular program. Outward Referrals - Any referrals of young people in our care to other services who can support them; either in partnership with us or if we are unable to continue to support them ourselves. Advocacy - The individual support provided by staff across all other programs to assist and empower young people to access another service or program or deal with a family or community issue. Each month, an individual young person may have many instances of advocacy across a range of areas of need.
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our Young People Case Studies
Australian Bureau of Statistics 2011. Census of Population and Housing: Estimating Homelessness 2011. Last updated 25 March 2013.
1
Hi Father,
I thought I would write to you about my time at the Royal Horticultural Society (RHS) Flower Show in the United Kingdom (UK). I’m doing this because it wouldn’t have been possible without Youth Off The Streets’ help. My time at Youth Off The Streets helped me get my life back on track. A psychologist helped me mature emotionally while I attended school and achieved the School Certificate. It was something that I had never imagined doing. After my time at Youth Off The Streets I applied for a Parks and Gardens Apprenticeship because I’ve always been a bit of a green thumb. I like to think of myself as a disciplined career focused person now and I was vindicated in 2012 through winning an Apprentice of the Year Award. Soon after that, the place where I work received sponsorship to help build the Australian garden at the RHS Chelsea Flower Show in the United Kingdom. I’d never been on an aeroplane before and it was a scary yet boring experience. I was on planes for too long I think. Arriving in the UK was a real awakening for me; it was the first time that I had been overseas. London is an amazing city and sight-seeing around the United Kingdom was very special and something that I never thought I’d get to do. The RHS Flower Show is the biggest of its kind and teams spend $1.5 million on their gardens. The Australian garden wasn’t that expensive, but we did receive the largest plot of land for the show and that counted for something.
I was so nervous, because I wanted to do well for my team, country and show off my skills to the other teams that were competing. It was a busy period and we worked very hard on building the garden according to our designs. It was an incredible experience, being able to build a garden with the best horticulturalists from around the world. In the end, I was a part of a successful team that built one of the show’s best gardens. One of the best aspects of the competition was the ability to go and speak to other people and apprentices in the industry. Knowing that they are the best in the field and speaking to them about gardens, I learnt so much in such a short amount of time. All of this wouldn’t have been possible without the help of Youth Off The Streets. Achieving my School Certificate was great, but more than that, I learnt how to develop relationships with others. People often forget the social aspect of school, but it was the most important thing for me. I was able to control my anger and knew how to properly build and maintain relationships. I’m hoping to get the chance to attend the RHS Chelsea Flower Show again, either as a competitor or spectator. If I do, I’m sure I’ll write to you about my experiences again. Thanks Father and thanks Youth Off The Streets, Lucas
Young Person: Lucas (Not his real name)
youth off the streets 2013
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OUR young people
Connecting With young people
Australia is one of the wealthiest countries in the world and yet families and young people continue to face the cycle of poverty that entraps them from generation to generation. The Australian Council of Social Service (ACOSS) Poverty Report (October 2012) revealed 2.2 million Australians are living below the poverty line. This figure includes nearly 600,000 children, many whom go to school without breakfast or lunch and suffer from social isolation. Young people are struggling to access the support they need to complete their schooling, find employment and stay positive about what their future has to offer them. Young people are committing crimes, becoming involved in drugs and alcohol and are acting violently towards others. As a society, we need to be focusing on prevention and intervention support for our young people, rather than treatment after a crisis occurs. Fundamental to keeping young people engaged in positive and constructive activities is being able to make them feel connected. Young people need to feel like they are part of a family, a team, a school, and the community in which they live, they need to feel respected as individuals for the positive impact that they have on that community.
e l eop
p g oun
y r Ou
Youth Off The Streets services and programs have shown time and time again how achievable it is to re-engage young people and encourage them to want to achieve their full potential. For example, students attending our schools are provided with basic physical necessities, such as breakfast and lunch, to ensure they continue to learn throughout the day. Socialisation is an essential part of the schooling experience, creating connections with peers, which provides a sense of belonging and safety with their environment. All extra-curricular activities and support were developed to help students integrate positively into society. In addition, Youth Off The Streets Transition to Independence support is provided. This role assists students with career goals and establishing transition pathways on graduation so they can support themselves, independently of our help. We connected with the community through a network of support agencies to further track and develop the student and also provide opportunities for our young people to provide feedback about our programs and services.
Year
Total respondents
Staff demonstrate RESPECT very well or well
Staff demonstrate DEDICATION very well or well
Strongly agree or agree that Youth Off The Streets helps me to feel safer
Strongly agree or agree that Youth Off The Streets helps me achieve things I didn’t think I could achieve
Overall experience of Youth Off The Streets is very good or good
2010
105
94% (89)
92.5% (87)
82% (79)
88.5% (85)
93.5% (88)
2011
109
98% (94)
94% (89)
84% (84)
91% (87)
91.5% (86)
2012
157
97.1% (132)
95.6% (129)
87.9% (116)
87.9% (116)
92.8% (130)
2013
149
97.9% (138)
97.9% (138)
86% (117)
80.1% (109)
95.8% (135)
Note: The percentage is based on the number of young people who responded to an individual question not the total number of respondents to the entire survey. 8
Our young people Youth Off The Streets
fOcuSeS
on the immediate needs of a young person through services and programs
A young person has issues of substance and other abuse, alienation from family, school and community and homelessness
Youth Off The Streets
in the young person. We engage, support and provide opportunities There is self discovery, development of skill, growth and education
Youth Off The Streets
cultural programs, services learning and connections back into their communities A young person becomes part of the community and learns through helping others
Youth Off The Streets
the achievements young peope have made A young person can transform their future by achieving greatness within
youth off the streets 2013
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OUR young people Our young people are often asked to participate and consult in the direction of our programs. For example, the Koch Centre for Youth and EDEN Advisory Committee was created in 2012/13 to continue building connections and partnerships within the community; and in Narrandera and Griffith, Youth Advisory Groups and Family Violence Committees were set up in each town as part of the Respectful Relationships programs.
• As of 30 June 2012, there were 39,621 young people living in
Over the last five years, the young people in our care have been invited to complete an anonymous, online annual survey. The results contribute to our regular planning and review processes and assist senior managers to identify and address areas for improvement. Each year, increasing numbers of young people voluntarily complete the survey. Since its inception in 2008 and last year’s survey, there was a 226 per cent increase in young people completing the survey. The increase in survey participants between 2012 and 2013 was 30.1 per cent.
Youth Off The Streets’ young people achievements
This year’s survey highlighted that perceptions of staff are overall good with a gradual increase in positive responses. The overall experience for the young people in our programs and services has also been steadily increasing. However, the questions relating to safety and achievements have dropped slightly in 2013, this is most likely due to large proportion of Outreach respondents who usually just drop-in.
• 22 young people received financial assistance to achieve their
out of home care. 13,299 young people identified themselves as Aboriginal and Torres Strait Islander, which is almost 10 times the rate for other young people.5
• A quarter of Australian young people now report they have been cyber-bullied.
• Over
100 young people participated in a Basketball competition supported by the Sydney Kings.
• Our
Mental Health Team performed 1,042 group and individual counselling sessions last financial year, helping our young people to unlock their full potential. educational goals via our scholarship program. Each recipient receives financial assistance and a mentor to guide them in their educational goals.
• In
August 2012, a student from our school Key College, Redfern with an apprenticeship at Eden Gardens & Garden Centres Pty Ltd was nominated by the 1300 Apprenticeship Centre for the Second Year High Achiever Apprentice Award.
The legislative frameworks we comply with or work within are:
• Out of Home Care and Child Protection • Children and Young Persons (Care and Protection) Act 1998
• Father Riley and six young people from the Youth Off The
Streets’ Year 11 and 12 educational program, Step Up went on a Service Learning trip in September 2012 to a small village in Timor Leste, Baguia to provide support to orphans at an orphanage there that has been funded by Youth Off The Streets Overseas Relief Fund since 2002. During their time there our young students cared for these kids, cooked for them, read to them and provided other educational and recreational activities.
(NSW)
• Children and Young Persons (Care and Protection) Amendment (Parental Responsibility Contracts) Act 2006 (NSW)
• Child Protection (Offenders Registration) Act 2000 (NSW) • Crimes Act 1900 (NSW) • Commission for Children and Young People Act 1998 (NSW) • The Ombudsman Act 1974 (NSW) • The Family Law Act 1975 (Cth).
• In the first weekend of November 2012, the Cycle of Courage
team made up of students from our Step Up Program and Youth Off The Streets staff did the Sydney to Gong bike ride. The ride started in St Peters, Sydney and ended in Wollongong with 10,000 people raising money and awareness for Multiple Sclerosis.
Youth Issues and achievement statistics
• In 2011 and 2012, there were 173,502 reported incidents of
child abuse and neglect. This equates to 3,337 children per week, 477 children per day and 20 children every hour being the subject of abuse and neglect notifications.1
• Since 2007 the number of children in out-of-home care has
Australian Institute of Health and Welfare 2013. Child protection Australia: 2011–12. Child Welfare series no. 55. Cat. no. CWS 43. Canberra: AIHW
1
Australian Institute of Health and Welfare 2013. Child protection Australia: 2011–12. Child Welfare series no. 55. Cat. no. CWS 43. Canberra: AIHW
2
grown by 33 per cent. Today more than two children in any classroom are a Ward of the State largely because they have been victims of abuse by people that they rely on and trust. Abuse of our children has become so common we have accepted it as normal behaviour.2
3
• More than 47,000 young people under 25 are homeless in
4
ustralian Bureau of Statistics 2011. Census of A Population and Housing: Estimating Homelessness 2011. Last updated 25 March 2013.
Australia, making up 48 per cent of the overall homeless population. 3
• Of those accessing Youth and Welfare Services, Aboriginal or
Torres Strait Islander Peoples represent 26 per cent of clients and are over-represented in this area.4
10
‘ Australian Community Sector Survey 2013’, ACOSS, published 1 July 2013, http://www.acoss.org.au/images/ uploads/Australian_Community_Sector_Survey_2013_ ACOSS.pdf
‘What is out-of-home care?’, Australian Institute of Family Studies, last updated June 2013, http://www.aifs. gov.au/cfca/pubs/factsheets/a142092/
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Our
Our Structure
e r u t ts ruc
Maitland
Singleton
(Maitland Paraphenalia (Antiques and Collectables) Shop)
Hunter Valley
Kurri Kurri
NEW SOUTH WALES
Cessnock
Newcastle
East Cessnock
Western NSW
Cranebrook
Griffith
Central Coast
Blacktown
Wyoming
Doonside
Narrandera
Sydney
Merrylands
(Admin Office, Chapel School)
Marrickville
Bankstown
Redfern
(Key College)
Mascot
(Head Office)
Casula Macquarie Fields
(EDEN College, Koch Centre)
Bowral
Southern Highlands
Illawarra
Cordeaux Heights (Craig Davis School)
Canyonleigh
(Matthew Hogan School)
Key Education Services
Youth Off the Street Offices
Scholarship Program
Centre for Youth
Integration Program
New Pathways Residential Services
Step up Program Outreach Services
ACT
Canberra
Barbara Holborow Bail Accomodation
Aboriginal Services
The Dunlea Alcohol & Other Drug Youth Services
Aboriginal Residential Care Program
Street Walk
ASPIRE Aboriginal Education Program Opportunity Shop
Food Van Don Bosco Home Mental Health Clinic
youth off the streets 2013
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Our structure
Senior Management Father Chris Riley Chief Executive Officer and Founder
Father Chris Riley AM has worked with disadvantaged youth for more than 35 years in a variety of roles including teacher, youth worker, probation officer, residential carer and Principal. Father Riley officially founded Youth Off The Streets in 1991. See page 58 for complete biography.
Bob Mulcahy Chief Operating Officer
Bachelor of Business (Accounting) – B.Bus; Master of Business Administration - MBA; Fellow CPA Australia – FCPA; Fellow Financial Services Institute of Australasia – FFIA. Bob is a highly experienced Executive with a history of significant achievements in growing businesses across Banking, Financial Services and Not for Profit sectors in Australia, New Zealand and Asia. Bob holds substantial full business unit responsibility including profit and loss, new business development, strategic planning and implementation, significant operational centre experience, risk management, portfolio quality, strategic supplier relationships and customer relationships.
Kathy McKenzie Deputy Director Aboriginal Services
Frontline Management FaCS Certificate IV in Drug and Alcohol Kathy is a Wiradjuri woman who was raised in Griffith and has lived there for the majority of her life. Kathy has managerial experience in Child Protection and Out Of Home Care Services. She trained as a member of the Joint Investigative Response Team NSW Department of Community and Family Services (FaCS), which included training around child sexual assault and child protection. She joined Youth Off The Streets in 2006 as a Cluster Manager for Aboriginal Residential Care in the Southern Highlands. Kathy then returned to her home town of Griffith where she commenced as Outreach Manager for Griffith and Narrandera where her extensive local knowledge contributes to understanding issues, identifying barriers and addressing needs. Kathy has been in her current role since November 2011.
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Gary Lockhart
Acting Cluster Manager, Sydney Community Services Associate Diploma in Community Welfare
Gary has worked for 17 years for Youth Off The Streets, and started as a youth worker in Don Bosco Home. He subsequently became the program manager for Don Bosco Home and worked as manager of Induction Unit, part of (Youth Drug Court program). His next role in Youth Off The Streets was at the outreaches in Macquarie Fields and Airds and he transferred back to Community Service to run the inner city Street Walk program almost 5 years ago. This year, Gary stepped up to Acting Cluster Manager for Community Services.
Lou Single
Director of Education, Principal Dip. Teach; B. Ed (Special); M.Ed (Special)
Lou trained and worked for over 20 years as a teacher and Principal at Boys’ Town Engadine, moving on to tutor and lecture in Special Education at the University of Wollongong and the University of Western Sydney. She has taught children in Primary and with learning difficulties for many years and assisted with training Teachers Aides (Special). Lou continues to be active in other school committees and parent groups. She represents all special school Principals with the Independent Education Union (IEU) for NSW. In May 2012, Lou was the recipient of the National Excellence in Teaching Award (NEiTA). In collaboration with managers she oversees the 4 high schools, Service Learning, National Scholarship and Mentoring Programs.
Sarah Dodds
Cluster Manager Outreach Services Sarah has a background of training in Alcohol and Other Drugs, Mental Health and Management. Sarah has been part of the Salesian Family since 2001 learning and using the Salesian ways, particularly Don Bosco’s Preventive System of working with youth. She has worked with Youth Off The Streets for approximately seven years and as recently as February 2012, took up her current role. During this time Sarah has had the opportunity of working in several programs in Outreach and setting up programs in Western Sydney and South West Sydney as a Manager.
Our Structure
Steven Armstrong Centre Manager The Koch Centre For Youth B. Sp Sc; Grad Dip Ed; MM(Community Management)
Steve has 13 years experience within the Education and Community Service sector as a Teacher, Educator and Manager. After starting out with Youth Off The Streets in 2006 as a teacher at Chapel School, Steve had the opportunity to venture beyond the classroom walls in the role of Outreach Manager in Macquarie Fields. With the establishment of EDEN College in 2007 Steve undertook the role of School Manager until late 2011 before commencing as Centre Manager at the Koch Centre for Youth. Steve has recently undertaken post-graduate studies, majoring in the notfor profit sector and graduated with a Master of Management (Community Management).
Suzi Kenney
Centre Manager Cordeaux Heights Centre for Youth
Bachelor of Laws – LLB; M.Inclusive Ed (School Leadership); Suzi commenced work at Youth Off The Streets in 2003 as a Specialist Youth Worker at New Pathways, before moving across to Matthew Hogan School as a teacher in 2004. Suzi commenced managing the school in 2005 and has built up experience in teaching and working with young people in out of home care. In December 2012 she moved into the role of Centre Manager, where she now oversees Matthew Hogan School, Craig Davis College, the Barbara Holborow Bail Accommodation Service and the Illawarra Outreach Program. Suzi is also an accredited Child Protection Investigator.
Cass Herring
Cluster Manager, New Pathways Residential Services BA (Psychology); MA (Child Protection Investigation)
Cass joined Youth Off The Streets in 2003. Her Masters Dissertation examined the importance of family involvement within the therapeutic aspects of the New Pathways program and attempted to discern the feasibility of formalising a family based therapeutic component within New Pathways. Cass is also accredited through ANZATSA (Australian & New Zealand Association for the Treatment of Sexual Abuse) and CSOCAS (Child Sex Offender Counsellor Accreditation Scheme). youth off the streets 2013
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Our strategy Examples of implementation
Organisation Outputs
2011/12 2012/13 Impact Highlights for 2012/13
Focus 1 - To provide values based integrated programs, engaging young people in meaningful and transferable learning and, empowering them to reach their potential. Number of occasions individual support was provided to young people by staff at our crisis refuge, to another service or program, or deal with a family or community issue. To expand and develop relevant programs to assist our young people to prepare and transition into independence and the community.
5,211
approach to ensure that support is extended to include families • Aandholistic the communities that our young people reside in. Youth Off The Streets
6,847
recognises that when young people leave our care, without support they are more likely to relapse and end up in the same situation they were in when they needed our immediate help.
to build relationships with external services that support our • Continued young people. For example, a partnership with National Cannabis Prevention
Information Centre was formed to develop a low literacy quitting cannabis resource for young people with multiple and complex needs. Another partnership was formed with Black Dog Institute to begin the resilience study (see page 18 for more information).
Number of students in our five independent and accredited high schools with post school opportunities.
113
• Opportunities correspond to the age of the students involved. part of the curriculum students in year 10 participated in a number of • Asworkshops aimed at work ready skills. Some workshops were run internally and
57
some via external agencies.
students have the opportunity to have appointments with TAFE Careers • All Advisors to clarify career pathways via the use of Career Voyager, a diagnostic tool to generate vocational direction.
Explore the expansion of the Youth Centre model and programs into other regional areas. (*2011/12 KC4Y information is from 1 February 2012 – 30 June 2012)
Number of visits to Koch Centre for Youth (KC4Y) in which a young person entered the facilities during drop-in opening hours.
