ANNUAL 2 0 1 5 REPORT

It is only through the compassion and commitment of our community that we are able to realise our vision, where all people can overcome disadvantage and realise their full potential. 1 About Us...... 6 4 Our Governance...... 16 1.1 Our Vision...... 6 4.1 Our Structure...... 16 1.2 Our Mission...... 6 4.2 The People Behind the Roles 1.3 Our Values...... 6 ...... 18

1.4 Our Work...... 7 4.3 Our Quality ...... 21 1.5 Traditional Owners...... 7 4.4 Our Risk Management 1.6 The Homeless Experience 7 Framework...... 22

4.5 Registration and Legislation 2 It Was a Year of ...... 23 Impacting Lives...... 8 4.6 Diversity ...... 23

2.1 Message from our Board 4.7 Environmental Sustainability of Governance...... 8 ...... 24

2.2 Message from our 4.8 Organisational Structure Executive...... 10 ...... 25 2.3 Message from the Parish 12 5 Our Achievements 3 Sacred Heart Mission Over the Past Year...... 28 – At a Glance 3.1 Our Service Model 6 Our Programs Framework ...... 13 6.1 Meals Program...... 31 3.2 Program Logic...... 14 6.2 Women’s House...... 32 3.3 A Snapshot of our Services 6.3 Resource Room...... 32 ...... 15 6.4 Case Management at Mission House...... 33

6.5 Orcadia Units...... 33

6.6 Orcadia Foundation Private Rental Brokerage Fund ...... 33

6.7 Assistance with Care and Housing for the Aged (ACHA)...... 34 6.8 GP Clinic ...... 35 7 Our Supporters and Community Engagement... 44 6.9 Hands On Health Clinic.... 35 7.1 Our Fundraising Activities 6.10 Vet Clinic ...... 36 ...... 46 6.11 Homefront...... 36 7.2 Our Op Shops...... 47

6.12 Women’s Housing and 7.3 Our Volunteers...... 48 Complex Needs program..37 7.4 Student Placements...... 49 6.13 Kick Start – Wellbeing and Activities...... 37 7.5 Our Staff...... 49

6.14 Outlandish...... 38 7.6 We are Members of: ...... 52 7.7 Accreditation ...... 52 6.15 Pastoral Care...... 38

6.16 Mental Health and Drug and 7.8 Our Special Thanks to.....53 Alcohol Partnerships...... 39 6.17 Journey to Social Inclusion 8 Our Financial Position...... 55 Program...... 39 8.1 Treasurer’s Report...... 55 6.18 Sacred Heart Community 8.2 Where Our Funds – Aged Care...... 40 Come From...... 56 6.19 Rooming House 8.3 How we Apply Plus Program...... 40 Our Funds...... 57 6.20 Home Care...... 42 8.4 Financial Summaries...... 58

9 Getting Involved...... 61

10 Contact Details...... 62 1 About Us

Sacred Heart Mission has its origins in the welcoming response of our founder and Catholic parish priest, Fr Ernie Smith, who with the support of the parishioners of St Kilda West, took up the Gospel call of Jesus Christ: “for I was hungry and you gave me food; I was thirsty and you gave me drink; I was a stranger and you made me welcome; naked and you clothed me, sick and you visited me, in prison and you came to see me”

(Matthew 25: verses 35-36)

Our work is the Church in action • Delivering accessible, responsive, and continues to be supported by evidence-informed and innovative the Parish of Elwood/St Kilda West, services. informed profoundly by the rich tradition of Catholic social teaching • Welcoming people in the spirit on confronting poverty, enhancing of social justice, cooperation human dignity and advocating for a and partnership to create better more just society. communities.

• Engaging sector partners, 1.1 OUR VISION researchers, philanthropy, business, government and the Our vision is of an inclusive, fair broader community, to contribute and compassionate community, their time, expertise and resources. which enables people to overcome disadvantage and realise their full potential. 1.3 OUR VALUES

Welcome – we welcome and actively 1.2 OUR MISSION engage people to build relationships based on respect and trust. Our mission is to build people’s capacity to participate more fully in Community – we enable people to feel community life, by addressing the supported by, and connected to the underlying causes of deep, persistent broader community. disadvantage and social exclusion. Challenge – we challenge unjust social and economic structures that cause We do this by: disadvantage, social exclusion and homelessness. • Ensuring access to the necessities of food, clothing, Accountability – we measure housing, health care and the impact of our work so we can specialised services. develop evidence to address deep, persistent disadvantage and social • Listening, understanding and exclusion. responding to people in a holistic, caring, and respectful way, so Innovation – we ensure our services they can take control of their remain contemporary, creative, lives. responsive and effective. 1.4 OUR WORK 1.5 TRADITIONAL In Victoria, the last census showed OWNERS a rise in homelessness of more than Sacred Heart Mission is an 25%. Port Phillip, which is in the incorporated not-for-profit Sacred Heart Mission acknowledges top 10% of regions in Australia for homelessness, had an increase organisation with more than 30 years’ the Kulin Nation as the Traditional experience in providing individualised Owners of the land on which we of 32%. support and care services to people operate. Sacred Heart Mission who are experiencing homelessness commits to providing accessible Homelessness is predominantly and disadvantage. Since opening and culturally appropriate services caused by the interaction of our doors in 1982, the Mission has to Aboriginal and Torres Strait individual and structural factors. evolved into an innovative Islander people. The individual factors include organisation, sustained by a deep mental illness, substance abuse, pool of generosity and support from and a history of contact with the community, and is part of the institutions which place people at fabric of St Kilda. 1.6 THE HOMELESS a heightened risk of homelessness. EXPERIENCE When structural factors such as Over the years we have developed a shortage of affordable housing a reputation as a highly regarded People experiencing homelessness become acute, or labour markets and well-established community may be sleeping rough, live in weaken, those most at risk social services provider with leading improvised dwellings, tents, cars, become homeless. edge expertise in engaging hard- temporary or crisis accommodation, to-reach communities. We take a boarding houses, severely While everyone has a different highly collaborative approach to our overcrowded dwellings, or be couch experience of homelessness, at its work and many of our services are surfing, that is, staying with other very core, homelessness is about provided in partnership with other households. absence: an absence of a home, agencies. a safe place to live, security, Based on the 2011 ABS Census choices and control over one’s life. Our service framework is based on data there is clear and irrefutable It is also often an absence of family evidence-informed research. At the evidence of a 10 per cent rise in and friends. heart of what we do is unconditional homelessness across Australia. practical assistance, with respect and compassion for each individual The census showed that in Australia throughout his or her entire life there are more than 105,000 journey, extending to aged care and people who are experiencing end of life. We recognise everybody’s homelessness. There are slightly journey is unique and we work to more males than females, around provide people with support that is a quarter are Aboriginal and effective and carefully tailored to their Torres Strait Islander Australians, individual needs. No matter where and 30 per cent were born overseas. they are in their journey, we are here Almost half are aged between 19 to support them. and 44 years old.

2015 Sacred Heart Mission Annual Report 7 2 It Was a Year of Impacting Lives

2.1 MESSAGE FROM Our donors and supporters continue So now we push on with our detailed OUR BOARD OF to amaze me with their generosity 10 year strategic plan, a sound in money, time, and help. Our budget, stable staffing, an important GOVERNANCE volunteers are cheerful, patient and and very sizeable building project, committed. Our wonderful staff is the next exciting phase of our ground Making A Difference led by a management team as good breaking Journey to Social Inclusion as you can get. Our parish and its program and the companionship of As the Mission enters its fourth pastor Fr John Petrulis stand with us. great people. Melbourne needs us. decade, the Board of Governance Thank you all, particularly our very The journey is worth it. strides forward with determination. capable CEO Cathy Humphrey. Our plans now include an ambitious Mark Dohrmann AM building program that will provide In the past year we farewelled Board Chairman of the Board more shelter, more beds and members Patrice Scales, Chris of Governance accommodation, as well as increased McLoughlin, Vin Martin, and Alan services and expanded support Gruner who received a high Papal for people who are experiencing honour for his years of service to homelessness and disadvantage in the Mission. Warm thanks to each our community. of the departing Board members. We welcomed new Board members As the Mission has grown, so too Greg Evans and Peter Smith who has our ability to do more, to provide was Chair of Bethlehem’s Board of more, and to become stronger as Management and moved into the an organisation. The Board has Mission’s Board as part of our merger not sat on its hands nor shirked any with the Bethlehem Community. opportunity to find ways of better serving those who have little. I particularly acknowledge and thank my fellow Board members for People come to us with burdens, their commitment and hard work. wounds and needs. We welcome, All Board members are assigned we share, we listen, we offer help at to different Working Groups suited many levels. Since we aim to make to their skills and experience. a continuing difference to people’s This means more work for lives, and to include people who individuals, but the system produces are missing out, many and varied better-informed advice for the Board, resources have to be found, often and more hands-on engagement quickly. Resourcefulness is our with the work of the Mission. middle name, and we stay the course once initial needs are met. Board of Governance Team David O’Brien, Peter Smith, Mark Dohrmann, Nora Redmond, Carolyn Clark, Greg Evans Terri Farrell, Jo Maher and Fr John Petrulis. Absent: Adrian Cropley

2015 Sacred Heart Mission Annual Report 9 Executive Team (L-R) Mary Bartlett, Leanne Lewis, Catherine Harris, Cathy Humphrey Absent: Stephen Schmidtke

2.2 MESSAGE FROM We have a well developed strategy Throughout the year we have worked OUR EXECUTIVE for navigating the changing waters on refining the service design for our in our operating environment, in ground breaking and award winning This year, we have worked hard to the form of our ten year strategic Journey to Social Inclusion (J2SI) ensure we are well equipped to offer plan. A year into that plan we program and starting to raise funds the best range of services we can to have made significant inroads. to commence services again in late people experiencing homelessness We have developed a detailed 2015. The J2SI pilot established the and disadvantage and that these service model which guides how evidence base for a truly promising services will make a real difference we improve and grow our services service model which aims to end in people’s lives. We have been and a comprehensive approach to long term chronic homelessness by bold and ambitious in tackling revenue generation that will enable providing rapid access to housing the challenges of the complex us to deliver our services. We have and intensive support over a three environment in which we operate, developed a blueprint for how we year period. Growing upon our past one where there is government manage our buildings, the places and experience supporting 40 people reform in Mental Health, Home Care spaces from which we operate and over three years based locally and Disability Services, where there provide our services going forward. around the St Kilda area, we have is an increasing pressure on the designed the second phase of J2SI social services sector to merge or which will provide long term support diversify and where there is cost to 60 people across inner Melbourne, pressure and a need to diversify working in collaboration with income sources in order to be able VincentCare and St Mary’s House to provide our services. of Welcome. This year, we have also prepared None of this could happen for a merger with Bethlehem without the amazing support of Community, which has our community – our staff, board, provided medium and long term volunteers, donors, service accommodation for women in partners, suppliers and funders. Melbourne’s northern suburbs for For this support we are forever the past thirty years. This merger grateful for it is only through the will see our Women’s Services compassion and commitment of expanded and our geographical our community that we are able to reach extended. realise our vision where all people can overcome disadvantage and In the meantime, we have been realise their full potential. consolidating our financial position, laying solid ground to operate as Cathy Humphrey a robust organisation now and CEO going forward. To this end, we have launched a Bequest Club and extended our network of op shops with a new one opening in Fitzroy in December. It is already performing beyond expectations.

Our op shops give us an independent income stream from government, which allows us to be innovative in our service delivery. We were also gratified to receive re-accreditation for our aged care communities, securing ongoing funding for this vital part of our organisation.

It has indeed been a constructive and productive year, with many achievements of which we can be proud.

2015 Sacred Heart Mission Annual Report 11 2.3 MESSAGE FROM THE PARISH

One of the most uplifting experiences as a priest around the Mission is when I visit a person who has moved into secure and stable housing, and their memories of the chaos and trauma of being homeless are beginning to fade.

