Annual Report 2009-2010

R

1PB

Relevant Contemporary Events

2009/10 Annual Report

Reflecting on 40 years

Alcohol and Other Drug Treatment and Education Agency

112

Report Information

Explanation of Common Terms

There are a number of terms that are used throughout this report that may be unfamiliar to those outside Moreland Hall or the Alcohol and Other Drug (AOD) sector. These include:

ACSO COATS – A service providing assessment, referral and brokerage of AOD treatment for community-based forensic clients.

Amphetamine Type Substances (ATS) – A group of drugs with similar chemical bases including amphetamines, methamphetamines, ecstasy and a range of other substances.

Core Competencies – Competency-based subjects set by the Department of Health as the minimum specialist qualification required for clinical staff with a recognised generalist welfare qualification.

Dual Diagnosis – Co-occurring AOD and Mental Health disorders amongst clients of AOD services.

Episode of Care (EOC) – A course of treatment that a client completes after achieving significant treatment goals.

Forensic – Service or program in which clients’ participation is a direct consequence of court proceedings. Participation can be compulsory (mandated) or voluntary.

Gwenyth Williams House – Moreland Hall’s Youth Community Residential Withdrawal Service.

Harm Minimisation – The overarching approach underpinning AOD policy and service delivery in Australia. It includes three key components: Supply Control, Demand Control and Harm Reduction.

Jessie St – Moreland Hall’s main site is located at 26 Jessie Street, Moreland.

Lesley-Anne Curran Place – Moreland Hall’s Adult Community Residential Withdrawal Service.

Needle and Syringe Program – A service preventing harms associated with injecting drug use.

Operations – The Moreland Hall team responsible for Reception and Administration Services for all service delivery sites.

Pharmacotherapy – A treatment type involving the prescription of medications (e.g. Methadone) to support staged recovery by allowing AOD users to avoid illicit activity and associated harms.

Triage – Moreland Hall’s system for responding to clients’ presenting needs and managing informed transitions into appropriate treatment and/or support services.

Web 2.0 – A collaborative online approach in which service users interact with other users and contribute to and edit site content.

Withdrawal/Rehabilitation – Withdrawal is a short-term treatment (seven to ten days) which focuses on the detoxification process. Rehabilitation is a longer-term approach designed to support ongoing behavioural change.

Table of Contents

Report Information Inside front cover

Agency Profile 1

Year in Brief - Major Outcomes 2

Chairperson’s Report 4

CEO’s Report 5

Celebrating 40 years of Service 6

Reporting Against the Strategic Plan 8

Performance in Brief 12

Clinical Services Directorate 14

Education, Communication & Workforce Devpt. 21

Business Services 26

Board of Governance 28

Corporate Governance 30

Leadership Team and Organisational Chart 32

Chaplaincy 33

Sustainability – Our People 34

Sustainability – Our Environment 36

Our Environment in Action 37

Sustainability – Our Community 38

Staff List 40

Farewell to Wendy Moncur-Bentley 42

Acknowledgements & Donations 43

Acronyms 44

Client Charter Inside back cover

Moreland Hall Milestones 1922 Moreland Hall purchased by Central Methodist Mission

1932–35 Leased as private nursing home

About this Report

Purpose – This report is designed to give our stakeholders an insight into the range of services delivered by Moreland Hall. It provides a clear report of measures relating to program performance for the 2009/10 financial year. The audited 2009/10 Financial Reports are contained in a separate document, which is available by request. A summary of the financials is shown on page 3 of this report.

Quotes – All the quotes contained in this Annual Report have been sourced from clients unless otherwise specified.

Photos – The photos displayed throughout this Annual Report depict Moreland Hall staff undertaking various roles associated with their work.

Front cover photo – Client Waiting Area at Jessie St site.

1922This report includes a timeline along the bottom of most pages, listing Moreland Hall Milestones and Relevant Contemporary Events.