11,657*
Number of young people participating in programs and workshops at KC4Y
874*
Number of external program partners at KC4Y
13*
the initial rush, due to the newness of the Centre, the ongoing numbers • After evened out. a safe and supportive environment for young people and staff. The • Provided Koch Centre for Youth supported young people through personal growth and
16,350
(averaging 7 0 - 7 5 instances a night)
development, and staff through professional growth and development. We opened doors seven days per week and operated a values based service that aimed to build rapport with young people in the community.
the Koch Centre for Youth and EDEN Advisory Committee to • Established continue building connections and partnerships within the community. The Koch
1,298
Centre for Youth consistently linked with cultural elders and groups, established key program partnerships and maintained active community interagency participation. This meant that young people received the highest quality services and programs.
and foster cultural, community and family partnerships to provide • Encourage young people with safe, consistent and meaningful connections that instil a
39
sense of belonging and contribute to growth in social capital.
Focus 2 - To equip and empower Aboriginal youth and their communities to embrace the future
To expand education and social support services provided to Aboriginal youth
Average number of young people per week attending Narrandera Respectful Relationships Program
20
Average number of young people per week attending Griffith Respectful Relationships program
22
Number of programs with an element created specifically in response to the needs of Aboriginal and Torres Strait Islander young people
5
Number of staff that identify themselves as Aboriginal
16
20
- •
The Narrandera Respectful Relationships Program began in February 2011. It is funded by NSW Premier and Cabinet- Family and Domestic Violence for two years, and ended in January 2013.
• The main components of the program were: • A Healthy Relationships program in partnership with local specialist services; Journey to Respect program which incorporates a range of social • The activities; • Establishment of a Youth Advisory Group and a Family Violence Committee. Griffith Respectful Relationships Program began in February 2012. It is • The funded by the Department of Families, Housing, Community Services and
18
Indigenous Affairs and ceases in May 2014.
5
19
-
• The main components of the program were: • A Healthy Relationships program in partnership with local specialist services; Journey to Respect program which incorporates a range of social • The activities; • Establishment of a Youth Advisory Group and a Family Violence Committee. Off The Streets appointed two Aboriginal Youth Workers to provide • Youth full time support to the existing Aboriginal Senior Youth Worker at the Koch Centre for Youth. They provided the following services to young people at the facility: educational support; aftercare, integration and mentoring; cultural and community support; and wellbeing programs. All the activities run by Aboriginal services at the Koch Centre are aimed at the promotion, recognition and appreciation for Aboriginal people, history and culture across Youth Off The Streets.
communication and availability of Aboriginal job positions within the • Increased organisation, encouraging Aboriginal and Torres Strait Islander people to apply for roles within the organisation. As a result, Youth Off The Streets has seen a 100 per cent increase in the number of Aboriginal staff recruited across all the services.
Off The Streets is an Equal Opportunity Employer. Youth Off The Streets • Youth has included the statement “Applications from Aboriginal and Torres Strait Islander candidates are encouraged” to job advertisements.
14
Our strategy Examples of implementation
Organisation Outputs
2011/12 2012/13 Impact Highlights for 2012/13
Focus 3: Being innovative in the youth field with a focus on new programs
Identify and introduce programs and services that enhance Youth Off The Streets as an Employer of Choice.
Number of new programs and services introduced by Youth Off The Streets
14
Number of programs and services that have closed in response to a change in needs of our young people, local communities or industry.
5
11
Griffith Respectful Relationships Program began in February 2012. It is • The funded by the Department of Families, Housing, Community Services and Indigenous Affairs and ceases in May 2014.
Cordeaux Heights Centre for Youth that opened in March 2013 and was up • The and running from June 2013. 3
Narrandera Respectful Relationships Program began in February 2011. It • The is funded by NSW Premier and Cabinet- Family and Domestic Violence for two years, and ended in January 2013.
Harmony program, funded by the Australian Department of Immigration • Floetic and Citizenship, offered free jam sessions with music professionals, a two
night camp, use of a recording studio and the opportunity for young people in Bankstown to socialise and make new friends. The program was targeted at young people with African and Polynesian backgrounds who are facing challenges in participating in their local community and building friendships with other young people in the area.
Focus 4: To provide the framework for a sustainable future through accountable, professional and collaborative practice.
To promote the provision of “specialised services” to interested state government agencies.
Number of inward referrals for culturally specific residential programs
5
5
Number of successful government grants applied for specialised programs
9
3
Number of conferences at which Youth Off The Streets spoke
1
7
Number of conferences attended by Youth Off The Streets staff
17
18
Number of staff who are members of the RAP Committee, the Advisory Committee or is a RAP Champion
9
18
-•
Aboriginal and Torres Strait Islander people are still over-represented among clients for specialist homelessness services in Australia. They represent 23 per cent of those accessing the services, despite making up just 2.5 per cent of the population2. Our Aboriginal Residential Care program has been running for 18 months and provides out-of-home accommodation for young Aboriginal males aged between 12 and 17 years who have been referred to us by the NSW Department of Family and Community Service (FaCS).
Kick It 4 Diversity is an under 17s multi-cultural soccer team (playing under • Let’s Doonside Hawks) for disadvantaged young people in the Western Sydney Area.
Run by the Western Sydney Outreach, the team was launched on 21 March 2012 and participated in the local soccer league last season.
Increase visibility in youth policy decision making.
• International mental Health Conference, 6-8 August 2012 • Mental Health Services Conference, 21-24 August 2012 • NCPIC 2012 2nd National Cannabis Conference, 19-21 September 2012. Securities Investment Commission (ASIC), MoneySmart Schools • Australian Secondary Conference, 4 December 2012 • The Measuring Social Outcomes Conference,13 - 14 February 2013 • ACWA Conference, 20 – 22 August 2012 • CFO Summit, 9 October 2012 Annual UNSW Forensic Psychology Research Conference, 16 – 17 October • 10th 2012 • 5th SNAICC National Confrence, 4 – 6 June 2013 RAP Committee members from the following programs: Matthew Hogan • Eight School, Street Walk, Corporate Services, Mentoring, KC4Y, Dunlea Alcohol and Other Drug Youth Service and Western Sydney Outreach.
RAP Advisory Committee member from our Aboriginal Residential Services • One Program and one RAP Advisory Committee member from Koch Centre for Youth. RAP Champions provide their teams with updates specific to their area of • Eight the business about RAP actions at team and unit meetings. They also provide information to the RAP Committee about initiatives, actions, ideas or issues raised in their area of business.
To develop and start implementation of a Reconciliation Action Plan (RAP) in the next 12 months
Number of staff who undertook cultural awareness training
51
40
of the staff from the Education Service attended OTEN TAFE Western • Most Sydney Institute’s Aboriginal Cultural Education Course in Partnering with
Aboriginal Communities as an introduction to traditional and contemporary culture and a basis for the development of the Plan.
Off The Streets’ Cultural Understanding and Cultural Awareness Training • Youth held by a Traditional Wiradjuri Elder. Number of cultural and Reconciliation events young people participated in
7
11
the community for a NAIDOC Fun Day, Kurri Kurri Rotary Park, Hunter • Joining Valley to celebrate NAIDOC Week, 11 July 2012 • Family Cultural Fun Day at the Koch Centre For Youth, 30 September 2012 Apology Day, 20 February 2013, in Merrylands, Western Sydney. • National Around 80 attendees, including young people and staff from Youth Off The Streets various services, gathered to commemorate the fifth anniversary since the then Prime Minister Kevin Rudd made a national apology to the Stolen Generation.
’Specialist homelessness services: July-December 2012’, AIHW, Published 1 July 2013, http://www.aihw.gov.au/publication-detail/?id=60129543512
2
Increase
-
Stayed the same
Decrease
youth off the streets 2013
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Our structure KEY First circle – How young people enter Youth Off The Streets Services Second circle – Youth Off The Streets Services Third circle – Youth Off The Streets Programs
Parenting Programs
Court Support
Service Learning
Counselling Cordeaux Heights Centre Don Bosco Home Crisis for Youth Refuge
Mental Health Clinic
Wellbeing Programs
• NSW De pt o f
Young Person
EDEN College
s
Key College Chapel Redfern Campus Bankstown Outreach
Po
fer
ral
• Juve
n il e J
Koch Centre for Youth
ce u sti
/
Hunter Valley Outreach
Drug & Alcohol Programs
Craig Davis College
Aboriginal Residential Program
Narrandera & Griffith Outreach
Family Program
Western Sydney Outreach
ASPIRE Program
Restorative Justice
Cultural & Community Support
16
Case Work
Barbara Holborow Bail Accom
li c e
• Re
•
12-21 years
Dunlea Alcohol & Drugs Youth Services Integration
New Pathways
in • Drop s•
Food Van
Matthew Hogan School
mmunity S erv y & Co l i ice aF m
Street Walk
StepUp Program Yrs 11&12
Sports & Recreation
School Holiday Program
Scholarship Programs
Our strategy
Focus 1 - To provide values based integrated programs, engaging young people in meaningful and transferable learning, and empowering them to reach their potential. 2012/13 Goals • Provide
a quality, values based education framework to facilitate purposeful engagement of young people in personalised learning experiences, transferable to the workplace and supportive of long term transformational and generational behavioural change.
• Encourage
and foster cultural, community and family partnerships to provide young people with safe, consistent and meaningful connections that instil a sense of belonging and contribute to growth in social capital.
• Expanding
opportunities for dual accreditation through strengthening relationships with external course providers; for example, TAFE.
Ongoing Challenges
• Highly disadvantaged students may perform up to eight or
nine years below their chronological age in language, literacy and numeracy making standardised measures of achievement difficult to gauge across the Youth Off The Streets five accredited, independent high schools.
• The
demand for Youth Off The Streets drug and alcohol rehabilitation and homelessness services outweighed available resources.
• The
availability, capacity and sustainability of resources, both human and financial, remain an ongoing challenge. It is difficult to find funding for specific engagement programs and once that is achieved it is difficult to appropriately staff and maintain the program.
What We Did
• Our Community Services programs worked in collaboration
and offered a holistic approach to the wellbeing of our young people. Street Walk offers a night time presence Sunday through to Thursday referring young people facing homelessness, or who are already homeless, to internal or external services. A number of young people aged between 15-18 facing homelessness will be referred through this program into our crisis and short term accommodation, Don Bosco Home, where they received on-site support in a safe environment. Young people facing drug and alcohol dependencies can be enrolled into the Dunlea Alcohol and Other Drug program, which provides a comprehensive treatment program designed to help them to reduce or cease their levels and patterns of drug use; and young people who required schooling are referred to Key College, one of our five high schools, which is located in Redfern, Sydney. youth off the streets 2013
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Our strategy • These programs are supported by the Mental Health Team, which offers access to qualified Psychologists, available to both young people and their families for assessment, treatment and support. The Team works across Community Services to provide a holistic approach to a young person’s wellbeing.
• In addition, our Mental Health Team offer a ‘wrap-around’
health care model across all our schools and both our Centres for Youth (Koch and Cordeaux Heights).
Refurbished an old Juvenile Justice Centre in Cordeaux Heights - The centre was transformed into the Cordeaux Heights Centre for Youth, which has provided educational and residential services to young people from the beginning of 2013. Student Achievements - This year, students at Youth Off The Streets were able to complete their High School Certificate through our Step Up Program based in Merrylands. In 2012, 32 students achieve their Record of School Achievement and seven students achieve their High School Certificate.
• Youth Off The Streets continues to offer our services to help
young people in immediate need, but we also extended our support to include the families and communities our young people reside in. Youth Off The Streets recognises that when young people leave our care, without ongoing support they are more likely to relapse and end up in the same situation they were in when they needed our immediate help.
• 22 young people each year receive financial support, ongoing
assistance and a mentor to achieve their educational or skillbased goals, through the Youth Off The Streets Scholarship Program. We award annual scholarships to disadvantaged young people who have shown determination, aptitude and skill in a particular vocation.
• Youth Off The Streets recognises that education is the key
to preventing reliance on welfare and suffering the effects of prolonged isolation. Most of our students don’t receive adequate support outside of school so we provide them with basic physical necessities to ensure they continue to learn throughout the day. Socialisation is an essential part of the schooling experience, creating connections with peers and lasting relationships is important for making positive life choices. All extra-curricular activities and support are created to help students integrate positively into society and teamwork is always encouraged. There are currently six extra-curricular programs: Step Up Program, Service Learning, Young People Connected, Mentoring Program, Integration and ASPIRE, the Aboriginal Education Program.
Highlights
Support during Christmas - Throughout December 2012 Youth Off The Streets extended an invitation to our volunteers to join in with the Christmas spirit and attend our Outreach Services Christmas functions. Volunteers participated in all locations, and our community engaged in activities for both young and old. Activities included face painting, oz tag, basketball, soccer, talent quests, jumping castles, motor cycle rides and much more. The nights were filled with great live music and delicious BBQs, and our young people were lucky enough to have a special appearance from Santa himself. Youth Off The Streets worked alongside Basket Brigade for their annual Christmas Hamper Packing, which resulted in over 2,000 hampers distributed to families in need over the holiday period; 512 were supplied to us for distribution to our young people’s family and communities in need. Over three days, a team of 102 corporate volunteers took part in the hamper packing production. Each volunteer contributed in making someone’s Christmas wish come true.
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Snapshot
Hunter Valley Outreach Youth Off The Streets Outreach Services provide a positive impact and flexible response to the needs of young people and their communities. Our services invite young people to participate in a safe and supervised program in their own communities, providing low-key and positive diversionary activities that allow young people to interact, socialise and meet youth workers. Our Outreach Services target young people aged between 12 and 21, but all ages are welcome to attend. We especially encourage families to attend and support our programs and the involvement of their child. Hunter Valley Outreach operates on a Thursday evening in East Cessnock and Friday night in Kurri Kurri throughout the year. In addition, the Hunter Valley Outreach team participated in events that celebrate the cultures and achievements of young people in the area:
• Harmony
Day - On 21 March Australia celebrates Harmony Day, a day of cultural respect that recognises the diversity within Australia. The Hunter Valley Outreach team took the opportunity to educate the young people within the program about cultural diversity and respect in the form of a Harmony Day celebration. The event consisted of traditional music, song and dance, food tasting, a beautiful display of traditional clothing from around the world and children’s activities, such as face painting and beading. The young people that attended were able to learn about the different cultures within their own community and we received positive feedback about the night from attendees.
• National
Youth Week - Throughout National Youth Week (5 to 14 April 2012), Hunter Valley Outreach participated in and assisted with a range of events within the community, including a band night at Musitopia Cessnock, big breakfast events at four local schools, a school cooking challenge and skate competition. The team also hosted two main events over the week, the first of which was our annual and very successful Open Mic Night. There were a total of 23 acts throughout the night, including a range of singing, dancing and instrumentals in many different genres such as jazz, pop, hip hop, country and a violin solo piece.
• Swimming Pool Challenge – Held at Kurri Kurri Aquatic Centre following the regular Outreach program one Friday night, 75 young people participated.
Our strategy
What Is New in 2014 • Improving
the curriculum based measurement across all schools. This will allow intervention and response to students’ success or failure with individual learning plans.
• Increase in community gardens, enhancing the knowledge and interest of students and families in community gardens; helping to promote Youth Off The Streets schools as ‘Green Schools’.
• Integrating
former students into leadership positions to help with mentoring, evaluating performance and any other guidance that is needed by current students.
• Continue the successful streamlining process for Outreach
operations to boost staff collaboration and morale across different remote locations.
• Creating
more opportunities for local community participation, particularly by community Elders.
• Provide
increased opportunities for young people to contribute directly to the development and implementation of programs offered.
• In response to the increase in complex mental health issues
faced by our young people, strengthen the skills of our staff and our procedures relating to youth wellbeing and mental health.
Case Study
Reconciliation Action Plan (RAP) A RAP Committee, representing a cross section of staff from the organisation, was created in September 2011 and tasked with creating a Reconciliation Action Plan. As part of the creation of the plan, in February 2012, the eight committee members attended the OTEN TAFE Western Sydney Institute’s Aboriginal Cultural Education Course in partnership with Aboriginal Communities as an introduction to traditional and contemporary culture. The Committee invited Aboriginal Elders and staff representatives from the Youth Off The Streets Aboriginal Services to be part of an Advisory Committee. After review by Reconciliation Australia our RAP was formally approved in November 2012. Youth Off The Streets invited staff to become a RAP Champion in their program or service. These champions provide their teams with updates specific to their area of the business about RAP actions at team and unit meetings. They also provide information to the RAP Committee about initiatives, actions, ideas or issues raised in their area of business. Youth Off The Streets RAP is a public document that aims to contribute to closing the 17 year life expectancy gap between Aboriginal, Torres Strait Islander and Non-Aboriginal people. Our vision for reconciliation is to: Support the needs and aspirations of Aboriginal and Torres Strait Islander peoples by listening, learning and sharing our stories, respecting cultural diversity, and building opportunities to ensure that every individual contributes to creating a better future.
As part of our RAP, Youth Off The Streets implemented the following across the organisation:
• The inclusion of RAP information in new staff inductions; • Ensuring all job advertisements state “Applications
from Aboriginal and Torres Strait Islander candidates are encouraged;”
• RAP included as an Agenda item on all team meetings and Managers Meeting Agendas;
• RAP initiatives included in Monthly reports; • Incorporated Acknowledgment of Country
and Welcome to Country at significant Youth Off The Streets meetings and events;
• Participation in NAIDOC events in local communities; • Held a Youth Off The Streets event during National
Reconciliation Week which saw Youth Off The Streets unite and embrace reconciliation. Aboriginal Elders facilitated activities such as Men’s Business and Women’s Business, traditional bush tucka was offered as lunch, traditional Aboriginal games were offered as well as videos on Aboriginal History, and a Reconciliation Canvas (artwork) was created by attendees who were asked to express what Reconciliation means to them.