New expressions of hope emerge over a cuppa: “I can relax and begin to plan for things now I have my own This year, parishioners and I have We wish Marianne all the best as place”; “I can have people over. Wow been taking up the call to volunteer she says farewell. Thanks for your across different services, contributing generous, caring presence. You it’s been a while!”; “I can actually go shopping and have a place to store to the Board of Governance, have helped so many move from stuff”; “I can begin to live life again.” providing generous partnership “I can’t” to “I can”, and helped in the use of our Parish buildings, embed Pastoral Care in the service Our ability to keep impacting lives, participating in weekly Aged Care model of our Mission. Thanks also to make real change for the people hostel services and special rituals at to our staff, volunteers and who come to our Mission, can only Easter, Christmas and our Sacred benefactors, for your faithful care. happen if we meet them in the Heart Feast Day. Our Parish primary Deep gratitude goes to Mission limitations and wounds resulting school community has done visits CEO Cathy Humphrey for your from the many traumatic events that and fundraising and our parishioners tireless effort nurturing the relation- have occurred in their lives. We meet have attended funerals with staff ships that allow us to meet the them when they feel deflated; when and volunteers, to gather “a family challenge of our work, and for your of heart” for a person without one. generous participation in our Parish they are saying, “I can’t begin to sort Leadership and Development Team. all the mess out by myself,” “I can’t Day to day, Pastoral Associate Maria Our Board of Governance continues handle this any longer,” “I can’t even afford a train fare at the moment,” George, and Pastoral Care Worker, to bring its rich gifts of experience, Marianne Zienstra have joined me with particular thanks to our and “I can’t find the energy to think through what I need to do.” Our call in linking with the Mission. Our team Chairman Mark Dohrmann, who is is to stay with them until that new has made regular visits to our aged so attentive to our unity of purpose. hopeful voice can be heard that says, care hostels, the Queens Road “I can now begin again to ……” Rooming House, the Women’s House Sacred Heart Mission grew from and our Mission family when they are our Parish. We honour the “can do” The faithful, compassionate response in hospital. We have met the Aged attitude of Founding Parish Priest of our founding priest Fr Ernie Smith Care Pastoral Care Team, promoted Fr Ernie Smith which broke through and his early companions from the awareness of our work at orientation many barriers to bring action and parish community and beyond, and staff meetings, celebrated justice for those suffering homeless- worked and advocated for this. How weekly services at our aged care ness. The Mission continues to grow richly the Mission has grown. The communities and at special rituals, with our Parish. Together we strive to Journey to Social Inclusion program and prepared and celebrated be the Church in action, awakening funerals, supporting staff, family that sacred movement of the heart and the Mission’s trauma informed approach are wonderful examples. and friends. from “I can’t” to “Yes, I can have As a parish community we have been life again”. changed forever along the way by the Fr John Petrulis Mission. We still have much to learn Parish Priest and give to be the Church in action, transforming “I can’t” to “I can”. 3 Sacred Heart Mission – At a Glance

3.1 OUR SERVICE MODEL FRAMEWORK

As a consequence of experiencing Sacred Heart Mission continues Our service model is underpinned long term disadvantage, the to build its expertise as a provider by an organisation wide recognition people who access our services of high quality, innovative and of the impact of trauma. This informs have a range of complex needs and, outcomes driven service and guides all interactions with the therefore, require a specialised service responses for these individuals. people who access our services. response in order to sustain their housing and strengthen their capacity towards recovery and independence.

Mission Building people's capacity to participate more fully in community life by addressing the underlying causes of deep, persistent disadvantage and social exclusion.

Service Users Our work assists people who are experiencing a range of complex issues, such as homelessness, chronic health conditions, mental illness, long term unemployment, social isolation, substance abuse, and trauma.

Values Welcome Community Challenge Accountability Innovation

Approach Individualised and Trauma Informed Practice Framework

Access Identify Plan Service Response

Service Types Engagement Hub

Individualised Planned Support

On-going Support

Service Partnerships

Service Social Economic Health & Sustained Independence Outcomes Participation Participation Well-being Housing

2015 Sacred Heart Mission Annual Report 13 3.2 PROGRAM LOGIC

In our effort to be rigorous in the way and services affect people’s lives in This methodology will be a valuable we deliver services, this year we the areas of housing, health and well- tool for the organisation, our developed a comprehensive being, social participation, economic supporters and our clients, as we will framework that will be used to participation and independence. be able to demonstrate the difference evaluate the effectiveness of our our programs make in people’s lives. programs, and the organisation as Program Logic will allow us to Having information on client progress a whole. measure and report on an is beneficial for the client too. It individual’s progress against these shows which areas a client has had Using a methodology called outcomes. For example, our Hands success in, and in which areas he or Program Logic, we have mapped our on Health Clinic is designed to she needs more support. understanding of how the activities of increase people’s capacity in daily our programs impact on the lives of living activities, improve their health people who use our services. management and, over the longer It is designed to ensure we gather term, increase their informal care information consistently across the and support, their sense of belong- organisation in order to get a better ing to a community and enhance understanding of how our programs their social and civic participation.

Sacred Heart Mission Program Logic

ISSUE PARTICIPANTS ACTIVITIES OUTCOMES IMPACT

1. Stabilised and/or Some people in our People who are at Engagement hubs More people in our enhanced mental and community do not risk of, have, or community who Assessment physical health have the capacity to are experiencing: have experienced 2. Increased participate fully in homelessness; Support inc. homelessness and Case management independence community life due disadvantage; social disadvantage Care coordination in living to the underlying social isolation; are able to maintain causes of deep, trauma; Health and wellbeing 3a. Secured housing 3b. Sustained housing suitable housing, and services persistent mental health issues; participate in the disadvantage, substance abuse; Social/recreational 4. Enhanced social community more fully activities and civic participation homelessness and/or and/or chronic health leading to improved

social isolation. conditions. Daily living assistance quality of life. 5. Increased economic participation Crisis accommodation

Supported accommodation

INPUTS

Government funding (48%) Client fees (9%) Fundraising (11%) Op shops (26%) Other (6%) Volunteer and in-kind support 3.3 A SNAPSHOT OF OUR SERVICES

Engagement Hubs Individualised Planned Support

Meals Program Case Management 2,714 free breakfasts and 7,829 Assistance with housing, mental free, three-course nutritious lunches health, legal and medical needs, every month. social and life skills

Women’s House GP Clinic A safe and welcoming space for Medical care provided with a focus women seeking assistance for a on the complex needs of people range of needs: from housing and experiencing homelessness and legal support to parenting advice, disadvantage companionship and a free lunch Hands On Health Clinic Resource Room A variety of complementary health Information and referrals for housing, and alternative therapies including medical care, financial and specialist massage, chiropractic, homeopathy, support services; also shower and counselling, acupuncture, laundry facilities hairdressing and optometry. Homefront Short-term crisis accommodation and intensive case management for single women over the age of 25

Women, Housing and Complex Needs (WHCN) Project Provides intensive, longer-term support and case coordination for women who are homeless or at risk of homelessness and who Longer Term Support And Accommodation have multiple and complex needs

Aged Care Communities Kick Start – Health and Wellbeing A mix of high and low care Intensive support to assist people accommodation for 83 people who to develop healthier lives and have experienced homelessness independence through sport or disadvantage during their lives and other activities

Outlandish Rooming House Plus Program Offers opportunities for women Long-term secure accommodation to get involved in eco-volunteering for 67 residents with a history of and is designed to support women homelessness and complex needs who would benefit from increased community participation

Home Care Pastoral Care Provides support and care to people A person-centred, holistic approach who have age related conditions and to care that complements the care live in the cities of Port Phillip, Glen offered by other helping disciplines Eira and Stonnington, assisting them while paying particular attention to to remain at home. spiritual care

2015 Sacred Heart Mission Annual Report 15 4 Our Governance

Good Governance underpins all that we do at the Mission. We have a range of structures and processes in place to ensure we are effective in our program delivery, that we comply with legislative and other requirements and we are accountable. Our governance facilitates our objective of impacting lives.

4.1 OUR STRUCTURE The working groups are: Leadership and Governance Board of Governance Working Group Sacred Heart Mission is an The purpose of this Working Group Incorporated Association, and as is to ensure the Board exercises such, our Board of Governance its governance role in accordance ensures the Mission works toward with all legislative requirements achieving its purpose as a charitable for an incorporated association; organisation in a way that also complies with the duties outlined in meets its ethical, legal and any nationally accepted governance financial obligations under the standards specific to the not-for-profit Associations Act. sector; supports the delivery of the Mission’s strategic and business The Sacred Heart Mission Board plans, including progress towards also has a strong line of sight to achieving the measures of success the strategic plan, to ensure the as detailed in the strategic plan, organisation is achieving both its and guides the governance and mission and strategic objectives. leadership change management It is provided with robust reporting required to support the delivery of through a monthly dashboard the strategic plan. – a detailed snapshot of actual performance and analysis of results, Communication and Collaboration across a number of critical areas Working Group including finance, fundraising, The purpose of this Working Group is service delivery and human to review strategies for engagement resources. The board oversees of all stakeholders in relation to matters related to risk, quality, communication and fundraising financial audits and delivery against activities across all Sacred Heart the Strategic Plan. Mission services, monitor the effectiveness of strategic activities to Board Working Groups achieve community engagement and positive brand exposure, and ensure In response to the new strategic overall alignment of the Mission plan, the Board has restructured story and its Catholic identity, brand its working groups to ensure they and reputation with all stakeholder align with the board’s strategic groups. objectives. Four working groups have been formed, comprising key Finance and Infrastructure Board members, management, staff Working Group and community members where external expertise is required. These The purpose of this Working Group working groups effectively increase is to provide governance over financial strategies, budgets, controls the Board’s capacity to play an active role in key strategic issues. Each and performance. It also oversees working group has its own terms of strategies relating to infrastructure reference, which guide the scope of — both buildings and IT. The working work and ensure a link back to the group is accountable for the financial strategic objectives. audit process. Service Planning and Performance Principles of Governance The Mission is integrating the work Working Group of the CCG with our service model Working together, the Board of and strategic plan to develop a The purpose of this Working Governance and the CEO assume more robust understanding of what Group is to provide governance responsibility for the four principles social and economic participation, over the development and growth that underpin Sacred Heart Mission’s health and wellbeing, sustained governance: of the Mission’s existing and new housing and independence look like services. It ensures service delivery performance is measured and 1. A just culture – building a culture from a service user’s perspective. evaluated, monitors and evaluates of trust and honesty, where there the Mission’s Risk and Quality is open discussion of error and Management frameworks and where staff willingly report supports accreditation processes adverse events required for quality compliance. Further, the group ensures we build 2. Foster commitment – fostering and foster effective partnerships organisational commitment to and relationships with external continuous improvement by organisations, continuing our assigning clear responsibilities connection to our founding story for service quality and safety to and mission in the growth and the CEO and managers development of our services. 3. Monitoring systems – establishing rigorous monitoring and reporting CEO systems The Chief Executive Officer is responsible for ensuring Sacred 4. Evaluate performance – the Heart Mission provides high quality active evaluation of service services in accordance with its responses to ensure that quality vision, mission and values, is a and safety issues are addressed. respected stakeholder in relation to homelessness and housing issues, Client Consultative Group and ensures the Mission remains a sustainable and innovative The Client Consultative Group organisation. (CCG) is made up of eight people who use the services available The CEO ensures the organisation through Sacred Heart Mission. meets its legal and regulatory These individuals have experiences obligations and reports to the and skills to share, who consult Board of Governance on these with other services users on issues matters. The CEO also provides important to people experiencing timely and effective advice to the homelessness and disadvantage. Board regarding new strategic They also volunteer their time imperatives, the development of each month to provide important policy and monitors Sacred Heart client feedback and perspectives Mission’s activities against the on our services and policy initiatives. strategic plan. At the start of 2015 the group’s name was changed from representative The CEO supports the Chair and the group to consultative group. This Board in fulfilling its governance role, was to recognise the group’s role and acts as a source of information, in consulting widely with Mission advice and interpretation to the Board. services users and management Cathy Humphrey is the current CEO to help us develop a more robust and has been in the role since understanding of the lived November 2011. experience of our clients. 2015 Sacred Heart Mission Annual Report 17 4.2 THE PEOPLE Terri Farrell Adrian Cropley BEHIND THE ROLES Deputy Chair Board Member since 2013 Board Member since 2001 Introducing our Adrian is the president and founder Board of Governance During her 25 year career at Australia of Cropley Communication: a Post headquarters, Terri held a global consultancy specialising Mark Dohrmann AM variety of policy development and in strategy development in the Chairperson executive management positions areas of change communication, Board Member since 2011 before retiring in 2002. Terri can corporate communication, training regularly be seen at our aged care and development, as well as Mark is a consulting professional hostels with fellow board member executive coaching. For more than engineer and ergonomist working in Jo Maher where the pair take the 25 years Adrian has worked in the occupational and public safety, and residents on bus outings. Terri professional communication field, an expert witness called in personal has a Bachelor of Commerce from mainly in telecommunication. He injury cases. Qualified in engineering Melbourne University. has enjoyed a variety of roles from and ergonomics, Mark has a wide technical project management to business and professional network HR manager and as an internal in commercial, legal, health, union consultant on change management and government sectors. He founded David O’Brien and business planning. Adrian is an Solve - Disability Solutions Inc, a Treasurer accredited Business Communicator statewide organisation of volunteers Board Member since 2001 and a Fellow of the Royal Society for providing people with disabilities with Arts, Manufactures and Commerce. no-cost design, technical assistance David is a Certified Practising and aids. He is also actively involved Accountant with a Bachelor of in parish life. Business degree. Having held senior positions in the telecommunications Greg Evans and banking sectors for more Board Member since 2015 than 25 years, David has extensive experience in financial, commercial, Greg is principal of Hypatia, a contract, risk and project management management consultancy, and has and currently works as a management worked extensively in leadership consultant. development and organisational change in the private and public sectors, including aged care and mental health. Prior to establishing his Carolyn Clark business in 2001, Greg held leadership Company Secretary roles with Telstra and the ANZ Group. Board Member since 2009 Greg’s qualifications include an MBA from Melbourne Business School and Carolyn has a Masters of Laws a Bachelor of Arts with Honours. following her Bachelor of Laws (Hons) and Arts and worked for nine years as a solicitor and senior associate at Mallesons Stephen Jo Maher Jaques. She has also worked for the Board Member since 2002 Australian Securities Commission and at Telstra as corporate legal Jo has a background in business counsel and is a member of the management and has been a partner Australian Institute of Company in the establishment and operation Directors. In 2004, Carolyn joined of business for the last 25 years. the Mission’s Women4Women She has been volunteering at the Committee which is dedicated to Mission since 1997 and currently providing financial support to the assists in our St Kilda op shop Women’s House. She has been as well as taking our aged care the chairperson of the committee residents on regular bus outings. since 2007 and volunteers regularly at the House. Fr John Petrulis Introducing Our Executive Mary has held positions on the Board member since 2007 Committee boards of various community sector organisations including St Kilda Fr John became parish priest in Cathy Humphrey Uniting Care, St Kilda Legal Service 2007 and has been a priest of the Chief Executive Officer since 2011 and St Kilda Community Housing. Archdiocese of Melbourne for the Mary has an Arts degree from past 26 years. In that time he has Cathy has been with the Mission for Melbourne University, graduate ministered in a variety of parishes more than 14 years. During this time, qualifications in Women’s Studies including Sunbury, Ferntree Gully, she has overseen the operations of and Conflict Resolution and a Heidelberg, East Bentleigh and a number of different service areas Certificate IV in Business Boronia, where he was parish priest at the Mission including Aged Care, (Frontline Management). for 10 years. Over the journey of Sacred Heart Central, Women’s his appointments, John has been Services and the Rooming House involved as a hospital chaplain and Plus Program, in addition to taking has pursued further study in the on the CEO role in November 2011. Catherine Harris area of spirituality. Cathy has been working in the General Manager, Business disability, community housing and Services since 2011 homelessness sector for 22 years, and has been working in areas Catherine is responsible for Nora Redmond more specifically focused on people leadership of finance, IT, Member experiencing homelessness, in administration, fundraising and the Board Member since 2008 government and in various not for op shops. She has been with the profit organisations, since 1996. Mission for four years and prior Nora became a parishioner of Currently, Cathy sits as a director on to this spent time as Director of Sacred Heart parish on arrival the board of Council to Homeless Business with Family Life and from Ireland 21 years ago. She Persons, the peak body for not for 18 years with the Coles Group in has more than 30 years experience profit organisations working with senior management roles. working in technology related roles, people who are homeless in Victoria, including strategy development, and is a member of the council that Catherine is on the board of St project initiation, project management governs Catholic Social Service Kilda Community Housing, has held and portfolio governance. She is Victoria. Cathy has a Certificate IV positions on the council of St Kilda currently working part time at National Training and Assessment, Certificate Primary School and the management Australia Bank in their technology IV Life Coaching, Associate Diploma committee of St Kilda Steiner department. She has a diploma Social Science (Welfare) and Pre-School. Catherine holds a from Trinity College Dublin and is a Advanced Certificate in Residential Bachelor of Commerce from the Graduate member of the Australian and Community Services. University of Western Australia Institute of Company Directors. and post-graduate qualifications in management from Deakin University.

