Contents UnitingCare ReGen’s purpose and values 1 Annual impacts of alcohol and other drug use 2 Why ReGen 3 About us 4 Our year at a glance 5 From the Chair 6 From the CEO 7 Performance data 8 Responding to the AOD reforms 10 Goal 1 – Be a lead AOD agency 12 Goal 2 – To be an employer of choice in the AOD sector 14 Goal 3 – Develop and maintain strategic partnerships 16 Goal 4 – Maintain and grow a diverse funding base 18 Goal 5 – Increase the profile of ReGen 20
Methamphetamines in the mix – responding to complexity 22 Our organisation 24
Our people 26 Financial overview 28
Financial statements 29
Our service partners and supporters 32
ABN 96525412680 © Copyright UnitingCare ReGen Published October 2014 by UnitingCare ReGen 2
Photographs in this Annual Report are of staff, people who use alcohol and other drugs and their families and friends. Except where specified, all quotes and case studies have been sourced from people who use our services, their families and friends. They have been de-identified for privacy purposes. Every effort has been made to ensure this publication is free from error and/or omission at the date of printing. The authors, publisher and any person involved in the publication and preparation of the ReGen Annual Report 2013-14 take no responsibility for loss occasioned to any person or organisation acting or refraining from action as a result of information contained in this publication.
ReGen’s purpose and values
Our purpose is to reduce alcohol and other drug related harm, and promote health and wellbeing
Hope Affirming the possibility of change for everyone Social Justice Standing up for the rights of all people to be treated equitably and with dignity Empowerment Building on people’s strengths so that they can speak and act for themselves Integrity Upholding honesty, openness and responsibility in all our actions Respect Accepting all people as they are and acting with compassion, empathy and fairness
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Annual impacts of alcohol and other drug use
Alcohol and other drug (AOD) use is the leading risk factor for the burden of disease in Australia3
$55 b Annual cost of AOD use to the Australian economy1
$55 billion Annual cost of AOD use to the Australian economy1
Understanding the problem Australia has a problem with alcohol and other drugs: –– Alcohol is consumed by three out of four Australians.4 Most people drink responsibly, but many do not. Alcohol remains, by far, the drug responsible for the most harm in Australia. –– More than 40% of Australians over 14 have tried illicit drugs, mostly cannabis. Heroin use continues to decline, but Ice (methamphetamines) and emerging ‘synthetic’ drugs pose new challenges. –– Prescription rates for powerful opioids, benzodiazepines and other psychoactive medications continue to rise. Overdose deaths have now overtaken the road toll. Problematic AOD use does not occur in isolation. It happens in response to other events occurring in people’s lives. However, problematic AOD use has its own consequences and adds complexity to the challenges people face. The harmful impacts of AOD use are felt by individuals and families, but everyone in the community bears the cost. Understanding treatment
$1.1 billion 2
Federal expenditure on AOD related law enforcement2
$397 million Federal expenditure on treatment & harm reduction2
Early interventions address problematic AOD use before it escalates. The earlier this is done, the easier it is to respond to issues that contribute to that use and reduce the associated impacts on people’s lives. However, people often only seek AOD treatment once they have reached crisis point and they feel that they have lost control of their lives. At this point, people don’t just need help with their AOD use, but with the much bigger task of rebuilding their lives. For treatment to be effective, a holistic approach is required. Promoting wellbeing ReGen’s services support the reduction and/or cessation of AOD use (and related harm) by strengthening people’s resilience and assisting them to develop new skills. Treating people with respect and recognising their strengths (as well as their needs) are effective ways to support sustainable change in people’s lives. ReGen provides a range of connected services that promote improved wellbeing in key areas including physical and mental health, family relationships, support networks and opportunities for work, study and volunteering.
Reducing the supply of and demand for alcohol and other drugs are key elements of Australia’s harm minimisation approach, but problematic use still occurs and harm is done.
The stronger people’s wellbeing, the greater their resilience in the face of future challenges and the less likely they are to require further AOD treatment.
Improving social justice, health and wellbeing and promoting individual empowerment all play a role in reducing the drivers of problematic AOD use, but people still experience trauma, injustice and social exclusion.
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Treatment services work with people to reduce harm, support change and rebuild their lives.
Australian Institute of Health and Welfare, Drugs in Australia 2010: tobacco, alcohol and other drugs, 2010 Drug Policy Modelling Program: Law enforcement takes the lion’s share of illicit drug spend, 2013 World Health Organisation - Global Burden of Disease www.who.int (Alcohol is the world’s third largest risk factor for disease burden; it is the leading risk factor in the Western Pacific and the Americas and the second largest in Europe). Australian Institute for Health and Welfare: 2013 National Drug Strategy Household Survey report
UnitingCare ReGen exists to reduce the harm from problematic alcohol and other drug (AOD) use and promote health and wellbeing. Since 1970 we’ve been working on the ground with people with AOD issues. We are passionate about social change, but recognise that passion alone isn’t enough. Our work is grounded in research evidence and our experience in developing and delivering services in response to emerging needs. And we don’t just keep our knowledge to ourselves – we share it online, in print and face to face through workforce development, education and advocacy. Everything we do aims to provide non-judgemental support so that people with AOD issues and their families can achieve their goals. We make this happen in a number of ways including:
Leading practice –– Using research evidence –– Developing award-winning services that are recognised nationally and beyond the AOD sector, such as our Catalyst and children, youth and family programs. –– Rethinking approaches to AOD treatment, including physical health screening; after hours services; and using online and mobile technologies to enhance treatment and education services. –– Being the leading Victorian agency for client diversion programs for alcohol and illicit drugs, and the lead accredited agency delivering Drug Drive. Welcoming organisation –– Treating people with respect. People who use ReGen’s services are our best ambassadors – more than four out of five clients heard about ReGen via word of mouth from other clients. –– Challenging the stigmatisation of people who use drugs, shaping policy and finding new ways (through new and traditional media) to inform public debate of AOD issues.
A day in the life of a Psychiatry Registrar at Williams House
Dr Meenal Aggarwal spent six months working at Williams House, ReGen’s youth withdrawal unit, as part of her training to become a psychiatrist. Here Dr Aggarwal shares her experience of ReGen: “I see all of the young people who stay at Williams House and prescribe treatment for their withdrawal. But my role is very broad, and I would rather be involved with each patient than just prescribe medication and say goodbye.
Every person that I see comes with different challenges, so I treat patients on a case-by-case basis. I never know what I’m walking into. If I find that a patient is quite unwell I might prescribe medication (such as an anti-psychotic) and recommend that they follow-up with a mental health service. For other patients I might provide assessment and recommendations, such as going to see a private psychiatrist or psychologist, or I might provide grief counselling myself. Sometimes people may not require any extra assistance. It can be hard to get patients to open up and talk to me – especially people who’ve had traumatic experiences in
–– Investing in an organisationwide approach to changing ReGen’s culture and practice in key areas such as consumer participation, dual diagnosis (AOD and mental health) and family inclusive practice.
Why ReGen
Why ReGen matters
Mutually enriching relationships –– Working in partnership with people who use our services, staff and other service providers. Collaboration is a key strength of our approach, as recognised by our partners, funders and external quality accreditation. –– Responding to emerging needs, such as working with the Victorian Government to develop new treatment and education programs for people using Ice (methamphetamines). –– Recognising the commitment of our staff to their work and supporting their professional and personal development. Our staff tell us that working at ReGen is demanding but incredibly rewarding. Our inspiration is the optimism, boldness and resilience of people affected by problematic alcohol and other drug use.
their childhood or have had bad experiences with mental health services in the past. Some people don’t know whether they can trust a doctor, so it takes just the right amount of empathy and the right amount of professionalism to get patients talking. But when patients do talk, even one session can be very therapeutic. My experience with ReGen has been that it’s a very professional organisation. I’ve seen most of the clinicians who work here, and I think they’re wonderful. I’ve enjoyed my work and am now thinking of doing my specialisation in addiction psychiatry.”
