Taking Care of New Zealanders
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Taking care of New Zealanders ANNUAL REPORT 2010 B All around New Zealand, 24 hours a day, and 365 days a year – St John members care for communities, help people in medical and accident emergencies, and relieve sickness and injury. The vision for St John is “enhanced health and well-being for all New Zealanders”. Our four strategic themes are: 1 Provide effective emergency medical care, help and support to deliver the best possible health outcomes for New Zealanders. 2 Help to build communities that are strong and that participate in caring for each other and share responsibility for the prevention and treatment of illness and injury. 3 Coordinate and provide services across communities that contribute to improving health and wellness. 4 Maintain an effective and sustainable organisation that is trusted, supported and highly valued by all stakeholders. ST JOHN ANNUAL REPORT 2010 | 1 CONTENTS Vision Chairman’s Introduction 2 Annual Review 4 Operations 6 Training 10 Community Care 12 St John in the Community 14 Future Proofing 16 Youth Programmes 18 Community Support 20 Donors and Supporters 22 Financial Commentary 25 Financial Report 28 Audit Report 31 Performance Statistics 32 Officers of the Organisation 33 Area Committee Locations 34 2 CHAIRMAN’S INTRODUCTION St John has cared for New Zealand communities for 125 years. St John is a major international Cadets right through to our longest The challenge for the Board and charity with a rich tradition. serving members (the term that the Executive Management Group We are a large, high-performing describes our volunteers and will be to continue this leadership organisation strongly based paid staff). An indication of that role and meeting changing in local communities. In special commitment is that 1,993 and growing community needs New Zealand we have more members have given over 20 years while transforming services. than 16,000 volunteer and paid of service to St John and to their The Board is focused on guiding members, and we have been the communities. the organisation to successfully leading provider of ambulance, develop new services and delivery emergency care and community Opportunities and models that will better serve care for 125 years, and are still challenges ahead New Zealand, within the funding going strong. To do that, we rely St John operates a sophisticated, restraints and resources available on the goodwill of many people diverse, vital, national organisation to us. and many organisations. within the New Zealand health We can be immensely proud of sector. Demand for our services I thank you all sincerely for your what we have achieved over the is growing rapidly – technology, contributions and your support. past 125 years and of the unique drugs and procedures are changing and valuable contribution St John I became Chairman and Chancellor the way we do things and as a people make caring for others in in March 2009. In my time here community we are ageing. At need. We can, I believe, also be very I have been really impressed and best, funding for our services is positive about the future and the humbled by the dedication and finite and limited. During the past role that St John can – and must commitment St John members 125 years, St John has fronted – continue to play, in the area of have to helping their fellow these issues and has often led community-driven healthcare. New Zealanders – from our innovation, specifically in the area youngsters the Penguins and of community-based services. Priory Trust Board Standing: John Harman, John Wadams, Steve Evans, Jaimes Wood (Chief Executive), Murray Jones, Don Hunn, Ian Civil, John Hall, Ed Sullivan. Sitting: Souella Cumming, Garry Wilson, Ann Greenaway. ST JOHN ANNUAL REPORT 2010 | 3 We can be immensely around the globe. We were joined Volunteers (by Region) proud of what we have by our Grand Prior, His Royal Northern 2,648 Highness the Duke of Gloucester. 1,412 achieved over the past This was a great opportunity to Midland 125 years and of the unique highlight the operations of St John Central 1,116 in New Zealand and the initiatives and valuable contribution Northern (SI) 1,958 St John people make caring we are undertaking. I was very for others in need. proud of the efforts of St John in Southern 897 New Zealand in showcasing our National Office 14 organisation and achievements. Thanks Paid staff – including casuals I am grateful to the members of (by Region) Priory Chapter, my colleagues on Northern 779 the Priory Trust Board, Regional Trust Boards and Area Committee Midland 384 members for their support, Central 251 guidance and vision. Northern (SI) 466 The life-saving and caring work of St John is only possible because of Southern 260 the dedication and hard work of all National Office 180 our members under the leadership of the management team. Thank NOTE: Total paid staff – full time Strengthening governance you all for your efforts. equivalent (FTE): 1,589 This