In 2013/14, our focus is on implementing a Protocols document and giving young people and staff in the organisation an opportunity to work more closely with Aboriginal comm unities and building strong relationships, internally and externally.
youth off the streets 2013
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our Young People Case Studies
Hi Father, I hope you remember me and are still doing well. This may jog your memory if you can’t recall my name. At the age of 15 I was homeless and ended up getting a bed at Don Bosco in Marrickville. I enrolled at Key College, despite battling a drug addiction I managed to complete my School Certificate. My life took a turn for the worse after that as I spent my 18th birthday in juvenile detention. At that moment I realised that I had to make some serious life changes. As soon as I left detention, I started at Dunlea. Staying off the drugs was hard and I had my ups and downs, but having people believe in me like the workers at Youth Off The Streets helped me to believe in myself. This belief that they showed in me was truly inspiring. I wanted to be able to make a difference in the lives of young people like they did. The following year I commenced my studies in Youth Work. Unfortunately I became homeless again and was sleeping on the streets while attending TAFE. I was about to give up on my studies, but then I found out about the Scholarship program with Youth Off The Streets. I applied in the hope that it would allow me to finish my studies. When I heard that I was successful, it was one of the happiest days in my life. With the support of the scholarship program: I completed a Certificate IV in Youth Work; a Diploma in Community Services; was supported to complete a volunteer placement in South Africa; and to get my driver’s licence. 20
It has now been five years since I was awarded a scholarship. I have completed a Bachelor of Social Science (Social Welfare) and have now commenced a Masters of Social Work. I work as a Social Worker with children and families, one of my life goals achieved. As part of my journey, I was able to complete a student placement with Youth Off The Streets. It was so rewarding to be able to come full circle and be able to support young people like I had been supported all those years ago. I’m doing great now Father and hope you’re still doing the same great work for young people. I would like to say thank you to your wonderful organisation for supporting me and believing in me. I don’t know where I would be without you. I also wanted to say a special thank you to the scholarship program and my sponsor for giving me the opportunity to succeed in my studies and employment. All the best Father and I’ll write to you again soon, Trudie. Young Person: Trudie (not her real name)
Our strategy
Focus 2 - To equip and empower Aboriginal youth and their communities to embrace the future 2012/13 Goals
•
• Implement and improve the model for Aboriginal Residential Care, providing a strong cultural program for young people who require out-of-home support.
• Increase recruitment and retention of Aboriginal staff across Youth Off The Streets services.
• Identify
and develop programs that provide culturally appropriate care to all our young people in our services.
• Build and improve relationships with Aboriginal communities.
Ongoing Challenges • Recruitment
and retention of staff from Aboriginal Communities can be difficult due to the location of some of our services requiring them to travel a long distance and face adverse road conditions.
• Securing sustainable and long term government funding is
a challenge. Funding guidelines and timing deadlines can restrict the capacity of our staff to provide follow up if a young person requires ongoing support.
What We Did • In
2012/13, Youth Off The Streets offered a number of opportunities for staff in the area of diversity awareness, including a two day training workshop where staff gain Cultural Awareness on the first day and Cultural Understanding on the second. The training is delivered by Wiradjuri Elder Uncle Bob Glanville. All Youth Of The Streets employees are encouraged to attend. During 2012/13, 19 employees participated.
• Youth
Off The Streets works towards improving Human Resources practices in recruitment, developing opportunities for Aboriginal and Torres Strait Islander people to progress and grow within the organisation, and opening new opportunities for young people to gain qualifications in the field of Youth Work. In the past year Youth Off The Streets have offered a number of Traineeship opportunities for young people from a diverse variety of multi cultural backgrounds.
• In
October 2012, 10 students and two teachers from Chapel School, Key College Merrylands Campus, went on an Aboriginal Cultural Camp located at Graham’s Grave Reserve located near Narrandera. The students learnt about the significant cultural sites for local Aboriginal people along with the history and culture of Aboriginal people. Most of the young people participating are from our ASPIRE Yarruwala Education Program, which provides an alternative learning environment for Aboriginal students with consultation from the community and engages students in culturally appropriate teaching strategies and activities. youth off the streets 2013
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Our strategy • Youth
Off The Streets joined the nationwide celebration of Aboriginal and Torres Strait Islander individuals and communities during NAIDOC Week 2012 (1 to 8 July 2012). Youth Off The Streets supported the 2012 theme, which was to celebrate the 40th anniversary of the Aboriginal Tent Embassy and acknowledge the key contributors to its long history. The organisation held and attended a number of free events for young people and local communities across New South Wales (NSW) including; the Southern Highlands of NSW, Macquarie Fields in Sydney, Hunter Valley, Griffith and Narrandera. Our programs and services aim to empower Aboriginal youth, with the strength and pride, to embrace the future.
Highlights
The National Reconciliation Week 2013 – The theme for this year was Let’s Talk Recognition, which was about the need to recognise Aboriginal and Torres Strait Islander people in the Australian Constitution. Our Reconciliation Action Plan (RAP) Committee held an event for the National Reconciliation Week 2013 (27 May – 3 June 2013) which saw Youth Off The Streets unite and embrace reconciliation. Youth Advisory Committee - In March 2013, Narrandera Outreach formed the Youth Advisory Committee, which was to meet monthly. After a thorough registration process the committee was formed to get young people involved in discussing youth issues, sharing ideas and to make a difference to the youth in Narrandera. The committee provides a sense of power to the young people involved, they now know they have a direct impact on the services being offered to them and this makes them proud Aboriginal Services at the Koch Centre For Youth – Youth Off The Streets appointed two Aboriginal Youth Workers to provide full time support to the existing Aboriginal Senior Youth Worker at the Koch Centre for Youth. They provided the following services to young people at the facility: educational support; aftercare, integration and mentoring; cultural and community support; and wellbeing programs. All the activities run by Aboriginal services at the Koch Centre are aimed at the promotion, recognition and appreciation for Aboriginal people, history and culture across Youth Off The Streets. The Aboriginal Services youth workers at the Koch Centre for Youth, Macquarie Fields, Sydney held a number of culturally specific activities throughout the year to engage and introduce the local young people to the community Elders and traditional activities from the local area. For example, in October 2012, Traditional Indigenous Games were held at the Koch Centre for Youth.
Snapshot
Celebrating National Apology Day On 20 February 2013, Youth Off The Streets celebrated National Apology Day at our site in Merrylands, Western Sydney. Around 80 attendees, including young people and staff from Youth Off The Streets various services, gathered to commemorate the fifth anniversary since the then Prime Minister Kevin Rudd made a national apology to the Stolen Generation. The day was organised by our ASPIRE Aboriginal Education Program and our Reconciliation Action Plan Committee. The day was celebrated with a viewing of The Rabbit Proof-Fence, a film that gives one example of a family who have lost much and suffered at the hands of discrimination. Our young people from our ASPIRE Aboriginal Education Program gave a speech that they wrote themselves, about what it means to be Aboriginal and why this day is important.
The ASPIRE Speech It is good to be a young Aboriginal person, because it’s the best nationality, we are the original, we are young black and deadly! Being an Aboriginal young man also comes with its challenges. You attract negative attention because of the colour of your skin and people’s false impression of who you are and what you are like. The Australian Government took too long to recognise what they did wrong to Aboriginal culture, identity and families. Rabbit Proof Fence gives one example of one family, there were hundreds like this and worse. We appreciate Kevin Rudd acknowledging this and saying SORRY, however actions speak louder than words. It is a start but there is still a long way to go. RESPECT is a big part of our culture starting with our elders. We treat people how we expect to be treated. When Australia was first invaded the Traditional Aboriginal tribes showed the strangers around the land. This generosity was taken advantage of and the Aboriginal warriors fought back. It is the same today, we strive to respect everyone until we are disrespected. We believe reconciliation begins with respect.
22
Our strategy
What Is New in 2014 • Set
up at least three new Outreach programs in socioeconomically disadvantaged communities such as Logan, Queensland; South Eastern Sydney and regional New South Wales as part of the funding received from the federal government through the National Crime Prevention Fund.
Griffith City Council, 2009, Aboriginal Community.
1
Griffith City Council, 2006, Summary Profiles.
2
Griffith City Council, 2006, Aboriginal and Torres Strait Islander Profile.
3
Creative Spirits, 2011, Domestic Violence.
4
• Continue to focus on the increase in recruitment and retention
of Aboriginal staff across Youth Off The Streets services and the identification and development of programs that provide culturally appropriate care to all young people in our services.
Case Study
Respectful Relationships Program Griffith is located in the heart of the Wiradjuri Nation, which is the largest nation of Aboriginal and Torres Strait Islander people in Australia1 with 3.8 per cent of the population in Griffith being of Aboriginal background (compared to the state average of 2.1 per cent2) and 25.5 per cent of the population falling within the age bracket of 12 to 243. Due to a distinct range of risk factors as a result of demographics, disadvantage and socio-economic status, Aboriginal young people experience higher levels of domestic and family violence throughout their lifetimes. According to the Narrandera Shire Social Plan 2005 – 2010, the area suffers from high levels of domestic violence. An Aboriginal young person is four times more likely to be a victim of domestic violence than their white peer.4 The Respectful Relationships Program is part of the Youth Off The Streets Outreach programs in Griffith and Narrandera and target Aboriginal youth aged between 12 and 24 years old and living in the local community. Both programs focus on implementing a prevention and early intervention strategy to improve access to culturally competent and sensitive domestic and family violence services for the Narrandera and Griffith Aboriginal populations. Both programs partner with local services and take into account cultural factors such as the importance of the cultural value of Respect and Responsibility; the influence of Aboriginal family commitments and obligations; and many Aboriginal youth are parents themselves. Self Determination is a culturally specific priority within this project. Both programs faced similar challenges during implementation. Aboriginal people are reluctant to seek assistance outside of the family structure for guidance and support with sensitive issues. In addition, the experiences of domestic violence in a young person’s house between other family members has a damaging effect on the young person, with the risk of development into physical and psychological harm, eventuating to a possible cycle of violence₅ and correlates closely as a predicator of perpetration by that young person later in life in their own intimate relationships.
Narrandera
• The Narrandera Respectful Relationships Program began in
February 2011. It is funded by NSW Premier and CabinetFamily and Domestic Violence for two years, and ended in January 2013.
• The program was in partnership with the NSW Police Griffith Local Area Command, the Narrandera Community Support Service, the Narrandera Sandhills Aboriginal Foundation, and the Narrandera Aboriginal Working Party.
• The main components of the program were: • A Healthy Relationships program in partnership with local specialist services;
• The
Journey to Respect program which incorporates a range of social activities;
• Establishment
of a Youth Advisory Group and a Family Violence Committee with ; and
• The program ran two group sessions that occur on the same afternoon. There has been 42 recorded sessions which have an average of 10 young people attending each session.
Griffith
• The
Griffith Respectful Relationships Program began in February 2012. It is funded by the Department of Families, Housing, Community Services and Indigenous Affairs and ceases in May 2014.
• The main components of the program are as listed above in the Narrandera Respectful Relationships Program.
• The
program is implemented in partnership with the Griffith Police, Youth Interagency, and an Aboriginal Advisory Committee.
• The program ran two group sessions in the last financial year with 39 recorded group sessions and an average of nine young people attending each session.
• Issues
raised in group sessions in both programs include: youth offending, respectful relationships with others, masculinity and what it means and Cyber bullying. youth off the streets 2013
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our Young People Case Studies
Dear Father, It’s been five years since I was found by Gary (Street Walk manager) living on the city streets. I’d been homeless for two years, moving from refuge to refuge and friend’s couches. I remember a particularly cold night where, to stave off the cold, I jumped a train to the Blue Mountains so I could sleep and be warm. Gary was kind enough to find me a place at Don Bosco and from there Youth Off The Streets sent me to school in Merrylands and then I was a lucky recipient of a scholarship. Gary referring me to Don Bosco Home was the first step on a long road to recovery. At first I was frightened because I was sharing my living space with several total strangers and the streets don’t breed trust in people. The youth workers and psychologists were really helpful and it’s only because of them that I was accepted into school. During this time it was hard to find stable accommodation and I struggled between periods of homelessness, but Gary was always there to try and find a safe place for me to sleep. Despite being homeless, I was determined to finish school. My determination, and experience on the streets, led me to volunteering at the shelters I was living at; because, I wanted to help young people that were in a similar situation. I was living through it with them, but trying to help them where I could. It was a rewarding experience that helped me with school, because I was able problem solve and articulate problems better. 24
In 2012, Gary helped me apply for a scholarship. I was lucky enough to be one of 22 successful recipients from Around Australia! At that point I also decided to leave school and transfer back to Youth Off The Streets senior school program, so I could complete the HSC. In addition, I am completing TAFE courses in Youth Work and healthcare. I can’t believe that I’ve gone from being homeless to completing year 12! It’s been a tough, but rewarding journey with many ups and downs. Without Gary and the other Youth Off The Streets services this wouldn’t have been possible. I hope to, one day, work with young people that are disadvantaged like I was, either through youth work or in the healthcare industry. To help others like me would be a dream come true. Thank you Father Chris Riley and Youth Off The Streets, Ellie.
Young Person: Ellie(not her real name)
Our strategy
Focus 3 - Being innovative in the youth field with a focus on new programs 2012/13 Goals
• Expand and develop relevant programs to assist our young
people to prepare and transition into independence and the community.
• Develop an operational framework for our two Centres for
Youth that promotes social inclusion, restorative practices, professional accountability, ongoing improvement and best practice across programs and services.
Ongoing Challenges • Challenges
for Youth Off The Streets to quickly staff and resource new programs, particularly in response to community disturbances and government funding.
• Both Centres for Youth received funding for the refurbishment and construction, but the biggest challenge remains funding support for the operation and administration of the complex Centres for Youth on an on-going basis.
What We Did
• The refurbishment of the Keelong Juvenile Justice Centre in
the Illawarra Region began in April 2012 and was completed in December 2012. The refurbished Centre is now the Cordeaux Heights Centre for Youth that opened in March 2013 and was up and running from June 2013. The Centre aims to colocate educational and residential programs and services, and to work within local communities and with other local area service providers to facilitate a range of opportunities and services for disadvantaged youth between the ages of 12 and 21 years. It will provide a safe and engaging environment for young people who may attend our fifth independent high school, Craig Davis College, reside in the Barbara Holborow Bail Accommodation Service or the Aboriginal Residential Care Services program and who participate in Community Outreach programs.
• In January 2012, Youth Off The Streets engaged More Strategic to review its fundraising and marketing structure and assist in the formulation of a three year fundraising strategy and brand development model that is sustainable and scalable. Over six months, More Strategic audited Youth Off The Streets’ fundraising model, included: the evaluation of the level of investment in fundraising; compared our performance to that of best practice fundraising strategies and tools in Australia; and clarified gaps and opportunities for growth. A number of recommendations were made to the organisation in July 2012, which were converted into a three year fundraising strategy and brand development model. As a result, the recommendations focused on building a fundraising team. This meant implementing and reinvigorating the revenue
youth off the streets 2013
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Our strategy streams related to all individual fundraising, such as Appeals programs, Regular Giving, Donor Relations and establishing proactive campaigns around Major Donors and Bequests. Youth Off The Streets’ three year fundraising strategy focused on balancing the financial investment in fundraising with the expected return of investment.
• A pilot of using restorative justice principles as a means of
dealing with poor behaviours by students took place at Chapel School, Key College, Merrylands Campus in the first six months of 2013. Restorative justice is a way of dealing with poor or criminal behaviour in a way that does not degrade the young people, but does make them accountable for their actions. If there is an issue between the students they are called to resolve that difficulty and the resolution is around how the behaviour of one student has impacted the group or individuals involved. Youth Off The Streets have found this approach to be an effective means of managing the behaviours of the young people within the school.
• In October 2012, the Koch Centre for Youth was awarded
the NAB Schools First Seed Funding, which allowed Youth Off The Streets to work with the Youth Community Greening of the Royal Botanic Gardens and Domain Trust, to provide gardening workshops for our students of EDEN College. This program’s focus was to teach the students about live foods and nutrition, as well as develop an understanding of healthy eating and an appreciation for nature.
Highlights
Funding from the National Crime Prevention Fund - In April 2013, Youth Off The Streets received $5 million over two years to establish ten new Outreach Services for areas in need. This money will be spent expanding our services to communities that have high youth unemployment, low levels of schooling and are socio-economically disadvantaged. Floetic Harmony CD Launch - Youth Off The Streets Bankstown Outreach musical supergroup, Floetic Harmony, celebrated the launch of their first CD at a concert in Paul Keating Park on 18 October 2012. Funded by the Australian Department of Immigration and Citizenship, Floetic Harmony’s talented artists have been working with Youth Workers from Youth Off The Streets and Musicians Making A Difference (MMAD) to produce the CD. The Floetic Harmony workshops offer free jam sessions with music professionals, a two night camp, use of a recording studio and the opportunity for young people in Bankstown to socialise and make new friends. Youth Off The Streets launched the Floetic Harmony program in January 2012. The program is targeted at young people with African and Polynesian backgrounds who are facing challenges in participating in their local community and building friendships with other young people in the area. Let’s Kick It 4 Diversity - Youth Off The Streets received funding from the Department of Immigration and Citizenship to develop Let’s Kick it 4 Diversity, an under 17s multicultural soccer team (playing under Doonside Hawks) for disadvantaged young people in the Western Sydney Area. Run by the Western Sydney Outreach, the team was launched on 21 March 2012 and participated in the local soccer league last season. 26
Snapshot
Student Wellbeing Program At the beginning of 2011, the Youth Off The Streets independent and accredited high schools developed student welfare strategies to build positive self-esteem and acknowledge student achievement schemes. In addition, a ‘Student of the Week’ scheme through which students are recognised and rewarded for their attendance, positive classroom behaviour, application, outstanding achievement or leadership skills. In the 2012 school year, the focus on student wellbeing was increased with the introduction of a ‘wrap-around’ health care model; whereby, students received support from Mental Health Services, general practitioners, Psychiatrists and sexual health nurses. Psychologists from Youth Off The Streets Mental Health team provided increased support for students facing mental health issues. The success of these programs highlighted the need for two school wellbeing officers to support our two biggest schools, EDEN College, Koch Centre for Youth and Chapel School, Key College Merrylands Campus. In May 2013, Youth Off The Streets established a Student Wellbeing Program for students that is funded by the Department of Education, Employment and Workplace Relations (DEEWR). The program enables two wellbeing officers to build on the student welfare activities and the ‘wrap-around’ health care model to focus on social and emotional learning, the development of greater resiliency and nutrition. For example, two group sessions are held on average each week where young people discuss relationships, self esteem, confidence, motivation, spiritual issues, decision making, problem solving and interpersonal skills.