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About us
ReGen is the leading AOD treatment and education agency of UnitingCare Victoria and Tasmania. UnitingCare ReGen is a not-for-profit agency with over 40 years’ experience delivering a comprehensive range of AOD services to the community. Our approach ReGen’s services are consistent with the harm minimisation framework that has underpinned national and state drug strategies for more than 25 years. In keeping with these strategies we are committed to minimising the health, social and economic harm to individuals, families and communities resulting from problematic alcohol and other drug use. Harm minimisation is not about moral judgements regarding AOD use. It is about working with people in a respectful way, whether their goal is ceasing or reducing their use, or minimising the harm associated with substance use. The comprehensive range of ReGen’s services enable us to provide early education or treatment interventions where people are at risk of, or are experiencing, early stage AODrelated harm. We also provide more intensive services for adults or young people who require greater levels of support or medical care. ReGen is committed to leading practice. This means that all our activities are supported by research evidence, and we continually monitor, evaluate and strive to improve our services. Our nationally recognised Registered Training Organisation provides workforce development training, consultancy and mentoring for AOD workers and other allied health professionals. All ReGen services reflect our values: hope, empowerment, respect, social justice and integrity.
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Working with different needs
Working collaboratively
ReGen provides services that reduce harm and support people to achieve long term goals regarding their AOD use, which often occur together with mental health issues and other challenges. We understand that people have different needs and goals, and that these may change as they progress through treatment and post treatment support. We work in partnership with individuals and families to achieve realistic goals that keep them safe and improve their quality of life.
ReGen’s harm minimisation focus acknowledges that treatment is only one phase in the change process. We work collaboratively with a range of complementary services designed to support lifestyle changes over the longterm, including self-help programs and services providing specialist support in areas such as mental health, medical services, children and family services, employment, education, welfare and housing.
Our person-centred approach ensures that our staff consider how people’s background and life experience may influence their AOD use, as well as their understanding and expectations of treatment services. We have extensive experience working with groups with different needs including those with acquired brain injury. Regardless of background, we believe that our role is to instil hope that sustainable change is achievable and provide people who use our services with the support and practical skills necessary to make it happen. Families can play a critical role in preventing AOD harm and supporting their loved ones to address their substance use. However, problematic substance use within the family can have a negative impact on other family members’ health and wellbeing. ReGen recognises the right of every child to a safe and stable childhood and is committed to building a society that values and cares for its children, as demonstrated by our Intensive Playgroups for parents and children. We provide a range of targeted services and practical resources for family members at all stages of the change process. This may involve an information session at intake, family counselling during treatment, or attendance at a support group for family members.
We continually improve our services by monitoring and evaluating them against best-practice benchmarks including evidenced based research, external quality accreditation standards and relevant legislation. We also listen to people who use our services, staff and peers and take into account what has worked for them. Our stakeholders ReGen’s stakeholders are people with AOD issues, their families and the wider community; our staff and Board of Governance; our funders including state and federal government and corporate partners; our partners and allies, including the UnitingCare network; our donors; policy makers; non-government organisations and researchers working in the AOD sector, mental health and allied fields; and the media. Relationship to the Uniting Church ReGen is an agency of the Uniting Church in Australia and is part of the UnitingCare network. The UnitingCare network is one of the largest non-government providers of community services in Australia. We are guided by the strategies and priorities developed by UnitingCare Victoria and Tasmania, and the Uniting Church Synod of Victoria and Tasmania. Our strategic direction The new 2014-2017 Strategic Plan guides ReGen’s work and directs our energies to ensure that the needs of individuals, families and communities affected by problematic AOD use are at the heart of everything we do.
Our year at a glance Achievements –– Success in AOD recommissioning process in partnership with Odyssey House Victoria. –– Development of new programs and service models in response to emerging need, particularly the growing impacts of methamphetamine use on individuals and families. –– Recognition for our Family Services, taking out the Victorian Department of Health’s 2013 Robin Clark Memorial Award for Making a difference with children, young people and families. –– Strengthening of Consumer Participation systems to support a range of new training, research and consultancy initiatives across our services. –– Delivery of key workforce development initiatives to build the capacity of the AOD and related service sectors to provide high quality, evidence based practice. –– Establishment of new service delivery and research partnerships to support improved service consistency, co-ordination and expansion of the evidence base for effective AOD treatment services. –– Increase in influence on policy and community attitudes through our policy submissions, public advocacy and building communities of support via social media. –– Continued recruitment and retention of high quality staff, with our 2013 staff survey showing satisfaction continuing to climb from already very high levels. Disappointments –– Restrictions on family members’ eligibility for recommissioned Victorian AOD treatment services. –– Uncertainty about Federal funding for key youth and family services. –– Loss of sector capacity to advocate for evidence based policy following the defunding of the Alcohol and Drug Council of Australia (ADCA) and the Australian National Preventative Health Agency (ANPHA).
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From the Chair
It is my pleasure to report on behalf of the Board on another year of challenges and change for UnitingCare ReGen. Overview ReGen consolidated its role as a leading service provider in the alcohol and other drugs (AOD) sector, attracting significant new responsibilities in the first round of the new funding and service arrangements for the sector in Victoria. A second round of funding changes in the treatment sector, planned in the next 12 months, will bring more challenges. ReGen has continued to innovate and respond to new challenges, leading the development of high quality, tailored support and treatment for those harmed by use of methamphetamines (Ice), while collecting evidence to inform the development of best practice. ReGen has maintained the strong recovery in its financial position, with a second consecutive operating surplus ($342,000). Also, the Board has adopted a new three year Strategic Plan for 2014-2017. Amongst all of this change, ReGen is focused on continuing to value its staff and its consumers. This is based not only on measures and outputs, but on maintaining a person-centred, caring organisational culture. Sector Reform
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The first phase in the Victorian Government’s reforms of the AOD sector resulted in significant changes to the funding and delivery of AOD treatment services. The emphasis is on funding service providers that are able to deliver high quality, integrated and innovative services. In a strategic partnership with Odyssey House Victoria, ReGen is leading the development and co-ordination of treatment services in the Department of Health’s North and West Metropolitan Region. ReGen is also supporting UnitingCare Ballarat and other agencies in the Grampians region.
In our partnership, ReGen will be sharing management of four metropolitan catchments with Odyssey House. This is leading to significant growth in ReGen’s staff and responsibilities, and we will be operating from an increased number of sites in the coming months, while working closely with other service providers. Governance The Board continues to place strong emphasis on sound governance at every level of the organisation, starting with its own structures, processes and procedures. The Board has commissioned an external Board evaluation process run by Leadership Victoria to help identify strengths and weaknesses and options for improving the Board’s performance. Acknowledgements This report is my first as Board Chair. I want to thank my fellow Board members for their support, and their valued contributions for the benefit of the organisation. Ian Angus stepped down from the Board in November 2013 after five years of service, including two years as Board Chair. Ian’s outstanding leadership helped ReGen through a number of challenges, and I want to acknowledge Ian’s significant contribution to ReGen over his time on the Board. The senior management team and staff, led by CEO Laurence Alvis, continue to do a wonderful job in reducing alcohol and other drug related harm and building an organisation making a real contribution to the Victorian community in the process. On behalf of the Board, I thank them for their dedication and hard work. Lastly, I acknowledge the courage and commitment of the consumers and supporters of ReGen for their contribution to the ongoing development of this remarkable organisation.
Sandy Ross Chair - Board of Governance
–– Continued development (and evaluation) of new treatment models for people who use methamphetamines.
ReGen, in partnership with Odyssey House Victoria (Odyssey) and 12 other providers, were successful in being awarded 71% of total AOD treatment services in the DOH North and West Metropolitan Region. This was a great outcome and significantly builds on our base of established treatment and support services. Prior to recommissioning, ReGen predominantly provided non-residential services in three Local Government Areas in Melbourne’s north and west. Through the ReGen-Odyssey partnership, this now expands to 14, with double the number of service locations.