year we began reviewing our governance arrangements to find potential areas for improvement Total Members (by Region) and clarity and we will progress Garry Wilson Northern 5,494 a number of initiatives in this Chancellor area. A decision was taken to Midland 2,881 amalgamate the governance Central 2,061 arrangements for the Midland Northern (SI) 3,814 and Central Regions and also to combine the two South Island Southern 1,635 regions. The creation of new, larger National Office 194 regions will give us the opportunity to better utilise resources, realise the benefits of greater efficiencies and achieve consistency in the delivery of services under a unified governance structure. The amalgamations will be completed by June 2011. International role In May 2010 we hosted the meeting of the international Grand Council of St John. These are the senior people from St John organisations 4 ANNUAL REVIEW St John will play a key role in the future delivery of healthcare in New Zealand. We will continue to evolve and innovate to do that. A year of good progress activities, which help to fund sector. We continue to focus on the delivery of ambulance and improvements to consolidate and 2010 is the year St John health services to communities deliver consistency, cost-savings, celebrated 125 years of service in across the country. With the innovation, and balance. New Zealand. Through the efforts financial support of communities, of our members in providing care we continued to fund an operating Changing how we deliver for the public our community deficit in ambulance of more than services profile remained highly visible. $8.6 million, somewhat overstated It is clear that St John must change We did not suffer the full effects as the underlying deficit exceeded and adapt our service delivery model of the recession because we were $12.0 million. The current delivery for the challenges facing the health prepared to a degree and ‘cut our model for emergency ambulance sector. Those challenges include a cloth’ to suit the circumstances. We services is not sustainable on this growing and ageing population, made solid progress commercially, basis and we are committed to fewer people working, more chronic our fundraising was effective and we making changes and introducing illness (heart disease, some cancers, continued on the path we have been alternative care pathways that will diabetes and tobacco-related on for the past decade, simplifying deliver good outcomes for patients disorders), limits on health spending and streamlining business processes more economically. and changing public expectations. and practices and consolidating our New Zealanders expect the health support and financial systems. Preparing for the future and disability system to provide We took steps to drive unity and a broader range of services and The financial year consistency in our decision-making treatments, some of which involve Revenue and expenditure in the by developing our Statement of expensive new technologies. financial year exceeded budget on strategic intent 2010-2014, in a Pu blic demand for health a planned basis and we achieved process that involved all Boards. interventions will always exceed a better than forecast bottom line We also re-aligned our senior supply. Our Ambulance Service surplus. Total revenue exceeded leadership team to ensure the responds to calls for help that are $200 million, an increase of 9% on correct focus and decided to increasing at a rate of 7% each year. the previous year. Much of that amalgamate our Central and Many of these calls are for incidents new revenue related to increased Midland regions into a new Central that do not require an emergency Ministry of Health funding for 85 Region. These are developments ambulance response but for which new paid ambulance officers and that will better position St John there is currently no alternative from growth in our commercial for future challenges in the health response. Executive Management Group Standing: Michael Boorer, Tony Blaber, Tony Smith, Tom Dodd, Gary Williams, Eddie Jackson, David Thomas, Brian Scott, Stephen Franklin, Michael Brooke. Sitting: Gerry Fitzgerald, Jaimes Wood, Peter McDowall, Judith Hoban. ST JOHN ANNUAL REPORT 2010 | 5 This model is unsustainable and we The breadth and depth of our legacies to us and these now are already beginning to shift focus community involvement become part of our kaupapa as to ambulance officers treating There are many in New Zealand we progress Te Ara Hato Hone. patients in the community and not who contribute financially and Our strategic outlook transporting wherever possible. in-kind to our success. We are very We are aligning our intentions with grateful for the generosity of our St John is one of few health the Government’s strategy for primary many supporters, funders, donors, organisations covering all of healthcare and the introduction of partners and our volunteers, who New Zealand and as such, we new ways of delivering healthcare give so generously of their time.