ReGen Annual Report 2012-2013 by ReGen UnitingCare

UnitingCare ReGen Formerly UnitingCare Moreland Hall

Contents UnitingCare ReGen’s purpose and values 1 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 Quality: Going the extra mile 10 Goal 1 – Be a lead alcohol and other drugs (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

Supporting individuals, helping families 22 Our organisation 24

Our people 26 Financial overview 28

Financial statements 29

Our service partners and supporters 32

Published October 2013 by UnitingCare ReGen 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 2012-13 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.

Hope

ReGenâ&#x20AC;&#x2122;s purpose and values

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

Affirming the possibility of change for all Empowerment Seeking to enhance peopleâ&#x20AC;&#x2122;s strengths and enabling people to speak and act for themselves Respect Accepting all people as they are and acting with compassion, empathy and fairness Social Justice Supporting the right of all people to be treated equitably and with dignity Integrity Upholding honesty, openness and responsibility in all our actions

Impacts of alcohol and other drug use

$55 billion Annual cost of AOD use to the Australian economy1

$397 million Federal expenditure on treatment & harm reduction2

Alcohol and other drugs (AOD) use is the leading risk factor for the burden of disease in Australia3 Understanding the problem

Understanding treatment

Promoting wellbeing

Australia has a problem with alcohol and other drugs:

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.

ReGen’s services support the reduction and/or cessation of AOD use (and related harms) by strengthening people’s resilience and assisting them to develop new skills.

–– Alcohol is consumed by three out of four Australians.4 Most 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.4 Heroin use is down but Ice (methamphetamine) 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. It is often not the cause of these events, but brings its own consequences and additional layers of complexity to the challenges people face. The harmful impacts of AOD use are felt throughout our communities, by individuals and families, but we all bear the cost.

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. Treatment services work with people to reduce harm, support change and rebuild their lives. 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.

Treating people with respect and recognising their strengths (as well as their needs) are effective ways to support sustainable change in their 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. 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.

Australian Institute of Health and Welfare, Drugs in Australia 2010: tobacco, alcohol and other drugs, 2010 (includes AOD healthcare costs & lost productivity) 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: 2010 National Drug Strategy Household Survey report

UnitingCare ReGen exists to promote wellbeing and reduce the harm from problematic alcohol and other drug (AOD) use. 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, in a nonjudgemental way, to support people with AOD issues and their families to achieve their goals. We make this happen in a number of ways including: Innovation and leadership –– Developing services that are award-winning, nationally and outside 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 lead accredited agency delivering Drug Drive.

Welcoming organisation –– Treating people with respect. People who use our services are our best ambassadors – more than four out of five 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. –– 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. 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. After 42 years we changed our name to UnitingCare ReGen and rebranded to give people a better idea of who we are, what we do and how we work. ReGen is inspired by the optimism, boldness and resilience of people affected by problematic alcohol and other drug use.

‘Hi, you’ve called ReGen Intake & Assessment’ Our Intake and Assessment services receive an average of 700 calls a month.

Why ReGen

Why ReGen matters

Years ago we recognised that having the most experienced clinicians answering these calls makes the most sense. We want to use their wisdom and wealth of experience to provide a considered, individualised service for each caller. ‘Every time I pick up the phone I have the opportunity to help people realise that they matter. I might be speaking to someone who is ringing us for help with their alcohol or other drug use; or talking to a distressed family member who doesn’t know what to do; or chatting to a young person who has completed treatment and who needs a support letter for a job, court appearance or their GP. Some are best served, right then, through a telephone brief intervention, whilst others require a more intensive assessment before treatment. I’m in regular contact with our adult and youth withdrawal services, our Catalyst non-residential rehabilitation program and other ReGen services, as well as those provided by other organisations. Sometimes I get calls from our Port Phillip Prison team advising us of a prisoner who is due for release and is looking for ongoing support. My goal is to make sure that everyone who contacts us gets the service that best meets their needs. Many of the calls last just two to three minutes, whilst occasionally they may take much longer. At the end of the day, I often look back at the calls I’ve taken and am amazed at the diversity of the calls I juggle. I love it because you never know who’s going to be on the other end of the phone. Above all, I’m proud of supporting ReGen’s approach to going the extra mile. We aim to offer an individualised service to each caller that respects where they are at and looks at them and their community in a holistic way. And that makes sense.’ Tess

About us

ReGen is the leading AOD treatment and education agency of UnitingCare Victoria and Tasmania. UnitingCare ReGen is a not-for-profit agency, which has over 40 years’ experience delivering a comprehensive range of AOD services to the community. Our approach ReGen’s services are consistent with the harm minimisation framework that has underpinned national and state drug strategies for more than 25 years. In keeping with these strategies we are committed to minimising the health, social and economic harms to individuals, families and communities resulting from 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 harms associated with substance use. The comprehensive range of ReGen’s evidence-based services for individuals and families enables us to provide effective early education or treatment interventions where people are at risk of, or experiencing, early stage AODrelated harms. We also provide more intensive services for adults or young people who require greater levels of support or medical care. Our nationally 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.

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 in keeping them safe and improving 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 harms and supporting their loved ones to address their substance use, but the problematic substance use within the family can impact negatively on other family members’ health and welfare. 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 Synod of Victoria and Tasmania. Our strategic direction The 2011-2014 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 centre of everything we do. A new three year strategic plan will commence in July 2014.

–– New funding from the Victorian Government for Torque, a nonresidential rehabilitation program for people involved in the justice system, based on the award winning Catalyst program. –– Achieved an ‘Exceeded’ rating in three quality standards as part of our fifth external quality accreditation review and assessed as being close to exceeding in a further three.

Our year at a glance

Achievements

–– Finalist at the National Drug and Alcohol Awards, the seventh time in eight years. –– Establishment of Consumer Participation Facilitator role using agency funds. –– Development of key new service partnerships to increase capacity in mental health and working with Aboriginal communities. –– Fifty per cent increase in participants completing education and diversion programs plus interstate delivery of AOD and mental health competencies, and suicide prevention training. –– Expansion of online treatment enhancement, social media and advocacy initiatives. –– Continued recruitment of high quality staff and a high retention rate of our workforce (over 90%). Disappointments –– Lack of funding for development of targeted resources to help families affected by problematic AOD use understand the treatment process and seek support. –– Ongoing challenges for sustainable engagement and partnerships with culturally and linguistically diverse communities due to inflexible funding models. –– Lack of Federal legislation on alcohol policy responsibilities, including pricing and taxation, regulation of advertising, and product labelling.

From the Chair

It is my pleasure to present this report of the Board’s stewardship of UnitingCare ReGen. Overview ReGen consolidated its role as a key contributor to sector reviews and alcohol and other drugs (AOD) reform with representation on six Victorian Government working groups during the year. Following the successful change of name and re-branding program last year, ReGen’s profile has been raised through targeted media stories and interviews of senior staff addressing a range of service, public health and community issues. ReGen’s second Innovation Seminar included Dr Adam Winstock’s excellent presentation on the Global Drug Survey and Drugs Meter. It is pleasing to note that ReGen has maintained the strong recovery in its financial position, with an operating surplus of $502,000 on revenues of $7.8 million. Strategic Outlook The Victorian Government’s ‘Roadmap’ for the AOD reforms is welcomed by the Board as a long over-due response to the structural and functional challenges facing people affected by problematic AOD use. We are engaging proactively with other stakeholders to ensure ReGen is well-positioned to meet the critical specifications for service delivery under the new model and the ongoing needs of these, and other, vulnerable people. This will be a major focus for the organisation over the next twelve months. In addition, the Board has completed its review of the current triennial Strategic Plan, and is working on the formulation of the 2014-17 Plan. 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. Initiatives have included streamlined operating reports, review of all committee functions and implementation of 360° assessments for the leadership team.