Mary Bartlett Peter Smith General Manager, Board Member since 2015 Community Services since 2011

Peter moved onto the Board of Mary has been with Sacred Heart Sacred Heart Mission in June Mission for more than 10 years, 2015 as part of our merger with and is responsible for leadership the Bethlehem Community. He of Sacred Heart Central, Women’s was Chair of Bethlehem’s Board of Services and the Rooming House Management. A retired management Plus Program. Mary has worked in consultant, Peter founded his own the not for profit community sector business in 1995, specialising in for more than 25 years, mostly in talent and people management, the Port Phillip area. She has also which he eventually sold to a global worked in industry, local government consultancy in 2006. His career and in mediation, both in St Kilda included local and international and in London. human resource management postings with Mars, Shell and Mercer.

2015 Sacred Heart Mission Annual Report 19 Stephen Schmidtke Leanne Lewis The members of our Client General Manager, Aged Care General Manager, People and Consultative Group are*… Services since 2012 Strategy since 2014 • Pier-angela Serra Stephen is responsible for our Aged Care hostels and Home Care. Leanne is responsible for staff, • Marcus Stelling Stephen has been with the Mission volunteers and the delivery of • Kathleen Rockell for four years. He has been working projects that support the Mission’s in the health and welfare sector ten year strategic plan, including • Marcus Findlay for more than 20 years and held implementation of the organisation the position of General Manager, wide service model and outcomes *These members of our Client Primary Health at North Richmond measurement framework. Consultative Group have given their Community Health for 10 years. consent to be named. Stephen has also held a number Leanne has had over 20 years of of voluntary board positions, most clinical and managerial experience recently stepping down from the in the mental health field before Board of Anex after 10 years of coming to Sacred Heart Mission in service. Stephen holds a Bachelor 2011 as Manager of the Women’s of Human Services from Monash Services programs. Over her career University and a Master of Clinical Leanne has been directly involved in Family Therapy from La Trobe establishing a range of services and University, The Bouverie Centre. programs, including family violence programs and a maternal health care project in Vietnam. Leanne holds Social Work qualifications, a Master of Business Administration and has specialist experience in project management and program evaluation.

4.3 OUR QUALITY

Our Quality Framework is fully embedded and integrated throughout the organisation. We strive to have a focus on innovation and not just on compliance. Quality is discussed and reported at all levels of the organisation, from program areas through to the Board of Governance. The focus for the next financial year will be to ensure greater alignment of organisational quality improvement activities to the strategic plan, with this flowing through to program area work plans and individual performance and development plans.

Quality Innovation Performance, the accreditation agency, conducted a We successfully achieved re-accreditation for our two Mid-Cycle Review this year as part Aged Care communities. These communities have been of our Accreditation against the Quality Improvement Council (CIQ) recognised for their clinical care and lifestyle programs Health and Community Standards and have secured a further three years of Federal and Department of Human Services Government funding, with all 44 outcomes met. In granting Standards. We received excellent feedback from this process with the the reaccreditation, the Australian Aged Care Quality auditor commenting that, “Sacred Agency noted how professional we were in being able to Heart Mission obviously understand demonstrate our quality processes and our high standard and embrace the concept of CQI and are committed to ensuring their of clinical care. services and programs are safe and of high quality to meet the needs of The Agency noted the complexity of the needs of our their clients”. We have completed a substantial amount of the actions clients, with most having experienced homelessness in on our Quality Work plan and are the past, and many having specific needs such as mental on track for completion by our next Accreditation assessment cycle in health problems. This is a genuine recognition of the whole September 2016. aged care team, and the amazing work they do every day.

2015 Sacred Heart Mission Annual Report 21 4.4 OUR RISK MANAGEMENT FRAMEWORK

Sacred Heart Mission The Framework describes how we The current Risk Register monitors identify, analyse, evaluate and risk in the following domains: recognises effective Risk manage risk in all areas of our Management as an integral operations. It consists of the • Strategic Positioning Risk following key components: part of good corporate • Compliance with key regulatory governance and effective 1. Risk Register and governing body requirements management practice. 2. Policy and Procedures • Physical Assets and Property Further, we recognise the Management 3. Risk Reporting Structure importance of maintaining • Workplace practices and Risk Management as an 4. Risk Management Plan and environment Risk Treatment Plans ongoing and proactive • Board Corporate Governance function. 5. Links with operational Risk Management mechanisms • Strategic Execution Risk

Sacred Heart Mission has a including: Occupational Health and Safety Committee, Continuous • Internal Fraud and criminal comprehensive Risk Management activities Framework that has been developed Quality Improvement and the in accordance with the Victorian effective management of identified service delivery related risks. Individual Risk Treatment plans Government Risk Management are developed for risks that have Framework, and is compliant with The Risk Register is reviewed by the been assessed as having potential the AS/NZS ISO 31000:2009 Risk for the greatest impact on the Standards. . Sacred Heart Mission Management Group, the Executive Team, the organisation. An overall Risk Board Performance and Planning Management Plan, incorporating Working Group and the full Sacred these treatment plans, is monitored Heart Mission Board on an annual by the Management Group and the basis to determine new and Executive Team on a monthly basis, emerging risks. to assess progress against specified actions.

Sacred Heart Mission is committed to establishing an organisational culture that ensures Risk Manage- ment becomes embedded in all our processes. This includes promoting an open, transparent, “no blame” culture that recognises the importance of learning from events and in changing processes within a continuous improvement framework. 4.5 REGISTRATION AND LEGISLATION

Sacred Heart Mission’s Australian Business Number (ABN) 62 843 874 179

Sacred Heart Mission’s endorsement as a deductible gift recipient under Subdivision 30-BA of the Income Tax Assessment Act 1997 is provided as detailed below:

Name SACRED HEART MISSION ST KILDA INC

Australian Business Number 62 843 874 179

Endorsement date of effect 1 July 2000

Item 1 of the table in section 30-15 of the Provision for gift deductibility Income Tax Assessment Act 1997

Item(s) in Subdivision 30-B of the Income 4.1.1 public benevolent institution Tax Assessment Act 1997

Sacred Heart Mission’s registration number for VIC 8178.1 Consumer Affairs

Sacred Heart Mission’s Annual General Meeting Held on Monday, October 28, 2014

4.6 DIVERSITY

Sacred Heart Mission welcomes The Reconciliation Action Plan and accepts people as they are working group highlighted and offers services to those most Reconciliation Week with local in need. We actively encourage the activities being promoted to clients, participation of people from groups a quiz for staff and an amazing who are traditionally disadvantaged. window display featuring local Sacred Heart Mission’s Aboriginal artwork in our Chapel vision of reconciliation is of St Op Shop. Staff also took part a country where Aboriginal Reconciliation Action Plan in a cultural walk along the Yarra and Torres Strait Islander River. The coming year will see staff The Reconciliation Action Plan provided with more cultural training and other Australians share working group has continued to support their work with Aboriginal a mutual respect and pride its work to raise the awareness and Torres Strait Islander clients, in each other’s cultures and of staff, volunteers and clients and an exciting Aboriginal art enjoy equal opportunities about Aboriginal and Torres Strait project for clients being offered for participation in our Islander culture and the issue of through the Queen’s Road reconciliation. Rooming House. community.

2015 Sacred Heart Mission Annual Report 23 4.7 ENVIRONMENTAL SUSTAINABILITY

Sacred Heart Mission is committed to minimising our impact on the environment. Our ‘Green Team’ is comprised of staff from across the organisation, as well as a member of the executive team.

A work plan, based on the results of an emissions audit, guides the Green Team’s initiatives to embed a culture of environmental sustainability within the organisation. Activities are aimed at energy, water and waste reduction, improving recycling and promoting sustainable forms of transport, such General Manager as bicycle riding. People & Strategy

Some of the Mission’s environmental sustainability measures include: Training Manager Strategy CQI Manager • Used vegetable oil from the Meals and PD & Service Coordinator HR Manager Clinical Care Program deep fryer is converted Coordinator Development into bio-fuel

• Kitchen scraps from our Meals Clinical Care program and residential aged care HR Coordinator Coordinators Women’s Services are taken away and turned into garden compost. We estimate the equivalent of 600 bathtubs of compost were generated over the past four years Women’s House

• We have begun to measure energy use across various sites as part of an energy reduction plan

• Building maintenance schedules incorporate sustainability improve ments, such as replacing light bulbs with LEDs

• We recycle mobile phones and batteries and encourage staff and volunteers to bring their old ones in from home, and

• Sacred Heart Mission was again the proud charity partner for environmental project, The New Joneses. 4.8 ORGANISATIONAL STRUCTURE

CEO

EA to CEO Public Policy and Advocacy Advisor

General Manager General Manager General Manager Aged Care Services Community Services Business Services

Manager Quality Home Care EA Community Finance Manager Manager Op Shops & Administration Manager Services (GM Manager Fundraising & Property IT & Manager & Manager SHC) Communications Administration

Catering & Laundry Manager Sacred Manager Manager Manager Relationship Administration Coordinators Coordinator Heart Central RHPP Women’s Services J2SI Manager Coordinator Op Shops

Programs Support Program Communications Maintenance Coordinator Coordinator Coordinator Coordinator Supervisor Meals Program Women’s House

Support Event Programs Coordinator Program Coordinator Coordinator Coordinator Support Services Homefront Marketing Social Inclusion Coordinator Coordinator Programs Program Op shops Coordinator Coordinator Clinic Bethleham Community

2015 Sacred Heart Mission Annual Report 25 Our 10 Year Strategy it all starts at the table at Sacred Heart Mission. A simple meal is the first step in improving people’s lives, and everyone is welcome at our table.

The dining hall is at our heart, with a whole range of other services wrapped around it that give people the support and opportunities to live stable and fulfilling lives. Whether it’s women’s services or aged care, crisis and long-term, supported accommodation, or counselling and health services, support is tailored to each person with respect and compassion. For over 30 years we have been driven to assist the most disadvantaged Victorians to rebuild their lives. The deep pool of generosity from the wider community ensures we can continue to develop and innovate into the future, offering greater choices and access to integrated services so that everyone can successfully embark upon their own life journeys. Actively Engage, Welcome Everyone to Our Table Develop the systems, We will ensure clients, carers and families have access to an integrated range of Strengthen our future, extract the story responsive, high quality services that address develop our services their physical, psychosocial, spiritual and We will have robust organisational and emotional needs. We will grow existing services and develop operational systems and associated technologies new responses, to ensure current and future which provide timely, accurate and relevant data, clients, carers and families have access to information and knowledge services that meet their needs.

Secure our future, strengthen Measures of Success Develop our people, our bottom line Our impact is measured and reported, strengthen our We will be a viable and we know what happens to clients, carers culture sustainable organisation. and families as a result of our We will invest in the skills and services and the difference we make. capabilities of our people. We are accountable for our social value and TO measure our social return on investment.

Improve our places, Build the evidence, grow our spaces strengthen our We will ensure staff and practice volunteers operate from fit for We use research and evidence-informed purpose facilities that adopt green practice to inform and strengthen building design and practices. our service model.

Share our story, Engage community, inspire support build collaboration We will portray our vision, mission We will foster relationships that and values, representing who we are, provide measurable value, mutual benefit, what we do and what we achieve. and assist our work.

2015 Sacred Heart Mission Annual Report 27 5 Our Achievements Over the Past Year

We know the future is challenging, but we are rising to the challenge and we are being proactive and ambitious, in order to support people to make lasting changes in their lives.