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Relevant Contemporary EventsThe Narcotic Drug Import and Export Act is passed by US Congress to eliminate the use of narcotics except for legitimate medical use.End of US alcohol prohibition, Founding of Alcoholics Anonymous

Who we AreUnitingCare Moreland Hall (Moreland Hall) is an Alcohol and Other Drug (AOD) Treatment and Education Agency of the Uniting Church in Australia. Moreland Hall is a not-for-profit agency, which has been operating since May 1970, providing a range of AOD Treatment and Education services. These services include:

Counselling and Support•Assessment and Intake•Community Outpatient•Residential and Non-Residential Withdrawal for adults and youth•Supported Accommodation•Drug Diversion programs•Youth and Family Services•Intensive Playgroup•Catalyst Alcohol Community Rehabilitation Program•AOD services at Port Phillip Prison.•

Moreland Hall also delivers Education and Training programs across the state. Moreland Hall supports the philosophy of harm minimisation and is committed to reducing drug related harms to clients, their families and the community.

VisionA just and compassionate community where people are not disadvantaged by alcohol and other drug issues.

MissionTo provide high quality treatment, support and education services which respond to and prevent alcohol and other drug related harm to individuals, families and the community.

ValuesThe values of Moreland Hall embrace the diverse nature of our community and the desire of the Uniting Church to express the Christian faith both through its word and action.

HOPE – Affirming the possibility of change for all

EMPOWERMENT – Seeking to enhance people’s strengths and enabling them to speak and act for themselves

COMPASSION – Accepting all people as they are and acting with respect, empathy and fairness

SOCIAL JUSTICE – Supporting the right of all people to be treated equitably and with dignity

INTEGRITY – Upholding honesty, openness and responsibility in all our actions

Moreland Hall Goals1. Deliver high quality services for all our clients and stakeholders

2. Continue to strengthen Moreland Hall as a leading alcohol and other drugs agency

3. Foster a stimulating and supportive work environment

4. Promote and develop effective partnerships to enhance the capacity of Moreland Hall

5. Ensure our services are accountable and sustainable

Agency Profile

32 32

Moreland Hall Milestones1936–46 Reformatory home for ‘wayward girls’. Residents worked in onsite commercial laundry or as domestic labour

1947–69 Run as a hostel for rural, interstate and international women undertaking late secondary and tertiary education

Highlights

Amongst Moreland Hall’s achievements in 2009/10, the agency is particularly proud of the following:

1. Service Development

Development and delivery of the statewide pilot of the Catalyst service model (• see pages 14,18,21)

Increased occupancy rates at residential withdrawal services (• see pages 3,15,17)

Confirmation of the new Assessment & Intake service model (• see page 14)

Implementation of outreach services in Hume and East Reservoir (• see page 14)

Expansion of the Intensive Playgroup program to Broadmeadows Maternal and Child Health Centre through partnership with Anglicare • (see page 14)

2. Leading Agency

Innovative use of Web 2.0 applications and multi-media resources (• see pages 4,5,21-5)

Bluebelly website a finalist in the ‘Excellence in Treatment & Support’ category at the 2010 National Drug and Alcohol Awards (• see pages 4,21,24)

Recognised as providing leading practice in the provision of support to the community and the community services sector during external • quality accreditation (QICSA) (see pages 5,21,38)

Development and delivery of Mental Health and Dual Diagnosis competency training for the AOD and broader community services sectors • (see pages 5,14,21,22)

Initial evaluation findings for the Catalyst program (• see pages 14)

3. Human Resources & Professional Development

Facilitated learning and embedded Dual Diagnosis capability agency wide (• see pages 5,14-25)

Development and trial of new Performance Appraisal system (• see pages 32,34)

Review and redevelopment of all position descriptions within the agency (• see page 21)

4. Partnerships

Adoption or renewal of MOUs with a range of health and community services (• see page 14)

Co-location of an Addiction Medicine Specialist at Moreland Hall (• see page 43)

Partnership with VAADA in a benchmarking study on Victorian Counselling and Support services (• see page 26)

Provision of comprehensive family support in partnership with Family Drug Help and the Bouverie Centre (• see pages 14,16)

Working together with local Koori communities and service providers to provide AOD training for Koori Court Elders and magistrates and • develop the Yarnin’ About Yarndi resource kit (see page 22)

5. Organisational Development

2008/09 Annual Report received Gold Award at the Australasian Reporting Awards (• see pages 4,5,11,21)

Successful external quality review and reaccreditation by QICSA (• see pages 4,5,21,26,34)