Staff Development
Operating outcomes ReGen ended the year in surplus, in a strong financial position. The better-than-expected result was due to increases in new programs, including the after-hours pilot, methamphetamines pilot, suicide prevention training program and increases in fee paying services. The number of people who used our services this year was 2,136, an increase of 8% from 2012/13 (1,982). Treatment episodes also increased by 12% to 4,049, compared to the year before (3,613). There were 43 Performance Objectives in the ReGen 2011-2014 Strategic Plan. At the conclusion of the three-year Strategic Plan, 37 were completed (86%), two partially completed (5%) and four not completed (9%). In the 2008-2011 Strategic Plan 83% of objectives were completed. Growth and funding In addition to the recommissioning outcomes, ReGen has seen significant new funding from the Victorian Department of Health: –– New Mother and Baby Residential Withdrawal Unit (announced in the 2014/15 State budget), to be built at our current adult residential withdrawal site in Ivanhoe and expected to open in 2016.
ReGen also piloted an after-hours AOD service for the Northern Metropolitan Medicare Local.
From the CEO
The last 12 months has been an insecure time for the alcohol and other drug (AOD) sector with the release of the Department of Health (DOH) AOD recommissioning tender documents in December 2013 and the appointment of successful service providers in June 2014.
ReGen has maintained its commitment to our staff by ensuring they have the skills required to undertake roles required in the AOD recommissioning. The latest staff survey was conducted in 2013/14. Overall staff satisfaction increased from 91% (2012) to 93%, which was a great outcome given the uncertain future generated by the AOD reform process. Challenges for the year ahead In 2014/15, the greatest challenge for ReGen will be to establish and consolidate our role as a key AOD service provider in significantly larger catchments. We will continue to develop and document the Methamphetamines pilot and the final year of the Torque pilot rehabilitation program (for people involved in the justice system) and share our learnings with the AOD sector. It is also critical to ensure the design, development and construction of the Mother and Baby unit meets both program and consumers’ needs when it opens in 2016. Conclusion I want to thank the senior management team for their support and the Board of Governance, who give their time and energy to guide ReGen. I would also like to acknowledge the significant contribution made by all ReGen staff in 2013/14. Finally, I would like to thank all our funders, partners and supporters who have made all of the above achievements possible. We look forward to your continued involvement with ReGen.
Laurence Alvis Chief Executive Officer
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Performance data
Major presenting drug types
2009/10 2010/11 2011/12 2012/13 2013/14 0%
Alcohol
10%
Cannabis
20%
Heroin
30%
40%
Amphetamines (includes Ice)
50%
Alcohol has remained the dominant Other primary drug ofdrugs concern identified by people who use our services (41%). TheAmphetamine number of(includes peopleIce) seeking treatment for amphetamines, including Heroin Ice, has grown by just under a third to 17% and has nearly tripled since Cannabis 2010/11. In contrast, the number seeking treatment for cannabis Alcohol continues to drop and is now 20%. There has been little or no change in heroin or other drug use. This data focuses on the primary drug of concern, although different drug types are often used concurrently. ReGen’s figures are broadly in line with Victorian AOD clients’ primary drug of choice.
Other drugs
Total clients
2009/10
The number of people who use ReGen’s service continues to increase - 8% in the last year. ReGen remains committed to family inclusive practice, consumer participation and being a dual diagnosis capable organisation.
2027
2010/11
1901
2011/12
1807
2012/13
1982
2013/14
2136
0
500
1000
1500
2000
2500
Episodes of care
2009/10 2010/11
3727
2011/12 8
In the last 12 months there has been a 12% increase in episodes of care. Efficiencies have allowed services to manage this increase, despite continuing to address a wide range of issues such as co-occurring mental and physical health problems, poverty and family breakdown.
3785
3292
2012/13
3613
2013/14
4049
0
1000
2000
3000
4000
Education and brief intervention programs
Education and brief interventions increased by more than 7.5% in the last year. Education programs include: Keeping Going, a relapse prevention group; the Action based Recovery Group, for loved ones affected by an individual’s AOD use; Cautious with Cannabis; FOCIS; Drink Drive; Drug Drive; and Alcohol - Considering Change? A new program was added, Methamphetamine Personal Education Program.
493
2009/10
543
2010/11
592
2011/12
893
2012/13
960
2013/14 0
200
400
600
800
1000
Assessments can also be described as brief interventions but are not included in this data.
Overall performance against funding targets
2009/10
96%
2010/11
96%
ReGen has managed to deliver an overall performance against key funding targets of 112% for Prison Contracts, Counselling and Support, and Withdrawal Services in 2013/14. Across various services, our programs exceeded their aggregate target with staff able to deliver additional services to people affected by problematic AOD use.
99%
2011/12
106%
2012/13
112%
2013/14 90%
95%
100%
105%
110%
115%
Performance against Strategic Plan
2009/10 2010/11 2011/12
83% 79%
2012/13
84%
2013/14 75%
This year was the final year of the 2011-2014 Strategic Plan, and the overall success for completed objectives was 86%. 37 of the 43 objectives were successfully completed and 2 were partially completed and are ongoing.
94%
9 86%
80%
85%
90%
95%
100%
Responding to the AOD reforms
A new AOD treatment system
New services
The first stage of reforms to the Victorian alcohol and other drug treatment system has had a significant impact on the sector over the past year. The outcomes of the Stage One reforms were announced by Minister Wooldridge in June 2014.
The new services that are part of the first stage of the reforms are:
With an emphasis on improving the accessibility, consistency and effectiveness of treatment services in the state, the reform process has driven changes to the AOD sector that will be felt for years to come. One of these changes is the partnership between ReGen and Odyssey House Victoria (Odyssey) to co-ordinate and deliver the majority of new treatment services in the North and West Metro region.
–– Intake and Assessment – a centralised service in each catchment to manage people’s entry into treatment services; –– Care & Recovery Co-ordination – a broad support service for people with more complex needs; –– Counselling – including a range of individual services and group programs;
–– Catchment Planning – getting an accurate picture of community needs to help make sure the right services are being delivered (and in the right places). As we begin to implement the new services, we and our partners are committed to the development of integrated, person-centred, evidencebased treatment services, to working in close partnership with local service networks to ensure that our services are accessible to people harmed by alcohol and other drug use.
–– Non-Residential Withdrawal – supporting people to undertake withdrawal at home (we are also providing this service in the Grampians catchment); &
With 76 years’ combined experience as specialist providers of AOD treatment, both agencies are sector leaders in AOD practice, familyinclusive treatment services and the provision of integrated care in partnership with a wide range of complementary health and welfare services, as well as workforce development. Our partnership also includes a range of local health, welfare and family service partners in each of the four catchments.
Whittlesea Hume Nillumbik
Melton
Moreland Brimbank Moonee Darebin Valley Maribyrnong
Banyule
Yarra Melbourne
Hobsons Bay
A strategic partnership between
Wyndham
Inner North Melbourne North Melbourne North Western Melbourne South Western Melbourne
Inner North & North Melbourne Partners
North West & South West Melbourne Partners
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Our History > 1970 ‘Moreland Hall Alcoholism Treatment Centre’ established > 1971 Moreland Hall Charter revised to incorporate other drug dependencies > 1987 Commencement of Family Therapy and Drink Drive Programs > 1996 Secured funding for range of services following the Kennett Victorian Government reforms of AOD > 2001 First Victorian AOD service to achieve quality accreditation (QICSA). Achieved RTO status > 2008 Launch of Client Charter > 2010 Gold Australasian Reporting Award > 2011 Winner of Excellence in Treatment and Support, National Drug and Alcohol Awards > 2012 ReGen launched after 42 years as Moreland Hall > 2013 Winner of the Victorian Government’s Robin Clark Memorial Award for Making a Difference with Children, Young People and Families > 2014 Partnership with Odyssey House Victoria and others to deliver recommissioned treatment services.