Our strategic priorities are stated in our 10 year strategic plan, which contains nine key platforms that will guide our endeavours now and into the future.

This year has been the first year of the 10 year plan, and we have accomplished a great deal. The following are highlights of these achievements under the nine strategic platforms.

Actively Engage, Welcome Everyone to Our Table

• We made progress toward becoming a trauma informed organisation. This included specialised training for front line staff and the development of a detailed action plan to improve our systems and processes, so that they support an approach informed by an understanding of the key role that trauma plays in the cycle of homelessness.

• The implementation of our Reconciliation Action Plan was progressed with Reconciliation Week taking a focus on local activities being promoted to clients, a quiz for staff and an amazing window display featuring local Aboriginal artwork in our Chapel St Op Shop. Staff also took part in a cultural walk along the Yarra River. The coming year will see staff provided with more cultural training to support their work with Aboriginal and Torres Strait Islander clients, and an exciting Aboriginal art project for clients being offered through the Queen’s Road Rooming House.

• We have commenced the implementation of our organisational wide service model with the development of program logics for all our services that map activities to outcomes, the establishment of an evaluation and measurement framework and the engagement of service experts across the organisation through a think tank.

Strengthen Our Future, Develop Our Services

• We expanded our geographical reach with the opening of a new op shop in Fitzroy and through the development of a merger with Bethlehem Community (Thomastown and Reservoir).

• We continued to translate the implications of new social policy as we assess and understand the changing political and government landscape through an investment into Advocacy activities.

• We have transitioned our Homecare services into the new government model of consumer directed care. • We have commenced the mapping of areas of need to inform development of a future service growth.

• We have spent the year developing our capacity to scale up our Journey to Social Inclusion program, a response that will end chronic, long- term homelessness, with Mark II services commencing in late 2015.

Develop Our People, Strengthen Our Culture

• We introduced the new People and Strategy team, who will support delivery of the Mission’s ten year strategic plan, including the development of our organisational culture and work force that is able to undertake complex work and sustain service excellence.

• Our staff have been actively engaged in the implementation of our new service model through participation in a ‘think tank’ and through workshops conducted with Social Ventures Australia on developing Program Logic models for their program areas.

• A major review of our volunteer workforce is underway with a range of improvements being implemented that will ensure we continue to improve the volunteer experience and set the foundations for an advanced volunteering program in the future.

• A comprehensive practice development program commenced in 2015 that will support the development of skills and knowledge to deliver the new service model.

Build the Evidence, Strengthen Our Practice

• A Public Policy and Advocacy| adviser position was created to support our implementation of an advocacy strategy that uses evidence from research to influence and inform public policy.

• An organisation wide measurement and evaluation framework has been developed, which will see the Mission start to gather evidence of the impact of our services, and our progress towards meeting our vision and mission. We launched the 48 month outcomes report of the J2SI pilot which shows that permanent housing and intensive support works to end chronic homelessness.

Engage Community, Build Collaboration

• A relationship management strategy was developed to enhance strategic partnerships that will support the delivery of organisational outcomes and provide opportunities for organisational growth.

• We worked toward a merger with Bethlehem Community women’s accommodation service. Planned to take place in July 2015, the merger will see our women’s services expanded and our geographic reach extended to Melbourne’s northern suburbs.

• The scaling up of our J2SI service model which is being supported through two significant partnerships with VincentCare and St Mary’s House of Welcome, that will see the service response extended to the inner north suburbs of Melbourne.

2015 Sacred Heart Mission Annual Report 29 Share Our Story, Inspire Support

• We established a new website. This digital door to the Mission was designed to create a welcoming, online space where visitors can learn more about the services we offer, the impact we have in the community, and how they can get involved whether through visiting our op shops, volunteering, learning more about homelessness and disadvantage, community fundraising, attending our events, or contributing in other ways.

• We increased our integrated use of digital communications to share our work and our stories with even more people through our social a a media channels.

• We shared many stories about outstanding community support and participated in conversations about our work across mainstream media outlets such as The Age, Channel 10 News, 774 ABC, 3AW, The Guardian (an online article about our latest J2SI findings was shared more than 8,000 times) and local papers, including our monthly column in the St Kilda News.

Improve Our Places, Grow Our Spaces

• A 10 year property master plan was developed and we are now working with consultants to finalise detailed plans to develop more welcoming and fit for purpose spaces for clients, staff and volunteers.

Secure Our Future, Strengthen Our Bottom Line

• We developed a robust 15 year financial plan which maps out how we will grow our income in order to expand our service delivery.

• We opened a new opportunity shop in Fitzroy in December, and it is already a great success. Profits from op shops sales go towards our service delivery in programs not funded by the government.

• We implemented a new fundraising strategy. As part of this, we added a community fundraising component to our Dining With Heart event in which restaurants across Melbourne also ran events during May as part of Dining With Heart Month.

• We started a Bequest Club encouraging people to leave a gift of the heart to Sacred Hear Mission in their will.

Develop the Systems, Extract the Story

• We undertook an extensive review of our IT systems and processes to understand how we will best be able to measure the positive social outcomes that arise from the work we do. This was done in conjunction with a fabulous group of NAB skilled volunteers. It allows us to invest further in technology to capture information critical to securing funding and improving our services.

• We replaced all of our desktop hardware, which was over 10 years old in most cases, to allow us access to better software and information. 6 Our Programs

6.1 MEALS PROGRAM Chef traineeship program

For the third year, we have delivered fully accredited training in hospitality to Mission clients thanks to the generous support of the Prescott Family Foundation.

In recognition that a paid job is a pathway out of disadvantage, the traineeship offers vocational tuition 126,512 and specialised support to assist clients in gaining qualifications (Hospitality Certificates II and III, Kitchen Operations). With some meals supplementary tuition from were served during the year Practical Training Pathways, a from our Meals Program registered training provider, each trainee has been instructed in safe food handling and received practical hands-on chef experience in our kitchen. The Meals program operates out of our St Kilda dining hall and is Some trainees have had sporadic often referred to as the heart of education and may not have held Sacred Heart Mission - it all starts a job in many years, so the transition at the table. Every day of the year, a to study and work can present high-quality, nutritious breakfast and challenges. Our qualified chefs are three-course lunch are offered free to supportive instructors and mentors anyone who seeks a meal. and the collegial atmosphere of our Meals Program has greatly helped The kitchen is run each day by a our client trainees feel at ease. dedicated team of four paid kitchen staff, with help from around 20 volun- Our kitchen is large and well teers: individuals, community groups, appointed and because thousands school students, teachers and people of meals are prepared there every from the corporate sector. With lim- month, the trainees work with a ited funds, our work is supplemented great diversity of ingredients and by generous food donations from techniques. farmers, catering companies, local bakeries, cafes and restaurants, Trainees have gained work and food rescue agencies. Over the experience through FareShare, years, we have developed strong Donovans and Luxembourg. relationships with many food donors Clients who have completed the and we rely on a steady supply of training have gone on to paid donated stock. employment and one continued further training to qualify as a chef.

2015 Sacred Heart Mission Annual Report 31 6.2 WOMEN’S HOUSE 6.3 RESOURCE ROOM There were over The Women’s House is an Adjacent to the dining hall, this is engagement hub, providing a safe often the first place people come and welcoming space for women when seeking support in a crisis. 6,000 seeking support for a range of issues. It is a confidential space with The Women’s House offers access a duty worker where people can presentations to practical amenities such as ask for specific advice and support. showers, laundry facilities, and Resource Room staff also help to the Women’s House a private sleep room. Women can people navigate administrative by over 120 individual enjoy a healthyto cooked the Women’s lunch, Houseand bureaucratic challenges often connect with other women, and found in the social welfare system, women each month participate in healthby over and 120wellbeing individual assisting with the completion of activities, suchwomen as the art each therapy month applications, appealing decisions program ‘Creative Connections’ and helping to connect people which is funded by the City of with other services. 198 ‘duty’ Port Phillip. It also offers case‘duty’ management for an average of One of the key functions of the engagements 13 weeks to 96engagements women each year. Resource Room is to link people occured, assessing women’s occured, assessing women’sinto the range of Mission support immediate needs and the immediate needs and the services such as case management, provision of support, provision of support, the Hands on Health Clinic, Aged information and referral information and referral Care, Women’s Services and accommodation. Many visitors to the Resource Room also make use 15% of the shower and laundry facilities available onsite. of women of women accessing accessing case management were case management were from linguistically diverse from linguistically diverse backgrounds, including Almost backgrounds, including Bosnia, Chile, Congo, Bosnia, Chile, Congo, Ethiopia, Fiji, Germany, Ethiopia, Fiji, Germany, Israel, Papua New Guinea Israel, Papua New Guinea Poland, Russia, Rwanda, 2,700 Poland, Russia, Rwanda, Somalia and Uganda Somalia and Uganda individuals sought information and referral to medical, housing, 11.5% were Aboriginal and Torres financial and specialist Straight Islander women were Aboriginal and Torres support services Straight Islander women This year the Resource Room recorded 225 visits on average each month 6.4 CASE MANAGEMENT 6.5 ORCADIA UNITS AT MISSION HOUSE Through the generosity of the There were a total of There were a total of

Whether they’re working in the Orcadia Foundation, Women’s Resource Room or in the dining hall, Services are provided with two support workers regularly refer independent living units in the people who need more intensive, St Kilda area to accommodate 450 450 one-to-one support to the case women with or without children case case management team. This team is who for a period of time may not funded to work with 144 people be able to access other management accommodation. management per year, for a period of up to three episodes throughout months, providing assistance with housing, mental health, legal, These units are provided to women the year across the medical, and social and life skills. who engage in case management organisation via the Women’s House or who access crisis accommodation at The aim is to build people’s independence and link them to Homefront. This is a vital resource ongoing and effective support. for women who need appropriate With private rental housing being and independent housing in a timely expensive and in short supply, manner but for whatever reason may 11% it is almost impossible for some not be to able access or be eligible of people being of our more vulnerable clients to for other options. 11% access decent quality and safe case managed accommodation. The invaluable of people being support of St Mary’s Parish in case managed East St Kilda has allowed us to 6.6 ORCADIA accommodate case managed clients FOUNDATION were from culturally and in local apartments. Through the PRIVATE RENTAL linguistically diverse stability offered, the tenants have BROKERAGE FUND been able to pursue part-time work, backgrounds, including: Burundi, Eritrea, Finland, counselling, and a range of other The Private Rental Brokerage Fund supports. Our team continues to Germany, Greece, India, Malta, was set up in response to Melbourne’s support tenants to help them build chronic shortage of public and com- Mauritius, Philippines, Saudi independent living skills. munity housing, and the high price of Arabia Singapore, Somalia private rentals, which put increasing and Spain This year, in partnership with Uniting numbers of people at risk of eviction Care Prahran Mission a Mental and homelessness. Health Case Manager works with We charge tenants Mission clients to facilitate access The fund supports people who are 25% of any income. If women are on to community managed mental health in private rental but are at risk of services. homelessness due to temporary limited, resricted, or even no financial stress, or people who have income, and we know this can a successful history of maintaining be resolved in time, we can private rental, but have become house them until circumstances recently homeless due to a financial change. 25% of 0 is 0. This has crisis. It is assessed that, with enabled us to house three The Fund has assisted four tenancies support, they could resolve these women this year who have issues and avoid long-term home- this year. In two cases, private rental not had any reliable income lessness and ongoing welfare due to their uncertain evictions were avoided, and in two dependence. refugee/visa status cases resolved in a timely manner Although only a small number of through re-entry to private rental. people access the fund, it is an In each case, clients had resolvable important preventative and early financial stress and have avoided intervention option. becoming long-term welfare dependent

2015 Sacred Heart Mission Annual Report 33 6.7 ASSISTANCE WITH At the Mission we witness first- Critical to ACHA’s success is an CARE AND HOUSING hand how living homeless often ability to engage with people, build prematurely ages people. trust and gradually, sometimes FOR THE AGED (ACHA) painstakingly, support them by ACHA works with people aged 50 linking them into services they

The Mission’s ACHA worker require, be they medical or housing supported 52 older people who were and over whose needs often can’t be met by mainstream services as related. Sometimes clients need homeless or at risk of becoming they are below the age qualification assisted accommodation. Others are so. All were assisted to maintain or for entry. ACHA clients often assisted to live independently in the to obtain housing. For more than present with a range of challenges community, in rooming houses or in ten years, our (ACHA) program has including physical ill health, cognitive their own flat. provided targeted advocacy and impairment, mental illness, and support to older women and men acquired brain injury. who come to our dining hall for meals.

Dr Mike Birrell OAM

Dr Mike Birrell OAM works at Sacred Heart Mission’s GP Clinic and at our two aged care communities. When funding cuts saw the GP Clinic shut in December 2014, Dr Birrell was part of the push, led by Mission staff and management, to get it back up and running, which occurred in April 2015.

Dr Birrell says the clinic is vital for people who have complex needs, including mental health issues, and who are unlikely to go to see a doctor for a range of reasons.