Celebration of 40th Anniversary (• see pages 5, 6-7,33,38, back cover)

Increase in program revenue (• see pages 3-5, 27)

Implementation of recommendations from IT and Administration Reviews (• see pages 21,25,26,32,34)

Development and implementation of Risk Management Plan (• see pages 26,30,32)

Unfinished Business from 2008/09

Organisational Records management not addressed (excluding RTO records)•

Funding not secured for redevelopment of Jessie St site •

Lack of progress on negotiating an effective service data system for the AOD sector•

Delay in redevelopment of the agency’s staff orientation program•

Limited availability of new funding for the AOD sector•

Service area reports outline achievements against commitments in the 2008/09 annual report (see pages 14-26,33)

Year in Brief – Major Outcomes

1936–69

32 32

Year in Brief – Performance at a Glance

2009/10 2008/09 Change

Financial

Total Revenue $7,194,494 $6,342,881 $851,613

Total Expenditure $7,068,512 $6,501,037 $567,475

Total Assets $5,064,689 $5,344,961 -$280,272

Total Liabilities $2,040,749 $2,447,003 -$406,254

Total Equity $3,023,940 $2,897,958 $125,982

Performance Indicators

No. of Clients 2027 1864 163 (9%)

Episodes of Care Completed 3785 3481 304 (9%)

Assessments Provided 1096 1022 74 (7%)

Withdrawal Episodes Provided 1105 1038 67 (7%)

Counselling Episodes Provided (including Forensic) 1106 913 193 (21%)

Overall Achievement Against Strategic Plan 94% 82% 12%

Relevant Contemporary EventsAllied & Axis forces supplied with amphetamines during WWII to combat fatigue Chiang Kai-shek orders death penalty in China for cultivation of opium poppyRatification of UN Convention on Narcotic Drugs, including provision for court-ordered treatment

Regular reviews of the Catalyst pilot program involve a cross-team approach

54 54

Chairperson’s Report

Board Development and Governance

Our governance processes were reviewed via survey, resulting in some changes being made to address recommendations from Board members.

The year also has seen the departure of a number of Board members and arrival of new members.

The Board saw the departure of Ms Ros Carter, Reverend Joan Gilchrist, Mr Maurice Paganin, Ms Ragini Rajadurai and Mr Neil Salisbury. Between them, they had given many years of voluntary service to Moreland Hall, taking various Board roles and contributing much to our future. We would like to thank them for their dedicated support.

We welcomed Ms Taryn Rulton, Ms Kirsty Bennett and Reverend Robert Renton to the Board, all of whom bring a range of excellent skills. We are pleased to share their new perspectives on the work of Moreland Hall.

Recognition and Awards

The Board, management and staff were proud and pleased to receive a Gold Award for the 2008/09 Annual Report at the 2010 Australasian Reporting Awards.

We were also one of three finalists in the Excellence in Treatment and Support category at the 2010 National Drug and Alcohol Awards for our Bluebelly website – www.bluebelly.org.au.

Recognition in this way reinforces the calibre of work undertaken by Moreland Hall and the staff can feel justly proud of these acknowledgements.

My thanks to the Board members for all of their support and contributions during the year. I would also like to thank our supporters and advocates, the CEO Laurence Alvis and all Moreland Hall staff for their excellent work and many achievements throughout 2009/10.

We look forward to the next year in anticipation of many more great achievements to come.

Lyndie Spurr

Chairperson, Board of Governance

Lyndie SpurrChairperson, Board of Governance

Lyndie Spurr joined the Board of Governance in 2007 and has served as Chairperson of the Board since November 2008. Lyndie has an extensive background in health and general management.

It is my pleasure to report on another very successful year for UnitingCare Moreland Hall. The year 2009/10, since our last Annual General Meeting, has seen much activity, as committed staff continue to provide services to thousands of people requiring treatment and support for alcohol and other drug related issues.

Moreland Hall is growing and the Board of Governance has determined, in conjunction with management, that a pursuit of growth and funding diversification is imperative for our future.