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Goal One
Things have always been a bit rough at home, but when Mum got sick, that’s when everything got a bit out of control. Whenever Dad wasn’t at work, he was getting blind. My little brother was off choofing with his mates. I was either fighting with Dad or using whatever I could get my hands on, including Mum’s oxycodone. It got worse after she died. I think we were all feeling guilty and just kept digging ourselves into a deeper and deeper hole. Dad made me go and see Erin (ReGen Youth & Family Counsellor). I wasn’t interested at the time, but it was good to see that she got him to start thinking about what he was doing, that he couldn’t just blame me for everything. It took a while (and me getting kicked out of home) for things to start getting better. Erin kept seeing us separately and helped negotiate the terms for me to come home again, including me doing a withdrawal at Curran Place. That sure was an eye opener. I still get angry at home, but I’m getting better at using the coping strategies I worked out with Erin. Dad’s still a dick sometimes, but he’s drinking less and we don’t fight as much. My little brother’s even around more. Sometimes we have conversations. It doesn’t sound like much, but at our place, that’s huge. Mark, 23
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Leading practice in methamphetamines treatment
Supporting families, supporting change
Challenge The recent growth in use of methamphetamines (particularly Ice) and rapid shifts in patterns of consumption for new synthetic drugs (also known as ‘legal highs’) is a cause of concern for AOD service providers as much as the wider community. A perceived lack of expertise (and confidence) in how to respond to the needs of people affected by these drug types can increase the potential barriers for people seeking treatment. Our challenge is to continue to improve the effectiveness of our services for people in this group and support other service providers to do the same.
Challenge Family difficulties can contribute to individuals’ AOD use. Families can also be powerful supporters of sustainable change in people’s lives. All members of families affected by AOD use have their own needs and capacity to build the resilience of their family unit. Our challenge is to identify the spectrum of affected family members’ needs and provide appropriate responses for each to reduce current and potential risk.
Response –– Continued development of ReGen’s ‘Step up. Step down’ model for residential and non-residential methamphetamine withdrawal and published our updated evaluation findings to build the evidence base on treatment options for methamphetamines dependence. –– Focused annual Innovation Seminar on strategies for working with people who use methamphetamines to increase community sector capacity to engage with affected individuals and families. –– Developed Torque model (based on Catalyst non-residential rehabilitation program) for people currently involved with the justice system & commenced external evaluation of participant outcomes. Learning While there is always more to learn about the harm associated with emerging patterns of AOD use (and how to most effectively respond to them), our experience shows that there is a clear need for ongoing work to address the stigmatisation of people who use AOD. Increasing awareness amongst families, service providers and the wider community reduces stigma and removes potential barriers to treatment access.
At a glance –– Developed and delivered workshops for AOD workers on understanding the potential harms associated with the use of synthetic cannabinoids. –– Delivered First Aid training to consumers and family members to support overdose prevention. –– Recruited family members as Consumer Consultants to support ongoing service development and review.
Response –– Through our ongoing advocacy for improved treatment accessibility for parents with young children, secured funding for a new ‘Mother and Baby’ withdrawal service (due to commence in 2016). –– ReGen’s Family Services awarded the 2013 Victorian Department of Human Services’ Robin Clark Memorial Award for ‘Making a difference with children, young people and families’. –– Developed a free, practical resource for families to increase understanding of AOD treatment processes, the impacts of problematic AOD use on family functioning and family members’ potential role in supporting recovery. Learning We know that families experience a variety of impacts associated with a member’s AOD use. These can include reduced physical and mental health, financial insecurity and social isolation. Changes to family members’ eligibility for funded treatment services in Victoria mean that we need to re-evaluate how we can best support families experiencing AOD-related harm. The Commonwealth Government currently funds ReGen for a family counsellor and as part of the AOD reforms has funded directly, along with Odyssey House, a partnership with SHARC to deliver family support groups across the four North and West Metro catchments.
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Goal Two Maintaining a skilled workforce
Promoting staff wellbeing
At a glance
Challenge To provide holistic and consistent services for people affected by problematic AOD use, we need a shared understanding of complex needs and appropriate responses, not just in the AOD sector but across all community and health services. Our challenge is to ensure that our staff (and those in other sectors) have the necessary skills and knowledge to provide co-ordinated care as part of the new health and community service systems.
Challenge We know that making sustainable changes in our lives requires opportunity, support and recognition of progress. Our staff (and their families) benefit when everything we do as individuals and as an organisation embodies ReGen’s purpose and values. Our challenge is to live up to the examples of strength, courage and perseverance set by people who use our services in reducing harm and promoting staff wellbeing.
–– Developed and delivered targeted First Aid competency based training for over 70 AOD workers and ReGen consumers.
Response –– Delivered 144 completed units of AOD and Mental Health Competency for Victorian AOD workers.
Response –– Range of health promotion initiatives, including: group yoga and physical training sessions, onsite massage, standing meetings and agencywide exercise challenges.
–– Developed and delivered competency based training for AOD and Mental Health workers in the ACT and out of home care workers in Victoria. –– Delivered train-the-trainer sessions for over 80 AOD workers to support delivery of Diversion programs across Victoria. –– Developed and delivered Acquired Brain Injury training for AOD workers.
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Learning The greater focus on collaborative service delivery amongst AOD and other service providers highlights the importance of workforce development initiatives to support the implementation of new service systems in the year ahead. Our partnership model for the delivery of our new services provides both challenges and opportunities for ReGen to influence practice beyond our own services.
–– 2013 staff survey found high levels of satisfaction with their working conditions, flexibility of employment and professional development opportunities (see ‘Our People’) –– Celebrated staff and agency achievements (and hidden staff talents) at ReGen Christmas and mid-year parties. Learning A measure of the success of ReGen’s health promotion initiatives is the fact that they have emerged from within the staff group, not been driven from above. Many of these have been inspired by suggestions from people who use our services about how to improve their effectiveness in supporting sustainable change. They have been quickly integrated into an organisational culture that promotes the wellbeing of all members of the extended ReGen family.
–– Supported 11 student placements across a range of disciplines, including social work, medicine, youth work and community services. –– Provided staff with regular verbal and written updates about the Victorian AOD reforms, the development of our partnership model and potential implications for their future roles with ReGen.
I am of Maori and Irish ancestry, and a New Zealand born Australian. My inspiration to become a Social Worker was a passion I developed for the welfare of young people, the preservation of the family as a functioning unit and a distinct dislike for domestic violence, alcoholism and child abuse. Before coming to work for ReGen as a casual, I had worked almost totally in statutory Social Work. From day one I knew that there was something different about this workplace. There was a sense of calmness, commitment and a willingness to share knowledge with someone who was new, nervous and anxious. One of my new colleagues said to me ‘this is the best agency I have ever worked for. They’re going to have to carry me out in a box’. After six months and now on permanent staff I concur with him. It’s about the level of trust and respect that we as colleagues have for each other and our respective roles and areas of expertise. We are a team with a common purpose without the usual labelled professional pecking order. It’s about a management team who set high standards and assist you to achieve your full potential; who acknowledge and reward extraordinary performance; who encourage and support professional development; who show the face of compassion and sympathy when needed and all this whilst competing for funding in a competitive commercial market. Working at ReGen has allowed me to fulfill my passion to make a real difference to people’s lives. After 28 years in the Social Work Profession I finally feel like a Social Worker. Sidney
15
Goal Three
The thing I value most about being a Consumer Consultant with ReGen is getting to sit around a table with people whose lives have taken wild turns they would never have chosen for themselves, who have survived and who want to help others. I find this inspiring. Being part of a team of consumers I have learned that there is no one ‘right’ way to recover: that everyone is different and gets to choose their own goals. This turns my thinking to what I want from my life now, what has helped me in the past, what continues to work for me, and what I need to do to achieve new goals I set myself. I guess I am reminded that I get to choose my own path. I find this liberating. I notice growth in myself also. I’m not as exhausted after a meeting. I can listen more closely and understand more. I’ve had opportunities to participate in delivering training to fellow consumers and to share skills I’d forgotten I had. The Consumer Consultant group has had input into ReGen documents, policies and programs and we have seen changes made based on our ideas. I find this empowering. It feels normal to me now to be working together with people who are very different to me, who have important things to share, who command my respect simply by being who they are. I can see the progress I am making towards being the person I want to be. This makes me grateful. Adrian, 45
16
Service partnerships collaborative practice
Building sustainable systems for consumer participation
Challenge The recommissioning process for Victorian AOD treatment services is driving significant change to the way services are funded, delivered and evaluated. A clear focus for the reforms to community services is the need for greater collaboration and consistency within and between service sectors. Our challenge is to develop service partnerships that meet (and surpass) the requirements of the new treatment system and support better outcomes for our consumers.