“These people don’t usually cope well in the average GP waiting Dr Mike Birrell with aged care community resident, Jimmy room. They can have trouble filling out detailed forms, and have a low as a form of relaxation. He took he entered depicts a man who tolerance for waiting. Because our it up when he was living in Wales designed the Australian ten dollar GP clinic is located just beside the and the cold weather kept him note, who is now one of his patients dining hall, they can put their name from surfing and playing footy. at another aged care community on the board and go and have He was surprised to find it came where he also practises. something to eat, instead of being to him quite naturally. In his art expected to just sit there and wait. practice, he is inspired by real life “I enjoy aged care,” he says. “They It works for them,” he said. Trust characters, and he says he certainly are real individuals. And working at and building rapport are central gets plenty of inspiration in his work Sacred Heart Mission’s facilities is to his approach to diagnosis and with Sacred Heart Mission. a pleasure. At the Mission, it’s about treatment. the community first - financials “I like characters and this kind of come second. They don’t have the “It may take four or five consults to work delivers them in spades. same approach as some private build a working relationship. Even As one of my aged care patients care facilities. The Mission puts with the three months the clinic told me once, it takes a long time to people first. They take on the was shut, there are some people become a character.” He has held hardest of the hard in terms of the who we don’t see any more.”Away exhibitions and even entered the complex needs of the people in from work, Dr Birrell paints pictures 2015 Archibald Prize. The portrait their care.” 6.8 GP CLINIC 6.9 HANDS ON HEALTH As we receive almost no government CLINIC funding, we ask for a client Our GP Clinic operates adjacent to contribution of $2 for most therapies, the dining hall and provides people The Hands on Health Clinic is and because there is such a high with access to a doctor and located on the corner of Robe and demand on services there are criteria registered nurse, in a setting which Grey streets. Open weekdays, it to help us prioritise appointments. meets their complex needs. Many offers a wide range of complement- With only two part-time paid staff people who come to the Mission ary therapies in a warm and members, who are dedicated to would not seek treatment at welcoming atmosphere, making it managing daily functioning, the clinic mainstream clinics. A grant from one of our most popular services. is fortunate to have the support of Gandel Philanthropy allowed us to The clinic is a model of community a reliable and welcoming team of revive the program in April 2015 development and collaboration, with volunteer receptionists. after it had shut at the end of fully qualified volunteer professionals, December 2014 due to funding cuts. and students under full supervision, Information and knowledge is an providing therapies as diverse as important preventative health and chiropractic, optometry, massage, well-being strategy. Over the year podiatry, naturopathy, counselling, our volunteer naturopaths provided and hairdressing. several well-attended talks about “healthy eating on a budget”. 353 With our primary goal of providing a respectful, welcoming and highly visits to the effective range of services we were delighted with the results of our GP clinic 429 client survey: since April appointments per month were provided by a broad range of volunteer 99% therapists and a dedicated of clients team of volunteer receptionists were satisfied with the service they received 98% felt welcomed

2015 Sacred Heart Mission Annual Report 35 6.10 VET CLINIC 6.11 HOMEFRONT Homefront Many people who use our services Homefront is a statewide crisis has provided more than have pets that are dear to them. accommodation service for women Thanks to our volunteer vet, we over the age of 25, without operate a vet clinic every first accompanying children. Homefront Tuesday of the month on site at the provides a safe and supportive 100 Mission. An average of ten beloved environment for women with a animals are treated each visit. diverse range of needs. women with crisis accommodation and Women who are referred to assisted them to access safe, Homefront may be experiencing medium to long-term housing homelessness for the first time, often due to family violence, a relationship breakdown, loss of income or other Referrals financial and housing affordability issues. Others may have of women experienced long-term, recurring on limited or no incomes due to homelessness due to complex refugee and visa issues are challenges such as histories of also increasing; supporting these trauma, mental health issues and/or women in achieving a positive 25% drug and alcohol dependence. housing exit is emerging as a of women were from culturally particular challenge and linguistically diverse Homefront also provides outreach backgrounds including support to women when they exit China, Egypt, Eritrea, Ethiopia, the crisis accommodation service 53 women Greece, Israel, Poland, to transitional housing. Housing is were assisted further in an outreach Somalia, South Africa, Sudan only one part of a holistic intervention capacity on exiting the crisis and Vietnam that aims to link women with as many accomodation service. supports as required to help them There has been a marked maintain their future housing and increase in referrals of women 8% were Aboriginal and improve their safety, health who are impacted by and or Torres Straight Islander women and wellbeing. escaping family violence

A Homefront client from Somalia who was soon to give birth was housed in an Orcadia unit. This allowed her time to secure appropriate accommodation close to people from her cultural community. Without this option, this women was at risk of homelessness with a new baby

6.12 WOMEN’S HOUSING 6.13 KICK START – AND COMPLEX WELLBEING AND NEEDS PROGRAM ACTIVITIES

The program provides intensive case Our Kick Start program offers management for women who are intensive support to assist people homeless with long term, complex to develop healthier lives and needs – women with significant independence. The program histories of trauma, who have expe- supports people to build on their rienced chronic homelessness, live strengths and gain the confidence with significant disabilities, including and/or fitness to pursue sport and physical, mental, intellectual, devel- recreation independently in the wider opmental and acquired brain injury. community. It also addresses their A case manager intensively sup- physical and mental health and their ports six clients, providing assertive drug and alcohol use, and supports engagement, outreach support and them to build positive experiences of case coordination for 6-12 months. the community, from learning about This enables relationship building healthy diets, to learning how to with clients who find it challenging to swim. People are assisted to access trust and time to accompany women activities in the community so they as they achieve changes in their can participate when and where they lives. It also enables ongoing support want to, and as a result achieve to be established and consolidated. independence from services. Volun- teers are a vital part of supporting sporting and fitness activities and are a strong link to our wider community. Almost all women engaged in the WHCN program have their immediate housing crisis addressed, and are placed in medium or long-term housing, or have referrals and plans 436 in place for access to long-term or people permanent housing participated in wellbeing activities Almost all women throughout the year. engaged in the WHCN program address ongoing physical and mental health, and functional capacity concerns through improved engagement with physical, mental and neurological health services

2015 Sacred Heart Mission Annual Report 37 6.14 OUTLANDISH 6.15 PASTORAL CARE

Women who have experienced Pastoral care is and has always been trauma, homelessness, mental 31 at the heart of the Sacred Heart health, social disadvantage and Mission response to those who come isolation are offered social and women to access services: “For I was hungry economic advancement opportunities and you gave me food; I was thirsty through our innovative, eco- and you gave me a drink; I was a volunteering program, Outlandish. participated stranger and you made me welcome; naked and you clothed me; sick and Volunteering in nature based in Outlandish you visited me, in prison and you activities offers a range of came to see me.” Mt 25: 35-36 therapeutic benefits including a safe this year environment in which to develop Pastoral care is a person-centred, interpersonal and work ready holistic approach to care that skills. Outlandish is not a case complements the care offered by management program. Participants other helping disciplines while are treated as volunteers from the 5 were employed paying particular attention to spiritual outset with a range of boundaries or undertaking some care. The focus of pastoral care is and expectations in place that model form of work experience on the healing, guiding, supporting, what would be expected in a work reconciling, nurturing, liberating, environment. and empowering of people in whatever situation they find Outlandish provides volunteering, themselves (thanks to Bruce personal development, education, 6 were involved in Rumbold from La Trobe University training and skills development independent volunteering, for this definition of pastoral care). and work readiness opportunities. 3 in community programs Women are inspired to not only A designated Pastoral Care Worker attend to immediate needs and works across all our client services stabilisation, but to aspire to and offering the dimension of pastoral achieve social and economic were either in care to people who use our services participation within their capacity. 10 in a more focused way. Such or enrolled in training The program aims to support 15 support may be of great benefit to participants for an 18 month period, or further education those people who are dealing with before they ‘graduate’ to independent pain, loss, loneliness and anxiety, volunteering, or other social or along with those celebrating their economic participation joys and victories. Pastoral care opportunities. 5 had completed works inclusively with all people training or further regardless of religious affiliation and education programs liaises with other workers or services relevant to the client’s needs.

6.16 MENTAL HEALTH AND DRUG AND ALCOHOL PARTNERSHIPS

The Mission has a longstanding partnership with Alfred Community Psychiatry (HOPS) and Windana: Drug and Alcohol Recovery (Street Project). We work together to provide a comprehensive and integrated response for people who have complex needs, such as mental health issues and issues related to drug and alcohol use

6.17 JOURNEY TO SOCIAL INCLUSION PROGRAM

In 2015, Sacred Heart Mission, in In addition to housing and health Sacred Heart Mission’s vision – partnership with RMIT University outcomes, the J2SI evaluation further ending long-term homelessness and the University of Melbourne, demonstrated: published “Sustaining Exits from Having established the evidence Long-term Homelessness”. This • a continued decline in the number base for a promising service model, report highlighted the 48 month of days J2SI participants were we now propose to leverage the outcomes of the innovative Journey incarcerated; success of the J2SI pilot, through the to Social Inclusion (J2SI) project, delivery of J2SI Mark II and Mark III. • an increased use of employment which ran from 2009-2012. J2SI Mark II will commence in services and willingness to work November 2015 with partner agen- during service delivery and This report concluded that intensive cies Vincent Care and St Mary’s support coupled with stable housing, • a consistent improvement in House of Welcome. Mark II aims to can break the cycle of long term perceived social support and deliver an enhanced service model homelessness, thereby reducing acceptance – the two key for 60 participants that will deliver demand on expensive health indicators used to measure further evidence of the program’s justice, and welfare services. social inclusion. success.

At 48 months, following the cessation Following this, the vision is for of support, 75% of J2SI participants J2SI Mark III to become a program remained housed. While this was adopted by service providers and a slight decline from the 36 month governments across the country findings of 85%, housing outcomes as the accepted, service response achieved through the J2SI program to end chronic, long-term remain comparable with the best homelessness. results reported by homelessness programs globally, in spite of the challenging cohort with which the program engaged. J2SI participants also reported substantial improvements in their physical and mental health, including a decline by 80% of average use of emergency hospital services and a decline in participants’ average use of emergency psychiatric assistance.

2015 Sacred Heart Mission Annual Report 39 6.18 SACRED HEART Increasing staff skill levels and the 6.19 ROOMING HOUSE COMMUNITY addition of 24/7 registered nurses PLUS PROGRAM – AGED CARE allowed us to provide palliative care for five of our residents. Since 2005, the Rooming House Plus Sacred Heart Community provides Program (RHPP) has enabled people clinical and care service to 83 to break their cycle of homelessness residents at our two aged care by providing stable, long term communities in St Kilda. Many 68% accommodation and the support residents have histories of of our needed to maintain housing. RHPP is homelessness and disadvantage, a Sacred Heart Mission partnership and many have a range of complex residents with Community Housing Limited, a needs, resulting from negative life not-for-profit organisation which is experiences including exposure are men owner and tenancy manager of the to trauma and social isolation. facility at 69 Queens Road, Melbourne. As a result, a different approach 26% are under the age Sixty-seven people live in is necessary to that provided by self-contained apartments with mainstream aged care providers. It of 65 years access to a communal dining room, requires acceptance, flexibility and 9% are over the age of laundry facilities, gym, arts studio persistence to meet residents’ care and vegetable garden. Some needs. It is essential a relationship 80, 5% are over 90 residents are assisted with daily is fostered between the resident and living activities while others live more the staff to ensure the resident is independently, with extra support engaged and finds their place within The average age of always available. the Sacred Heart Community. residents is 71 years The people who live at RHPP have Medical support is provided by a range of complex needs including nursing staff, general practitioners, 39% have lived with us mental health issues, substance and allied health services such as use, and histories of long-term physiotherapy and podiatry. for more than 5 years homelessness and trauma. A safe community is vital in breaking the Residents are also referred to other 5% were of Aboriginal & cycle of homelessness. A safe and services in the community including respectful home remains our key counselling and psychology. A well Torres Straight Islander program objective. planned lifestyle program aims to create opportunities for residents Building a sense of community is to feel connected to both the home There are 16 female central to RHPP and residents are community and to the broader residents, which is strongly supported through the social St Kilda community. inclusion program to be involved in 24% of residents activities in the broader community. Residents are encouraged to Art therapy and a developing music maintain independence and continue therapy program are a major focus, activities that have been a big part together with recreation activities, of their lives – a coffee at one of and building community living skills. the local cafes, lunch down at the Rooming House residents Attending local community activities Mission dining hall, spending time showcased their visual is strongly encouraged. Family on Acland Street. There is a high members and carers are actively prevalence of mental health issues, and performing arts talents involved with the RHPP community. alcohol and drug use issues, social at an exhibition, We support and assist residents to isolation, acquired brain injury, maintain relationships and re-engage disabilities and long term disadvantage. titled Sit With Me, with family members. This means behavioural and social held at The Gallery, care needs are high relative to that of St Kilda Town Hall other residential aged care facilities. This year, RHPP collaborated with in work placements in areas of Workskills bridging employment work readiness. program. Three residents completed the 12 week bridging course and a Regular QUIT smoking sessions further three are enrolled. This is have been held and early responses significant as two graduates have have been favourable. Three or not participated in work or study for four residents attend our gym each over 10 years, and for another, it has night, supported by volunteers. Bus been over 30 years. The program shopping trips on weekends are very provides numeracy, literacy popular and enable residents with development and computer literacy health issues to bring home their through researching and sharing weekly shopping. student interests and experiences as well as providing routine, person- Despite the challenges they face, al development, social interaction, living in this community environment and appropriate workplace with Sacred Heart Mission support interaction. The Workskills team services has been beneficial for aims to engage course graduates most residents.

Brian Pressnell Brian Pressnell takes pride in a few photos which mark some of his recent achievements.