It was particularly gratifying to note that ReGen’s triennial external quality audit confirmed that the organisation met all 18 prescribed standards and substantially exceeded three. That outcome underscores the commitment, at all levels, to accountability and due diligence in our operations. Renewal of the Board’s own resources has continued with the appointments of Margaret Paterson, Rod Szigeter and Natalie McKenna. Challenges While the additional funding announced by the Victorian Government is most welcome, the challenges presented by the reform agenda will test the resources and adaptability of many organisations and agencies. ReGen is well-placed to meet those challenges and to maintain its leadership role in the AOD sector through the progressive roll-out of sector programs. Additionally, the Board is considering options for the most appropriate location of ReGen’s operations, given the limitations of the Jessie Street site in the longer term. Acknowledgements Margaret Lester and Paul Hamilton stepped down from the Board earlier this year and every member of the Board has made generous and valued contributions of their professional knowledge, enthusiasm and critical thinking for the benefit of the organisation. The senior management team and staff, led by CEO Laurence Alvis, have played major roles in achieving another exceptional year for ReGen. On behalf of the Board, I thank them for their dedication and hard work in a challenging service sector. I also want to acknowledge the courage and commitment of the people who use our services and the supporters of ReGen, who make this remarkable organisation what it is. I have advised the Board that I will be retiring at the annual general meeting this year. It has been a privilege to serve this extraordinary institution over the past five years.

Ian Angus Chair - Board of Governance

ReGen is strongly supportive of the state government’s direction in AOD reform, which has been overdue for a number of years. ReGen looks forward to building on our base of AOD services and seeks to improve our provision of services in line with our purpose ‘to promote health and reduce alcohol related harm’. Growth and funding The Victorian Government has funded a two year pilot of Torque, a Catalyst non-residential rehabilitation program for people involved in the justice system, commencing July 2013. In addition, ReGen has been funded by the state to provide both an Acquired Brain Injury counsellor and a further position focusing on care and recovery. ReGen has also been engaged to provide suicide prevention training for health and residential care professionals across Victoria and Tasmania. Operating outcomes ReGen ended the year in a strong financial position. The betterthan-expected surplus was due to unexpected income from some of our programs and the funding of the new Torque program, where funding for renovations and equipment was received in 2012/13, but will not be spent until 2013/14. The number of people who used our services this year increased by 10% (1,982) from 2011/12. Treatment episodes were also up by 10% (3,613) compared to the year before. Across the whole agency, our programs exceeded their aggregate target with 7,284 incidents of service provided against a target of 6,855.

At the 2013 National Alcohol and Other Drugs Awards, ReGen was once again recognised in the Excellence in Treatment and Support category, with our family and children services a ‘Highly Commended’ finalist. ReGen staff also presented 23 papers at conferences or seminars around Australia. Challenges for the year ahead Clearly in 2013/14, the challenge for ReGen will be to continue and enhance our role as a key contributor to the AOD sector in Victoria through the recommissioning process being undertaken by the state government. ReGen also has the challenge of setting up the new Torque program and a pilot after hours program in the northern metropolitan region. We also hope to promote opportunities to provide better access and improved treatment services for people using methamphetamines as their primary drug of choice. This group poses a particular challenge to a Victorian AOD sector that still lacks targeted treatment models for stimulant dependence. ReGen hopes to further develop the work we began in 2012/13 in creating a stronger evidence base for effective treatment for this group. Conclusion I would like to thank the senior management team for their support and the Board of Governance, who continue to give generously of their time and energy to guide ReGen. I would particularly like to thank the current Chair Ian Angus, who leaves the Board this year after five years of exceptional commitment. I would also like to acknowledge the significant contribution made by all current staff and those who have left ReGen during the past year. Finally, I would like to thank all our funders, partners and supporters who have made all of the above achievements possible. We look forward to your continued involvement with ReGen.

Staff Development During the last year, ReGen has continued its commitment to ensuring our staff have the skills required to undertake their roles effectively. 90% of our clinical workforce have now trained in single session work with families.

From the CEO

The last 12 months has been an uncertain time for the Alcohol and Other Drug (AOD) Sector with the release of the Department of Health document ‘New directions for alcohol and drug treatment services – a roadmap’.

Laurence Alvis Chief Executive Officer

Performance data

Major presenting drug types

2008/09

2009/10

2010/11

2011/12

2012/13 0%

Alcohol

10%

20%

Cannabis

Heroin

30%

40%

Amphetamines (includes Ice)

50%

Alcohol has increased by 3% and Other drugs primary drug remains the dominant of concern identified by people who Amphetamine (includes Ice) use our services (42%). In contrast, the number seeking treatment for Heroin cannabis has dropped by nearly a third to 22%. The number of people Cannabis seeking treatment for amphetamines has remained at 12% after doubling in Alcohol 2011/12. There has been little or no change in incidence of heroin or other drugs. This data focuses on the primary drug of concern, although different drug types are often used concurrently. ReGenâ&#x20AC;&#x2122;s figures are broadly in line with Victorian AOD clientsâ&#x20AC;&#x2122; primary drug of choice.

Other drugs

Total clients

2008/09

1864

2009/10

2027

2010/11

1901

2011/12

1807

2012/13

1982

500

1000

1500

2000

2500

The number of people who use ReGenâ&#x20AC;&#x2122;s service increased by 10% in the last year. 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. ReGen remains committed to family inclusive practice, consumer participation and being a dual diagnosis capable organisation.

Episodes of Care

2008/09 2009/10

3785

2010/11 8

In the last 12 months there has also been a 10% increase in Episodes of Care.

3481

3727

2011/12

3292

2012/13

3613

1000

2000

3000

4000

Education and brief intervention programs

Education and brief interventions increased by more than 50% in the last year. Education programs include: Keeping Going, a relapse prevention group; the Action based Recovery Group, for loved ones affected by an individualâ&#x20AC;&#x2122;s AOD use; Cautious with Cannabis; FOCIS; Drink Drive; Drug Drive; and Alcohol - Considering Change?

311

2008/09

493

2009/10

543

2010/11

592

2011/12

893

2012/13 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

ReGen has managed to deliver an overall performance against key funding targets of 106% for Prison Contracts, Counselling and Support, and Withdrawal Services in 2012/13. Across various services, our programs exceeded their aggregate target with staff being able to deliver additional services to people affected by problematic AOD use.