Challenge Consumer participation improves the quality, accountability and effectiveness of therapeutic services. Meaningful participation provides consumers with opportunities to build their confidence and help others. Our challenge is to continue to develop sustainable consumer participation systems that balance benefits for participants, other consumers and ReGen.
Response –– Established strategic partnership with Odyssey House Victoria and range of other health, family and welfare services to provide AOD treatment services in Melbourne’s North and West Metro region. –– Developed research partnership with LeeJenn Health Consultants to undertake external evaluation of key initiatives, including our ‘Stepup. Step-down’ methamphetamine withdrawal model, the Torque nonresidential rehabilitation program. –– Expanded opportunities for collaboration with the Victorian Aboriginal Health Service (VAHS) to improved accessibility of AOD treatment and support services for Aboriginal people. Learning Collaborative practice has long been a feature of ReGen’s approach to service planning and delivery. Our new shared service model supports the closer integration of different services within treatment planning, delivery and review. However, the current changes to the AOD treatment and wider community services sectors will require ReGen to focus on building new community and service relationships in Melbourne’s North and West.
Response –– Delivered three rounds of consumer participation training for 16 prospective Consumer Consultants, including both people who have used ReGen’s services and family members.
At a glance –– As part of partnership with Wesley Life Force, delivered 93 Suicide Prevention Training sessions for general practitioners and their staff, relationships counsellors, aged care nurses and workers in Victoria and Tasmania. –– Increased the accessibility of ReGen’s treatment services through pilot of an after-hours support service to work with GPs, police, mental health and other service providers. –– Reported monthly on ReGen’s responses to consumer feedback via hard copy at service locations, agency website and social media accounts.
–– Consumers delivered regular consumer participation sessions with people in the Catalyst and Torque programs. –– Consumer Consultants sat on key internal working groups, external project steering committees, planning and implementation of program evaluation and ReGen research projects –– Consumers contributed to the development of the 2014-17 Strategic Plan, organisational policies and advocacy materials. Learning A considered (and stepped) approach to building capacity within ReGen and amongst our consumers has been the key to our success to date. Developing the systems to support staff and consumers has increased the range of our consumer participation initiatives and enabled significant contributions by our Consumer Consultants.
17
Goal Four Success in advocacy for new service funding Challenge Securing sustainable funding for new services initiatives is a complex task. There are always opportunities to secure grants for new pilot projects, but gaining long-term funding commitments to continue the development of promising initiatives requires a more strategic approach. Our challenge is to develop timely service responses to emerging needs, evaluate their effectiveness and undertake targeted, evidence-based advocacy with potential funders to expand their range of funded programs. Response –– Secured funding from the Victorian Department of Health for the delivery of a ‘Mother and Baby’ residential withdrawal service (due to commence in 2016) and for evaluation of our innovative ‘Step up. Step down’ model for managing methamphetamine withdrawal. –– Expanded our non-residential alcohol rehabilitation programs, establishing the Torque program (based on the successful Catalyst model) –– Development of agency wide Evaluation and Research Framework to ensure an integrated approach to needs analysis, outcomes measurement, service improvement, innovation and advocacy. 18
Learning Patterns of AOD use (and the associated harm) within our communities are ever changing, but it takes time for changes to be identified, measured and appropriate responses developed at a policy level. Innovation is most effective when it utilises consumer and practitioner expertise to help build an evidence base for considered responses to emerging needs. This evidence strengthens our advocacy for new funding, policy reform or a change in community attitudes.
Learning The rapid uptake of digital technologies across all our communities is both a challenge and an opportunity for health and community service providers. It requires an ongoing reassessment of the accessibility of established service models but also provides real opportunities to increase services’ capacity to reach out to new groups within our communities. This extra work for already overstretched services is balanced by potential efficiencies.
Enhancing treatment services online
At a glance
Challenge There is a clear rationale for all health and community service providers to make their services more accessible and (potentially) effective using web-based approaches. The 2013 Shergold Report on the Victorian community services sector identified both the need for innovation to be driven from within the sector and the limitations on service providers’ capacity to develop new applications for digital technologies. Our challenge is to continue to explore the possibilities for enhancing our services online and to share our learning with the sector. Response –– Developed service model for North and West Metro Region with videoconferencing at its core, enabling workers from multiple locations to participate in daily Clinical Review meetings to plan, co-ordinate and review service delivery. –– Ongoing promotion of lowcost, low-tech options for AOD and other service providers to enhance their services online. –– Continued to advocate for greater use of social media by service providers to increase accessibility and potential reach of their services.
–– Significant expansion of geographical coverage of ReGen services in metropolitan areas and commencement of non-residential withdrawal services in the Grampians. –– Establishment of a dedicated online shop for ReGen’s therapeutic and educational resources. –– Recruitment of fundraising consultant to support improved targeting of grant submissions to trusts and foundations.
When I look back to how I was a year ago, my drinking was out of control and I couldn’t see a way out. I felt so guilty about not being the ‘perfect’ mum for my kids, I was burying myself in alcohol and pills. Robbie was old enough to see that something was wrong (his eyes just cut right through me sometimes), but Steph was just a baby, needing me 24/7. I was getting paranoid about losing them, but drinking more and more. We hardly left the house. Eventually, I realised that loving them wasn’t enough, that if I was going to be the mum they deserved, something had to change. I just wasn’t sure what that was. When I got up the courage to ask the Maternal Health Nurse, she helped me get in touch with ReGen. When they told me I needed to go to detox, I nearly lost it. I was sure that I’d lose the kids if I went away, but they helped me work out a plan to get my mum to look after them. I spoke to them every day, but it was still so hard being separated from them. It just made me feel even more guilty. It’s terrific that there’s going to be a ‘Mother and Baby’ unit now. It would have been so much easier to focus on my detox if I wasn’t worried about the kids all the time. Sarah, 26
19
Goal Five
I can’t explain how much it helped having my husband come in [to Catalyst] for the family dinners. Those sessions really helped him understand what had been happening to me over the past few years and what had changed since I started the program. Sometimes, your partner thinks they know the reason you drink. It’s an eye opener for them and they get a better understanding of what’s really going on. Getting to hear him talk (and ask questions that he’d never asked me), I learnt things about the way he was thinking too. Since then, he’s been a lot more understanding. We’re certainly fighting less and I’ve got my sense of humour back. I think it’s been important for him to recognise the impacts of my drinking on me, as well as him and the girls. We’re able to talk about CBT and what I’m doing to get off alcohol. I’m even able to teach them how to use it to deal with their own stuff. Each day when I come home, they ask me about what I learned. It’s like we’re forming our own support group! I can see how much getting my family on board is helping my recovery. It makes everything so much easier to be able to talk about it and for them to understand. I think it might also be helping to save my marriage. Lisa, 38
20
Changing attitudes, supporting change Challenge There is a clear need for ongoing advocacy to challenge the stigmatisation of people affected by problematic AOD use and promote a public debate that moves beyond the simplistic stereotypes. Increasing public understanding of the complexities of AOD use, treatment and recovery creates opportunities for change. Our challenge is to address stigma wherever it occurs and help build community capacity to support informed responses to emerging issues. Response –– Published 18 stories, opinion pieces, interviews and letters to the editor in local, state and national media challenging inaccurate and stigmatising media coverage, promoting understanding of complex AOD issues and building support for evidence based policy. –– Continued to reach new audiences for our advocacy and develop online communities of support via social media. –– Measures of social media influence (such as ‘Klout’) continued to rank ReGen favourably in comparison to organisations with high national profiles, such as Mission Australia and the Brotherhood of St Laurence. –– Increased participation of ReGen consumers in our advocacy through presentations at agency events, contributions to our consumer blog, speaking to media, engagement with our social media postings and editing external communications.