Strategic Planning

This year concludes the second year of the 2008-11 Strategic Plan. Major achievements include:

Development of a building plan to enhance the Jessie St • site

Completion of the tri-annual QICSA review•

Restructuring of the Board Committee format•

Significant increase in services delivered against targets.•

These outcomes are pleasing and the Board of Governance remains dedicated to working with management to continue to seek opportunities and strive for continuous improvement.

Major Grants

Funding for Moreland Hall increased this year, compared to 2008/09, with additional funds received for a number of new, as well as existing programs. These additional funds included:

Department of Innovation, Infrastructure and Regional • Development support for improved technology services and the implementation of Web 2.0 approaches

Department of Health funding a full year of the state-wide pilot • of the Catalyst Alcohol Community Rehabilitation Program

Increased Department of Health funding, resulting from • a greater number of Forensic Services Episodes of Care delivered to clients across the northern region.

We would also like to thank IOR Group Ltd, TAC Community Safety Grants and CVGT Employment & Training Services for their generous funding of a number of smaller projects.

Moreland Hall MilestonesEstablishment of ‘Moreland Hall Alcoholism Treatment Centre’ by founding Director Rev. Alf Foote.1970

54 54

Relevant Contemporary EventsMethadone first becomes available for treatment of heroin addiction in Australia

by 51%. This increase is due in part to further financial resources for additional services being provided, however it is also due to significant restructuring and review of services to provide better outcomes for clients.

Moreland Hall prides itself on the fact that we are one of the few AOD services that are able to respond to clients’ immediate needs and continues to provide ‘drop-in’ daily assessments. A pleasing result has also been that episodes delivered against service targets in our Adult Residential Withdrawal service have also increased to be 93%, compared with 2005/06 when it was 76% against target. Overall all services at Moreland Hall performed at 97.4% against target.

Staff Conditions

In 2009/10, we continued to prioritise the provision of three key Mental Health competencies to all clinical staff. We are confident that by December 2010, 90% of current clinical staff will have achieved these competencies. A number of other achievements for staff, included the formation of a Staff Action group, revised performance appraisal processes & position descriptions for all staff, and a number of health promotion strategies (page 34).

Challenges For The Year Ahead

The main challenges that we look forward to in 2010/11 are continuing to address co-existing AOD and Mental Health issues to provide more holistic support for our clients. We hope to expand a number of our services further into the growth corridor of North Western Melbourne. We continue to look for opportunities to finance the planned redevelopment of the Jessie St site. 2010/11 is also the last year of the current Strategic Plan. We will be developing our 2011-14 Strategic Plan in the next year with the assistance of staff, stakeholders and clients. We will also be negotiating a new staff Collective Agreement (due to commence in March 2011).

Conclusion

I would like to thank the Senior Management Team for their support and the Board of Governance, who continue to give generously of their time and energy to guide Moreland Hall. We are also very fortunate to have such capable and passionate staff at every level of the organisation. I would also like to acknowledge the significant contribution made by all current staff and other staff who have left Moreland Hall during the last year.

Finally, I would like to thank all our supporters, sponsors and partners who have made all of the above achievements possible. We look forward to your continued involvement with Moreland Hall, to build: ‘A just and compassionate community where people are not disadvantaged by alcohol and other drug issues.’

Laurence Alvis

Chief Executive Officer

Laurence AlvisChief Executive Officer

Laurence commenced in 2005 and has extensive management experience with over 25 years in the local government and community services sector.

Welcome to the 2009/10 Moreland Hall Annual Report.

This report celebrates a number of significant milestones in the ongoing development of Moreland Hall. These include the celebration of the 40th anniversary of Moreland Hall (pages 6-7), completion of the first year of the Catalyst Program (pages 14,18,21) exciting and innovative programs in Education & Training (pages 21,22), reaccreditation of Moreland Hall under the QICSA Quality Accreditation Process (pages 21,26,38) and the winning of the Gold Award for our 2008/09 Annual report (pages 11,21).

Operating Outcomes Financial and Accreditation

Moreland Hall ended the year in a strong financial position and finished the year with a surplus of $125,982. The equity rose slightly to $3,023,940.

We have received the final Quality Improvement And Community Services Accreditation (QICSA) report from the March 2010 review and received confirmation that we have met all the standards and in addition we exceeded one standard (pages 21,38). It is very pleasing to be recognised by QICSA as a leading agency across the health and community services field. Moreland Hall has worked hard to build the knowledge and expertise of the professional AOD community and provide innovative programs for our clients.