One picture shows then Prime Minister, Kevin Rudd, shaking his hand. In another he’s holding up an ARIA, in another he’s holding up a Logie -Australia’s most prestigious music award and Australia’s highest television industry award respectively. The ARIA was for the best soundtrack for a documentary on the Choir of Hard Knocks, of which he was a member. The Logie was for the same doco. Athlete and Queens Rd Rooming House resident, Brian Pressnell Brian says his involvement in the His footy keeps him fit too. He plays choir gave him a vision of what he “At training I’m doing six minute for two teams; the St Kilda Hearts in could be, what his life could be. He kilometres, and I’m trying to get it down to five minutes, 45 seconds,” the RecLink competition and in the has been a resident at our Rooming he says. thirds for the St Kilda City Football House in Queens Road for about Last year he ran a half marathon Club. He’ll be running out on the three years. While he enjoys the field in the finals this weekend for independence of having all his own at the RecLink Community Champions Run in Werribee, both teams, but he’s gutted he can’t facilities, he’s pretty busy so he’s in play due to a hand injury. out and most of the time. and he knows what he’s in for. “Things are really happening,” he “At the 28 kilometre mark is In addition to being an accom- usually when the feet start to says.” I’m 53. I’m not going to stop until I drop. My depression and anxiety are plished musician, Brian is heavily hurt, or things start going a just about on the way out the back focused on his sporting pursuits. little bit astray, so you’ve got be really mentally prepared. doorI’m going to get back into society Right now he’s in training for the and society is going to applaud me at 15 km De Castella Run at end of That’s why you need the training the end of this 42 kms. They’re gonna August. But that’s just a warm up cause otherwise you break down for the 42km Melbourne Marathon too quick.” pat me on the back and they’re gonna say — If he can do it, anyone can in October. do it.”

2015 Sacred Heart Mission Annual Report 41 6.20 HOME CARE Five Minute Volunteer

Our Home Care Team assists 75 older people to live independently in their homes and local communities. The small team makes a difference The in the lives of their clients.

Many clients are referred from Sacred Five Heart Central, which incorporates our Meals Program, Resource Minute Room, case management and other programs. Home Care clients also ac- cess our aged care communities for Volunteer respite care, as required. Clients are also referred to Sacred Heart Com- pilot program munity when their support needs can no longer be met in the community. has linked 15 clients with This year we have been preparing 5 local volunteers who are for changes to the way government ready, willing and able to funding is allocated, implementing assist in the same way new systems and undertaking train- ing necessitated by those changes. as any good We have continued to assist with neighbour would cleaning, shopping, personal care, transport to appointments welfare checks and meals. Each client has their own case manager to coordinate In May, Sacred Heart Mission support and to be at the end of the launched a pilot program called phone when needed for the many the “Five Minute Volunteer” to unforeseen circumstances that arise. connect local residents with elderly neighbours who may need help with some small tasks. A number of our Home Care clients live in the community and public housing but don’t have any family or friends who can help take out their bins, change a light globe, find a missing item, open a jar, run a small errand or just check on their welfare.The idea for this initiative emerged as a direct result of the 2014 heatwave, when our Home Care team worked very hard, doing welfare checks on clients and many extra simple things that any good neighbour would do to help out in a time of need. Bruce, Matt and Heather

As that famous TV theme song says, everybody needs good neighbours. That’s why Sacred Heart Mission launched a pilot program in May called the ‘Five Minute Volunteer’, to connect local residents with elderly neighbours who may need help with small tasks.

A number of Home Care clients live in community and public housing but don’t have family or friends who can help take out their bins or just check on their welfare. It was identified there are City of Port Phillip residents who are happy to help an older neighbour, but not aware of how Five Minute Volunteers Matt and Heather, give Bruce a helping hand to instigate the offer.

We held a community barbecue to her, and was something she and relaxed setting. “We popped in launch the program. Our special Matt could do together. Matt says to the RSL and had a pint with guest was Kate Kendall, who being involved offers the chance to him one time. He’s a very social plays Laura Turner in Neighbours be part of the community they now person and he knew everybody who generously gave her time live in, having moved here from there. He enjoys having a good to attend and meet some of our Canada. “We live in St Kilda. We chat. He’s a local fixture – he’s Home Care clients, staff and the want to be part of this community. been in St Kilda for decades,” Five Minute Volunteers. We are grateful to be in Australia Matt says. Heather agrees Bruce and we want to participate,” is great company. St Kilda residents Matt and Heath- he says. er were there too. They have been “It’s enjoyable to hang out with linked with Bruce through the The couple helps out with simple Bruce, hearing his stories. He just program. Bruce says Heather and things from time to time – like always makes us laugh. No matter Matt have made a real difference shifting Bruce’s TV or working what, he has something exciting through hospital paperwork with in his life and they’re a marvellous that’s happened to him or some couple. him. But the social aspect of their story from the past he can tell us relationship has grown to be even about. He’s very charming, so just Heather heard about the program more Important than lending a to sit and chat with him is quite a while volunteering at one of our helping hand. When Bruce was in lovely experience. He always has op shops. When her uni job work hospital, Matt and Heather would a smile and bright eyes to see us. hours increased, she thought it visit him there, although another It makes you feel quite lovely to be was as a more flexible option for get-together was in a more part of his life.”

2015 Sacred Heart Mission Annual Report 43 7 Our Supporters and Community Engagement

We could not do all that we do without • Senior NAB managers donated Ten of Melbourne’s best chefs the immeasurable goodwill and their skills, and countless hours, donated their talent to create this support we get from a cross section to our volunteer program review. memorable dining experience for of the community – individual people, They established a new volunteer 200 lucky guests young and old, community groups, data base and conducted inter religious groups, schools, small views with staff and volunteers. • The Heart of St Kilda Concert businesses, corporations, trusts, Individual volunteers also lineup included the likes of Julia foundations, and so on. supported this process. Morris, the Melbourne Ska orchestra, Colleen Hewett, Uncle People support us in many • NAB started a review of our IT Jack Charles and Tripod. About systems to help us plan how to 1,500 people enjoyed a memorable different ways, such as: measure our client outcomes, and night at the Palais Theatre, raising • Contributing a vast amount of therefore allow us to demonstrate funds for our dining hall

voluntary time and effort impact and improve service delivery. • Sports fans enjoyed listening • Donating goods, money, expertise • Balaclava resident Luke Mason to stories from sporting stars and and in-kind support created an eye-catching “Sacred a delicious meal at the lively Dine • Shopping at our op shops Heart” wishing well in his frontyard With Champions fundraiser for our and donated the coins that had Kick Start Wellbeing and Activities • Attend our fundraising events been thrown in by passers-by program

• Leaving bequests in their wills, making a wish, totalling $1,900 • We gave more than 60 presenta- and • Woolworths stores ran a month tions to school and community • Sponsorships. long, fundraising campaign in groups to educate them about the eight of their stores issues around homelessness and People also help raise awareness the work we do about our work and the issues • John Russo of Junee Abattoir • We were again delighted to be around homelessness by: sourced and arranged delivery of over $100,000 of quality meat nominated as a charity partner for • Inviting us to speak at schools from generous meat industry the St Kilda Festival and The New and other forums and Joneses sustainability project producers throughout Australia. • Liking and sharing our Facebook Through John’s tireless efforts, • We had a boost in the number of posts, our Tweets and our YouTube people coming for lunch at our corporate sponsored volunteers Channel videos. Meals Program have enjoyed at our op shops hearty winter meals of roast pork, About 40 per cent of our income is beef and lamb, lambs fry, warming • We redeveloped our website to generated through our op shops, casseroles of beef and osso bucco create a more user-friendly and and through a range of fundraising welcoming experience for people activities that we undertake or which • Five local cafes joined our Coffee who want to get to know us better are undertaken by our community Coalition, which raises funds and find out how they can get supporters. This fundraising revenue through coffee sales involved stream frees us up to be innovative in • Our wonderful volunteers ran the services we deliver to our clients. • Our St Kilda op shop continued Christmas wrapping stalls at the We can do so much more than we to hold special discount days for South Melbourne market and would if we were solely dependent concession card holders Priceline Pharmacy, Bourke St Mall on government funding. • We engaged our online, and the • We rattled donation tins on the greater community in conversation These are some of the ways we streets and sold raffle tickets around the latest J2SI report with engaged with the community this a coordinated social media effort year, and the ways the community • Dine with Heart was expanded including live posting from the engaged with and supported us. to a month-long event and involved launch event, and the broader community with local • We launched the Five Minute restaurants and eateries holding • We developed a 10 year property Volunteer pilot program to promote special events and activities such master plan for Sacred Heart neighbourliness in the community as signature dishes, bespoke Mission with the pro bono support by linking older people with lunches and delicious fundraising and expertise of John Bennetts, community members willing to dinners. The month culminated Anthony Prowse, Dermot Cannon, lend a hand with small tasks from in the Dine with Heart dinner on board representatives and our time to time. the stage of the Palais Theatre. executive team. Neil Croker

Sacred Heart Mission’s annual Heart of St Kilda Concert has been held at the Palais Theatre since its inception in 2008, not long after Neil Croker and his team at Palais Theatre Management took over running it. It is now rated Australia’s No.1 theatre concert venue and among the best in the world.

Heart of St Kilda draws some of the biggest performers in Australian music and comedy, raising funds for our dining hall to provide hundreds of hot, healthy meals each day to people facing disadvantage and homelessness.

Over the years the relationship between Neil, the Palais Theatre Neil Croker, CEO Palais Theatre Management and the Mission has grown. In 2014, it became the home of another dining hall fundraising The Palais opened as a cinema in It made perfect sense to link up event, Dine With Heart, which 1927, and has been an entertain- with Sacred Heart Mission. sees the stage transformed into ment institution ever since. The a fine dining venue, featuring Rolling Stones, the Beach Boys, “It was very obvious to me very Melbourne’s top chefs. Roy Orbison and Johnny O’Keefe quickly that Sacred Heart Mission have rocked it. Rudolf Nureyev does an amazing job in St Kilda, Neil Croker’s contribution to the and Dame Joan Sutherland have not only for people from St Kilda, Mission goes beyond the use of electrified it. By the time Neil but for all people in need. It was the space. There’s support with became CEO of Palais Theatre an ideal organisation to work publicity, marketing and so much Management in 2007, he says it with. The arts is very much more. It’s hard to quantify the had become run down. about a fair go for all, a voice for enormity of such a gift, but at the all, supporting people in their Mission, we know Neil is worth “It was in poor shape and freedom to live their life as they his weight in gold. underutilised. The year before we need to live it, want to live it. took over it had about 22 concerts And that flows through from the Indeed his 30 year track record in on each year and 35,000 people artists we represent on stage, to entertainment industry manage- came along These days we do our own management philosophy. ment is luminous. He was AC/DC’s about 120 concerts a year and That aligns clearly with the work tour manager for two decades and have 300,000 people come through.” that Sacred Heart Mission does managed tours for acts such as as well.” Dire Straits, Michael Jackson and Carol King. He has produced Part of that reinvention has been to make sure the Palais Theatre theatre productions and special events like the Barcelona is not just a St Kilda landmark but Olympics merchandise. part of the St Kilda community.

2015 Sacred Heart Mission Annual Report 45 7.1 OUR FUNDRAISING A greater focus on ACTIVITIES major gifts paid off, The Fundraising and Communications Events attracting more than team has been busy implementing As well as generating much-needed our new fundraising strategy. funds, our events are great for The strategy adds new activities to $100,000 engaging the community, increasing those that have proven successful for in donations awareness of the Sacred Heart Mis- the Mission in the past. At the heart of sion brand, and providing a forum to this strategy is the understanding that recruit new donors. community relationships are key to Our four fundraising enabling our work. Below are the key Our stable of events includes: fundraising activities that support the events raised a total Mission’s programs. the Light Up a Life cocktail party which raises funds for our of Appeals $254,375 Women’s House, for the mission We have two major appeals per year · the Heart of St Kilda Concert that leverage the peak giving periods which supports our Meals around Christmas and winter. Program, Thanks to everyone who Monthly giving program · Dining with Champions which collectively donated generates income for Kick Start, Our regular giving program allows more than donors to make on-going monthly our health and wellbeing program, contributions to Sacred Heart Mission. and

· Dine with Heart, also raising $360,000 Workplace giving program funds for our Meals Program. to our Christmas A number of corporations and and winter appeals businesses allow employees to make These events are supported by pre-tax voluntary donations to dedicated event committees who use Sacred Heart Mission via automatic their contacts, skills and resources to We received payroll deductions. Some employers assist our Fundraising and Communi- match their employees’ donations. cations team with the organising. $10,635 Trusts and foundations in loose change Grants from trusts and foundations from collection tins fund some of our community-impact and innovative initiatives. Individuals and Bequests organisations Leaving a gift in your Will is a very special act of generosity and kind- contributed a total of ness. Gifts of this nature allow us to plan for the future with confidence, $67,533 investing in services that address the underlying causes of deep, persistent through community disadvantage and social exclusion. events they Community run events and activities organised including: We are fortunate to receive dona- a wonderful women’s luncheon tions from people and groups who at Circa, a Mission wishing well fundraise on our behalf. For example, in a Balaclava resident’s front cafés that are members of our Coffee yard and a live gig at St Kilda Coalition initiative, people requesting lawn bowls club. We are donations to the Mission in lieu of birthday gifts, and school groups blessed to have such strong participating in fundraising activities. community support 7.2 OUR OP SHOPS

Many people in the community are We are grateful beyond words introduced to the Mission through our to the communities in which we op shops. The outstanding results operate. Similarly, we could not do our op shops achieve are a reflection without our customers, and it is great of the amazing efforts of our family to see new faces at all our shops all of staff and volunteers, who work the time; young and old, learning that tirelessly to create a happy, vibrant op shopping offers great bargains, and fun shopping experience and great finds and great support to a atmosphere. just cause. Of course, without the overwhelming support of our donors, we would have no stock with which Fresh stock is put out all day, every to raise much needed funds for day, and visual merchandising flaunts Sacred Heart Mission’s programs. the quality of the donations we Our Op Shops directly fund such receive. Popular events across our innovative programs as the Journey stores offer promotional opportunities to Social Inclusion program. – such as seasonal launches at Elsternwick and an auction night at Windsor in October.