Learning As we continue to build our profile within old and new media, our advocacy reaches, and resonates with, a growing audience. Our advocacy appeals to both the heart and the head. The strength, clarity and potential impact of our arguments are improved when we combine research evidence, practice knowledge and the powerful voices of people who use our services. Building understanding of treatment – methamphetamines Challenge As patterns of alcohol and other drug use (and associated harm) change, so do public perceptions about drug policy priorities. In the past year we have seen a shift in attention from emerging synthetic drugs (or ‘legal highs’) as posing the greatest potential threat to our communities, to an overwhelming focus on methamphetamines (especially Ice). Our challenge is to promote an informed public debate about the impacts of methamphetamine use, increase awareness of the treatment and support services available for those affected and inform the development of evidence based policy responses.
Learning While media coverage of alcohol and other drug issues can distort and misinform public debate, generating fear and uncertainty, it also offers opportunities for service providers (and the people who use their services) to share their expertise and increase community awareness. Our role has been to help build the evidence base for effective treatment responses and remind people in our communities (directly and via the media) that they are not alone, that help is available. At a glance –– Promoted overdose prevention through Overdose Awareness Day events and social media campaigns. –– Presented ReGen’s services at local community events and festivals in Melbourne’s North. –– Shared our experience in (and strategies for) undertaking AOD advocacy with service providers around Australia.
Response –– Undertook two reviews of ReGen clinical practice with people undertaking withdrawal from methamphetamines and shared both reports via website, sector updates and social media. –– Made oral and written submissions to the Parliamentary Inquiry into the Supply and Use of Methamphetamine, particularly Ice in Victoria and featured prominently in the Inquiry’s Final Report. –– Generated substantial media interest in our work on methamphetamine treatment and used resulting coverage to increase community awareness of services available for affected individuals and families.
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22
Meth step up step down model Methamphetamines and evaluation (working in the mix title) – responding to complexity
Ari
Lara
I can’t remember exactly at what point I finally realised that I needed to make a change. I can see now that things had been getting more and more out of control for a while: at work, at home, with my medication.
When I first met Ari, you could see he was terrified.
I wasn’t really sure what I was looking for when I called ReGen that night. I’d been sitting staring at the phone for about an hour before I picked it up, but once I got through everything just came pouring out. It felt good to get everything out in the open, but when I stood back and thought about it afterwards, it scared the shit out of me to realise how close I was to losing everything. For a while, I was too scared to do anything. I felt like, if I change even one thing, it’s all going to fall apart. I turned down resi withdrawal because I was sure I’d lose my job if I took time off. I felt trapped, like I couldn’t go forward or back, just stuck in a bad situation. It was a dark time for me. I felt like I was slipping away, but Lara (ReGen Non-Residential Withdrawal Nurse) helped me find a way through. She helped me do some of my withdrawal at home, got me into the detox unit, worked with my mental health workers and a doctor to review my psych and diabetes meds. She even helped my wife and kids understand what was happening, without freaking them out.
After he spoke to Steve at our After Hours Service, realising the full extent of his problems had hit him like a ton of bricks. Ari’s daily use of methamphetamines and cannabis had him on the edge of losing his job, he was worried about losing his house and his health was really suffering. He had some significant undiagnosed mental health concerns, he had lost track of where he was at with his diabetes and, at 45 years old, he was putting himself at risk of another heart attack. For us, it was all about finding a way to keep him engaged, help him stabilise and start making changes, while keeping his protective factors (his family and job) in place. This meant a lot of co-ordination with the North Western Mental Health team (especially while he was suicidal), his GP and his Endocrinologist, both before and after his residential withdrawal. It was a good example of our ‘Step up. Step down’ model at work. It also highlighted the value of our After Hours Service as Ari called them quite a bit after his withdrawal. Without the service being available to him outside of business hours, I don’t think he would ever have been able to make the first call.
She and Steve (After Hours Service) really helped me through the whole process. They stuck with me all the way, start to finish. I feel like I’m back in control. 23
Our organisation
Our Board ReGen is led by a Board of Governance (Board) that is appointed by, and is accountable to, the Commission for Mission of the Uniting Church’s Synod of Victoria and Tasmania. Board members are nominated by UnitingCare Victoria and Tasmania. The Board is responsible for the governance of ReGen. Its functions include: –– Setting the strategic directions for ReGen and overseeing the implementation of the Strategic Plan by management; –– Establishing, monitoring and reviewing audit, compliance and risk assessment processes; –– Monitoring the overall performance of ReGen, including the achievement of targets and service standards. The Board sets strategic directions and approves a budget within which the CEO and management team operate. The Board sets up the following committees to help prepare policy options and implications for Board deliberation: –– Audit and Risk Management Committee;
–– Board Development & Human Resources Committee; –– Facilities Management Committee; –– Marketing and Communications Committee. Board members are required to act with integrity and objectivity at all times. They are required to declare any conflict of interest (when applicable) during Board discussions and, where necessary, to withdraw from relevant proceedings. There were no occasions which required declaration by Board members this year. Board members serve in a voluntary capacity and do not receive payment. Management and Leadership Team The Chief Executive Officer (CEO), Director Clinical Services, Director Education and Advocacy and the Chief Financial Officer form ReGen’s Senior Management Team (SMT). Each Director heads a specific section of the organisation and is supported by managers and team leaders, and their staff. SMT meets regularly to address organisation-wide operational and strategic issues. The annual business cycle links to the reporting and planning processes (including budget) and to the Board planning cycle.
The Clinical Governance Committee, made up of key staff from both directorates, including each Clinical Service area, Human Resources, Workforce Development and Diversion Programs, and Evaluation and Communications. The committee oversees and promotes continuous quality improvement in clinical work, workforce development and clinical risk management. The Leadership Team works together to achieve organisational goals by providing leadership; creating a supportive and motivating environment for staff; ensuring that ReGen meets its accountabilities to stakeholders; and communicating our purpose and values. A compliance and risk management function ensures that ReGen complies with legislation and regulations. In addition, staff from across the agency participate in Leadership and Working Groups focussing on developing skills and knowledge in particular areas of clinical practice and other activities. This ensures that the organisation can respond quickly, thoughtfully and consistently to emerging issues and provide quality services for people affected by problematic AOD use.
Our Leadership Team Name and Qualifications
24
Role
Responsibilities
Laurence Alvis BEc, MSocSc, GradDipBus, GAICD
Chief Executive Officer
Organisational leadership – implementation of the strategic plan
Donna Ribton-Turner RNDiv1 (Gen & Psych), GradCertAODStuds, GradDipWH, CertIVBus, Adv. Dip Management. Australia Day Achievement Medallion – Alcohol and other Drugs Council of Australia (2000)
Director, Clinical Services
Assessment & intake, residential withdrawal (youth and adult), non-residential withdrawal, counselling and support services, youth and family services, community forensic services, Prison contracts, Catalyst programs (shared)
James Beckford Saunders BSc(Hons), DipMgt, MCIM, MBA
Director, Education & Advocacy
Workforce development, client diversion programs, evaluation, online projects, communications, consumer participation, legal, human resources, corporate support, Catalyst programs (shared)
Robert Moore FCPA, FGIA
Chief Financial Officer
Finance and risk management
Venetia Brissenden BA, BSW, Adv. Dip Management, CertIVTAA
Manager, Catalyst Programs
Catalyst: alcohol non-residential rehabilitation and Torque: non-residential rehabilitation program for people involved in the justice system
Richard Charles BA(Hons), PG Dip Behavioural Science (Psych), Grad Cert Counselling
Manager, Forensic Services
Prison contracts, Youth and Family Counselling Services
Brandon Jones BE, DipCommServ, DipAOD, PGDipMH, Adv. Dip Management, CertIVTAA
Manager, Workforce Development & Diversion Programs
Registered Training Organisation, workforce development for AOD and allied health and community professionals. Education and brief interventions for individuals and community groups
Trevor King RPN, Grad Cert Drug Dependence, BSc, Grad Dip App Psych, MHSc
Manager, Therapeutic Services
Assessment and intake, non-residential withdrawal, counselling and support services, youth and family services
Samantha Lehman BBus, CPA, Adv. Dip Management, CertIVBus
Manager, Corporate Support
Operational finances, information & communication technology, facilities and operations
Rose McCrohan RNDiv1, DipAppSc, BN, Dip Acup, AdvCertFacMgt, Grad Dip Bus, Masters of Health (Addiction)
Manager, Curran Place
Adult community residential drug withdrawal Registered Nurse Practitioner - clinical services
Attendance at Board meetings (total of ten Board meetings for 2013-2014) Board member
Board meetings
Audit & Risk Management Committee
Meetings attended
Board Development Committee
Meetings attended
Eligible to attend
Eligible to attend
Ian Angus
5
5
Kirsty Bennett
5
10
Draga Jevtic
7
10
Natalie McKenna
8
10
Susan McWhirter
7
10
Margaret Paterson
9
10
Robert Renton
9
10
Christine Robertson
10
10
9
10
Sandy Ross
10
10
4
Rod Szigeter
10
10
Joanna Wriedt
9
10
Facilities Management Committee
Meetings attended
Eligible to attend
1
1
Meetings attended
Eligible to attend
3
9
HR Committee
Meetings attended
Eligible to attend
2
3
3
3
Marketing & Communications Committee
Meetings attended
Eligible to attend
Human Resources & Development Committee* Meetings attended
Eligible to attend
3
4
2
4
4
4
3
6
6
6
6
5
6
10
2
2
5
1
1
5
5
2
2
8
10
3
3 6
3
6
3
* Note: Board Development and HR Committees were merged on 1 March 2014 to become the Human Resources and Development Committee.