Our strategy
What Is New in 2014
• Provide further opportunities for young people to directly contribute to and guide the programs offered.
• The Barbara Holborow Bail Accommodation Service aims to continue to develop and improve its service offering, which will support young people, to form appropriate connections with settings and people beyond the program.
• Utilising
the outreach program to work closely with local communities and support groups to provide young people with appropriate support networks and a feeling of inclusion within their own communities.
• Balance the growth of the Outreach Service with the timing of the funding received.
• Investigate the opportunity to establish a Centre for Youth
in communities where our Outreach programs are in their mature phase in the Youth Off The Streets Outreach Service Model.
Case Study
Outreach Service Model Youth Off The Streets Outreach Services provide a positive impact and flexible response to the needs of young people and their community. Our services invite young people to participate in a safe and supervised program in their own communities, providing low-key and positive diversionary activities that allow young people to interact, socialise and meet youth workers. Free BBQs and recreational activities are a feature of all Outreaches. Our Outreach services target young people aged between 12 and 21, but all ages are welcome to attend. We especially encourage families to attend and support our programs and the involvement of their child. Once trust and acceptance grows, the service builds up to more structured and specific activities that cater to the specific needs of young people in the community. Last year, Youth Off The Streets established a service model for the Outreach Service. The model is based on the organisation’s seven years of running Outreach programs across New South Wales (NSW). The lifecycle of an Outreach Service was determined and formalised, where various points for change or growth for an outreach program were identified. A Youth Off The Streets Outreach program has five stages in its lifecycle:
• Response to a crisis – where Youth Off The Streets is invited
into a community to run a BBQ and offer a safe place for young people to be during the crisis.
• Youth Engagement phase – which focuses on the creation of
programs that engage youth at the most convenient time and in places where young people are connected to the whole community and their family. Youth Engagement is the hinge that all other programs and activities are connected to.
• Structured Programs - The Outreach program is established
in the community with a base or office and our services are meeting the needs of the community.
• Stay in Community - At each stage of growth, Youth Off The
Streets reviews and evaluates outcomes based on specific objectives and projected service deliverables to assist with the development into the next stage of the model or assess further options. When an Outreach program is established in the community for a number of years, a decision is made about how the program remains in the community:
• The
program can develop into one on one case work and social work in specialised areas, however, this development is not the core business of the Youth Off The Streets Outreach Service.
• The
other option for Youth Off The Streets is to build a Centre for Youth like the Koch Centre for Youth in Macquarie Fields. If a Centre for Youth is built, this becomes a separate service from Outreach, and the Outreach team cycles back to engagement in a community that is in crisis.
• Exiting
the Community - The Outreach program works with other local services, the community and young people to get to a stage where our program or service is no longer needed and Youth Off The Streets moves out of the community.
The success of the Outreach Service Model has been instrumental in the growth and investment in our Outreach Service. In 2013/14, Youth Off The Streets will continue to reach out to struggling communities with a focus on education and employment programs that engage young people in need of support, in creative, flexible, diverse activities and structured outcome based programs that provide opportunities for them to grow and be part of their community.
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our Young People Case Studies
Hi Father, I hope you’re well. I’ve only met you a few times at Craig Davis College. I was forced to attend the school after being placed on a court order. I didn’t like school and didn’t go much at all. My relationships with family and friends were horrible and I was very violent in those days. I remember my mother being very worried about the path I was on, saying I was going “to end up in gaol”. I write this letter to thank you and the staff at the college for believing in me. The first five weeks were the most difficult, but I didn’t realise at the time how valuable school was to me. I struggled to attend, but knew that the Apprehended Violence Orders (AVOs), good behaviour bond and court ordered schooling wasn’t going to go away. The teachers at school were very patient and understanding of my situation. I’ve never had this many people care for me like they did. They slowly allowed me to attend school, first through half-days and then attending more each day, until finally I was almost attending every day: staying for the entire day. I felt a sense of belonging that I hadn’t felt previously. Through the personal learning strategy the teachers developed for me, I finally felt like I was learning and thought I could transition into an apprenticeship.
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Attending school that paid attention to me was the turning point that I needed. I’m happy to report that I don’t have any AVOs against me and the good behaviour bond has expired. There’s even more good news! I’m currently enrolled part time in a Cert II Construction Course, while still attending school. I’ll have a qualification when I graduate, which means I can get a job! I finally feel like I have a chance at a normal future. I’m no longer violent, I’ve made friends and best of all my relationship skills are improving since being at a school I like. I’d like to thank the teachers at school and, of course, you Father for allowing a place like that to exist. Forever improving, John
Young Person: John (not his real name)
Our strategy
Focus 4 - To provide the framework for a sustainable future through accountable, professional and collaborative practice. 2012/13 Goals
• To improve the organisation’s planning and strategy. • To pilot the Social Return on Investment method at the Koch Centre for Youth.
• To
work with the communities in which the organisation operates in at all levels, from young people, families, local government, services, businesses and partners.
Ongoing Challenges • Resourcing
skilled staff and decreasing the staff turn-over which impacts organisation knowledge management.
• Balance the growth opportunities with the sustainability of the organisation.
What We Did • The
need for a Leadership Continuity Plan was identified during last year’s annual revision of our existing three year Strategic Plan. The Plan identified and aligned one Board member and two Committee members using existing Board and Committee Charters and Policies. In addition, Youth Off The Streets has reviewed reporting lines and structure to accommodate planned business growth. The review meets existing business needs and has the potential to align with future business needs. The Board began the review of succession planning for the Chief Executive Officer and the Senior Management Team in May 2013 and recommendations was discussed at the Board Strategy Day in October 2013.
• Youth Off The Streets operates a risk management framework
based on the principles and guidelines for risk management established by AS/NZS ISO 31000:2009. It provides the Youth Off The Streets Board with a communication process to continually assure them that the risks inherent in the operations and activities of the organisation are identified, evaluated and managed through internal controls. Youth Off The Streets has identified the top material risks it faces. These include: succession planning issues; securing ongoing funding for our work; reputational damage potential; client, staff and volunteer safety; child protection risks associated with being a child-related employer; securing and retaining appropriate and skilled staff; employee-related issues; and establishment of new services where they are not planned in connection with the whole organisation. Risk management plans have been devised to manage each of these top material business risks.
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Our strategy
Highlights
Social Return on Investment Method - The Koch Centre for Youth has refocused towards becoming a Centre for Educational Innovation for disadvantaged young people in the area. This new approach will commence in the 2014 calendar year. In preparation for this change, two staff were trained by Social Ventures Australia, during 2013, in the fundamentals of the Social Return on Investment (SROI) method. A small group of staff are now in the preparation stages of developing a wholeof-Centre forecast SROI. It aims to identify the anticipated social impacts and SROI ratios for the educational work that will begin implementation from the 2014 calendar year. This process will be conducted, in close consultation, with young people who attend the centre, community members and key stakeholders. 2012 PwC Transparency Awards - Youth Off The Streets was the Winner for the PricewaterhouseCoopers (PwC) Transparency Awards 2012 in the $5m to $30m revenue category. The runner up was St John Ambulance SA. The PwC Transparency Awards were introduced in 2007 to recognise the quality and transparency of reporting in the not-for-profit sector. Youth Off The Streets thanks and congratulates all those involved in the production of the Annual Report for 2011/12. Learning and Development (L&D) - At Youth Off The Streets, L&D programs are aligned with our strategic plan and our aspirations for culture, collaboration, excellence and influence. In order to broaden staff’s understanding of learning and development, there has been a focus on the 70:20:10 Learning Strategy— learning and development is most effective when there is a balance between on-the-job learning (70 per cent), mentoring, coaching and peer learning (20 per cent), and classroom-based learning (10 per cent). Key components include formal coaching; leadership development through in-house leadership programs and external programs, including those offered by Association of Children’s Welfare Agencies, Centre for Community Welfare Training and Macarthur Disability Services particularly for Youth Off The Streets employees; professional development training; supporting staff in achieving tertiary qualifications through our partnership with TAFE and OTEN for our Trainee Youth Workers; diversity awareness that included Culture Awareness and Culture Understanding delivered by an Wiradjuri Elder; 13 learning centre presentations by internal and external guest speakers attended by 70 staff; nine learning seminars designed to improve staff’s knowledge of the department’s internal processes and procedures; and a career starters’ program which is designed to build Youth Off The Streets capability by recruiting primarily, though not exclusively, people who have recently completed year 12 or a traineeship.
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Snapshot
Strategic Service Partnerships Youth Off The Streets works collaboratively with local services in a community and is proactive in developing new partnerships. Here is a snapshot of some of these partnerships: The Youth Express Program with the Belvoir Street Theatre - Youth Off The Streets independent and accredited high school in Redfern, Key College has been in partnership with the Belvoir Street Theatre since 2002 and director, James Winter, since 2006. The program is twofold with a year-long approach that teaches the students how to be an audience member and a 12 week program of drama workshop. This workshop provides our students, who are homeless, an avenue to discuss their issues in a safe friendly environment. As the program progresses, ideas for plays are workshopped and a script is drafted by all participants. Students then have to learn a role and perform the play to an audience. Remembering lines is particularly hard for our students as their memories are poor, largely due to stress and depression. This a program that has students start a long term project and finish it. Sometimes it is the first time students have completed a long term project. The 4 Fours - Started in 2011, this initiative was created and designed by Cessnock Community Drug Action Team, which consists of Youth Off The Streets Hunter Valley Outreach, Hunter New England Health, Cessnock PCYC Manager, Police, and the School Police Liaison Officer. The program is designed to highlight issues associated with partying and provide information that will allow young people to participate in safe partying by minimising risks and eliminating harm where possible. Within the program there is a particular focus on the issues of: alcohol, drugs, assault, emergency services and safe driving. The National Cannabis Prevention and Information Centre (NCPIC) Partnership – The partnership began in 2010 for the collaboration of the project ‘Clear your vision’ suite of resources. Since then, the partnership has developed into the creation of youth friendly resources around cannabis use that provides information, harm minimisation strategies and contact information on appropriate services. The development of the resources includes input from youth advisory committees made up of young people from Youth Off The Streets programs.
Our strategy
What Is New in 2014
• Finish the SROI pilot at the Koch Centre for Youth. • Streamline protocols and processes for all programs
and services to boost staff collaboration and morale; across different, remote locations.
• Increase in staff capacity, specifically recruiting staff that align
with the direction of the organisation. Youth Off The Streets will provide ongoing professional learning and development to ensure that the quality of services being offered remains at the highest possible level.
Case Study
Scan here or go to www.youthoffthestreets.com.au/ annualreport for more information on our Services.
Youth Focused Research Projects Youth Off The Streets is interested in the generation of new knowledge to benefit the youth sector and the young people who are part of our programs. In the last financial year, Youth Off The Streets established research partnerships with five university based researchers; from honours students to research fellows. The research projects all focused on aspects of our alternative education programs. In 2012/13 our research partnerships included:
• Post- doctoral research, Education, Faculty of Arts and Social Sciences, University of Technology Sydney. Motivation for re-engaging with schooling: A sociocultural analysis. The researcher presented a paper in April 2013 to The Society for Research in Child Development biannual conference, held in Seattle, USA. This study involved interviews with teachers, students and other Youth Off The Streets’ education staff. The main aim of the research was to investigate the question of how alternative school education contexts are perceived, in terms of features that successfully engage previously disconnected young people in learning and participation. The findings highlighted the effectiveness of our programs that personalise the curriculum and that build personal as well as academic skills. Both students and staff acknowledged the importance of students experiencing a sense of belonging and connectedness, and unconditional support within the school context for making changes in their learning and their lives. A strong emphasis emerged on student accountability in relation to both positive and negative life choices, balanced with high expectations and advocacy from teachers. This project was funded by a UTS Faculty of Arts and Social Sciences Research Development Grant (2012/13). The researcher is a volunteer at Key College, Redfern Campus and with the Scholarship program.
• Masters in Education, Sydney University, qualitative study on Adolescent violence towards parents in NSW: attitudes and perspectives of Secondary Education Professionals. This thesis explores the perspectives of six education professionals in New South Wales (NSW) with emphasis on challenges and recommendations associated with supporting affected families. Semi-structured interviews were conducted with one counsellor, two teachers, one psychologist and two
support workers employed across two independent secondary schools for youth with behavioural problems in NSW. Results indicated that all six participants had encountered adolescent violence towards parents (AVTP) and the majority believed that education professionals have an important responsibility to support affected families. The results highlighted a need for further empirical exploration of the issue in both mainstream and independent schools. Awareness-raising initiatives and training specifically focused on AVTP in schools is also recommended.
• Education
Honours student, University of Wollongong, Faculty of Education, Re-engaging disengaged youth. The purpose of this study was to examine how teachers reengage students in a non-mainstream environment. The case study focused on investigating teachers’ practices in re-engaging disengaged students at EDEN College, The Koch Centre for Youth. The study identified four major themes:
• Building relationships with the students and among students • Creating a sense of belonging • Using positive reinforcement • The physical layout of the school and how it is used • The findings identified that teachers at EDEN College build
and maintain positive relationships with students through the use of humour, maintaining communication, valuing the students’ voices and making lasting connections. Creating a sense of belonging was achieved through teaching practices and a curriculum that focused on values and promoting students’ strengths and achievements. This was supported by the constant use of positive reinforcement among the teaching staff. The physical layout for the school was also acknowledged for the wide range of learning environments used and the safe and welcoming atmosphere created within EDEN College.
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our Young People Case Studies
Dear Father, I’ve never met you, I’m writing to tell you about my specific experience with YOTS (Youth Off The Streets). I’ve been part of been seeing a youth worker at YOTS for a while now. And I can tell you that I wouldn’t be alive if it wasn’t for this person. I don’t want to name them because they said that if it wasn’t them it would be another YOTS youth worker who would have helped me. I was taken away from my family by the Department of Family and Community Services (FACS) after an AVO (Apprehended Violence Order) was put in place against my dad. He was abusing me. I was sent away to live with my Nanna on the Central Coast. I was desperately lonely and ended up travelling back to Bankstown by myself. That’s when I started going to YOTS. I didn’t have a safe place to sleep and ended up sleeping in Maccas, using the hand dryers for heaters in winter. The YOTS worker tried hard to find me safe places to sleep every time I turned up to YOTS. My time on the streets was difficult and I didn’t trust anyone, except for the YOTS worker. I managed to get into temporary refuge every now and then, but things didn’t improve and I wanted to end it all. The YOTS worker saved my life. I was ready to end the loneliness I felt. I’d purchased all the materials and had a plan. A quick stop to say goodbye to YOTS was what saved me. They quickly realised something was wrong and kept me around long enough for the ambos (sic) and cops to get there. I hated them for it. 32
After I was discharged from the Hospital, I went straight back to YOTS. They helped me straight away and I started on the path to recovery. The YOTS worker has been next to me through some of the hardest appointments and assessments of my life. I can’t speak to FaCS without my YOTS worker there. The YOTS worker supports me in every possible way. I’m now attending high school. The YOTS worker managed to get me enrolled at a local school. I don’t like school; I look around the yard and hate the normalcy of it all. My situation isn’t normal. The YOTS workers are trying to get me enrolled at alternative education like the YOTS Schools in Merrylands. It’s not too far and I remain hopeful. Thanks to YOTS I now have a chance at an education. I no longer feel as lonely as I did before coming to YOTS. The YOTS workers support me every day and no task is ever too small or too large. My future is looking brighter and it’s all thanks to starting YOTS Father. Thanks for saving my life, Samantha Young Person: Samantha (not her real name)
our performance
our perfo
rmance
As part of providing the framework for a sustainable future through accountable, professional and collaborative practice, last year, Youth Off The Streets reviewed the impact of our likely growth in services on our expected financial results for the next four years. The six major impacts identified in the previous financial year and continue to be relevant are:
Growth In Operational Expenditure
Youth Off The Streets operational expenditure grew by 5 per cent predominantly through salaries and wages. We have budgeted for an expected increase of 14 per cent against this year’s actual expenses. This increase in expenditure is due to wages growth under Awards and the Cordeaux Heights facility becoming fully operational. In addition, the announcement of a $5 million investment in our Outreach Service from the National Crime Prevention Fund in April 2013 only covers new programs for the next two years.
Identification of Potential Capital Work Projects
The refurbishment of the Keelong Juvenile Justice Centre in the Illawarra Region that began in April 2012, was completed in December 2012. The refurbished Centre is now the Cordeaux Heights Centre for Youth that opened in March 2013 and was operational by June 2013. Youth Off The Streets have three capital projects that may happen in the next five years. The first is the building of a Trade Centre at Chapel School, Key College, Merrylands Campus in the first half of 2014. This centre will enable Youth Off The Streets to expand its Technical and Applied Studies (TAS) through the development and purchase of TAS specific buildings and equipment. Offering Board of Studies endorsed subjects for TAS from the first term 2015. The second project is in Doonside, Western Sydney where Youth Off The Streets is working with Western Sydney Parklands Trust with the view of establishing an Educational Centre in the future. The final project may involve the construction of a centre in Narrandera, Western NSW to meet the needs of the young people in the local community.
Gap in Government Funding and Operating Costs Fair Work Australia’s (FWA) Equal Remuneration draft decision of 1 February 2012 and the National Minimum Wage increase impacted wages costs for the 2012/13 financial year. Fair Work Australia announced, on Friday 1 June 2012, its decision to increase the Federal Minimum Wage and Modern Award rates by 2.9 per cent. This means all employees paid at the modern award rate of pay will receive an increase of 2.9 per cent in this financial year. This rate will directly apply to social and community rates under the Social, Community, Home Care and Disability Services Industry Award 2010 (the SCHADS Award). Under the Independent Schools NSW Standards Model (Translocation teachers) Multi-Enterprise Agreement 2011- 2014, our teachers will receive a pay increase of 6.6 per cent on average each year.
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our performance
Youth Off The Streets Investment Strategy
Our investment strategy continues to provide safe, steady and secure returns over the medium term (three year time horizon) by deploying funds across various investment categories including cash, domestic equities and Australian dollar fixed interest instruments.