Our op shop sales this year exceeded $4,800,000 Record sales at St Kilda, South Melbourne, Hawthorn and Bentleigh made this year the most successful for our op shops

In December we opened our eighth op shop at 433 Brunswick Street, Fitzroy, The first of seven we plan to open over the next seven years

2015 Sacred Heart Mission Annual Report 47 7.3 OUR VOLUNTEERS

Sacred Heart Mission is extremely Women’s House volunteers help grateful to our growing team of provide a welcoming and friendly volunteers who come from many space and assist in preparation and different walks of life to offer their service of meals. Skilled volunteers time, skills and expertise. Without provide pro bono professional their dedication, we could not provide services, and offer specialist some of our services. services such as medical care. Thank you to all of the volunteers Volunteers help out across the who participated in various programs organisation in a range of capacities. and projects, including the volunteer Teams of volunteers do daily rosters review we conducted this year in our dining hall and at our Op we truly value your hard work Shops. Volunteer community visitors and expertise. spend time with our aged care residents, and our Homecare clients are provided a helping hand through the Five Minute Volunteer program which we piloted this year.

OUR VOLUNTEERS’ CONTRIBUTION THROUGHOUT THE YEAR

No of Volunteer Volunteers contributed Place Volunteers Hours almost Dining Hall - Grey Street, St Kilda 1,090 35,776 80,000 Op Shops 454 32,298

hours to the Mission Hands on Health Clinic 70 4,984 this year Women’s House 120 2,069

Community Visitor Scheme 21 402

Kick Start Health and Wellbeing 8 61

Main Reception 20 1,627

More than Aged Care Communities 18 173 1,600 Market Garden 9 1,248 people volunteered Other Services 27 941 with us this year TOTAL 1,619 79,583

*Note: We made changes to the way we record this information this year, accounting for some variations when making comparisons with previous years. 7.4 STUDENT PLACEMENTS 7.5 OUR STAFF

This year we hosted a number Our staff comprises of students including personal care attendants and lifestyle 77 Full time coordinators in our Aged Care 130 Part time and Hostels. Master of Social Work 64 Casual employees. and Master of Community Development students contributed This year staff embraced changes to our services at Homefront related to the introduction of a new service model and Homecare and RHP the commencement of the ten year strategic plan.

Sacred Heart Mission values the Opportunities for growth, contribution made by students across promotion and training have the organisation. Hosting students for ensured staff continue to be field education not only provides highly skilled and recognised students with valuable learning for their contribution experiences but it also provides the organisation with a myriad of benefits. Students bring new knowledge about Our committed and dedicated team of theoretical approaches and frameworks skilled professionals work above and and engage staff in critical reflection of beyond expectations. Day in, day out, agency programs and activities. They our frontline staff provide compassionate further contribute to critical research, care to the people who use our services. projects and program evaluations. They are supported by a dedicated team Hosting students further supports the of administration professionals and development of a skilled workforce and management. robust profession into the future. Program area managers and staff A culture of high performance is nur- generously support our students to tured through regular performance re- learn valuable new skills and develop views, the identification of training needs their knowledge base. and through work plans, which support staff in understanding the role they play Our partnerships continue with RMIT in the delivery of key deliverables. Diploma of Nursing, Social Work and The Ernie Smith Award recognises the Chiropractics, local TAFE’s and other registered training organisations. invaluable contribution employees make to our vision of an inclusive, fair and Interest from students in gaining a compassionate community. Employees placement at Sacred Heart Mission who have demonstrated an outstanding is very strong. Priority is given to our level of commitment and service to the partners as well as Mission volunteers. organisation by living the organisational The benefits flowing from the student values are presented with this award at placement program are mutual, with All Staff meetings, held twice each year. many students returning as staff after This year the recipients were awarded the completion of their studies. for a range of quality improvement initiatives, with each staff member hav- ing clearly gone above and beyond to A number of our volunteers ensure a great service for people who use our services and support for their attained paid positions team members. with us this year

2015 Sacred Heart Mission Annual Report 49 This year, the following staff members were acknowledged for their years of service and their contribution

15 YEARS: Peter Rutledge Kerol Uzkuraitis Martin Healey

10 YEARS: Frances White Ana Whitfield Christie Pascoe Litiana Corfe

5 YEARS: Kathy Sin Antoni Moscicki Silvana Algesi David Santini Shane Holsgrove Michelle Azzopardi Marika Fengler Robert Kosic Jelisaveta Ene Jane Te Moni Naomi Tamlyn Kate Jarrett Melissa Hoell Sue Coyne Felicity Hardy Dena Hughes Duncan Mackay Sue O’Kane Norsila Rosni Parichehr Sadeghini Tina Montana Jose Sabang Angela Merriam

Angela Merriam is Sacred Heart Mission’s Public Policy and Advocacy Advisor, joining us in this newly created role in early 2015. Angela is from Canada and has lived in Melbourne for just over two years. She moved here with her partner who hails from Melbourne, who she met while living in China. The move here has allowed her partner to continue his postgraduate studies and Angela is happy they made the choice.

“Australia made a lot more sense than Canada, and we haven’t looked back. I’m really enjoying living here,” she said. Angela Merriam, Sacred Heart Mission Public Policy and Advocacy Advisor When she first came here, Angela worked at the University of to Government. Angela has An important part of Angela’s Melbourne in the School of input into various government advocacy role is to promote Government doing public policy and sector forums including on awareness about the Journey to research on comparative federal matters such as service sector Social Inclusion Program, or J2SI, which aims to put an end to the systems before coming to the reforms or how to end long-term cycle of long term homelessness homelessness. Mission. Angela’s role at the and disadvantage. Mission has two parts. “Part of my job is about “My role is in part to increase One part of her role is to interpret government relations and working awareness within government Government policies–State and with the service sector. For about J2SI and what it has shown Federal–to analyse the impact of example, sector peak bodies are about the dynamics of long-term those policies on people who are now organising consultations homelessness. In a lot of ways there experiencing homelessness and with the sector on what the major is a growing understanding within government about the problem disadvantage, many of whom come policy priorities in next year’s of entrenched disadvantage. to the Mission to seek support. budget ought to be. The Mission Governments are interested in hopes to see the government evidence-based solutions to prevent The other part of her role is to be invest in affordable housing and people from entering, and supporting a voice for those people – to evidence-based solutions to people to break out of, entrenched advocate on behalf of the Mission ending long-term homelessness.” disadvantage.”

2015 Sacred Heart Mission Annual Report 51 7.6 WE ARE MEMBERS OF:

• Aged and Community Care Victoria • Australian Institute of Management • Catholic Care Employee Assistance Program • Catholic Health Australia • Catholic Social Services Australia • Catholic Social Services Victoria • Council to Homeless Persons • CPA Australia • Fundraising Institute Australia • Homelessness Australia • Jobs Australia • Leading Age Services Australia • Quality Innovation Performance • Philanthropy Australia • Pro Bono Australia • National Association of Charitable Recycling Organisations • Psychiatric Disability Services of Victoria • VECCI • Victorian Council of Social Service

7.7 ACCREDITATION

We have been accredited against: • the Department of Human Services Standards • the Community Care Common Standards • the Australian Aged Care Quality Agency standards • the National Standards for Mental Health Services and against • the Quality Improvement Council Health and Community Services Standards.

7.8 OUR SPECIAL Hewison Private Wealth St Mary’s Parish THANKS TO: Hocking Stuart St KIlda St Michael’s School Holy Trinity School Community St Mary’s College - Uni of Melb Jack Morton Worldwide Stacks of Snacks Organisations Jayco Corporation Pty Ltd Star of the Sea College Kailis Brothers Seafood Specialists 5Ways Food services Stephen’s Fine Foods Knights of the Southern Cross St Kilda Footy Club Advantage Salary Packaging KOGO St Kilda Rotary Anderson Kelly Kooyong Newsagent Stow Australia Aquinas College Superfriend Ardoch Youth Foundation Kostka Hall Mother’s Association Kriss Will Consulting Pty Ltd T2 Aust Aged Care Quality Agency KS Environmental Pty Ltd The Prahran Masonic Lodge Bakers Delight Little Rocket The Sweet Boutique Biccys Op Shop Supporters Inc. L+O Technologies Pty Ltd This Is Wholesome BUSY At Work Luv a Duck Trusay Pty Ltd Cabrini LP Communications Tufstuf Pty Ltd Canny Group Mark Munro Photography Vermont Secondary College Canyon Pty Ltd Master Builders Association Vilis Bakery Capital Radiology of Victoria WD Rose & Joseph Allison Funerals Carey Baptist Grammar School McCoppins Waldron Smith Management Carman’s McKinnon OSHC Watergrasshill Angus Caulfield Grammar McKinnon Primary School Wesley College Chalmers Pres Church Melbourne Symphony Orchestra Western Fresh Produce Chisholm & Gamon Property Pty Ltd Moneywise Woodfire Bakery Church of St Anthony Moorabbin Investments Pty Ltd Xavier College Kostka Hall Clark Sr Child care centre Motor Brand Design Yoshiko Hair Clarke Legal National Australia Bank Coaching Institute Cleaver’s Organic Meat Northcote High School Davies Bakery Pty Ltd Cocofrio Ice cream Novotel John Russo and Junee Lamb Cold Rock Ice cream Nuttelex Food and Abattoir Coles Oakley Lion Nathan Colorpak Limited Oki - 2 - Go Japanese Restaurant Scanline Used Cooking Commercial Photography Oldendorff Carriers Melbourne Oil processors Complete Food Services Onebee Pty Ltd - Rizo Desserts Clover Valley Fine Foods Continental Kosher Butchers Open Slather Productions Coca Cola Cystic Fibrosis Victoria Padua College Stall Holders Melbourne Market Dench Bakers Palais Theatre at Epping Dental Advantage Consulting Group Pental Limited FareShare Devine Design Port Melbourne Football Club SecondBite Dobson’s Potatoes Prestige Foods International FoodBank Egans Asset Management Pty Ltd Qantas Monte Coffee and the Bean Alliance Egg Unlimited QBE Australia The Good Guys Brighton Elizabeth Andrews Corporate Catering Red Agency Acland Court Shopping Centre Elwood Children’s Centre Republica Melbourne Singers of Gospel Elwood College Resolution Property Group Metropolitan Fire Brigade Elwood Primary School Rizo Desserts Ausign Signage Evolve Intelligence Ross Managed Training Services EJ Ainger Auction Rooms Exquisine Rotary Club of St Kilda KS Environmental Fonterra Cheese Company Ryan Commercial Lawyers Leonard Joel Auction House Frontier Advisors Sacre Coeur Little Rocket Fruit At Work Woolworths Taco Bill South Melbourne G&M Waldie Transport Sage MicrOpay Banksia Palliative Care General Mills Australia Pty Ltd Soapy Madness Global Confectionary Jensen’s Funeral Directors Mobile Assessment Treatment Gravity Coffee St Andrew’s Primary School Service Haileybury Brighton St Kevin’s School St KIlda Football Club Melbourne Sports and Hatch Photography St Kilda Steiner Kinder Aquatic Centre Hawkins Bakehouse St Mary’s College Parkville PCYC Gym

2015 Sacred Heart Mission Annual Report 53 Trusts and Foundations Don Macfarlane Government Keith Greening Bagot Gjergja Foundation Barbara Mulder Sacred Heart Mission acknowledges Besen Family Foundation Derek Young AM the significant funding it has received Beverley Jackson Foundation Richard J Stanley QC from the Australian Government, Collier Charitable Fund Peter Howe Victorian Government and the City Equity Trustees Frank Shelton of Port Phillip. Gandel Philanthropy Paul Ryan Gordon Brothers Charitable Foundation Terry Kean Home Care and Aged Care are Joe White Bequest James McCaughey and funded by the Australian Government John Xavier Charnley Trust Ellen Koshland Department of Social Services. Lord Mayor’s Charitable Foundation Denis and Christine McConnell Lord Mayor’s Charitable Foundation John and Betty Laidlaw Sacred Heart Mission acknowledges – Eldon and Anne Foote Trust Robert and Irene Gilbert the support of the Victorian (Innovation Grant 2014 ) Mr and Mrs Campbell Stewart Government. Mary Mackillop Foundation Philip Neri Mercy Foundation Brian Nankervis Milton Corporation Foundation Wal Bishop OAM Orcadia Foundation Limited Larry Ponting Prescott Family Foundation Neil Croker Schapper Family Foundation Paul Ryan Sirius Foundation Ltd Paul Higgins The Goldman Sachs JB Were Paul Smith Foundation Torsten Kasper The Gray Family Charitable Trust Sheridan Jones The Limb Family Foundation Jeremy De Zylva The Marian and E H Flack Trust Tiffany Cherry The Michael and Janet Buxton Ian Curley Foundation Chris Watson The Orloff Family Charitable Trust Gail Donovan The RE Ross Trust Jessica Mangan The Readings Foundation Sara Zucchi Toyota Community Foundation Mia Cochrane William Angliss (Victoria) Andrew Bond Charitable Fund Carolyn Clark Wlliam Buckland Foundation Teresa Liano Penelope Ward-Ambler Katy Nottingham Bequests and Estates Lucy Hill Linda Slobom Estate of L I Roach Linda Cashin Estate of Marita Therese Mulcahy Quyen Ly Estate of the Late Mavis Catherine Marg Downey Wylie Tania Brougham Josie Kelly Sarah Conron Individuals Karen Mitchell Amanda Murphy Ann and Mr Terence Hodgen Jane Turner Anne Bean Melissa Brauer Jason and Tracey Cheeseman Emma Assaad John Dever Emma King Edward J Miller Luke Mason Peter F Murphy Ashton Davey Stephen & Keryn Nossal Peter Hosking John McAdam Bill Tenner Tony Kelly and Wendy Black Sue & Gary Wood 8 Our Financial Position