94%

2008/09 2009/10

96%

2010/11

96% 99%

2011/12

106%

2012/13 80%

85%

90%

95%

100%

105%

Performance against strategic plan

2008/09 2009/10

94%

2010/11 2011/12

83% 79%

2012/13 75%

This year was the second year of the 2011-2014 Strategic Plan, and the overall success for completed objectives was 84%. 36 of the 43 objectives were successfully completed and 6 were partially completed and are ongoing. The percentage of completed objectives was 5% higher than the previous year.

82%

84%

80%

85%

90%

95%

100%

Quality: Going the extra mile

Going the extra mile The words ‘Quality Accreditation’ usually elicit a collective sigh from most workforces. Here at ReGen we are no different, but in spite of that, we recognise and value the opportunity it gives us to focus on how far we’ve come and to celebrate our achievements. In 2001, ReGen became the first Victorian alcohol and other drug (AOD) service to receive accreditation for its Continuous Quality Improvement systems. Since then, a three-yearly review cycle by an independent accrediting body (QICSA: recently changed to QIP) has provided the agency with an effective structure for organising our ongoing work to improve our services. It has also helped identify areas in which we needed to improve to manage potential risks and ensure the sustainability of the organisation. ReGen underwent its sixth external review in March 2013. While preparations for these reviews require substantial time and effort across the organisation, they also provide opportunities to recognise just what we’ve been able to achieve and further opportunities for improvement. Typically, the day-to-day demands of providing services, developing our workforce and ensuring we are strategically positioned to achieve the best outcomes for people using our services and ensure our ongoing sustainability, mean that we don’t have time to reflect on our successes. ReGen is very proud of its services. We work hard to make sure they keep providing practical and meaningful supports for people seeking to overcome the impacts of problematic AOD use on their own (and their families’) lives, and that they are integrated with other complementary services.

It’s even better when our work is recognised by expert external reviewers.

Overall, the external accreditation review team identified the following key strengths and challenges:

In 2013, as well as assessing ReGen’s systems as having met all of the 18 Quality Improvement Council standards for Health and Primary Care Services, the review team rated us as having ‘Exceeded’ for three key standards.

Strengths

The three standards (and key strengths identified by the review team) were: 1. Coordinating Services & Programs This encompassed both ReGen’s internal and external co-ordination, and also strong ethics processes. 2. Collaboration & Strategic Positioning ReGen engages in partnerships that are clearly considered and appropriately targeted, and the organisation has an ongoing commitment to working in partnership with external services. 3. Community & Professional Capacity Building ReGen is building the capacity of people who use its services, as well as ReGen staff and sector workforce, and encompasses clinical work as well as training delivery. ReGen’s inclusive approach to capacity building is highly valued. There were also a further three standards which were judged to be close to exceeding: 1. Incorporation & Contribution to Good Practice 2. Focussing on Positive Outcomes 3. Human Resources

–– Commitment to innovation and collaboration –– Focus on inclusion – overcoming barriers to treatment access –– High quality services –– Responsive and open to feedback Challenges –– Resource limitations –– Uncertainty relating to the outcome of the Victorian AOD reform process –– Consumer participation – good progress but still some way to go –– Diversity – lack of ongoing funds to effectively support culturally and linguistically diverse community partnerships. ReGen will endeavour to build upon these strengths and meet these challenges as we continue to develop our services and participate in the Victorian AOD treatment reforms. ‘I appreciate what I was shown and taught. All the staff were so easy to converse with, and even with the guilt of lapsing, I was able to talk to them. I told my counsellor the next day that I’d done it. They accepted it. And even though I’ve lapsed a couple of times, I haven’t relapsed, and I don’t intend to. I couldn’t have asked for any better help than I got. I had ups and downs but I still got through it and it still worked. I’d recommend Catalyst to anyone. I’ve got a lot that I owe ReGen and I’d like to pay something back. That’s why I’d like to start coming to Momentum. Even if one good word I say helps someone.’ Frank, aged 46

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

Goal One Changing approaches to treatment Challenge Patterns of alcohol and other drug (AOD) use are constantly evolving, as are the ways people seek information and support. Treatment and education providers need to be aware of the implications of these changes and adapt their services accordingly. Our challenge is to continue to improve the accessibility of our services and ensure that they provide meaningful supports to people experiencing harms associated with emerging patterns of drug use. Response –– Encouraged broader awareness of emerging issues associated with the use of synthetic (or analogue) drugs through Dr Adam Winstock’s presentation at ReGen’s second Innovation Forum. –– Piloted evidence based adaptations to our residential withdrawal service model after recognising the particular needs of people undertaking methamphetamine withdrawal. –– Developed ‘Not Just Waiting’, a DVD and web resource to help people who have been assessed for residential withdrawal. It helps prepare them and their families for the first step in their treatment and to think about the path their posttreatment journey might take.

–– Continued to expand the use of remote videoconferencing to improve the accessibility of our non-residential and youth residential withdrawal services. These initiatives are reducing potential barriers to engagement with our services and increasing effectiveness.

Learning While these changes are often seen as presenting challenges to the AOD sector, one thing is clear: they do not require a complete overhaul of established treatment and education systems. ReGen’s experience has shown that relatively minor changes can make a significant difference to both the people who use our services and the organisations’ experience. As with most quality improvement processes, incremental development is the key to success. Responding holistically to complex needs Challenge AOD misuse does not occur in isolation from other developments in people’s lives. It is driven by a range of potential concerns, and contributes to others. Our challenge is to provide services that recognise the many factors that affect people’s quality of life and offer meaningful (and complementary) supports for lasting change. Response –– Established new Acquired Brain Injury Clinical Consultant (to support treatment planning and delivery across all of ReGen’s services) and Assessment Care and Recovery Coordination role (to pilot the Victorian Department of Health’s new model for supporting consumers throughout their AOD treatment). –– Piloting physical health screening (with Banyule Community Health) to better identify the health needs of people who use our services and increase their access to relevant health services. –– Expanding the nutrition and cooking program to enable more people to learn about the impact of diet on wellbeing and how to cook nutritious food on a limited budget.

–– Developing the financial counselling program to support people engaged in our services to develop new life skills (such as negotiation and advocacy) and to regain control of their finances. Learning The ongoing evaluation of outcomes for participants in our awardwinning Catalyst program provides clear evidence of the benefits of taking a holistic approach to supporting change in people’s lives. ReGen will continue to seek new opportunities to promote wellbeing through our services and help to build the evidence base for their effectiveness within AOD treatment. At a glance –– Doubled the number of participants in our Drug Driver education program, following review and redevelopment of program and supporting system. –– Introduced online registration for people participating in our diversion and education programs, and redeveloped our eLearning course management system to increase opportunities for innovative approaches to professional development. –– Developed and implemented comprehensive file audit tool to support evaluation of consistency of staff practice across all service areas.