Fundraising and Brand Review
In January 2012, Youth Off The Streets engaged More Strategic to review its fundraising and marketing structure and assist in the formulation of a three year fundraising strategy and brand development model that is sustainable and scalable. A number of recommendations were made to the organisation in July 2012, which was converted into a three year plan. Two major issues were identified, a lack of investment in fundraising in comparison to organisational growth, and an unbalanced income portfolio with a reliance on two vulnerable revenue streams (bequests and major gifts). The underinvestment in fundraising resulted in unbalanced resources across the income portfolio, such as a gap in direct marketing and major donor experience. The lack of staff and skills in this area resulted in a stagnant and unsophisticated fundraising approach to direct marketing and minimal donor relations. As a result, the recommendations focused on building a fundraising team, implementing and reinvigorating the revenue streams related to all individual fundraising such as our appeals program, regular giving, and donor relations and establishing proactive campaigns around major gifts and bequests. Youth Off The Streets’ three year fundraising strategy focused on balancing the financial investment in fundraising with the expected return of investment.
Investing in Our Systems and Infrastructure
In line with our aim to be a well planned and balanced organisation with a focus on outcomes, community and sustainability, Youth Off The Streets continued the investment in strengthening internal business areas that began in 2010 with the Booz and Company review of our IT capacity. One item remains open from the Booz and Co report – implement an organisation database. This project is being run, in conjunction with the Research and Evaluation team, to ensure the organisation database is set up in a way to maximise the value of the system. This database will enable easy reporting to all funders, including Corporate Foundations, Private Foundations, Government Agencies, Corporate Partners and all our stakeholders. This item will be included in our three year plan for our systems and infrastructure. Other projects that will be included in this three year strategy are the review and implementation of a School Management System, reviewing the implementation of laptops, tablets and classroom sharing technologies to encourage greater engagement by students in the classroom, provide greater broadband to our programs and services, and review our wide area network to give our programs and services a mobile access to reporting and mobile content distribution.
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2012/13 Goals
• Identify and implement systems and infrastructure investment to enable the growth of the organisation to be sustainable.
• Continue
to implement the three year fundraising and branding strategy to ensure a diversification of revenue sources.
• Invest in our staff and build an organisation that will become an employer of choice.
Ongoing Challenges • Short
term balance of increased expenses and return of investment that will build up over three to five years.
• External funding for new programs puts additional pressure on staffing and resourcing. In addition, once the programs are set up, funding needs to be sourced to keep the new programs open.
• Evaluate
and review existing programs to ensure that the organisation is meeting the needs of the young people.
• The competition for government contracts is fierce among
not-for-profits, and failure to retain or obtain funds has the potential to force closure of services.
What We Did How The Funds were Raised
Youth Off The Streets is endorsed as a Deductible Gift Recipient by the Australian Taxation Office, and holds a Charitable Fundraising Authority from the New South Wales (NSW) Government. All our appeals and fundraising comply with the Fundraising Institute of Australia’s Principles and Standards of Fundraising Practice, Trade Practices Act, The Privacy Act and we are Payment Card Industry (PCI) compliant. Our fundraising proposal form and other assistance is available on our website. We do not undertake face to face fundraising nor solicit donations via phone.
Cost of Fundraising The establishment of the Australian Charities and Not-for-profits Commission (ACNC) was deferred to the next financial year. As a result, the expected guidance for not-for-profits to achieving best practice in reporting, streamlining reporting frameworks and consistency in reporting obligations regarding fundraising has not been created in time to impact Youth Off The Streets for this financial year. The discussion around cost of fundraising continues in the notfor-profit industry, and until a formula is agreed and used as a standard, Youth Off The Streets’ figure is calculated by taking in to account expenses such as:
• All salaries of staff involved in fundraising, events, finance processing and database management.
• Ancillary
costs including premises, transport and office expenses in running the Development office.
• All costs associated with running internal and external events, advertising and promotions, merchandise expenses and website costs.
our performance Youth Off The Streets cost of fundraising for 2012/13 was 27 per cent excluding Government income and 10 per cent including it. For the year ended 30 June 2013, Youth Off The Streets Limited reported a deficit of $1,050,696 (2012: surplus $4,955,730) which represented a 121 per cent decrease on prior year. This was due to a 36 per cent decrease in fundraising revenue (2013: $6,941,635, 2012: $10,842,143), which represented 40 per cent of our total revenue, and an increase of five per cent in expenditure for the year which was largely the result of increased staffing costs. 2013 expenditure was $18,410,689 (2012: $17,491,237).
4% 5% 5%
10% 7
%
5%
e Incom 2013 28%
36%
Individual Fundraising As identified in the Fundraising and Brand Review, Youth Off The Streets traditionally has a reliance on two revenue streams, bequests and major gifts, in the fundraising area. This was apparent in our 2012/13 financial results. The loss of a significant major donor, and a decrease in income received from bequests, reduced individual donations by 57 per cent. To minimise this reliance going forward, Youth Off The Streets invested in a Direct Marketing Manager and a Major Gifts Relationship Manager. Both roles began in September 2012 at the same time the organisation started to invest and train fundraising staff in our donor database, which included the review of back office and database processes and guidelines. The first refreshed direct marketing appeal ran in Christmas 2012, which established a strategic approach to fundraising, incorporating best practice marketing methods such as segmentation, personalisation and an engaging and interactive creative strategy. Results from this appeal, and our Summer Streets Ahead (newsletter) appeal in February 2013, confirm that through investing in direct marketing and in turn being able to implement and execute best practice methods, appeal response rates and average gifts rise. This is particularly important for Youth Off The Streets who has experienced 0 per cent cash growth in the last two years and has achieved below average retention rates to date as evidenced by participating in the 2013 Pareto Fundraising Benchmarking program. With an increasing number of supporters choosing to support Youth Off The Streets’ work through the donation of a major gift, this area continues to grow as an important source of funds for our services and programs. A dedicated Major Gifts Relationship Manager provides dedicated assistance to those supporters wishing to support Youth Off The Streets through a major gift and providing opportunities that enable major donors to contribute meaningfully and feel valued in their support of Youth Off The Streets.
Government Services Individual Donations Corporate Supporters Foundations & Trusts Community Fundraising & Events Capital Income (Inc Gov) Op Shops Sale Finance & Other
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our performance Government
Capital Projects
Income received from government decreased by nine per cent from $8,740,388 in 2012 to $7,970,325 in 2013. This income represented 46 per cent of total revenue. The decrease in income is a reflection of the change in approaches to funding implemented by the New South Wales (NSW) State government and the uncertainty in the lead up to the Federal election in September 2013. The state government continued the reform recommended in the report from the 2012 New South Wales Commission of Audit₠. The relevant recommendations are to devolve government responsibilities, in particular through funding model changes in the areas of health, education and individual entitlements; increase partnerships and outsourcing in several agencies; and increase budget constrain in order for the NSW budget to be in surplus by $500-900 million a year. The announcement of the Federal election was made eight months prior to the election in September 2013. The long lead time to the election caused a flux of funding announcements that did not always result in funds received in the same financial year. The challenge for 2013/14 is to ensure that the funding announcements are honoured. In addition, in 2013/14, Youth Off The Street will review its processes and policies in relation to government funding in response to increased competition for funding as a result of the new Federal government’s recommendation for the not-for-profits to join in partnerships or consortiums when applying for funding. Early indication is that the Federal government is frequently opting for a few not-for-profit providers delivering large scale services, as opposed to a number of organisations delivering programs within those services.
We received $1,738,221 throughout the year for capital projects, which allowed us to ensure staff and young people are provided with adequate infrastructure resources to maximise learning and development outcomes. These included $1,698,221 from the Regional Development Authority Funding for the refurbishment of our Cordeaux Heights Centre for Youth, and $40,000 from the Association of Independent Schools, being the final payment for the construction of EDEN College, Koch Centre for Youth at Macquarie Fields.
Community Fundraising and Events The number of external events contributing to our external events revenue in the last financial year numbered 110, eight of those worth over $10,000 each, with the net result being 16 per cent lower than the previous financial year due to the loss of a major recurring event. These events are either sourced by the fundraising team or by members of the community contacting us. These event organisers complete a proposal to fundraise form, which is assessed, advised upon and then registered. They are then provided with an Authority to Fundraise letter, to show that they are officially raising funds on our behalf.
NSW Commission of Audit Final Report Government Expenditure, 4 May 2012, NSW Government
1
Government Income 5,701,856 5,206,826
4,286,535 3,683,789 3,035,347 2,886,876
Op Shop Sales 2011
2012 Federal State
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2013
The income for our Op Shops continued its two year decline with a decrease of 14 per cent in comparison to last year. Youth Off The Streets reviews the costs and outcomes of the Op Shops every 12 months and as a result closed one of our eight Op Shops, the second closure in two years.
our performance Investments and Investment Breakdown The domestic equities and the exchange traded fixed interest investments were managed by Wilson HTM Investment Group up until 1 September 2013 when it was moved to JBWere under a discretionary facility. The portfolio’s objective is to achieve benchmark performance of plus three per cent above the ASX Top 300 index. In 2013, the portfolio achieved a net yield of -2.40 percent against the ASX index net yield of 4.3 percent. The major reason for this performance was the reweighting of the portfolio across the year and crystallising losses in poorer performing stocks, particularly in the energy and materials areas. A further review is currently being undertaken with a view to achieving the benchmark return in the medium term. All cash investments are held with Australian Prudential Regulation Authority (APRA) regulated Australian Banks with a Standard & Poors rating of A or better and government bonds and notes and corporate bonds and notes must have a long term credit rating of BBB or better to qualify for inclusion in the portfolio.
Income BreakDown
41
46% 33%
31%
37%
32%
7 Cash and Cash Equivalents
2% 14.8%
Corporatse Partner 79.6% Gold <$100K Silver $51K - $99K Bronze $10K - $50K Supporters > $9K
61%
%
3.6%
AUD Fixed Interests
%
13%
Domestic Investments
Income 2011 Income 2012 Income 2013
Corporate Partnerships During 2012/13, our corporate contributions include one-off donations, payroll giving, onsite fundraising, foundation and trust funding, skilled labour, gifts in kind and pro-bono support which resulted in a total operational income of $2,559,666, on par with the previous financial year. The Corporate Partnerships team continued to focus on the development and growth of existing corporate partners, using volunteering as the vehicle for building sustainable relationships. Our focus was on supporting our corporate partners by building and driving the success of their community programs and offer opportunities that inform our partners on where their sponsorship will be best suited in our organisation. In addition, we have worked with our partners to identify and deliver opportunities for staff engagement with our services that range from staff events to volunteering opportunities.
Investing in a sustainable organisation
The deficit for the Company for the year ended 30 June 2013 was $1,050,696 (2012: surplus $4,955,730). This increase in expenses of five per cent was largely the result of increased staffing cost, and the continued investment in strengthening internal business areas such as infrastructure and systems. In addition, we developed and built processes around the measurement and data collection frameworks that we have in place so we can track clients progress not only during the duration of their stay in our programs, but also long term. For example, all Outreach Services are now using online reporting methods as a means of recording data and participation observations. Internal training, delivered by Youth Off The Streets Research and Evaluation Team, on the methods of reporting data were conducted with each of the teams. Data that is regularly collected and reported is being used to steer the direction of each program, ensuring that the service continues to be relevant and responsive to the needs and trends of each community. 1.0 0.8 0.6 0.4 0.2 0.0
Youth Off The Streets continued to streamline back office processes and systems in relation to fundraising by implementing regular training for relevant staff and investing in our supporter database with a focus on relationship management, merchandise and community fundraising. In addition, the organisation has implemented a leading Firewall, Data Loss Prevention (DLP), Application Filtering (AF) and Intrusion Prevention Solution (IPS) in relation to staff access to the internet.
youth off the streets 2013
37
our performance
What We Achieved Income 2011 to 2013
Expenses 2011 to 2013 % 44% 45
54% 50
%
39%
30% 32% 26%
24 16%
12
%
Residential Services
16%
15% 10
%
Community Services
4%
1%
5
%
1%
Aboriginal Services
6
%
9%
1.0 0.8 0.6 0.4 0.2 0.0
7% 6% 6%
7%
Outreach Services
23%
24%
19%
18%
28%
%
Education Services
14% 8%
1%
Koch Centre for Youth
Residential Services
Community Services
Aboriginal Services
Income 2011 Income 2012
Expenses 2011 Expenses 2012
Income 2013
Expenses 2013
Outreach Services
Education Services
Koch Centre for Youth
How the money was spent Trends in total income received - 2006 to 2013 (displayed as $000's) 2006
6,308
2007
7,867
4,924 5,980
2008
5,591
4,243
2009
6,048
6,575
2010
7,169
9,168
2011
6,416
2012
6,111
2013
6,232 Government Grants Donations Corporate Supporters Foundations & Trusts
38
1,555 992 1,677 197 1,545 1,112 1,839 1,244
4,889 Community Fundraising & Events Capital Income (Inc Gov) Op Shop Sales Other
483
1,324
9,532 7,985
1,153 1,014 250
808
1,472 1,271
758
1,251
1,071
1,919 204
1,552 1,885
235
1,678 937
728
906 1,074
3,458
802 894
222
1,738
887 764
906
790
our performance
Highlights
Individual Fundraising – One of the outcomes of the More Strategic Brand and Fundraising Review is a change in the way in which we record, track and process our individual donations. This includes a focus on improving segmentation and ensuring better analysis of campaign results and impact. As a result the 2012/13 details around income is difficult to measure against the previous financial year. 10,500 supporters donated a total of $7 million to Youth Off The Streets in 2012/13. The average donation was $233. In addition to an acquisition direct marketing campaign and a bequest mailing, we undertook four* direct mail appeals this year, two newsletters, a Christmas appeal and an appeal at the end of the financial year. Our direct mail appeals raised over $1.5m in 2012/13.The number of bequests increased from 36 in 2011/12 to 39 in 2012/13. The average value of bequests is $24,000. Bequests in the 2012/13 financial year represented 13 per cent of our donation income, 5 per cent of our overall income and was a total of $936,265. The Macsim Sydney to Surfers Charity Bike Ride – This 900km, seven day event was the highlight of the community fundraising year. Held at the end of April 2013, just over 200 riders including three young people and five staff from Youth Off The Streets. This year the event raised over $243,000 making the total raised over the fifteen annual rides to date being $2.27M. Trust and Foundations – It is Youth Off The Streets’ experience that Private Philanthropic Foundations generally consist of individuals or family members with particular funding priorities and approaches, often driven by personal experience or interest. They tend to provide funding for early-stage projects with a focus on early intervention and innovation. Corporate Foundations generally offer staff-driven or sector-specific grants. They usually favour more established projects with successful outcomes, positive stories to share and options for staff volunteering or other involvement. Both are equally important and provide different opportunities to develop our programs and service delivery. 37 philanthropic supporters invested $802,169 in Youth Off The Streets in 2012/13 (2011/12: 28). Of these supporters, three were a result of successful applications to grant programs and a result of strong, long-term philanthropic partnerships. Our success rate for grant applications to Trusts & Foundations increased from 13.9 per cent in 2011/12 to 26.1 per cent in 2012/13.
Talking to a younger audience – In 2012/13, there was an a 49.39 per cent increase in visits to the website with the most common content accessed during the year was our jobs@ youthoffthestreets page, followed by volunteering, our contact details, the about us page and our story. 54.4 per cent of our unique visitors were new to the website and 45.6 per cent were returning. In 2012/13, our digital marketing tools were utilised in the direct marketing campaigns to support our fundraising strategic initiatives. Youth Off The Streets enabled the organisation to engage with our Facebook ‘fans’, informing them of the happenings at Youth Off The Streets and encouraging them to become involved in our initiatives, events and to fundraise on behalf of the organisation. The organisation’s Twitter account and the organisation’s social media platforms are managed by Hootsuite, which ensures that information sent out and the conversations are on message and coordinated, and is measured by BuzzNumbers to track the organisation’s online presence. Communicating with Stakeholders – Youth Off The Streets shares important news and advocates for our youth with personalised letters from Father Riley and relevant staff, our bi-annual newsletter, Youth Off The Streets Facebook page, our website, and comment in the media from Father Riley and relevant staff on youth issues such as youth homelessness, education, child protection, Juvenile Justice and Aboriginal youth issues. Our services and staff have relationships with our young people, their families, their communities, partner organisations, government, corporate and general supporters, volunteers and donors. We meet with our partners, sponsors and fundraisers regularly, providing the opportunity for two way feedback, engagement and improved relationship building. We acknowledge the support of our donors, volunteers and corporate partners with relevant recognition on our website and our communications. In 2012/13, the Marketing and Communications department was part of the six month review of our Fundraising and Marketing practices, which began in January 2012, and included the type and content of our communication with our stakeholders, especially in relation to the Youth Off The Streets brand. Youth Off The Streets implemented research in February 2013 into who, how and why Australians support Youth Off The Streets and what it means to them. For the last four years the Research and Evaluation team has surveyed our staff, the young people in our services, our stakeholders and our volunteers. Feedback is used to improve our services wherever possible.
*The 2012 Annual Report stated two direct mail appeals rather than four direct mail appeals.
youth off the streets 2013
39
our performance How we communicate
Youth Off The Streets Stakeholders Corporate Partnerships
Government
Service Providers
Young People in our Service
Youth Off The Streets
Staff
Media
Supporters
Volunteers Donors
Feedback from young people, staff and external stakeholders remains positive overall, continuing the annual trend, with high rates of satisfaction expressed by the majority of respondents. Critical feedback or suggestions for improvement are reviewed by the management teams as a part of our quality improvement cycle. Staff learning and development remains central with staff identifying types and levels of training they require. Volunteers have contributed useful suggestions about how we can improve some of our equipment and processes to make their involvement more enjoyable and effective. Stakeholders are keen to strengthen our partnerships with them and new partners developed through our Koch Centre for Youth provided a range of positive responses to working with this relatively new Centre.