Board members as at 30 June 2014 Name, Qualifications and Experience Sandy Ross BA(Hons), MA, PhD
Date Appointed November 2008
Chair Board (appointed Nov 2013) Member Human Resources & Development Committee
Honorary Fellow, School of Social & Political Sciences – University of Melbourne. Williamson Community Leadership Fellow – 2000. Expertise in governance, risk management, conflict and dispute resolution, public policy. Joanna Wriedt PhD, Juris Doctor, GAICD
Special Board Responsibilities
November 2011
Deputy Chair Board (appointed Nov 2013) Chair Facilities Management Committee
Extensive experience in government health policy and ministerial dealings, medical research, including risk analysis and epidemiology.
Member Audit & Risk Management Committee
Director of the National Asthma Council. Kirsty Bennett BArch(Hons), GradDipGerontology, BD(Hons), AIA
November 2009
Member Facilities Management Committee
November 2011
Chair Human Resources & Development Committee
July 2013
Chair Marketing & Communications Committee
November 2011
Chair Audit & Risk Management Committee
November 2012
Member Marketing & Communications Committee
November 2009
Member Human Resources & Development Committee
Consultant, Manager Design Education Service, Dementia Training Study Centre, University of Wollongong. Expertise in consultation, briefing, project management and strategic planning, as well as designing for older people and people with dementia. Draga Jevtic BSc, MA(Psych), PostGradCert & Dip Mgt Psych, GAICD Experience in organisational development, profiling and assessment, mediation and debriefing, management/executive coaching, Certified member AHRI. Natalie McKenna MBA (Exec), Cert IV TAA, MAICD Expertise in media and communications, education, strategy formulation, public relations, brand strategy, personal branding and media training. Susan McWhirter BBus(Acc), CPA, GAICD Extensive experience with private and public sector finance and corporate services including financial and risk management and compliance. Margaret Paterson MBBS (Melb) Worked in General Practice and ran a family planning clinic until retiring. Robert Renton BA, GradDipEducation, GradDipEducAdmin
Member Marketing & Communications Committee
Presbytery Minister Administration, Presbytery of Port Phillip West. Extensive experience in educational practice, leadership and management, and property and financial administration. Long experience in Boards of not-forprofit companies and organisations. Christine Robertson BCommWelfare, GradCert Adult Education & Training, Cert IV TAA, MEd (Leadership & Mgt)
November 2011
Member Audit & Risk Management Committee
June 2013
Member Audit & Risk Management Committee
Expertise in strategic planning, organisational development, change management, community and urban renewal. Rod Szigeter BEc Extensive experience in senior product, marketing and commercial management roles in Australia, Asia and the UK.
Member Marketing & Communications Committee
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Our people
Staff qualifications (highest level)
7% 6%
Staff employment status
Gender of Staff
14%
20% 28%
12% 43%
25% 72% 37% 36%
Masters or above
Diploma
Men
Full time
Post Graduate
Cert 4
Women
Part time
Degree
Other
ReGen attracts and retains highly qualified staff with three quarters of the workforce holding a degree as a minimum qualification.
Casual
ReGen’s gender profile is consistent with the social and community services sector’s profile in which females are predominant.
ReGen provides for flexible employment arrangements. Just under half the workforce are full time, over one third part time and under one quarter casual.
Staff Satisfaction Survey
2007
2009
2010
2012
2013 0%
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20%
40%
60%
80%
100%
Average overall satisfaction
Management Ability
Employment Conditions & Support Services
Purpose & Strategic Direction
Performance, Recognition & Development
Working with Others
Customer Service
Communication
ReGen’s 2013 staff satisfaction survey (collected every 18 months) produced positive results across all areas with an overall reported level of satisfaction of 93%, an increase of 2% from the previous survey conducted in 2012.
Representation on external committees/meetings/networks Change Agent Network: Community of Practice
Family Drug Help Advisory Committee
Centre of Research Excellence for Injecting Drug Use (Burnet Institute)
Financial Consumer Rights Council/Federation of Community Legal Centres - Infringements Working Group (Co-convenor)
City of Moreland - Health, Safety and Wellbeing Leadership Group Communities for Children Hume Steering Committee Continuous Quality Improvement Network Dept. of Health (DH) - AOD Reforms Working Groups: Care and Recovery Coordination; Withdrawal; Assessment and Intake; Bed Registry Advisory Group; and Change Management, plus AOD Treatment Model Project Reference Group and Service Agreement Working Group DH (Deloitte) PDRSS/AOD Client Information System Project Reference Group Dept. of Human Services (DHS) Client Engagement Strategy Workshop DHS Service Agreement Working Group Dept. of Justice - Infringements Standing Advisory Committee (Community Rep) Family Alcohol & Drug Network (FADNET)
North West Mental Health Alliance North Western Metro Region, DHS - Multiple and Complex Initiative (MACNI) Panel
headspace Glenroy Consortium and Advisory Group
Northern and North Western Mental Health Services and ReGen - Dual Diagnosis Partnership Coordination group
headspace Craigieburn Consortium and Advisory Group
Northern Melbourne Medicare Local Partners in Recovery Consortium
Human Resources Network (Not-for-profits)
Occupational Health & Safety Care Network
Hume Alcohol & Other Drugs Network
Primary Care Partnerships meetings
Hume Health and Community Service Alliance Hume Health Services Network Hume Strengthening Risk Management Project (RAMP) Hume Youth - Tangible Connections Network Injecting Drug Harm Reduction Network National Alliance for Action on Alcohol North Eastern Mental Health Alliance North East Region Dual Diagnosis Group Northern Melbourne Medicare Local After Hours Pilot Steering Group
Partners in Recovery consortium member Residential Withdrawal Managers Network United Nations Global Compact Cities Program ‘Special Circumstances’ Infringement Project UnitingCare Victoria and Tasmania CEO Network, Brand and Collaboration Leadership Committee and Collaborative Strategy Project Control Group Victorian Alcohol & Other Drug Association (VAADA) Board/VAADA executive and Department of Health directors/CEOs meeting Widamba Wilam Steering Group and Operational Management Groups
Conferences Conference, location & date
Topic, presenter(s) and/or scholarships
Australian Winter School
Telehealth & Social Media workshop
Brisbane, August 2013
Presenters – Ray Stephens, Paul Aiken
Not for Profit People
Attendee (ReGen scholarship) – Carla Reid
Melbourne, August 2013 APSAD Conference
Symposium - the ART of using web-based approaches
Brisbane, November 2013
Presenters – Ray Stephens, Paul Aiken
APSAD Conference
Consumer participation systems at ReGen
Brisbane, November 2013
Presenter – Regina Brindle
APSAD Conference
Poster - Adaptation of Catalyst model for Torque
Brisbane, November 2013
Presenter – Venetia Brissenden
APSAD Conference
Attendees (ReGen scholarship) – Lou Biazzo, Mark Johnston
Brisbane, November 2013 ATDC Conference Hobart, May 2014
Improving treatment, consumer participation and advocacy with web-based approaches: challenges and opportunities for AOD services Presenter – Paul Aiken
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Financial overview
Where the money comes from 1.1% 0.2% 4.1% 6.6%
7.5%
66.7% 13.8%
Victorian Dept of Health
Commonwealth Dept of Health & Ageing
Forensic Services
Victorian Dept of Education & Early Childhood Development
Other Income
Revenue increased by 15% compared to last year, largely due to trial funding for the Torque Program.