‘Altogether, I saw Jon [ReGen worker] for two months. I can’t believe how much I’ve changed since then. On the outside, I had it all together. I was holding down two jobs and doing them both well but, on the inside, I was a mess. I thought my Ice use was helping me to stay focussed and keep on top of things at work, and everything else. In reality, it was just helping me cover up a few things I hadn’t been dealing with for a while. By the time I saw Jon, things were starting to unravel, big time. I was using heaps, feeling really anxious all the time and was pulling back from everyone. I didn’t know what to do. I was so scared and ashamed. Whenever I’d tried to talk to doctors about it in the past, they just made me feel dirty and alone. Coming to ReGen was the first time I didn’t feel like I was being judged. I can’t tell you how much that meant to me. Jon helped me through my detox, find a new doctor and get support from my Mum and brother. It was so hard to tell them what was happening, but they’ve been right behind me. There have been a couple of lapses, but Jon’s helped me through them and I’m feeling a lot stronger now. There’s still plenty that I still need to deal with, but I’m feeling like I’m ready now.’ Raf, aged 29

Goal Two ‘My first role with ReGen was as a social work student on placement. It was a wonderful learning opportunity and I was very excited when I was able to take up a position in the community counselling team. That was two years ago. Since then, I’ve completed my AOD and mental health competencies and started researching my Masters thesis on the linkages between AOD treatment and problem gambling. My competency training helped deepen my clinical practice and assisted me in identifying a gap in clinical practice on how to manage co-occurring problematic AOD use and gambling. It was an issue that was coming up repeatedly in my counselling sessions. So I started working through some of the issues in supervision and did some reading, but realised there is limited research on the issue, particularly in relation to methamphetamines. I’ve started my own research on AOD workers’ knowledge about gambling and confidence in addressing it within their practice and am including it in my thesis. It’s helping me to develop my own practice, and my colleagues’. 14

It’s exciting, but it’s really just an extension of what ReGen has already been doing in areas like mental health, families and acquired brain injuries. It encourages us to be curious and to really look at all the factors affecting the lives of people who use our services, and their recovery.’ Lena, aged 37

Maintaining a skilled workforce Challenge Responding to the complex needs of people affected by problematic AOD use requires a skilled workforce, not just in the alcohol and other drug (AOD) sector but across all community and health services. If we are to support sustainable changes in peoples’ quality of life, service providers need to address a wide range of interrelated issues. Our challenge is to ensure that our staff (and those in other service sectors) have the necessary skills to provide holistic and integrated responses for people experiencing AOD related harms. Response –– Following review of AOD workers’ confidence in responding to consumers’ disclosure of past traumatic experience, developed an evidence-based trauma resource to support clinical practice and workers’ professional development. –– Project managed and commenced delivery of suicide prevention training for GPs, nurses, relationship counsellors and residential care staff across Victoria and Tasmania. –– Development and delivery of competency based training in AOD and mental health for ReGen staff, out of home care workers, interstate AOD and mental health workers as a national Registered Training Organisation (RTO). –– Delivered training for Victorian health, welfare and justice workers to increase their awareness of drug diversion programs as a referral option for their consumers and build their understanding of AOD treatment approaches.

Learning The prevalence of complex needs amongst people who use our services and growing government emphasis on the importance of integrated service delivery requires ongoing work. This will ensure workers across AOD and related service sectors understand the particular needs of people affected by AOD misuse, and the role AOD treatment and education can play within a broader systemic response to community needs. Promoting staff wellbeing Challenge We’re inspired by the changes that people who use our services achieve in their lives. ReGen’s services promote the importance of a holistic approach to overcoming the harms associated with problematic AOD use. We do this by highlighting the benefits of activities that support improved health and wellbeing like yoga, meditation, exercise and nutritious, healthy diets. Our challenge is to live up to the example set by our consumers and ensure that we (as individuals and as an organisation) embody ReGen’s purpose and values. Response –– Initiatives introduced to promote improved physical health amongst ReGen staff, including regular yoga and physical training sessions, nutrition seminars, exercise challenges involving teams from across the agency and lunch-time sports activities. –– Uncovered some of our staff’s hidden talents through music, dance, spoken word performances and an art exhibition at the ReGen Christmas party. –– Continued to offer flexible working arrangements to allow staff to manage family, health and study commitments, or undertake phased retirement.

Learning It’s one thing to recognise the importance of self-care and the need to establish healthy habits but it’s quite another to put it into practice. We’re determined to be consistent in our promotion of consumer and staff wellbeing throughout our services. It’s important that the people who use our services recognise that we don’t expect them to undertake anything we wouldn’t do ourselves. At a glance –– Committed to the creation of new roles (Manager - Catalyst Programs, Consumer Participation Facilitator, Evaluation and Communications Officer) that increase organisational capacity in areas of key strategic importance. –– Continued to attract very high quality applicants for advertised positions and a high staff retention rate (over 90%). –– Supported professional development of our staff through 20 internal movements, 3 on secondment and 17 permanent, plus a wide range of clinical, managerial and technical training. –– Supported 21 student placements across a range of health and welfare related disciplines including social work, counselling, community services, AOD, mental health, nursing, medical and consumer participation.

Goal Three Engaging with vulnerable families and their children Challenge Typically, people do not seek AOD treatment until their lives (and those of their families) are severely affected. Community stigma and individual shame play a key role in delaying the decision to ask for help. Taking action earlier can prevent the escalation of problems and reduce the impacts on individuals, families and the wider community. Our challenge is to improve the accessibility of our services and develop effective models for earlier interventions. Response –– Continued expansion of ReGen’s Intensive Playgroup program. Now delivered at five locations in partnership with community health, maternal and child health, children’s and family services. These partnerships have enabled Playgroup staff to engage with vulnerable and at-risk families before the escalation of AOD related harms. –– Expanded delivery of Single Session counselling model for family members seeking advice about how to support themselves and what they can expect from AOD treatment. –– Highly commended finalist in the Excellence in Treatment Services at the 2013 National Drug and Alcohol Awards.

Learning After commencing the program within ReGen’s services in 2004, Playgroup now provides an effective vehicle for embedding AOD treatment staff within mainstream services and enabling a preventative approach. Delivering the program in partnership with a wide range of service types provides opportunities for our staff to engage with families without feeling the stigma generally associated with AOD treatment. Providing integrated treatment Challenge While providing holistic responses to complex consumer needs is important for all treatment providers, no single service (or service type) can meet every need. Our challenge is to continue to strengthen our partnerships with complementary programs to improve the integration of services and support better outcomes for the people who use them. Response –– Reduced potential barriers to key physical and mental health services by expanding the range and scope of co-located partner services that can be accessed by people using our services, without the need for separate travel, appointments and intake processes. –– Negotiated the redevelopment of our Koori Alcohol & Drug Diversion Worker role in partnership with the Victorian Aboriginal Health Service to provide more co-ordinated specialist support for Aboriginal people undertaking AOD treatment. –– Developed new mental health and family service partnerships to develop integrated service models and support delivery of the ‘Breaking the Cycle’ and ‘Partners in Recovery’ service initiatives, as well as Child FIRST services.

Learning The effectiveness of ReGen services for our clients depends, in many respects, upon the extent to which they are co-ordinated with others. A continued focus on the development of new and stronger service partnerships provides opportunities to build upon our clinical systems, workforce development activities and public advocacy to improve the consistency and quality of services for people experiencing AOD related harms. At a glance –– In partnership with the Burnet Institute and the Nossal Institute for Global Health, worked with various delegations of consumers, service providers and policy makers from Vietnam, Afghanistan and the Solomon Islands to support the development of evidence-based AOD policy and treatment services. –– Developed ten new service agreements with health, employment, mental health, child/family and other AOD services to further strengthen referral pathways and promote collaborative treatment planning, delivery and review. –– Published evaluation report and co-delivered conference presentations on our partnership with Family Drug Help at SHARC for delivery of the ARC program for family members.