Year
respondents
Volunteer respondents
Over 24 months involvement with YOTS
Staff demonstrate PRIDE values very well or well
Overall experience of working with YOTS as rated very good or good
2010
110
31
46%
95%
85%
2011
137
60
82%
85%
89%
2012
186
88
51.5%
90%
78.5%
2013
178
86
63%
97.3%
94%
40
Total
• Regular updates • Our annual surveys • Sharing reports and evaluations with donors and partners • Invitations to events • Appeal opportunities • Staff presentations and posters at conferences • Attendance at inter-agency and sector meetings • Memberships of relevant peak bodies and sector agencies • Phone calls • E-mails • Bi-annual newsletter • Email newsletter update for Corporate Partners • Website • Youth Off The Streets Thank You Events • Youth Off The Streets Annual Open Day • Youth Off The Streets Annual Presentation Night
Coveraguee 52% by Iss our performance
9% % % 5 2 % 1 5% 3% % % %0 1 22
Snapshot
Youth Off The Streets Media In 2012/13, there were 123 media interviews, a decrease of 34 per cent from 2011/12 and 71 media announcements (press releases, Letters to Editors, media statements and article placements), a decrease of 9 per cent from the previous year. Although the amount of interviews and media announcements were less than the previous year, the amount of coverage produced by this proactive media increased by 37 per cent in comparison to the previous year. This was reflective of the changes in the Australian media landscape that led to outlets preferring drafted content, such as placed articles and letter to editors, rather than media releases and interviews that required a story to be written by the media outlet.
General YOTS Homelessness Education
1
mONTHLY COVERAGE
9% % 5 % 3%
Coveraguee 52% by Iss
Juvenile Justice Aboriginal Issues Child Protection
YOTS Fundraising Events YOTS Event and Activities Community Fundraising Corporate Supporters
5%
1 0 17 25 8 40 68 30 General YOTS Aug 23 269 16 53 1 9 Homelessness Education 2 Sep 1 4 25 48 66 14 Juvenile Justice 6 Oct 2 8 Aboriginal Issues 11 56 122 Child Protection Nov 1 11 29 32 37 81 YOTS Fundraising Events YOTS Event and Activities Dec 5 9 16 56 22 118 Community Fundraising Jan Corporate Supporters 61 44 13 34 14 mONTHLY Feb 5 In 2012/13, the audience reach for our total coverage received 8 COVERAGE 46 5 50 Mar tracked showing that our message had a potential audience July 1 11 8 5840 25 68 79 30 10 was 17 11 25 of over 30.4m. Aug Apr 24 33 212 23 74 269 16 53 1 9 91 Sep 1 May 4 9 66 28 2 14 28 48 90 25 14 What Is New In 2014 â&#x20AC;˘ Measure and review the sustainability of our schools across Oct 2 June 54 122 96 11 7 8 2056 49 6 New South Wales in accordance with needs in the community and program models. Nov 1 11 29 32 37 81 TV Social Media News â&#x20AC;˘ Continue to implement the three year fundraising and Dec 5 16 56 Radio 22 118 Social Media 9 branding strategy. Other Internet Newspaper Jan 61Magazine 44 13 34 14 Feb 5 8 46 5 50 Mar 10 previous financial 58 in the 25 11As 11we had done 79 year, our media coverage (which includes traditional media, online news and Apr 24 33 91 sites) was 74 also tracked by212 social networking issues and activities to better understand which Youth Off The Streets were May 9 14 28 28 90 (asmessages being published in traditional and online media well as social June networking 7 20 49sites), which type 54 of media achieve 96 greater coverage and to ascertain why certain issues received greater prominence. July 1
%
%
2
1
3
2
1
11
2
1
4
3
2
1
3
2
1
11
2
1
4
3
In 2012/13, there was an increase in coverage in comparison to the previous year around educations issues, Youth TV Social Media NewsOff The Radio Streets fundraising events and community Social fundraising that is Media Other Internet done on behalf of the organisation by the general public. Newspaper Magazine
youth off the streets 2013
41
our performance
Youth Off The Streets gratefully acknowledges the generosity of the following supporters and partners in 2012/13:
corporate Gold Sponsors
silver sponsors
Bronze sponsors Ausgrid, Beach Road Hotel, Campbelltown Catholic Club Ltd, Canterbury Hurstone Park RSL Club, CCH Australia, Club Merrylands Bowling, Commander Centre Sydney East, Commonwealth Bank of Australia, CSR, Dooleys Lidcombe Catholic Club, ELO Digital, Freedom Kitchens, Fujitsu General (Aust.) Pty Limited, Gloucester Coal, GWA Bathrooms and Kitchens, Hunter Hall International Ltd, Insurance Australia Group, Inghams Enterprises Pty Ltd, Liverpool Catholic Club, Microsoft Australia, Morgan Stanley, Munich Reinsurance, Myer Pty Ltd, Napoleon Perdis, NRMA Motoring & Services, Optus, Penrith Rugby Leagues Club, SNP Security, State Street Corporation, Westpac Banking Corporation 42
y/o,
$2.5m*
our performance
Trusts, Foundations and Not-for-profits
James N Kirby Foundation, Eldon and Anne Foote Trust (via Lord Mayorâ&#x20AC;&#x2122;s Charitable Foundation), The Carlo & Roslyn Salteri Foundation (managed by Perpetual), Australian Communities Foundation, Bimonu Management Consultancy Services Trust, Count Charitable Foundation, The Association of Independent Schools, National Cannabis Prevention and Information Centre.
Australian Government
Department of Regional Australia, Arts and Sports; Department of Education, Employment and Workplace Relations; Department of Infrastructure and Transport; Department of Health and Ageing; Department of Immigration and Citizenship; Department of Families, Housing, Community Services and Indigenous Affairs; NSW Family and Community Services; NSW Department of Education and Communities; NSW Department of Premier and Cabinet.
Local Government
City of Sydney, Narrandera Shire Council.
youth off the streets 2013
43
our peop
OUR PEOPLE
le
Our Staff
Youth Off The Streets is an Equal Opportunity Employer. Our Human Resources team provide specialist support for employees and volunteers across recruitment, learning and development, industrial relations, Work Health and Safety, reward and recognition, performance and career management, rehabilitation and workers compensation, and payroll. We had 200 full time, part time and casual members of staff on our payroll in 2012/13. As an employer in the child related employment sector, Youth Off The Streets is required to have all staff in direct care and supervision of young people complete a Working with Children check. In 2012, we extended police background checks to all staff and volunteers, including those who do not work directly with children. Youth Off The Streets encourages Aboriginal and Torres Strait Islander people to apply for roles within the organisation.
2012-13 Goals
• Focus on learning and development and create a professional, collaborative work environment.
• Meet the needs and developmental expectations of current and prospective staff.
Ongoing Challenges
In our 2012 staff survey, the majority of staff rated their overall experience of working at Youth Off The Streets as high or very high (84.5 per cent), an increase of 9.1 per cent (75.4 per cent) from the previous year. However, comments relating to this question indicate that the following factors have impacted on the quality of the staff experiences at work and the ability to feel fulfilled and productive:
• Internal communication issues; • Human Resource issues (including
pay; staff turn-over; workloads; benefits; managerial support; and improvements of professionalism and recruitment); and
• A need for improved organisation planning and strategy.
What We Did
• Work Health and Safety (WHS) – In response to the new NSW
Workplace Health and Safety Act 2011 legislation, which was introduced in New South Wales (NSW) in January 2012, Youth Off The Streets continued to roll out changes that included: training on key legislative changes; requirements of the WHS Manual; and site inspections and risk assessments for all Op Shops and services throughout NSW, ensuring compliance with WHS standards. Our volunteers also participated in WHS training. Youth Off The Streets purchases Personal Accident Voluntary Workers Insurance on a yearly basis to cover all volunteers. Our volunteers also have access to our Employee Assistance Program - a confidential, free counselling service, for both our volunteers and families to utilise if needed.
• Performance
Development – Youth Off The Streets is committed to the continued development of staff ensuring their skills and abilities are matched to perform in their
4444
OUR PEOPLE current or desired role. From May 2013, Human Resources has trained all line managers on the performance development processes and practices. All employees participate in the performance management framework and key outcomes in individual performance agreements are linked to Youth Off The Streets business goals and strategy, the staff member’s supervision feedback, performance development plan and role requirements as outlined in their Job Description. The minimum requirement for regular meetings between a manager and employee is one month. In December and June each year, employee performance is formally assessed. In the 2012–13 performance cycle 100 per cent of employees received the review.
• Staff Recognition - Staff continue to be recognised at regular intervals throughout the year, including monthly reward and recognition, quarterly awards and the Employee of the Year. Nominations for these rewards are received on both a managerial and employee level. The Senior Management team decide who the winners are for each quarter and these individuals receive gift certificates to be spent at their own discretion. Our values based PRIDE cards are available as an immediate way for staff to recognise and thank each other at anytime and Father Riley sends ‘CEO Notes’ to thank staff and managers for their outstanding contributions. Years of Service Acknowledgements for five, 10 and 15 years service are also a staff recognition initiative.
• Remuneration
and Benefits - Youth Off The Streets encourages flexible work arrangements for staff where this does not compromise the care of any young person; facilitate paid Learning and Development; and offer a competitive Salary Packaging scheme. Staff under the Social, Community, Home Care and Disability Services Industry Award 2010 (the SCHADS Award) have their salaries reviewed and adjusted as they progress to a higher grade level through experience and education. All other staff members receive an annual review of compensation, which follows after the performance management cycle finishes. Youth Off The Streets continues to implement the Wellbeing Program benefits scheme, which has now been running for two years. The scheme has included flu vaccinations at three locations; access to the Employee Assistance Program, which provides counselling services for employees and their families; quarterly magazines offering healthy lifestyle and eating tips; and health assessments, which took place at our Annual Christmas Party in 2012 and were well met by participants.
• Policy and Procedures – Policies are reviewed every two years
and the policies reviewed in the previous year are due for updates in the next financial year. Policies are available on the staff intranet for all staff to view.
Highlights
staff in achieving tertiary qualifications through our partnership with TAFE and OTEN for our Trainee Youth Workers; diversity awareness; and a career starters’ program, which is designed to build Youth Off The Streets capability by recruiting primarily, though not exclusively, people who have recently completed year 12 or a traineeship. Recruitment and Induction – Vacant positions are advertised internally through the employee intranet and in regular Human Resources updates as well as the website, social media and recruitment agencies. New recruitment processes and systems were implemented this year, which matched the advertising, social media and online promotion options, to suit each individual program and position. In addition, a graduate steering committee was established to enhance the department’s graduate recruitment. All new employees attended an orientation day training and information around policies and procedures, training, payroll and the services of Youth Off The Streets. Payroll – In 2012/13, Payroll enhanced the Payroll/Human Resources system. A training module was introduced, which links into Employee Manager Online System, whereby staff can book training courses, which flow through to their managers for approval. An additional recruitment module has been introduced to track applicants, who are both successful and unsuccessful, when applying for positions within Youth Off The Streets. Wages for youth workers have been reviewed in the year to align with Fair Work Transitioning arrangements for the modern SCHADS award. Transitioning calculations will continue until 2018 when the new modern award is expected to catch up with the old “State” SACS award. Wage reviews are conducted twice a year in July and in December. Payroll staff visited different sites within the organisation to bring updates on salary packaging, Training, Leave Applications, Superannuation and general wage enquiries to encourage staff to take advantage of salary packaging and API benefits. These on-site visits have increased the number of staff taking advantage of employee benefits. As our Aboriginal Service is expanding we are accessing different state bodies to apply for wage subsidies for our Aboriginal staff. This will be ongoing through traineeships and permanent employment. Going forward we hope to look at further wage subsidies for other groups to assist in offsetting the costs of employment. The payroll system has now been modified to report on interstate wages within Australia due to the opening of new Outreach programs in Queensland, Victoria, Tasmania and Western Sydney.
What Is New in 2014 • Commencing
work on developing a workforce planning capacity for Youth Off The Streets in collaboration with programs, departments and services.
• Introducing a mentoring program for staff. • Reviewing and updating relevant policies and procedures.
Learning and Development (L&D) – L&D programs are aligned with our strategic plan and our aspirations for culture, collaboration, excellence and influence. Youth Off The Streets implements the 70:20:10 Learning Strategy— a balance between on-the-job learning (70 per cent), mentoring, coaching and peer learning (20 per cent), and classroom-based learning (10 per cent). Key components include: formal coaching; leadership development; professional development training; supporting youth off the streets 2013
45
OUR PEOPLE
Staff by AGE (Total - 200) 2 3
Community Services Education
12 12 4
KC4Y
7
1 5 3
Cordeaux Heights Residential Outreach
1
2 18 4 5
1
Aboriginal
14
1
5
3
6 1 1 2 2 1 10 4 5 5 2 4
2
3
1
Op Shop Head Office
4 8
12
5
10
25 25-34 35-44 45-54 55+
Years of service
33
%
Community Services
2 8 8
Education KC4Y
40.80
%
6 12
59.20% Female Male
46
1
Head Office
17 7
3
Aboriginal Op Shop
2
3
Residential Outreach
4 2 1 4 2 2 3 5 1 3 1 6 223
12
1
Cordeaux Heights
Staff er by Gend
11
5 2
2 3
1 10
21 <1 year 1-2 years 3-4 years 5 yeras 6-9 years >10 years
1 1 3 4 3 4
OUR PEOPLE
Volunteers enrich our communities
Volunteering is integral to each of the Services that Youth Off The Streets provides, offering an essential contribution towards supporting our cause and reflecting a whole of community approach to assisting our young people. We had 478 active individual volunteers this year, 195 of which provided the sole frontline workforce behind the operation of our Opportunity Shops (Op Shops). Our volunteers, aged between 21-80 years old, work beside our staff to provide the best quality of care for our young people and contribute to an estimated value of just under $2.5m* to our organisation. They work within almost all of our services, including our schools to provide assistance to our teachers, students and our National Scholarship Program recipients, assisting Outreach with recreational activities, supporting the maintenance and upkeep of all our facilities and more complex tasks, such as file audits and risk assessment. Volunteers also make a critical contribution to our Food Van and Street Walk programs, without which the services could not be offered. The estimated value of our Op Shop volunteers is over $1.7m*. We support our volunteers to access opportunities to develop their work readiness and social skills, assisting them to progress to employment. We also support volunteers who are required to complete a number of hours of community service or voluntary work to receive government support.
2012/13 Goals
• To improve volunteer contribution by planning and reviewing current systems.
• Increase
opportunities to gather feedback and collate information which will enhance volunteer experience.
Ongoing Challenge
• A Records Administrator was recruited to audit all volunteer records to ensure accurate information.
What We Did
Getting the Right Volunteers Youth Off The Streets continues to comply with the national standards for volunteering and is a member of The Centre for Volunteering. The recruitment of new volunteers and the matching of volunteering opportunities with the right candidate continues to follow the processes set up in the previous financial year. They are:
Food Van. Comprehensive and more specialised training is organised for relevant programs.
• Workplace health and safety – The safety of our volunteers
is critical. Safety and risk are discussed during induction. Incident report forms are distributed with all induction packs and volunteers are encouraged to report incidents and near misses to enable us to manage risk appropriately.
What was said “My most memorable experience is attending Presentation nights when you are able see the pride on the faces of the kids, when they receive recognition for their achievements. So heart warming to see first-hand what difference compassion and caring can make to a young person’s life.”
Communicating with our Volunteers
• Regular communication is made with volunteers throughout
the year focusing on information and news relevant to our volunteers. This communication is in the form of an email, Volunteer Connections, distributed every second month; email and printed and posted event invitations; Facebook promotions; Youth Off The Streets biannual printed newsletter, Streets Ahead; a thank you event with Father Riley during National Volunteer Week in May; and invitations to the Youth Off The Streets annual Presentation Night for all our young people.
• In July 2013, Youth Off The Streets conducted its fifth annual
survey of volunteers. A total of 86 responses were received with the overall response being positive with 92 per cent responding very good or good.
• During National Volunteer week in May, Youth Off The Streets
held a Volunteer Thank you Event on Friday 17 May 2013. Hosted by Macquarie Group Foundation, 68 volunteers attended the evening to celebrate and recognise the hard work, dedication, and support each volunteer.
• Recruitment – Vacancies are advertised online through the Youth Off The Streets website, ‘Seek Volunteer’ and ‘Go Volunteer’. Application forms are accessible online.
• Screening process – Volunteers complete an application form
and sign our Code of Conduct and other relevant policies including Criminal Record checks and Working With Children checks, which are conducted prior to commencement.
• Learning
and development – Mandatory inductions are conducted for most programs, including Street Walk and the
youth off the streets 2013
47
OUR PEOPLE
Highlights • Three
volunteers from the Koch Centre for Youth were nominated and were awarded an Inspiring Women’s Award for International Women’s Day. The awards recognise inspiring women who positively impact and influence communities groups and individuals.
• At the Youth Off The Streets Presentation Night on Friday 30 November 2012, two volunteers, Pat Allen and Matthew Curran were awarded our Circle of Courage award, the highest honour anyone can receive from Youth Off The Streets. This award recognises individuals for embodying four core values for nurturing all children in a climate of respect and dignity.
What Is New
• Improving volunteer retention and the overall volunteering experience by fine tuning the definition of volunteer duties and responsibilities.
• Regular audits of volunteer records, will allow Youth Off The
Streets to connect and communicate regularly with active volunteers, engaging volunteers in a more interactive and proactive manner.
* Based on ABS May 2013 estimate of private sector average adult ordinary time earnings.
33% 1%
• Congratulations to Mark Davidson, a Youth Off The Streets
mentor, who won the 2012 South Sydney Volunteer of the Year Awards. As a regional winner our mentor will head to the State Award ceremony later in the year. This achievement is a reflection of his support, contribution and dedication to the mentor program, and to the four young people he guides and nurtures.
What was said “Every child has a story of what is happening in their life journey and its a pleasure liaising with the youth of today. Most memorable moment to date has been the Xmas Party held at Bert Saunders reserve, great to see so many kids having fun. I also enjoy cooking for these kids each week and listening to their lovely manners.”
41%
% 33 e Act ivteer Voluln-478 Tota
6 6 %
2
%
%
11%
Aboriginal Services Community Services Education Services Koch Centre for Youth Outreach Services Business & Administration Op Shops
What was said “Seeing the smiles on the faces of both first-time volunteers and how much they got out of their Food Van experience and of the homeless people we serve food to. I love talking to ‘the regulars’ outside the Food Van at Darlinghurst and catching up on the gossip on the streets.