Other Grants
Prison Contracts
Where the money goes 1.8%
5.4% 8.3%
10.3% 74.3%
Expenditure was 18% higher than last year, largely due to increased staffing of new programs.
Program Salaries, Contractors & Agency Staff Fleet, Travel & Other expenses Non Program Salaries & Wages 28
Office & Administration Expenses Depreciation
Solicitors
Bankers
Auditors
Herbert Smith Freehills Level 43,101 Collins Street Melbourne, VIC 3000
National Australia Bank 221 Drummond Street Carlton, VIC 3053
UHY Haines Norton Level 8, 607 Bourke Street Melbourne VIC 3000
2014
2013
$8,815,333 $102,022 $8,917,355
$7,701,995 $85,084 $7,787,079
$6,955,346 $154,417 $1,464,761
$5,827,502 $242,681 $1,214,472
$8,574,524
$7,284,655
$342,831
$502,424
2014
2013
Cash and Cash Equivalent Receivables Other Assets Total Current Assets
$2,619,936 $318,880 $88,981 $3,027,797
$2,013,852 $226,382 $93,970 $2,334,204
NON-CURRENT ASSETS Property, Furniture and Equipment Total Non-Current Assets
$3,144,322 $3,144,322
$3,063,482 $3,063,482
TOTAL ASSETS
$6,172,119
$5,397,686
LIABILITIES CURRENT LIABILITIES Payables Beneficial Use Loan Provision for Employee Benefits Total Current Liabilities
$869,533 $20,000 $1,130,646 $2,020,179
$657,348 $20,000 $919,439 $1,596,787
NON-CURRENT LIABILITIES Beneficial Use Loan Provision for Employee Benefits Total Non-Current Liabilities
$80,000 $183,683 $263,683
$100,000 $155,473 $255,473
TOTAL LIABILITIES
$2,283,862
$1,852,260
NET ASSETS
$3,888,257
$3,545,426
EQUITY Capital Reserve Asset Revaluation Reserve Retained Surplus TOTAL EQUITY
$959,769 $800,000 $2,128,488 $3,888,257
$959,769 $800,000 $1,785,657 $3,545,426
REVENUE Operating Revenue Non Operating Revenue Total Revenue EXPENDITURE Employees benefits expense Depreciation Other Expenses Total Expenditure Operating Surplus / (Deficit) for the year
Financial statements
Statement of Comprehensive Income for the year ended 30 June 2014
Statement of Financial Position as at 30th June 2014
ASSETS CURRENT ASSETS
ReGen’s 2013-14 audited accounts with detailed notes are available at www.regen.org.au
29
Financial statements
Statement of Changes in Equity for the year ended 30th June 2014 Retained Surplus
Capital Reserve
Capital Profits Reserve
Asset Revaluation Reserve
TOTAL
$1,785,657
$624,286
$335,483
$800,000
$3,545,426
$342,831
0
0
0
$342,831
Balance as at 30 June 2014
$2,128,488
$624,286
$335,483
$800,000
$3,888,257
Balance as at 1 July 2012
$1,283,233
$624,286
$335,483
$800,000
$3,043,002
$502,424
0
0
0
$502,424
$1,785,657
$624,286
$335,483
$800,000
$3,545,426
2014
2013
Government Grants
$8,034,080
$7,201,110
Fees
Balance as at 1 July 2013 Net Result for the Year
Net Result for the Year Balance as at 30 June 2013
Statement of Cash Flows for the year ended 30th June 2014
CASH FLOWS FROM OPERATING ACTIVITIES RECEIPTS $1,644,712
$1,243,151
Donations and Bequests
$23,249
$32,714
Interest Received
$77,709
$51,004
$1,064
$1,366
$9,780,814
$8,529,345
$6,715,929
$5,697,014
$690,573
$640,869
$1,512,971
$1,415,742
$8,919,473
$7,753,625
$861,341
$775,720
($235,257)
($53,315)
0
$24,091
($235,257)
($29,224)
Repayment of Borrowings
($20,000)
($20,000)
Net Cash provided by / (used in) Financing Activities
($20,000)
($20,000)
Net Increase / (Decrease) in Cash Held
$606,084
$726,496
Cash and Cash Equivalents at beginning of Financial Year
$2,013,852
$1,287,356
Cash and Cash Equivalents at end of Financial Year
$2,619,936
$2,013,852
Other
PAYMENTS Employee Benefits GST Other Expenses
Net Cash provided by / (used in) Operating Activities CASH FLOWS FROM INVESTING ACTIVITIES Payments for purchases of Plant and Equipment Proceeds from sale of Plant and Equipment Net Cash provided by / (used in) Investing Activities CASH FLOWS FROM FINANCING ACTIVITIES
30
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Our service partners and supporters
We thank the following organisations and individuals who provided us with substantial financial or other valuable support during 2013-2014. Government Commonwealth Department of Health and Ageing Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs Commonwealth Department of Education, Employment and Workplace Relations Darebin City Council Hume City Council Moreland City Council Victorian Department of Business and Innovation Victorian Department of Education and Early Childhood Development Victorian Department of Health
Playgroup Victoria
The GiveNow Team
Robinson Reserve Neighbourhood House
Pascoe Vale Uniting Churches
SHARC Family Drug Help SUMITT
St Stephens Uniting Church (Williamstown)
Tarcoola Pre School
St Stephens Uniting Church (Keilor)
Turning Point
Strathmore Uniting Church
UnitingCare Lentara
UnitingCare Pancake Day
Victorian Aboriginal Health Services (VAHS)
Uniting Church in Australia
Wesley Mission NSW
Donors and pro bono – Individuals Katherine Bolton
General Practitioners Dr Ann Maree Diggins
PhoneCycle
Uniting Church Fellowship Vic
Peter Chrysiliou
Victorian Department of Human Services
Dr John Furler
Kristin Dahl
Dr Dina Kouchaeva
Panayiota Exadactylos
Victorian Department of Justice
Dr John Lynch
J R Gardner & J F Macdonald
Other partners ACSO Coats
Dr Afshan Mian
Sam Georgiou
Dr Peter Wright
Vicki Gogerly
Anglicare Victoria
and other supporting GPs
Jack Hoadley
Self Help Groups Alcoholics Anonymous
Androulla Ioannides
Australian Drug Foundation Banyule Community Health
Narcotics Anonymous
Christine Misso
Broadmeadows Maternal and Child Health Service
New Life Inc.
Robert Moore
SMART Recovery
Nikias Family
Trusts and Foundations SHARE Community Appeal
Tom & Marina Stephanou
Lord Mayor’s Charitable Foundation
Participants of the Criminal Justice Diversion Program from Magistrates Courts (9)
Austin Health
Cleveland Drive Family Centre CPS Family Services CVGT Dr Benny Monheit – Addiction Medicine Specialist headspace Glenroy 32
Odyssey House Victoria
Donors – organisations Brunswick Uniting Church
Mental Health Service
headspace Craigieburn G4S JobCo The Melbourne Health Integrated Hepatitis C Service NEAMI National Northern & North West Area
Pro Bono – organisations Herbert Smith Freehills GreatConnections Leadership Victoria Sentric/Community Sentric
Wendy Jones
Anonymous donations (9)
Individual donations from the purchase of Entertainment Books (10) Donations received through the GiveNow website (8)
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UnitingCare ReGen Formerly UnitingCare Moreland Hall
34
26 Jessie Street Coburg VIC 3058 T 03 9386 2876 F 03 9383 6705 contact@regen.org.au www.regen.org.au
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