‘I didn’t know what to do about my addiction to painkillers. I mean, I knew about detox, but didn’t have much of an idea about what would come next. Talking to Suzy [ReGen clinician] really helped me understand what all that codeine had been doing to me. I was pretty surprised that over-the-counter meds could be that harmful, but was really shocked when she started talking about pharmacotherapies. I’ve known people on methadone and have seen how they get treated by doctors and pharmacists. I couldn’t see myself in the same picture. Suzy gave me heaps of info and talked me and my Gran through what it would involve. In the end, I agreed to give it a try. I did my detox at Curran Place, but was still a bit unsure about how it would go when I got out. I was pretty anxious towards the end, but Suzy picked me up and took me to a new GP to organise my prescription. He had never done it before, but Suzy stepped him through the paperwork and helped him make some calls. I started on Suboxone the next day. Suzy helped me get to know the pharmacist (who was actually nice to me) and it’s all been pretty good since then. It’s only been a couple of months, but I’m feeling better and have so much more time now, which means I’m taking better care of Gran.’ Helen, aged 23

Goal Four

‘When me and my Mum came to ReGen, we thought I just had a heroin problem. That first session with Jan [ReGen non-residential withdrawal clinician], it just turned everything I thought I knew about my life upside down, but in a good way. All the other stuff that I had going on, my methadone, the choof, alcohol and benzos, my sleeping patterns and the fact that I barely left my flat: she helped me see how it was all connected, and how it was affecting my family. That was probably what hit me the hardest. I could pretty easily have fallen apart at that stage, but Jan was amazing. She put so many things in place for me. She helped me get my methadone dose changed (so I didn’t need to use on top of it) and got me to see Erica [ReGen financial counsellor] who helped me sort out my debts (which I’d been avoiding, big time). I couldn’t believe how much that helped. I started to feel like I had some sort of control. I also started seeing Tony [ReGen AOD counsellor], who helped me through the times I felt like I needed to get back on the gear, and Jane [ReGen family counsellor] to help clean up some of the shit that I’d dumped on my family. It’s been hard, but I’m starting to feel like I’ve got solid ground under me.’ Nick, aged 43

Expanding the Catalyst program Challenge Since its development in 2009, our Catalyst non-residential alcohol rehabilitation program has made a valuable contribution to the lives of the people participating in the program (and their families) and to the Victorian alcohol and other drug (AOD) treatment sector. Participant feedback, external evaluation findings and the 2011 National Drug and Alcohol Award for Excellence in Treatment services have all helped to make the case for making the program more widely available. Response –– Advocated with Victorian Department of Health (DH) about opportunities to expand the Catalyst program to other areas or develop a Catalyst program for people whose offence-related behaviour is linked to their AOD misuse. –– Secured DH funding for a twoyear pilot of Torque, a Catalyst program for people involved in the justice system, which will address the use of all drug types and its relationship with offending. –– Continued to evaluate treatment outcomes for participants in the established Catalyst program up to 12 months following program completion.

Learning Developing a solid evidence base to guide the development of the original Catalyst service model was a key factor in its success. Through the evaluation of that program, ReGen has helped to further develop the evidence base for non-residential rehabilitation programs. It is important for us to continue this process, as well as to study the translation of a voluntary participation model and the capacity of the new Torque program to meet the needs of mandated participants. Enabling improvements to service quality and efficiency with technology Challenge ReGen is committed to exploring opportunities to remove barriers to engagement with AOD treatment services, increase the effectiveness of our existing programs and improve our own internal communications. This requires a willingness to embrace change and to develop the infrastructure to enable it to happen. Our challenge is to ensure that we have a strategic approach to the development of our Information and Communication Technology (ICT) systems and their capacity to support changes to our clinical and organisational practices. Response –– Developing a new ICT strategy to support the AOD reform process in partnership with Sentric. –– Upgraded ICT infrastructure and support systems to provide a stable platform for change.

–– Continued the roll-out of online interactions including instant messaging, voice and video conferencing for internal and external communications. ReGen staff are now conducting assessments by videoconference, communicating with people who use our services by SMS, supporting consumer blogs, developing multimedia online resources, and delivering innovative e-learning opportunities. –– Shared our social media experiences with the AOD sector through publications, conference presentations and pro-bono consultancy. Learning The speed of change in how people seek health information and engage with support service is increasing. ReGen’s innovative ICT based projects have demonstrated the potential benefits for people who use AOD services and treatment providers, but we need to continue to explore new ideas as they emerge and ensure that our services respond to the changes occurring within our sector and the wider community. At a glance –– Strategic partnership with Odyssey House Victoria in preparation for the AOD recommissioning of community-based services. –– The year saw a doubling in donations from individuals and community groups. While this is occurring from a small base, it indicates ReGen’s growing recognition within our communities. –– Developed records management system.

Goal Five Taking a stand Challenge Few in the alcohol and other drugs (AOD) sector would deny the importance of public advocacy to shift public attitudes towards evidence based policy and reduce the impacts of stigma on affected individuals and families. However, few are funded to advocate and those seen to be challenging the status quo can quickly become targets for fierce public criticism. Our challenge is to develop sound, evidencebased positions on issues of key importance to people affected by problematic AOD use and to reach new audiences with our messages. Response –– Expanded our range of published Position Statements (and Supporting Evidence) to include Family Inclusive Practice and Consumer Participation. –– Published articles in a variety of mainstream, specialist and online media to promote awareness of AOD-related harms, challenge the stigmatisation of people who use AOD (and their families) and increase public understanding of the complexities involved in key AOD issues. –– Continued to increase our local, national and international audience via ReGen’s website, a new regular eUpdate (the ReCord) and social media accounts.

Learning Our primary focus is always on improving the quality and effectiveness of our programs for the people who use them. However, by investing our time (and resources) in developing advocacy materials we have found that it puts ReGen in a stronger position to make the case for change. Our online presence and growing reputation as a provider of expert commentary on AOD issues is enabling us to reach a wider (and more diverse) audience.

‘Congratulations on an excellent edition [ReCord - ReGen’s regular eUpdate]. Very informative and succinct with plenty of additional info if required. Well done’ Jack

Advocating for changes to policy and practice Challenge The Victorian AOD sector is currently facing a period of significant change. The current reforms offer a real opportunity to substantially improve the accessibility, quality and consistency of AOD treatment in Victoria. Our challenge is to ensure that ReGen’s experience and expertise is able to help shape the changes that are occurring and that the AOD and broader community sector reforms result in improved services and outcomes for people who use AOD treatment services. Response –– Played key role in sector consultations regarding the Victorian AOD treatment reforms, including written submissions and membership of six reform Working Groups. –– Provided formal submissions to key policy consultations’, including the Department of Health’s proposed principles for AOD treatment, the Shergold discussion paper on Victorian Community Services Sector reform and the proposed rescheduling of alprazolam (Xanax). –– Shared our expertise in use of social media and other web-based approaches to enhance treatment with a wide range of AOD treatment services, peak bodies and community service providers.