48
Our governance
Our Governance Statement
Youth Off The Streets is a company limited by guarantee, incorporated under the Corporations Act 2001. Ultimate responsibility for the governance of the company rests with the Board of Directors (Board). This governance statement outlines how the Board meets that responsibility. The Board recognises the importance of good corporate governance and achieving accountability of the Board and management. The Board continues to report against the ASX Corporate Governance Council’s Principles of Good Corporate Governance and Best Practice Recommendations 2007 (2nd edition – ASX Recommendations). Youth Off The Streets corporate governance policies centre around the Board, the Board committees and the principles that govern the interaction with, and oversight of, management. The Board is satisfied with Youth Off The Streets application of the principles in the ASX Recommendations and that Youth Off The Streets corporate governance framework policies and procedures will ensure the continued effective management and operation of Youth Off The Streets. Youth Off The Streets’ corporate governance framework, policies and practices have remained under regular review as expectations and requirements develop to ensure Youth Off The Streets continues to comply with industry practices, standards and legislation.
The Role of the Board
Our Board of Directors is our governing body and is committed to act in the best interests of the company and protect the assets and interests of Youth Off The Streets by promoting our objectives as identified in our constitution and in our vision and mission. The Board has the following principal responsibilities: a. charting the direction, strategies and financial objectives for the company and monitoring the implementation of those policies, strategies and financial objectives; and b. monitoring compliance with regulatory requirements and ethical standards. Within the context of the principle responsibilities mentioned above, the Board have the following specific responsibilities:
our govern
ance
a. to oversee the Company’s internal control and accountability systems, ensuring integrity of the risk management and management information systems; b. to monitor and assess management’s performance in carrying out any strategies, meeting any objectives and observing any budgets approved by the Board, and to ensure that sufficient resources are available to management for those purposes; c. to ratify the appointment, if any appointment is to be made, and where appropriate the removal of the Chief Operating Officer (COO) and/or Chief Financial Officer (CFO); d. to approve and monitor financial and other reporting;
youth off the streets 2013
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Our governance e. to establish appropriate internal and external audit arrangements and confirm that they are operating effectively; f. to ensure the company complies with relevant legislation and regulations; g. to approve the application of membership to the Company; h. to approve commitments in excess of discretionary limits that it may have from time to time delegated to the Chief Executive Officer (CEO), Chief Operating Officer (COO) and senior management; i. to approve each of the following: i. the strategic plan and performance objectives, at least every two years; ii. the operating and capital budget, at least annually; iii. significant changes to company structure; iv. the entering into partnerships, the acquisition of businesses and the establishment, disposal or cessation of any significant business of the Company; v. any public statements which reflect significant issues of the Company’s policy or strategy; and vi. any changes to the discretions delegated from the Board; and j. to review on a regular and continuing basis: i. senior executive succession planning (in particular for the CEO); and ii. senior executive development activities. These responsibilities are set out in the Board’s Charter, which can be viewed on the company’s website, www.youthoffthestreets. com.au/aboutus/governance
Management Responsibility
The Board has delegated authority for the management of the company to the CEO and the COO. Accordingly, the CEO and COO have been charged with implementing the Board directives and the day-to-day management and reporting of activities.
Board Composition The Board comprises of six directors; five Non-Executive directors and the Chief Executive Officer. The Company Secretary attends but is not a director. The Chief Operating Officer attends the Board meetings as an invitee. The maximum number of directors is 15 according to the Constitution. The Board should, if practical, comprise a majority of Non-Executive Directors who satisfy the criteria for independence.
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Board Charter
The Board has developed a charter to provide a framework for the effective operation of the Board. The Charter addresses the following matters:
• Responsibilities of the Board; • Relationship between the Board and management; • Board membership; • Independence of Directors; • Non-Executive Directors; • Board meetings; • Board committees; • Performance of the Board; • Conflicts of interest; • Retirement from the Board; • Outside directorships; • Code of conduct; • Induction procedures and continuing education; • Access to the company secretary and employees; • Confidentiality; • Review of Board Charter; • Access by Directors to independent advice; and • Request for additional information. The full Board Charter can be viewed on the company’s website, www.youthoffthestreets.com.au/aboutus/governance
Independence of Directors
A Director is only to be regarded as independent if the Director is independent of management and free of any business or other relationship that could materially interfere with or could reasonably be perceived to materially interfere with the exercise of the Director’s unfettered and independent judgment. In considering whether a Director is independent, the Board is to have regarded:
• any
information, facts or circumstances that the Board considers relevant; and
• any materiality thresholds, standards or guidelines that the Board may adopt from time to time.
If a Director is or becomes aware of any information, facts or circumstances which will or may affect that Director’s independence, the Director must immediately disclose all relevant details in writing to the Company Secretary and the Chairman. The Board will regularly assess the independence of each Director.
Our governance
Director induction and professional development
Youth Off The Streets has an induction program to facilitate immediate involvement in Board activities by any new Director. Youth Off The Streets also recognizes that Board members must be provided with a range of opportunities for professional development. The Board encourages Directors to identify areas for professional development and the Company will do its best to provide sufficient access to appropriate resources.
Board Committees
Audit, Finance and Risk Committee Composition
The Chairman and members of the Audit, Finance and Risk Committee are noted on page 62. The Board will ensure that an independent Director, who is not Chairman of the Board, remains Chairman of the Committee and that the Committee will have between three and five members, the majority of whom are independent Directors. The CEO, COO and Finance Manager are invited by standing invitation to attend.
Responsibilities The primary function of the Audit, Finance and Risk Committee is to assist the Board in fulfilling its responsibilities by reviewing:
The Board has established appropriate committees to assist it in the discharge of its responsibilities. However, the Board will not delegate any of its decision making authority to those committees except as expressively specified in the Committee charters.
a. The financial reporting, including the application of accounting policies and financial management, capital, expenditure and revenue;
Our Committees may be established by the Board as and when required. Membership of the Board Committee will be based on the needs of Youth Off The Streets, therefore Committee membership can be extended to experts in their fields or management who are not Directors but whom the Board believes can add value to the functions of the individual Committee. Membership to Committees will be based on the skills and experience of the individual members.
c. The effectiveness of the business risk management framework, including internal controls, compliance with applicable laws, regulations, standards and best practice guidelines, and the protection of the entity’s assets.
The charter of each Board Committee is available on the company’s website at www.youthoffthestreets.com.au/aboutus/ governance
b. The performance and independence of external audit; and
External Auditor
It is the responsibility of the Audit, Finance and Risk Committee to: a. Ensure that independent external auditors are appropriately engaged to fulfil the needs of the company; b. Review the scope of the external audit and the quality and effectiveness of the external auditor’s performance; c. Meet formally with the auditor for discussion of draft reports prior to finalisation of the auditor’s final report; and d. Review management’s response to matters raised by the external auditors. The external auditor must attend the Company’s Annual General Meeting and be available to answer members’ questions regarding:
• The conduct of the audit; • The preparation and the content of the audit report; • Accounting policies adopted by the company in relation to the preparation of the financial statements; and
• The independence of the auditor in relation to the conduct of the audit.
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Our governance
Services Committee Composition
The Chairman and members of the Services Committee are shown on page 62. The Board will ensure the Committee will have between three and five members. The CEO will be a member of the Services Committee.
Responsibilities The primary function of the Services Committee is to assist the Board in fulfilling its responsibilities by reviewing the companyâ&#x20AC;&#x2122;s services and the performance and outcomes of the individual programs. In relation to services the committee is to: a. Ensure adequate and appropriate services reporting, including assessing the appropriateness of services policies and practices and ensure that disclosures meet the minimum requirements; b. Review the services in relationship to the mission, strategic and business plans of the company and make recommendations to the Board as appropriate; c. Review the services delivery, assessment and outcomes and make appropriate recommendations to the Board. The review will include an annual program of service visits; d. Evaluate the procedures established by Management to ensure the Companyâ&#x20AC;&#x2122;s compliance with appropriate government bodies. Review these procedures on an annual basis; and e. Identify and assess the operating risks associated with any proposed new service or program initiative to be undertaken by Youth Off The Streets and make recommendations to the Board as appropriate.
Nominations Committee Composition
The Chairman and members of the Nominations Committee are shown on page 62. Committee membership shall consist of at least three and not more than five Board Members. The CEO and Chair will be members of the Committee.
Responsibilities The primary purpose of the Nominations Committee is to support and advise the Board on Board matters including policies, performance, composition and succession planning. This includes identifying, evaluating and recommending candidates to the Board.
Development Committee Composition
The Chairman and members of the Development Committee are shown on page 62. From November 2012, Committee membership shall consist of at least two and not more than four Board Members and the Chief Operating Officer (COO). Subject to Board approval, the Chairperson of the Development Committee may invite external specialists and volunteers to serve as committee members. Members of the Fundraising, 52
Marketing and Corporate and Government Partnerships teams may be invited from time to time to present papers.
Responsibilities The primary function of the Development Committee is to assist the Board in fulfilling its responsibilities by reviewing: a. The current status of the companyâ&#x20AC;&#x2122;s fundraising and strategic income generation initiatives; b. Proposals for both general and specific purpose fundraising activities and ensuring that they are consistent with the underlying goals and values of the company; and c. Ongoing developments in fundraising and income generation, including corporate partnerships, in the notfor-profit sector with a view to recommending to the Board any suitable initiatives.
Our governance
Risk Management
Youth Off The Streets operates a risk management framework that provides the Board with a communication process to continually assure them that risks inherent in the operations and activities of the company have been prudently managed. See page 54 for more detail. The Board has delegated the review of risk management to the Audit, Finance and Risk Committee. As part of this role, the Committee regularly reviews the effectiveness of the risk management system and reports to the Board on the risk management framework, at least annually. Youth Off The Streets management team is responsible for implementing the risk management system, in particular identifying risk, developing methods of improving internal controls and governance systems and reporting material business risks to the Board.
Investment Performance Review
Review of Investment Performance is to be undertaken by the Audit, Finance and Risk Committee on a quarterly basis with advice from the Board. Special Investment Performance Reviews can also be called as required.
Code of Conduct
Youth Off The Streets is committed to promoting ethical and compliant behaviour among Directors, volunteers and employees. To this end the Board has adopted a code of conduct applying to all Directors, volunteers and employees. The code promotes:
• Acting with honesty, integrity and fairness; • Acting in accordance with the law; and • Using the Group’s property and resources which includes;
appropriately
• Promotion of confidentiality; • Avoidance of conflict of interest; and • Seeking effective and efficient outcomes for the company. The code of conduct can be found on the Company’s website at www.youthoffthestreets.com.au/aboutus/governance This Corporate Governance Statement should be read in conjunction with the Director’s Report as this report also contains information required to be included by the ASX Recommendation.
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Our governance Communicate and Consult Who are our stakeholders, what are their objectives and how shall we involve them?
Establish the context. What do we need to take into account. What are our objectives?
Identify the risks. What might happen? How, when and why?
Analyse the risks. What will this mean for our objectives? Level of risk, consequences, etc
Evaluate the risks. Which risks need treating and our priority for attention?
Treat the risks. How should we best deal with them?
Monitor and Review Have the risks and controls changes?
Risk Management Framework Diagram
Risk Management Youth Off The Streets operates a risk management framework based on the principles and guidelines for risk management established by AS/NZS ISO 31000:2009. It provides the Youth Off The Streets Board with a communication process to continually assure them that the risks inherent in the operations and activities of the organisation are identified, evaluated and then managed through internal controls. The risk management framework itself is subject to a continual process of improvement, which is overseen by the Board and is depicted in the Process for continuous improvement to the Risk Management Framework diagram.
whole organisation. Risk management plans have been devised to manage each of these top material business risks. Incidents, injuries and workplace hazards are reported by staff through a central database which is used throughout the organisation. The database enables systematic review of incidents by management (and the Board for those incidents with high impacts) and trend analysis.
Mandate and commitment
The Board has delegated the regular monitoring and review of risk management to the Audit, Finance and Risk Committee. Management is responsible for implementing the risk management system which assesses, monitors and manages operational, financial, project, strategic and compliance risks. Each person responsible for a program or service has the minimum requirement to assess risk annually in the context of their programs or department as part of an integrated, organisation wide risk management system. See Risk Assessment Process diagram. Youth Off The Streets has identified the top material risks it faces. These include: succession planning issues; securing ongoing funding for our work; reputational damage potential; client, staff and volunteer safety; child protection risks associated with being a child-related employer; securing and retaining appropriate and skilled staff; employee-related issues; establishment of new services where they are not planned in connection with the
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Design of the framework for managing risk
Continual Improvememt of the framework
Implementing risk management
Monitoring and review of the framework Risk Assessment Process
Our governance
Environmental Sustainability
As part of our focus on providing a framework for a sustainable future through accountable, professional and collaborative practice, Youth Off The Streets works in collaboration with corporate partners, supporters, volunteers, young people and our staff to implement programs and activities that support sustainability. Youth Off The Streets has focused on energy efficiency in its buildings. This is to reduce costs and help the environment: as the energy used for air conditioning, heating water and lighting is significant in our commercial buildings. In 2012/13, Youth Off The Streets adopted the United Nations Energy Program (UNEP) Energy Efficiency in Buildings framework in an attempt to move towards becoming carbon neutral and to adopt greener operational practices. The purpose of this framework is to demonstrate the benefits of moving towards a more energy efficient operation– providing the following benefits:
• A number of energy efficiency measures are available, which are simple to implement, and have a short payback period.
• Global energy prices are rising as demand outstrips supply, and improving energy efficiency now will provide operational security in the future.
• Making the most of fossil fuel energy and becoming more energy efficient cuts greenhouse gas emissions related to the operations of our business.
2012/13 Facility Carbon and Energy Initiatives
In 2012/13 a baseline of energy consumption was created across all existing sites followed by analysis of usage and recommendations for minimisation. Whilst it is Youth Off The Streets’ aim to deliver carbon savings across the organisation, it should be noted that working within leased premises delivers unique constraints and different challenges than working in an owned premises, and that not all carbon saving actions will be applicable in all circumstances. Some initiatives, which were identified early, were:
• Began retrofitting district heating and cooling systems within our premises
Waste Management and Recycling
At each of our four major sites, Youth Off The Streets has a 1.5mt recycling bin, which is emptied twice a month. This is 3.0 cubic meters of cardboard and paper being recycled per month, for 12 months (36 cubic meters), for each site. We recycle at least 108 cubic meters of cardboard and paper per annum, which is just over 38 tonnes. Every ton of high quality paper (e.g. office paper) recycled saves up to 24 trees₁, so in the last financial year, Youth Off The Streets’ recycling has saved up to 912 trees. Youth Off The Streets accepts donations of used and serviceable corporate office furniture and residential furniture to be utilised throughout its services, which would otherwise have been disposed of in landfills. This helps our supporters reduce their waste footprint.
Energy Efficiency
Youth Off The Streets has continued to focus on improving its IT energy efficiency. During 2012/13, the IT department consolidated all servers located at different locations and migrated the data on to the central servers at Mascot; reducing the number of servers utilising energy by 50 per cent. This was the next step after replacing our energy inefficient legacy HP servers in 2011/12 with new Dell PowerEdge servers, which deliver industry leading performance per watt and qualify for the Energy Star Australia₂ specifications. Youth Off The Streets continues to partner with Canon, who ensure energy efficiency and sustainable development in any new photocopier or printer. Canon continue to develop sustainable manufacturing processes, and machines that reduce the energy required to operate. Both the Dell servers and the Canon copiers comply with the European Union’s Restriction of Hazardous Substances directive (2002/95/EC)₃, which aims to solve the problem of increasing amounts of hazardous waste from electronic equipment.
www.conservatree.com/learn/EnviroIssues/TreeStats. shtml
1
2
http://www.energystar.gov/
3
http://www.bis.gov.uk/nmo/enforcement/rohs-home
• Retrofitted advanced control systems to manage the district heating and cooling systems
• Retrofitted solar systems to appropriate sites during planned works and refurbishment
• Retrofitted motion sensors on external lighting • Tariff comparison is being undertaken at all sites to ensure each facility is paying only what is necessary for their energy use
• Retrofitting draught excluders on external doors • Retrofitting energy efficient water heating systems Energy efficiency and carbon management is an ongoing process, and we have only begun to measure and analyse our current usage to ensure the initiatives we have planned for 2014 and onwards meet with the UNEP framework. youth off the streets 2013
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OUR financials
Director’s Report Directors
The names and details of the Company’s Directors in office during the financial year and until the date of this report are as follows. Directors were in office for this entire period, unless otherwise stated.
Richard Gibbs, GAICD Chairman
Richard has been a Director since 2006. He was appointed Chairperson in February 2011. He is the Global Head of Economics and Chief Economist at Macquarie Group, where he is responsible for providing analysis and strategic advice on developments in domestic and international economies, and investment markets. He plays a key strategic advisory role in support of Macquarie Group’s securities trading, banking services, corporate finance, infrastructure and funds management businesses. He also acts as a specialist adviser to the Boards of several of the Group’s major institutional clients and provides strategic advice to the Board of Macquarie Group.
OUR FINA
NCIALS
Richard holds a Bachelor of Economics (Hons) and a Master of International Economics and Finance specialising in macroeconomic policy, finance and public policy administration. He also holds a Graduate Diploma in Applied Finance and Investment from the Securities Institute of Australia, a Master of Business Administration and a Graduate Diploma in Executive Performance Management. Richard is a member of the Australian Business Economists and the National Association of Business Economics (NABE) in the United States. He is a member of the Advisory Board for the Australian National University, School of Arab and Islamic Studies, a Trustee for the Committee for the Economic Development of Australia (CEDA), a Member of the Australia-Oman Business Council, a Fellow of the Financial Services Institute of Australasia (FINSIA) and Graduate Member of the Australian Institute of Company Directors. Committee Membership: • Development Committee - Chair
• The Audit, Finance and Risk Committee
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Our financials
Anna Ainsworth, GAICD Director
Anna has been a Director since 2002. She served as Chairperson of the Board from 2008 to February 2011. Anna is the Community Development Manager of Eden Gardens and Garden Centre, North Ryde and a Director of the Eden Foundation. Her earlier career was in Public Health Practice where she worked as a Paediatric physiotherapist. Anna is a member of the Development Advisory Committee of the Botanic Gardens and Domain Trust and a member of Philanthropy Australia through the Eden Foundation. Anna holds a post graduate Diploma in Physiotherapy from Cumberland College of Health Services, a Bachelor of Science from the University of New South Wales. She is a graduate Member of the Australian Institute of Company Directors and a graduate of the Benevolent Society Sydney Leadership Program. Committee Membership: • Services Committee – Chair
Craig Davis Director
Craig Davis has been a Director since 1998. He was elected Deputy Chairman in 2000 and served as Chair of the Board from 2002 to September 2008. He was also elected a Youth Off The Streets Ambassador in August 2009. After a successful career playing Australian Football League (AFL) for Carlton, Kangaroos, Collingwood and Sydney Swans, Craig is now the Sport Development Manager for the University of New South Wales Sport and Recreation. Craig was honoured with the Australian Sports Medal and Life Membership for AFL New South Wales (NSW)/Australian Capital Territory (ACT) in 2000 and brings with him vast experience in Board membership. This year, Craig was honoured with the naming of the Craig Davis College at the Cordeaux Heights Centre for Youth.