8.1 TREASURER’S REPORT

This year has been another The resulting combined surplus financially successful one for Sacred for the Sacred Heart Mission and Heart Mission. Our report this year the Foundation was $733,999. also presents consolidated financial This surplus adds to our retained results which include the financial surpluses from previous years, that performance of our Foundation. After will fund vital new services and a generous donation by the Peter facilities over the next few years. and Lindy White Foundation in 2009, In 2015-16 we will commence both the Sacred Heart Mission Foundation the second phase of our Journey was established to provide an to Social Inclusion program and income stream from investments an extensive building project. The to fund delivery of services to building project will consolidate and clients. With the recent launch of upgrade our Aged Care and Rooming our Bequest Club, the Foundation House facilities, and expand our has now been opened for bequest Hands On Health clinic and Women’s donations to further grow this House. These major initiatives will income stream. involve investment of our reserves, increased fundraising efforts and Sacred Heart Mission’s revenue other financing arrangements. of $16,889,481 in 2014-15 was an increase of 4% on the previous Thanks once again to all the financial year. This revenue growth generous supporters of the Mission. was driven by a 15% increase in This includes those who make retail sales due to steady growth in bequests, donors, volunteers, existing op shops and the opening pro bono service providers and of a new Op Shop in December opportunity shoppers. Combined in Brunswick a 9% increase in with continued Federal, State and government receipts mainly through Local Government funding, the increased aged care income, and income and cost savings from these a 2% increase in fundraising income. supporters are essential to Sacred Heart Mission’s ability to provide our Total expenses increased by 5% services and run our operations. to $16,176,228. The majority of this increase is due to initiatives David O’Brien that are part of the Sacred Heart Treasurer Mission Strategic Plan to improve our services to clients and our capacity to generate future income such as the new Op Shop.

2015 Sacred Heart Mission Annual Report 55 8.2 WHERE OUR 4% Specific Program FUNDS COME FROM Funding, Interest & Other 1% Sacred Heart Three year comparison Fundraising Mission Foundation & Bequests 7% Service Fees 9% 29% Op Shops 26% 48%

11% 9%50%

Government Funding 2015

6% Specific Program Funding, Interest & Other 1% Sacred Heart Fundraising Mission Foundation & Bequests 11% 26% Op Shops Service Fees 9%

48%

Government Funding 2014

7% Specific Program Funding, Interest & Other 1% Sacred Heart Fundraising Mission Foundation & Bequests 9% 27% Op Shops Service Fees 9%

47%

Government Funding 2013 8.3 HOW WE APPLY OUR FUNDS 4% Fundraising & Awareness 1% Training 1% Volunteer Three year comparison Management Administration 13%

Op Shop 64% Client Operations 18% Service Activities

2015

3% Fundraising & Awareness 2% Training 1% Volunteer Administration Management 10% Op Shop Operations 14% Client Service Activities 70%

2014

2% Fundraising 1% Training & Awareness 1% Volunteer Management Administration 13%

Op Shop 13% Operations Client Service Activities 70%

2013

2015 Sacred Heart Mission Annual Report 57 8.4 FINANCIAL SUMMARIES

Statement of Profit or Loss for the year ending 30 June 2015

Consolidated Parent

2015 $ 2014 $ 2015 $ 2014 $

Total Revenue 16,889,481 16,170,596 16,658,333 16,169,046

Expenses

Staff Costs 12,321,767 11,382,916 12,321,767 11,382,916

Operating Costs 703,021 904,991 703,021 904,991

Occupancy Costs 1,716,365 1,567,106 1,716,365 1,567,106

Depreciation 455,283 419,241 455,282 421,280

Repairs and Maintenance 287,304 94,351 300,631 94,351

Office Costs 421,376 321,673 421,376 321,673

Motor Vehicle Costs 124,202 172,688 124,202 172,688

Profit on Sale of Assets 47,819 400,605 10,000 400,605

Other Costs 99,091 209,800 175,096 207,232

Total Expenses 16,176,228 15,473,371 16,207,741 15,472,842

Operating Surplus (deficit) 713,253 697,225 450,592 696,204

Other comprehensive income 0 40,000 0 40,000 Contributions received for the acqusition of non-current assets

Net gain/loss on revaluation assets 20,746 147,594 (32,603) 16,689

Surplus after accounting for 733,999 884,819 417,989 752,893 contributions received for the acqusition

Statement of Financial Position as at 30 June 2015

Consolidated Parent Assets 2015 $ 2014 $ 2015 $ 2014 $

CURRENT ASSETS

Cash and cash equivalents 4,730,925 6,070,274 4,633,527 5,922,267

Trade and other receivables 361,028 147,044 317,887 147,044

Other current assets 534,063 376,893 625,663 511,586

TOTAL CURRENT ASSETS 5,626,016 6,594,211 5,577,077 6,580,896

NON-CURRENT ASSETS

Financial Assets 3,837,119 1,402,742 2,286,247 132,256

Property, plant and equipment 6,993,764 6,786,472 6,993,764 6,800,013

Intangible assets 2,158,040 2,088,541 2,158,040 2,075,000

TOTAL NON-CURRENT ASSETS 12,988,923 10,277,755 11,438,051 9,007,269

TOTAL ASSETS 18,614,939 16,871,966 17,015,128 15,588,165

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 1,231,226 732,010 732,010 732,010

Provisions 1,115,329 933,323 1,115,329 933,323

Other Liabilities 1,919,955 1,722,514 1,919,955 1,722,514

TOTAL CURRENT LIABILITIES 4,266,510 3,387,847 4,266,510 3,387,847

NON-CURRENT LIABILITIES

Provisions 315,311 185,000 315,311 185,000

TOTAL NON-CURRENT LIABILITIES 315,311 185,000 315,311 185,000

TOTAL LIABILITIES 4,581,821 3,572,847 4,581,821 3,572,847

NET ASSETS 14,033,118 13,299,119 12,433,307 12,015,318

EQUITY

Capital Reserves 8,489,086 8,489,086 8,489,086 8,489,086

Share Capital 1,000,010 1,000,010

Financial Asset Reserve 315,269 294,523 (15,914) 16,689

Retained surplus 4,228,753 3,515,500 3,960,135 3,509,543

TOTAL EQUITY 14,033,118 13,299,199 12,433,307 12,015,318

2015 Sacred Heart Mission Annual Report 59 Statement of Cash Flows for the year ended 30 June 2015

Consolidated Parent 2015 $ 2014 $ 2015 $ 2014 $

Operating grants received 8,405,549 7,513,032 8,405,549 7,513,032

Receipts from other operating activities 8,823,924 7,875,802 8,647,875 7,875,802

Payments to suppliers and employees (15,347,484) (15,050,618) (15,322,129) (15,050,088)

Interest received 213,804 189,642 213,772 189,627

Net cash generated from 2,095,793 527,858 1,945,067 528,373 operating activities

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of available-for-sale financial assets (478,636) 0 (6,594) 0

Sale of available-for-sale financial assets 187,186 0 0 0

Dividends received 86,499 83,535 2,978 0

Investment in financial assets held (2,180,000) 0 (2,180,000) 0 to maturity

Purchases of property, plant and equipment (707,011) (322,942) (707,011) (322,942)

Proceeds from disposal of property, 11,000 0 11,000 0 plant and equipment

Purchases of intangible assets (96,247) 0 (96,247) 0

Net cash used in investing activities (3,177,209) (239,407) (2,975,874) (322,942)

CASH FLOWS FROM FINANCING ACTIVITIES

Drawdowns and refunds of accom. bonds (257,933) (307,658) (257,933) (307,658)

Contributions received for the acquisition of assets 0 40,000 0 40,000

Net cash used in financing activities (257,933) (267,658) (257,933) (267,658)

Net increase/decrease in cash (1,339,349) 20,793 (1,288,740) (62,227) and cash equivalents

Cash and cash equivalents at 6,070,274 6,049,481 5,922,267 5,984,494 beginning of financial year

Cash and cash equivalents 4,730,925 6,070,274 4,633,527 5,922,267 at end of financial year 9 Getting Involved

Op shopping and donating or directly from your bank account Attend our events on a monthly basis. Our workplace Op shopping is a great form of giving program allows you to make a We have a busy events calendar feel-good shopping: it’s cheap, your tax deductible donation from your which includes key Mission-run spending money goes to a good pre-tax salary so it’s a convenient annual fundraising events, as well cause, and it is an effective way way to support the work we do. as community-organised fundraisers to reuse and recycle. Our focus is Monthly and workplace giving are and smaller celebrations such as to make our op shops engaging, cost-effective ways to support Sacred Op Shop get-togethers and rooming reliable sources for both bargain Heart Mission. To find out more, or to house art exhibitions. Check out our and treasure hunters. We offer our sign up, visit sacredheartmission.org website and social media for info, patrons a quality, upbeat shopping or call 1800 443 278. and come along to join in the fun - experience, seven days a week, support Sacred Heart Mission and with fresh finds from stock that’s become part of this vibrant processed daily. Of course it’s the Community fundraising community. donations that support everything – clothing, furniture, shoes, Community fundraising is a fun way accessories, books, bric-a-brac to support the work we do while Join our online community and household items are always raising money for our vital services. appreciated. Pre-loved goods can Think about asking friends and family Stay in touch with us through be delivered to any of the seven to make a donation to Sacred Heart Facebook, Twitter or LinkedIn and stores during opening hours or you Mission in lieu of gifts for birthdays help spread the word. Like, share can phone (03) 9536 8437 for our and special occasions. Hold your or comment on our posts to help collection service. own trivia night or dinner party or set increase our distribution and reach up a fundraising page for an event more people. We’re always keen you’re part of - a walk, run, ride. to highlight great stories, current Volunteering Ask your friends, family and affairs and issues relevant to colleagues to sponsor you. Visit homelessness, so please also feel There is a truly wonderful, vibrant our website sacredheartmission. free to directly contribute! community of volunteers at Sacred org or call 1800 443 278 for more Heart Mission, people who gather information or ideas about holding together to offer their time and skills a fundraising event. to help provide the Mission’s many services. We’re always happy to welcome fresh faces, so if you have Collection tins a specialist skill or expertise, or you’re looking for a way to give back Collection tins are an easy way to to the community, we’d love to hear support the work we do and are a from you. Individuals, school groups, magnet for loose change and tips. corporate groups, community groups We’re happy to drop one off and or groups of friends – everyone’s replace it when it’s full. For more welcome. For more information, visit information or to request a collection our website sacredheartmission.org tin call 1800 443 278. or call (03) 9537 1166.

Giving A Bequest

Sacred Heart Mission is known for Bequests are one of the top giving the generosity of volunteers and vehicles for charities in Australia. goods donations to our op shop and No matter what the size of the gift Meals Program. However, there will they make a real difference. Gifts in always be a demand for monetary Will allow Sacred Heart Mission to gifts, which is why we actively plan for the future with confidence, encourage people to become regular and provide long term financial donors. This can be done through sustainability for the Mission’s our monthly giving and workplace programs. For more information giving programs. Through monthly email: preiners@sacredheartmission. giving, you can nominate an amount org or visit our website. to be deducted from your credit card

2015 Sacred Heart Mission Annual Report 61 10 Contact Details

Sacred Heart Mission

87 Grey Street, St Kilda 3182

PO Box 1284, St Kilda South Vic 3182

Enquiries

General enquiries (03) 9537 1166

Volunteer team (03) 9536 8460 or (03) 9536 8471

Op shop collection service (03) 9536 8437

Fundraising team 1800 443 278

Op Shops

Hawthorn (03) 9819 9593 86 Riversdale Road (corner of Glenferrie Rd), Hawthorn

St Kilda (03) 9536 8437 87a Grey Street, St Kilda

East St Kilda (03) 9527 3241 415 Inkerman Street (corner of Balaclava Rd), East St Kilda

Windsor (03) 9529 2455 86/88 Chapel Street, Windsor

South Melbourne (03) 9690 3392 365 Clarendon Street, South Melbourne

Elsternwick (03) 9528 5893 1/486 Glenhuntly Road (corner of Shoobra Rd), Elsternwick

Bentleigh (03) 9557 0895 271 Centre Road (corner of Wheatley Rd), Bentleigh

Fitzroy (03) 9417 6624 433 Brunswick Street (Alexanda Pde end), Fitzroy

Fitzroy North (03) 9489 9190 806 Nicholson Street, Fitzroy North

Online

Website sacredheartmission.org

sacredheartmission

@ScdHrtMission

Sacred Heart Mission 2015 Sacred Heart Mission Annual Report 63 87 Grey Street St Kilda 3182 PO BOX 1284 St Kilda South 3182 T 03 9537 1166 | F 03 9525 3268 sacredheartmission.org