–– Advocacy on social media continues to build communities of support for attitudinal change and evidence based policy. Our increasing Klout score provides some evidence of our growing online influence, rating ReGen favourably compared to national organisations like ACOSS, Mission Australia and the Salvation Army. Learning The Victorian AOD reforms have provided a real impetus for the treatment sector to demonstrate its ability to develop new models for service co-ordination and delivery. Our commitment to exploring online approaches has left us well-placed to demonstrate their potential to improve service effectiveness and efficiency. While our voice has been heard in consultations to date, the development of a meaningful and effective system to measure treatment outcomes for people who use Victorian AOD services remains as a vital (and incomplete) component of the reform process. At a glance –– Active in our public advocacy during Drug Action Week 2013, World Hepatitis Day, Overdose Awareness Day and the ‘Support. Don’t Punish’ international advocacy campaign which promotes understanding of harm reduction. –– Engaged in the Australian Medical Association Summit on Alcohol Marketing and Young People, and the National Alliance for Action on Alcohol (NAAA) Roundtable Meeting at Parliament House, Canberra. –– Partnered with the St Kilda Sharks women’s football club to promote safe use of alcohol and other drugs including an honorary kit sponsorship of the ReGen logo.

Sometimes, our public advocacy has unexpected (but welcome) results. In March 2013, ReGen issued a media release in response to local coverage of a reported needlestick injury in a Sunbury playground. The release wasn’t published in Australia, but did get circulated internationally by the UK peak organisation DrugScope. Our response inspired Stephen Parkin, an English researcher and harm reduction advocate to develop a media release template for use by UK harm reduction organisations in response to similar sensationalised reporting. Here’s what Stephen had to say when we asked him why he did it: ‘All too often, press reports seek to diminish and devalue the role of harm reduction in community settings and seek to sensationalise accounts of discarded injecting equipment. I was impressed by ReGen’s proactive response and thought about how I could encourage individuals and organisations here to do the same. By developing the template, I thought I could make it less daunting and provide ready evidence to challenge the usual criticisms of harm reduction services. There’s always a small window of opportunity to get responses to media coverage published. Starting something from scratch, it takes time to pull your argument together. It was great that ReGen was able to get something out on the same day as the original story, but many would struggle to do this. Hopefully, what I’ve done will help make it easier for people to speak up on a national, international and global scale.’

Supporting individuals, helping families

Dear Rene & the rest of the Catalyst Team,

Dear Roslyn,

Catalyst is a positive and effective program, but I know that any organised group is only as strong as the people who work within it.

Thanks so much for your letter Roslyn.

Although I didn’t meet the whole team, I want to thank you all for the positive pathways you opened up for my daughter Jennifer. It is truly wonderful to see my dear Jenny emerge from the mask of alcohol, strong and healthy and able to make clear decisions regarding the company she keeps, the development of her artistic talent and begin to build trust within the family. On behalf of Jennifer’s extended family and me personally, I thank you all and wish your program increased funding as recognition for the powerful and effective work you do. Regards,

Roslyn & family

It’s fantastic to get this sort of feedback. Seeing these sorts of outcomes, not just for the people who come to Catalyst but their wider families too, just confirms why we do what we do. I remember when Jennifer was going through our intake process, she was really motivated to make a permanent change to her drinking, but her main focus really seemed to be improving her relationships with her family. As you know, Jennifer’s drinking was really just one of a whole raft of issues that were affecting her quality of life, and her capacity to change. A long period of problematic alcohol use, her experiences of domestic violence, depression and an acquired brain injury had all contributed to the situation she was in when she came to us. Unfortunately, many of the people who come to Catalyst have similar stories to tell. It’s never just about the alcohol. It was only during the early art therapy sessions that Jennifer told us that, prior to her brain injury, she had been an award-winning artist. Her story of her depression (and subsequent drinking) following the injury was one that really resonated with the group, so seeing her selfconfidence (and her motivation to re-engage with her creative process) return during her time in the program was a really encouraging example for the other participants. For the Catalyst team, it was terrific to see that she was progressively more able to deal with daily stresses, make clearer decisions and start thinking beyond just survival. Bringing you to our Strengthening Relationships sessions had a huge impact for her. She said that the process of rebuilding trust with her family was helping her feel like she was getting back to the person she was before. She had said that she was planning to pick up the paintbrushes again. We’re so glad she did and can’t wait to see what she’s been working on. Best wishes

Rene

Our organisation

Our Board

–– Board Development Committee;

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.

–– Facilities Management Committee;

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;

–– Human Resources Committee; –– Marketing and Communications Committee. Board members are required to act with integrity and objectivity at all times. They are required to declare any conflict of interest (when applicable) during Board discussions and, where necessary, to withdraw from relevant proceedings. There were 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

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, FCIS, FCIM

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, community forensic 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 technology, facilities and operations

Rose McCrohan RNDiv1, DipAppSc, BN, Dip Acup, AdvCertFacMgt, Grad Dip Bus

Manager, Curran Place

Adult community residential drug withdrawal Registered Nurse Practitioner - clinical services

Attendance at Board meetings (total of nine Board meetings for 2012-2013) Board member

Board meetings

Audit & Risk Management Committee

Board Development Committee

Facilities Management Committee

HR Committee

Marketing & Communications Committee

Meetings attended

Eligible to attend

Meetings attended

Eligible to attend

Meetings attended

Eligible to attend

9 1

Meetings attended

Eligible to attend

Ian Angus

Kirsty Bennett

Paul Hamilton

Draga Jevtic

Margaret Lester

Susan McWhirter

Margaret Paterson

Robert Renton

Christine Robertson

Sandy Ross

Warren Smith*

Joanna Wriedt

4 8

Eligible to attend

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

Board members as at 30 June 2013 Name, Qualifications and Experience

Ian Angus LLB, FCIS

Date Appointed November 2008

Member HR Committee November 2008

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

Honorary Fellow, School of Social & Political Sciences â&#x20AC;&#x201C; University of Melbourne. Williamson Community Leadership Program â&#x20AC;&#x201C; 2000 Kirsty Bennett BArch(Hons), GradDipGerontology, BD(Hons), RAIA

Chair Board (appointed Nov 2011) Member Board Development Committee

Former CEO, College of Law Victoria. Former Senior Counsel & Company Secretary, Esso Australia Group Sandy Ross BA(Hons), MA, PhD

Special Board Responsibilities

Member HR Committee November 2009

Member Facilities Management Committee

November 2011

Chair HR Committee

November 2011

Member Audit & Risk Management Committee

November 2012

Member Marketing & Communications Committee

November 2009

Chair Board Development Committee

Architect, Manager Design Education Service, Dementia Training Study Centre, University of Wollongong 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 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 Presbytery Minister Administration, Presbytery of Port Phillip West Christine Robertson BCommWelfare, GradCert Adult Education & Training, Cert IV TAA, MEd (Leadership & Mgt)

Member Marketing & Communications Committee November 2011

Member Audit & Risk Management Committee 25

Expertise in strategic planning, organisational development, change management, community and urban renewal Rod Szigeter BEc

June 2013

Joanna Wriedt PhD, Juris Doctor, GAICD Extensive experience in government health policy and ministerial dealings, medical research, including risk analysis and epidemiology

Member Marketing & Communications Committee Member Board Development Committee

Expertise in executive search & selection combined with over 20 years in corporates across senior sales, marketing and commercial management roles in Australia, Asia and the UK November 2011

Chair Facilities Management Committee Member Audit & Risk Management Committee

Our people

Staff qualifications (highest level)

Gender of Staff

14%

10% 26%

11% 22%

74%

37%

Masters or above

Diploma

Men

Post Graduate

Cert 4

Women

Degree

Other

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

Staff employment status

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

Area of work

3% 4% 8% 23% 12% 43%

42% 8%

6% 32% 19%

Full time

Casual

Residential Withdrawal

Education & Advocacy

Part time

Parental leave

Therapeutic Services

Corporate Support incl. Reception

Community Rehabilitation

Senior Management Team

Forensic Services

ReGen provides for flexible employment arrangements. Nearly half the workforce is full time, one-third part time and one quarter are casual.