Rebecca Lynch Director
Rebecca has been a Director since 2005. Rebecca is a special counsel at Herbert Geer Lawyers. She holds a LLB (Bachelor of Laws) from the University of Sydney and brings with her a great deal of experience in the legal profession. Rebecca has practised in the area of commercial litigation for over 30 years. She was a partner at DLA Phillips Fox until she retired from the partnership in May 2007. Rebecca is admitted as a Solicitor of the Supreme Court of New South Wales (1979), Northern Territory (1992) and South Australia (1994). Rebecca also received official accreditation as a mediator by LEADR (1994). Rebecca is a member of the Law Society of NSW. Committee Membership: • Services Committee
• Nomination Committee – Chair
Rick Millen Director
Rick has been a Director since 2007. Rick was a partner of Pricewaterhouse Coopers (PwC) (retired June 2011). During his time, Rick led the Advisory Practice and sat on PwC’s leadership team. For five years from 2006 to 2011 Rick led PwC’s corporate responsibility agenda in Australia including running the PwC Foundation. From 2008 to 2010 Rick also coordinated PwC’s corporate responsibility agenda globally in some 140 territories. Rick is a director of Australia for UNHCR. Rick holds a BA in Law from Oxford University and is a member of the Institute of Chartered Accountants in Australia. Committee Membership: • Development Committee
• The Audit, Finance and Risk Committee – Chair
Craig was the CEO of the NSW Australian Football League (1990 - 1998), the Chairman of Selectors Sydney Swans (1986 - 1987) and Deputy Chairman of the NSW Sports Federation (1996 - 2003) as well as Chairman of the Non-Olympic Sports Task Force (1996 - 2000). Craig holds a Surveying Certificate from the Royal Melbourne Institute of Technology.
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OUR financials
Father Chris Riley, AM
Bernie Moore
(resigned effective 18 July 2012) Director
Founder and CEO
Father Chris Riley AM, Founder and CEO of Youth Off The Streets, has worked with disadvantaged youth for more than 35 years in a variety of roles including teacher, youth worker, probation officer, residential carer and principal. Father Riley officially founded Youth Off The Streets in 1991. As CEO of Youth Off The Streets, Father Riley oversees the operation of over 25 programs that employ over 200 staff and involve more than 478 volunteers. He has implemented innovative behaviour modification strategies to help young people deal with a history of trauma, abuse and neglect. Many of these strategies have been adopted by schools across Australia and by Government agencies. Father Chris Riley believes there is no such thing as a “child born bad”, but acknowledges that there are bad environments, circumstances and families that impact negatively on our young. “We must have the courage to demand greatness from our youth.”
Qualifications:
• Diploma of Teaching Australian Catholic University, Chadstone, Victoria, 1975
• Secondary
Teachers No. 37378, 1975
Certificate
of
Registration
• Primary Teachers Registration Board, 1976 • Bachelor of Theology, Melbourne College of Divinity, Clayton, Victoria, 1982
• Bachelor
of Arts (major Sociology and English) Monash University, Clayton, Victoria, 1984
• Diploma
of Abuse Counselling, Australian Institute of Professional Counsellors, Queensland, 1996
• Diploma
of Psychology, Applied School of Psychology, Sydney, 1997
• Diploma of Aboriginal Studies, TAFE NSW OTEN, 2010 • Certificate IV in Alcohol and Other Drugs, TAFE OTEN, 2010
NSW
• Honorary Doctorate of Letters, University of Western Sydney. “This award is in recognition of your outstanding humanitarian service to the community, especially youth,” 2010
• Masters
of Special Education, University of Southern Queensland, 2010.
Father Riley is a member of the Children’s Court Advisory Committee; Headspace Macarthur, Campbelltown, Southern Highlands; Regional Development Committee Sydney; and is Patron of the Care Van Foundation in the Albury region. Committee Membership: • Services Committee
• Nominations Committee • Audit, Finance and Risk Committee
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Bernie Moore has been a Director since 2008 and was appointed Company Secretary in 2005. Bernie was the Company Secretary of Espreon Limited, requiring extensive experience in managing the financial and administration divisions of the business. He is an Associate of the Institute of Chartered Secretaries and Administrators and a Fellow of the Institute of Public Accountants. In earlier years Bernie served as a soldier in the Australian Army, including 5 years as a member of the Special Air Service Regiment, of which he still has an affiliation serving as Treasurer of the Australian SAS Regiment Association (NSW Branch). Committee Membership: • Audit, Finance and Risk Committee – Company Secretary.
Robyn Ridgeway
(resigned effective 17 October 2012) Director Robyn has been a Director since 2009. She is a proud Aboriginal Women and has worked in the area of Aboriginal education since 1996. Her current position is the Course Manager and Teacher of Aboriginal Courses at the Open Training and Education Network (OTEN) which is the distance education arm of Western Sydney Institute (WSI) TAFE. Robyn is a member of the Western Sydney Institute TAFE Advisory Council, the Aboriginal Studies Discipline Expert for the Institute and is also involved in several committees as part of her position at OTEN. She is actively involved in the writing, editing and reviewing of relevant student resources for the courses she manages. She is a member of the NSW Writers Centre, Friends of Tranby Aboriginal College and was involved in the production of a short film titled ‘A Walk Through Country’ produced specifically for the Diploma of Aboriginal Studies. This short film was a finalist in the 2006 New York Film Festival. Committee Membership: • Services Committee
• Aboriginal Services Committee
Deborah Thomas, MAICD
(joined 22 August 2013) Director Deborah joined the board of Youth Off The Streets in August, 2013. One of the country’s most successful and experienced magazine editors, Deborah was at the helm of Australia’s biggest selling magazine, The Australian Women’s Weekly, for a decade and has been editing some of our most popular women’s magazines for over 20 years, before moving to a corporate role within ACP Magazines, now Bauer Media.
Our financials In her current role as Director of Media, Public Affairs and Brand Development across Bauer Media’s portfolio of 70-plus magazines, websites and social media, Deborah is responsible for all media, events and PR, corporate affairs, communications, brand licensing and sponsorships, as well as key advertising relationships and company initiatives. In 2012 Deborah was elected to local government as a Councillor for Woollahra Municipal Council. She is also Deputy Chair of the National Library of Australia, a member of the ANZAC Centenary Advisory Board and a founding patron of the Taronga Conservation Foundation.
Principal Activities
Youth Off The Street Limited was incorporated in New South Wales on 30 April 2002. The principal activity of the Company is the provision of rehabilitation services to youth affected by drugs, alcohol and homelessness. Youth Off The Streets Limited commenced operating as a company, limited by guarantee, on 1 April 2003. There have been no significant changes in the nature of these activities during the year.
Operational and Financial Review Principal activities to meet objectives
For the year ended 30 June 2013, Youth Off The Streets Limited reported a deficit of $1,050,696 (2012: surplus $4,955,730) which represented a 121 per cent decrease on prior year. Income received from government decreased by nine per cent from $8,740,388 in 2012 to $7,970,325 in 2013. This income represented 46 per cent of total revenue. We received $1,738,221 throughout the year for capital projects which allowed us to ensure staff and young people are provided with adequate infrastructure resources to maximise learning and development outcomes. These included:
• $1,698,221 from the Regional Development Authority Funding for the refurbishment of our Cordeaux Heights facility, and
• $40,000 from the Association of Independent Schools, being the final payment for the construction of EDEN College, Koch Centre for Youth at Macquarie Fields.
Operating results for the year The deficit for the Company for the year ended 30 June 2013 was $1,050,696 (2012: surplus $4,955,730).
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OUR financials
Short Term and Long Term Objectives and Strategy
Youth Off The Streets will continue to provide services consistent with our mission of helping disconnected young people discover greatness within, by engaging, supporting and providing opportunities to encourage and facilitate positive life choices. Our 25 services include crisis accommodation, alcohol and other drug services, counselling, accredited high schools, centre for youths, outreach programs and specialised residential programs. This is in accordance with our existing three year Strategic Plan, which is reviewed annually to ensure that the organisation is well positioned to meet new challenges in our key focus areas. See page 14 and 15 for detail on our Strategy. As outlined on page 33, Youth Off The Streets has continued to outline the impact of our likely growth in services on our expected financial results for the next three years, as part of our focus on providing a framework for a sustainable future through accountable, professional and collaborative practice. Youth Off The Streets will continue to rely on the financial support of various federal, state and local governments provided through relevant grants and the generosity of individuals and private and corporate donors. The organisation has implemented the first set of recommendations to the structure of our fundraising strategy and brand development model following on from the fundraising and brand review that took place from January to June 2012. The Board continues to set clear expectations about the number and quality of programs provided to young people. The Board has agreed, in line with the Chief Executive Officer, to measurable outputs for each service, and performance reports noting the progress made towards achieving these outputs are reviewed at the monthly Board meeting.
Performance Measurement Donation revenue of $6,941,635 (2012:$10,842,143) decreased by 36 per cent. This represented 40 per cent of total revenue. Expenditure for the year was $18,410,689 (2012: $17,491,237). This increase of 5 per cent was largely the result of increased staffing cost.
Likely Developments and Expected Results
Koch Centre for Youth, Macquarie Fields The Koch Centre for Youth has refocused towards becoming a Centre for Educational Innovation for disadvantaged young people in the area. This new approach will commence in the 2014 calendar year. In preparation for this change, two staff were trained by Social Ventures Australia â&#x20AC;&#x201C; during 2013 â&#x20AC;&#x201C; in the fundamentals of the Social Return on Investment (SROI) method. A small group of staff are now in the preparation stages of developing a whole-of-Centre forecast SROI. It aims to identify the anticipated social impacts and SROI ratios for the educational
60
work that will begin implementation from the 2014 calendar year. This process will be conducted, in close consultation, with young people who attend the centre, community members and key stakeholders.
Cordeaux Heights Centre for Youth, Illawarra
The refurbishment of the Keelong Juvenile Justice Centre in the Illawarra Region began in April 2012 and was completed in December 2012. The refurbished Centre is now the Cordeaux Heights Centre for Youth, which opened in March 2013, and was up and running from June 2013. The Centre aims to co-locate educational and residential programs and services, and to work within local communities and with other local area service providers to facilitate a range of opportunities and services for disadvantaged youth between the ages of 12 and 21 years. It will provide a safe and engaging environment for young people who may attend Craig Davis College, reside in the Barbara Holborow Bail Accommodation Service or the Aboriginal Residential Care Services program and who participate in Community Outreach programs.
Our financials
To formulate a Leadership Continuity Plan
The need for a Leadership Continuity Plan was identified during last year’s annual revision of our existing three year Strategic Plan. The Plan identified and aligned one Board member and two Committee members using existing Board and Committee Charters and Policies. In addition, Youth Off The Streets has reviewed reporting lines and structure to accommodate planned business growth. The review meets existing business needs and has the potential to align with future business needs. The Board began the review of succession planning for the Chief Executive Officer and the Senior Management Team in May 2013 and recommendations will be discussed at the Board Strategy Day in October 2013.
Capital Projects
Youth Off The Streets has three capital projects that may commence in the next five years. The first is the building of a Trade Centre on the Chapel School – Key College, Merrylands Campus in the first quarter of 2014. This centre will enable Youth Off The Streets to expand its Technical and Applied Studies (TAS) through the development and purchase of TAS specific buildings and equipment. The aim is to offer Board of Studies endorsed subjects for TAS from the first term 2015. The second project is in Doonside, Western Sydney where Youth Off The Streets is working with Western Sydney Parklands Trust with the view of establishing an Educational Centre in the future. The final project on the horizon is the possibility of constructing a centre in Narrandera, Western NSW to meet the needs of the young people in the local community.
To continue the expansion of education Expansion of Outreach Model 2013, a public announcement was made that Youth Off and social support services provided to InTheAprilStreets would receive $5 million in Federal Government funding to extend our Outreach Service into 10 new locations Aboriginal youth over the next two years. The investment is part of the Approximately 19 per cent of the young people in Youth Off The Streets programs identify as Aboriginal, an increase from 17 per cent recorded last year. As part of our commitment to provide culturally appropriate care to all young people in our services, we have developed strategies to specifically support the long term outcomes of young Aboriginal people in our programs. Aboriginal Services works across the organisation to ensure the rights, needs and aspirations of Aboriginal young people are considered and met throughout all programs.
In 2012/13, Youth Off The Streets appointed two full time Aboriginal youth workers. This allowed support to be provided to the existing Aboriginal senior youth worker at the Koch Centre for Youth. It resulted in the creation of a Men’s Business group, cultural camps and cultural activities – which educates young people from Aboriginal communities about their culture and others about respecting Aboriginal culture. The team continue to regularly meet with members of local Aboriginal communities, services and Aboriginal Elders for a whole-of-community approach to assisting youth from Aboriginal families.
$40 million National Crime Prevention Fund, which is funded from the confiscated proceeds of crime. Through research and community consultation, Youth Off The Streets identified areas that would benefit from our successful Outreach model. We work with the community, organisations, the local government and the young people there to provide the intervention and diversionary services. Outreach can empower young people to participate in their community and transform their future through the development of their skills, confidence and relationships with each other, their families and the community. We will provide jobs in the area as we hire the Program Manager and Trainee Youth Workers from the community to help get the service started.
ASPIRE, the Aboriginal Education Program at Key College, Chapel School, Merrylands Campus, was developed last year to help Aboriginal students realise their full potential. The ASPIRE Program is for students in Year 9 and 10, although all Aboriginal students in Youth Off The Streets can be involved in the cultural activities. In 2013/14, Youth Off The Streets will expand existing Aboriginal Services. We will deliver a range of culturally appropriate youth programs and activities across Youth Off The Streets services, including: Outreaches in new areas such as Logan, Queensland and South Eastern Sydney; Education; Residential and the Cordeaux Heights facility in the Illawarra Region. This will be done through increasing pro-activity and efficiency in securing long term funding streams to support our existing programs and anticipated growth.
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OUR financials
Directors’ Meetings
Services Committee Meetings
The number of meetings of Directors held during the year and the number of meetings attended by each Director were as follows: No. of meetings had while in office
No. of meetings attended
Christopher Keith Riley
10
10
Craig Stuart Davis
10
9
Anna Maree Ainsworth
10
10
Rebecca Monica Grace Lynch
10
10
Richard John Gibbs
10
9
Richard John (Rick) Millen
10
9
Robyn Gail Ridgeway*
4
2
Bernard Moore*
1
0
Name of Directors
Bernard Moore ceased as an Officeholder 18/7/12. Robyn Ridgeway’s resignation was effective 17/10/12.
Committee Membership Directors acting on the committees of the Board and the meetings attended are as follows Audit, Finance and Risk Committee Meetings No. of meetings had while in office
No. of meetings attended
Richard John Gibbs
11
11
Richard John (Rick) Millen
11
10
Christopher Keith Riley
11
11
Bernard Moore
1
0
Name of Directors
No. of meetings had while in office
No. of meetings attended
Anna Maree Ainsworth
10
10
Rebecca Monica Grace Lynch
10
10
Christopher Keith Riley
10
10
Robyn Gail Ridgeway*
4
2
Name of Directors
Development Committee Meetings No. of meetings had while in office
No. of meetings attended
Richard John Gibbs
11
9
Richard John (Rick) Millen
11
8
Name of Directors
Member’s Guarantee The Company is a public company limited by guarantee that is incorporated and domiciled in Australia. If the Company is wound up, its Constitution states that each member is required to contribute a maximum of $20 each towards meeting any outstanding obligations of the Company. The total liability of members in the event of winding up the Company is $380 (2012: $380). At 30 June 2013 the number of members was 19 (2012: 19 members). The maximum number of members allowed under the Company’s Constitution is 100 members.
Auditor Independence The Directors received an independence declaration from the auditor, Ernst & Young. Signed in accordance with the resolution of the Directors.
Nominations Committee Meetings Name of Directors
No. of meetings had while in office
No. of meetings attended
Rebecca Monica Grace Lynch
3
3
Christopher Keith Riley
3
3
Richard John Gibbs
3
3
Christopher Keith Riley, Director Sydney, 2013
Richard John Gibbs, Director Sydney, 2013
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Professional Services Investment Advisors
Youth Off The Streets appointed Wilson HTM Investment Group to manage our investment portfolio under a discretionary investment facility, from 1 September 2013 this task will be undertaken by JBWere.
Legal Advisors
Youth Off The Streets corporate legal advisors are Wilshire Webb Staunton Beattie Lawyers and Henry Davis York Lawyers.
Bank
Youth Off The Streets main bank accounts are with Westpac Banking Corporation. We also have accounts with National Australia Bank and Commonwealth Bank of Australia.
Independent Auditors Ernst & Young
Scan here or go to www.youthoffthestreets.com.au/ annualreport for the full Youth Off The Street 2013 Statutory Accounts.
Youth Off The Streets is accredited as a Designated Agency and maintains policies and procedures that comply with the benchmark standards as defined by the Office for Children the Childrenâ&#x20AC;&#x2122;s Guardian.
For further information about Youth Off The Streets or to donate Phone: 1800 062 288 Email: info@youthoffthestreets.com.au Visit our website: www.youthoffthestreets.com.au