Growth and Funding

In the context of limited service funding opportunities due to the commitment of state and federal government resources to the communities affected by the February 2009 Victorian bushfires, Moreland Hall received nearly $950,000 for new programs in 2009/10. However, Education and Training were successful in obtaining funding from the Collaborative Internet Innovation Fund, which will expand our provision of services, products and communication via the internet. This project will provide a particular focus on interactive web 2.0 approaches to service delivery. We were disappointed not to receive any funding from the Commonwealth stimulus funding initiative for our planned redevelopment of the Jessie St site. Funding this redevelopment will continue to be a priority for the future.

Due to improved Assessment and Intake processes, we increased the numbers of clients seen and Episodes of Care provided by 9% compared to last year. In the five years since 2005/06 we have been able to increase clients seen by 60% and Episodes of Care

Chief Executive Officer’s Report

76 76

Celebrating 40 years of Service

‘I remember Moreland Hall being that place I went to twelve years ago as an absolute down and out alcohol dependant. My trade was a dental mechanic and at that stage, I think I was sacked from about 20 places in a matter of years...I am today happily married, plenty of headaches with teenage children, but I write as one ready, willing & able to cope and I perceive Moreland Hall as being that instrument which enabled me to be myself ’ 1983 Client feedback

1988 - The hospital dormitory

1990 - Staff meeting

2000 - LACP staff and volunteers

Moreland Hall MilestonesMoreland Hall Charter revised to incorporate other drug dependencies1971

76 76

Relevant contemporary eventsSigning of the UN Convention on Psychotropic Substances in response to global rise in amphetamine use since WWII

‘I remember Moreland Hall being that place I went to twelve years ago as an absolute down and out alcohol dependant. My trade was a dental mechanic and at that stage, I think I was sacked from about 20 places in a matter of years...I am today happily married, plenty of headaches with teenage children, but I write as one ready, willing & able to cope and I perceive Moreland Hall as being that instrument which enabled me to be myself ’ 1983 Client feedback

Rev Alf Foote recalls the challenges of establishing a new service

‘They helped me in the past and they helped me again this time’

2010 Community choir rehearses before the 40th Anniversary

Staff & community members enjoy lunch during the celebrations

98 98

The 2008–11 Strategic Plan was adopted by the Board of Governance and articulates the direction Moreland Hall wishes to follow in the coming year. The Strategic Plan has five goals against which our services will be measured. The following tables show how Moreland Hall has met a number of actions associated with those goals in 2009/10.

Abbreviations: a– completed; IP – In Progress; NS – Not Started

GOAL 1 – Deliver high quality services for all our clients and stakeholders

Actions Outcomes Performance

Consolidate the provision of Alcohol & Other Drug (AOD) treatment and education services to the diverse community, including but not limited to the following areas:

Dual Diagnosis (concurrent • Mental Health and AOD issues)Families • Indigenous Communities• Forensic • Culturally and Linguistically • Diverse (CALD) communitiesYouth and Adults• Homeless persons•

The standards and performance measures in funding and service • agreements are met, overall 97.4% of achievement against program targets (pages12-18)

The minimum requirements of the Department of Health as outlined in • the document ‘Dual Diagnosis – key directions and priorities for service development’ are met. By June 2010, 70% of staff had completed the minimum competency for Dual Diagnosis required by the Department of Health (pages 5,14,21-2)

Services are improved to meet and respond to needs in the community • (pages 2,14-15,21-4,38-9)

a

IP

IP

Implementation of the Education and Training (E&T) Strategy

New programs and resources are developed (• pages 2,5,21-4)

Training programs are delivered to meet identified needs (• pages 2,14,21-2,34)

Registered Training Organisation status reviewed and maintained • (pages 21-2,25)

85% participant satisfaction with training courses (• page 23)

a

a

a

a

Investigate opportunities to develop new programs and initiatives which address gaps in service provision

New programs are developed (• pages 2,14-5,21-5,34)

Innovative approaches to service delivery and work practices are • developed through the review and evaluation of existing programs (pages 2,14-5,21-5,33)