ReGen’s youth and adult residential withdrawal services have the highest numbers of staff; almost half of those are from our casual pool.

Conferences Conference, location & date Hit Hot Topics Conference

Representation on external committees/meetings/networks Topic, presenter(s) and/or scholarships

Liverpool (UK), September 2012

‘Where the hell are ya? The imperative for Web 2.0 enabled harm reduction services’ Presenter – Matt Gleeson

Metropolitan AOD Service Providers’ Forum

‘Putting together the pieces – A worker resource to responding to trauma’ launch Presenter – Brandon Jones

Melbourne, September 2012 VADDS Conference Melbourne, November 2012 National AOD Peak body Forum Melbourne, November 2012 Australian Family Therapy Conference Perth, November 2012 APSAD Conference Melbourne, November 2012

The Drug Drive Program Presenters – Brandon Jones & Ann Tattersall Integrated Service Provision: How education and Clinical Services can work together Presenter – Brandon Jones Co-constructing foundations for support in alcohol and other drug (AOD) treatment Presenter – Sarah Jones

Bendigo, November 2012 VAADA Conference Melbourne, February 2013

6th Australasian Drug and Alcohol Strategy Conference

Melbourne, March 2013

Canberra, April 2013

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) Family Drug Help Advisory Committee

Using social media for AOD advocacy Presenter – Paul Aiken

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

Social media for harm reduction: the imperative for web 2.0 enabled harm reduction services Presenter – Ray Stephens Social Justice as a driver for change: case study of ReGen Presenter – James Beckford Saunders Workforce Development: Is it practical and is it real? Presenter – Brandon Jones

headspace Glenroy Consortium and advisory group Human Resources Network (Not-for-profits) Hume Alcohol & Other Drugs Network Hume Health and Community Service Alliance

Experiences as Nurse Practitioners Co-presenter – Rose McCrohan

Hume Health Services Network

Twitter as a workforce development tool in the AOD sector Presenter – Matt Gleeson

Hume Strengthening Risk Management Project (RAMP)

Alcohol Considering Change: A model for alcohol diversion programs? Presenter – Matt Gleeson

Hume Youth - Tangible Connections Network Injecting Drug Harm Reduction Network National Alliance for Action on Alcohol

Achieving more for families through partnerships Co-Presenter – Donna Ribton-Turner

North Eastern Mental Health Alliance

Online treatment enhancement Presenter – Ray Stephens

North East Region Dual Diagnosis Group

Service User participation: A whole of organisation approach Presenter – Matt Gleeson National Social Inclusion and Complex Needs Conference

Dept. of Health (DH) - AOD Reforms Working Groups: Care and Recovery Coordination; Withdrawal; Assessment and Intake; and Change Management, plus AOD Treatment Model Project Reference Group

Alcohol Considering Change: A model for alcohol diversion programs? Presenter – Matt Gleeson

Sydney, March 2013 ReGen Innovation in Action Seminar

Continuous Quality Improvement Network

Innovation in engaging families Presenters – Venetia Brissenden & Sarah Jones

Attendee – Dorothy Minca (ReGen Scholarship) Loddon-Mallee AOD Service Providers’ Network Forum

City of Moreland - Health, Safety and Wellbeing Leadership Group

Achieving more for families through partnerships: ARC family support program Co-presenter – Donna Ribton-Turner Putting together the pieces – working with trauma Presenter – Brandon Jones

North West Mental Health Alliance North Western Metro Region, DHS - Multiple and Complex Initiative (MACNI) Panel Northern and North Western Mental Health Services and ReGen - Dual Diagnosis Partnership Coordination group Occupational Health & Safety Care Network

Web 2.0 – The challenges and opportunities for AOD services Presenters – Paul Aiken, Matt Gleeson

Northern Melbourne Medicare Local Partners in Recovery Consortium

Panel discussion Presenter – James Beckford-Saunders

Residential Withdrawal Managers Network

Melbourne, April 2013 Loddon-Mallee AOD Service Providers Network Forum

Dual Diagnosis – Collaboration in Action Presenter Donna Ribton-Turner

Stepping Up Symposium – The Evolution of Addiction Treatment and Technology Melbourne, April 2013 FARE Australia Annual Alcohol Poll Launch

Bendigo, May 2013 ACT Alcohol, Tobacco and Other Drugs Conference

Auckland (NZ), June 2013

United Nations Global Compact Cities Program ‘Special Circumstances’ Infringement Project UnitingCare Victoria and Tasmania CEO Network and other networks

Evolution of a traditional drug treatment service Presenter – Laurence Alvis

Canberra, June 2013 Australasian Mental Health and Addiction Nursing Conference

Primary Care Partnerships meetings

Attendees – Mal Doreian & Linda Coventry-Poole (ReGen scholarships)

Victorian Alcohol & Other Drug Association (VAADA) Board/VAADA executive and Department of Health directors/CEOs meeting

Financial overview

Where the money comes from

1.3% 1.0% 4.1% 4.1% 7.6%

14.8%

67.1%

Victorian Dept of Health

Other Income

Forensic Services

Victorian Dept of Education & Early Childhood Development

Prison Contracts Commonwealth Dept of Health & Ageing

Revenue increased by 8% from last year, with Forensic Catalyst income received in June 2013 to be expended in 2013/2014.

Other Grants

Where the money goes

3.3%

6.1% 8.3%

10% 72.3%

Program Salaries, Contractors & Agency Staff Fleet, Travel & Other expenses Non Program Salaries & Wages Office & Administration Expenses Depreciation

Expenditure increased by 2% with increased program staff due to new programs.

2013

2012

$7,701,995 $85,084 $7,787,079

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

$5,827,502 $242,681 $1,214,472

$5,808,331 $192,261 $1,148,921

$7,284,655

$7,149,513

$502,424

$81,065

2013

2012

Cash and Cash Equivalent Receivables Other Assets Total Current Assets

$2,013,852 $226,382 $93,970 $2,334,204

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

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

$3,063,482 $3,063,482

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

TOTAL ASSETS

$5,397,686

$4,877,758

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

$657,348 $20,000 $919,439 $1,596,787

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

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

$100,000 $155,473 $255,473

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

TOTAL LIABILITIES

$1,852,260

$1,834,756

NET ASSETS

$3,545,426

$3,043,002

EQUITY Capital Reserve Asset Revaluation Reserve Retained Surplus TOTAL EQUITY

$959,769 $800,000 $1,785,657 $3,545,426

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

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 2013

Statement of Financial Position as at 30th June 2013

ASSETS CURRENT ASSETS

ReGenâ&#x20AC;&#x2122;s 2012-13 audited accounts with detailed notes are available at www.regen.org.au

Financial Statements

Statement of Changes in Equity for the year ended 30th June 2013 Retained Surplus

Capital Reserve

Capital Profits Reserve

Asset Revaluation Reserve

TOTAL

$1,283,233

$624,286

$335,483

$800,000

$3,043,002

$502,424

Balance as at 30 June 2013

$1,785,657

$624,286

$335,483

$800,000

$3,545,426

Balance as at 1 July 2011

$1,202,168

$624,286

$335,483

$800,000

$2,961,937

$81,065

$1,283,233

$624,286

$335,483

$800,000

$3,043,002

2013

2012

Government Grants

$7,201,110

$6,206,625

Fees

$1,243,151

$1,741,592

Donations and Bequests

$32,714

$14,078

Interest Received

$51,004

$44,977

Balance as at 1 July 2012 Net Result for the Year

Net Result for the Year Balance as at 30 June 2012

Statement of Cash Flows for the year ended 30th June 2013

CASH FLOWS FROM OPERATING ACTIVITIES RECEIPTS

Other

$1,366

$41,478

$8,529,345

$8,048,750

$5,697,014

$5,638,994

$640,869

$573,430

PAYMENTS Employee Benefits GST Other Expenses

Net Cash provided by / (used in) Operating Activities

$1,415,742

$1,274,981

$7,753,625

$7,487,405

$775,720

$561,345

($53,315)

($126,713)

CASH FLOWS FROM INVESTING ACTIVITES Payments for purchases of Plant and Equipment Proceeds from sale of Plant and Equipment

$24,091

$23,396

($29,224)

($103,317)

Repayment of Borrowings

($20,000)

Net Cash provided by / (used in) Financing Activities

($20,000)

Net Increase / (Decrease) in Cash Held

$726,496

$438,028

Cash and Cash Equivalents at beginning of Financial Year

$1,287,356

$849,328

Cash and Cash Equivalents at end of Financial Year

$2,013,852

$1,287,356

Net Cash provided by / (used in) Investing Activities CASH FLOWS FROM FINANCING ACTIVITIES

Independent Auditor’s Report To the Members of the Board of Governance of UnitingCare ReGen Report on the Financial Report We have audited the accompanying financial report of UnitingCare ReGen which comprises the Statement of Financial Position as at 30 June 2013 and the Statement of Comprehensive Income, Statement of Changes in Equity and Statement of Cash Flows for the year ended on that date, a summary of significant accounting policies and other explanatory notes and the statement by the Directors of the Board of Governance. The Board of Governance’s Responsibility for the Financial Report The Directors of the organisation are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards (including the Australian Accounting Interpretations). This responsibility includes designing, implementing and maintaining internal control relevant to the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances. Auditor’s Responsibility Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the organisation’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the organisation’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board, as well as evaluating the overall presentation of the financial report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Independence In conducting the audit, we have complied with the independence requirements of Australian professional ethical pronouncements. Auditor’s Opinion In our opinion: The financial report of UnitingCare ReGen: (i) gives a true and fair view of the organisation’s financial position as at 30 June 2013 and of its performance and its cash flows for the year ended on the date; and (ii) complying with Australian Accounting Standards (including Australian Accounting Interpretations).

UHY Haines Norton

Richard Lindner Melbourne Dated this

day of September 2013.

Solicitors Herbert Smith Freehills Level 43,101 Collins Street Melbourne, VIC 3000 Bankers National Australia Bank 221 Drummond Street Carlton, VIC 3053 Auditors UHY Haines Norton Level 8, 607 Bourke Street Melbourne VIC 3000

Our service partners and supporters

We thank the following organisations and individuals who provided us with substantial financial or in-kind support during 2012-2013. Government Commonwealth Department of Health and Ageing

Donors and pro bono – Individuals Jane Allardice

SHARC Family Drug Help

Sheryl Ashley

SUMITT

RW & EM Averill

Tarcoola Pre School

Kirsty Bennett

Turning Point

Clare Boyd-Macrae

UnitingCare Lentara

Sue Brown

Victorian Aboriginal Health Services (VAHS)

D & L Byrne

Wesley Mission NSW

Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs

General Practitioners Dr Ann Maree Diggins

Commonwealth Department of Education, Employment and Workplace Relations

Dr Dina Kouchaeva

Dr John Furler Dr John Lynch

Darebin City Council

Dr Afshan Mian

Hume City Council

and other supporting GPs

Moreland City Council Victorian Department of Business and Innovation Victorian Department of Education and Early Childhood Development

Self Help Groups Alcoholics Anonymous Narcotics Anonymous New Life Inc.

Ian Claessen Kristin Dahl Tracey Devon Ingrid Ford Tony Green Noeline Henrious Ian & Val Johnston Robert Kalivoda Cheryl Lawrie M & S Mclean Ruth McNamara Ruth Millard Doreen Misso

Victorian Department of Health

SMART Recovery

Victorian Department of Human Services

Trusts and Foundations SHARE Community Appeal

Victorian Department of Justice

Lord Mayor’s Charitable Foundation

Other partners ACSO Coats

Pro Bono – organisations GreatConnections

Anglicare

Herbert Smith Freehills

Julie Perrin

Austin Health

Leadership Victoria

Philip Potter

Australian Drug Foundation

N2 Services

Kelly Ruyziak

Banyule Community Health

Sentric/Community Sentric

Sue Schlesinger

Broadmeadows Maternal and Child Health Service

StudioBrave

Trish Sims

Paul Molnar David Moorhouse Ken Morrison Tai Naikawa Meg Orton

Doug & Rachael Telford

Cleveland Drive Family Centre

Donors – organisations Brunswick Uniting Church

CPS Family Services

Coburg Uniting Church

Chris Ward

CVGT

DBM Consultants Pty Ltd

Rachel Watson

Dr Benny Monheit – Addiction Medicine Specialist

Pascoe Vale Uniting Church

AG Wilson (3)

Sentric/Community Sentric

Anonymous donations (6)

SHARE Community Appeal

Friends and Family of clients of the ReGen Adult Community Residential Withdrawal Unit (Curran Place)

G4S headspace Glenroy 32

Robinson Reserve Neighbourhood House

JobCo

St Stephens Uniting Church (Williamstown)

The Melbourne Health Integrated Hepatitis C Service

Strathmore Uniting Church

NEAMI National

UnitingCare & Target Australia - Christmas Appeal

Northern & North West Area Mental Health Service

Uniting Church in Australia Synod of Victoria and Tasmania

Playgroup Victoria

Andrew Tyquin

Participants of the Criminal Justice Diversion Program from Magistrates Courts (19) Individual donations from the purchase of Entertainment Books

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

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