Best practice principles are utilised in the planning and delivery of all • AOD Treatment and Education Services (pages 21,26,38)

aIP

IP

To develop opportunities and ensure participation of clients and stakeholders in service planning

The Client Charter is implemented across all Moreland Hall services • (pages 33, inside back cover)

Responses through client feedback surveys are increased in all areas of • service provision (pages 13,21,24-5,33)

Opportunities for clients to contribute to service planning are increased • (pages 21,24-5,33)

a

IP

IP

Reporting against the Moreland Hall Strategic Plan 2008–11

Moreland Hall Milestones‘Worst financial year to date’ due to changes to health care services and hospital funding

Commencement of Women’s Program1983

98 98

Relevant Contemporary EventsFirst diagnosis of HIV/AIDS in Australia led to increased public awareness of risks associated with injecting drug use

GOAL 2 – Continue to strengthen Moreland Hall as a leading AOD agency


Provide a strong advocacy, leadership, policy and development role in the AOD sector

Participate actively in public and professional forums (• pages 2,14,39)

Maintain strong professional affiliation with peak AOD bodies (• pages 26,39)

Current service gaps are identified and advocated for with policy • makers and funding providers (pages 5,14-5,21-4)

Ensure services reflect changing needs and trends in the AOD field • (pages 2,5,14-5,21-4,38-9)

IP

IP

IP

a

Develop and implement a Communication and Fundraising Strategy

A solid infrastructure within Moreland Hall to support communications, • fundraising and marketing is developed (pages 21-5,30-1)

The capacity for long-term communications and fundraising activities is • built (pages 24-5,31)

The funding base of Moreland Hall is increased (• pages 3,13,27)

IP

IP

aCreate opportunities for participation in innovative projects

Innovative projects and practices are developed (• pages 2,5,14-25,26,36)

Moreland Hall participates in projects related to new models of service • delivery (pages 2,5,14-25)

a

a

Identify and respond to community needs in service planning and review

Opportunities for service enhancement which are informed by • emerging trends and community needs are examined (pages 14-25,38-9,43)

Interface with the community is achieved through participation in a • range of forums and groups (pages 38-9)

Relevant data is analysed and incorporated into service planning (• pages 12-3,14-9,33)

a

IP

a

Redevelopment of Jessie St site planned and commenced

Scoping and needs analysis is undertaken (• pages 2,4,5,26)

Redevelopment plan is completed (• pages 4,5,26)

Implementation of the redevelopment plan is commenced (• pages 2,4,5,26)

aIP

IP

‘I came to LACP nervous and worried, but by the end of my stay I almost didn’t want to leave. The group I was lucky enough to have experienced my stay with were wonderful, supportive of each other and showed respect and encouragement’

1110 1110

GOAL 3 – Foster a stimulating and supportive work environment


Provide a positive and supportive work culture and environment

Relationship between program areas, staff and the Governance Board • are fostered (pages 4,5,14-25,33,34-5)

The staff retention rate is increased (• pages 13,25)

An Aboriginal and Torres Strait Islander Career Development and • Employment Strategy is implemented

Opportunities for staff to participate in service planning and decision • making are increased (pages 34,39)

Moreland Hall’s commitment to becoming a learning organisation is • established (pages 2,14,21-5)

IP

IP

NS

IP

IP

Develop and maintain a qualified and professional workforce

Staff are provided with access to training, supervision and resources to • fulfill their roles (pages 5,14-25,33,34-5)

All staff hold appropriate qualifications to fulfill their job role and • comply with all professional standards (pages 14, 21-2,32,40-1)

A comprehensive leadership and management training program is • developed and implemented

IP

IP

NS

Develop and implement a staff performance management system

The agency-wide orientation program is reviewed and updated•

The performance appraisal system is review and updated (• pages 32,34)

Feedback mechanisms from staff are increased (• page 34)

Action Plans are developed in response to staff surveys (• page 34)

NS

aIP

a

GOAL 4 – Promote & develop effective partnerships to enhance agency capacity


Develop new and strengthen existing partnerships that enhance the capacity of Moreland Hall. These partnerships will include, but are not limited to:

Government• Other AOD Agencies• Health and Welfare Agencies• UCV&T Agencies and Missions•

New partnerships are developed and existing • partnerships strengthened (pages 2,14,22,38-9)

Resources optimized through models of integrated • service delivery (pages 14-25)

New funding sources are developed (• pages 4,5,13, 31)

IP

IP

IP

Identify opportunities for the creation of new partnerships, including but not limited to the corporate sector and philanthropic foundations

New funding sources are developed (• pages 4,5,13, 31)

Opportunities for seeking other “in kind” support • are investigated

IP

NS

Maintain and enhance collaborative relationships with education and research institutions

Student placements are provided at Moreland Hall • (pages 34,38)

Moreland Hall participates in research projects • (pages 2,26,38)

Employment opportunities are provided for new • graduates (page 38)

a

IP

IP

Develop policy statements with UCV&T for key social issues

A policy statement with UCV&T on AOD in • consultation with members of the UCV&T Network is developed and adopted

A policy statement with UCV&T on Dual Diagnosis • in consultation with members of the UCV&T Network is developed and adopted.

NS

NS

Reporting against the Moreland Hall Strategic Plan 2008–11

1110 1110

GOAL 5 – Ensure our services are accountable and sustainable


Devise improved systems to measure effectiveness of the services provided by Moreland Hall

Benchmarking of current services with like services in the AOD sector is • undertaken (pages 2,26)

A review of internal databases is completed to ensure accurate • information and statistics are available (pages 2,21,25,34)

All the actions in the 2007 Quality Management Plan are completed • (pages 21,26)

All the standards in the QICSA review in 2010 are met (• pages 21,26)

A Quality Management Plan for 2010-2013 is developed (• pages 21,26)

IP

IP

a

aIP

Strengthen the sustainable funding base and develop reserves for future expansion

Revenue sources for Moreland Hall are increased (• pages 3,13,27)

The number and scope of funding submissions that are submitted • annually is increased (page 26)

aIP

Develop and implement a Risk Management Strategy that effectively manages all key risk exposures for Moreland Hall

Provide sound and accountable financial management practices (• page 26)

Risk Management Plan developed and implemented (• pages 26,30,32)

Annual budget is reviewed to ensure all financial obligations are met • (pages 26 & separate financial report)

Occupational Health and Safety policies and practices are reviewed • and improved (page 35)

IP

a

a

a

Provide the required infrastructure to support organisation activity

The Client Information System is developed and implemented (• page 2)

Client and Agency Records Management Systems are reviewed and • upgraded (pages 21,25,26,32,34)

IP

IP

Ensure responsible utilization of environmental resources

Develop and implement an Environmental Resources Strategy to • encourage recycling of materials and reduced usage of the following resources (page 36):

Paper, cardboard and excessive packaging »

Water, electricity, gas and oil »

IP

Moreland Hall representatives receive their gold award

1312 1312

Comment: Alcohol has maintained its dominance as the main substance for which clients seek treatment and is often used by clients concurrently with cannabis. The occurrence of cannabis being clients’ First Drug of Choice (identified by the client as the drug used most frequently, either on its own or in combination with other drugs) continued at the higher level from 2008/09. The prevalence of clients specifically seeking treatment for heroin or amphetamines has reduced.

Comment: The number of clients seen by Moreland Hall has increased by over 9% since 2008/09. In the last five years client numbers have risen by 60% compared to 2005/06, while staff numbers have risen by 30% for the same period.

Comment: An Episode of Care is a course of treatment that a client engages in at Moreland Hall. For example, an Episode of Care can involve a residential withdrawal program, or individual counselling (multiple counselling sessions over a period of time). If a client achieves significant treatment goals with each service this would be counted as two Episodes of Care. In the last 12 months there has been a 9% increase in Episodes of Care. In the last five years Episodes of Care have risen by 51%. Again, this compares favourably with only a 30% growth in staff numbers for the same period. For more detailed accounts, see pages 14-19.

Performance in Brief

0%

10%

20%

30%

40%

50%Amphetamine

�

(includes Ice)CannabisAlcoholHeroin

2009/102008/092007/082006/072005/06

Graph 1. Major presenting drug types last five years

Graph 2. Total clients last five years

Graph 3. Total Episodes of Care last five years

0

500

1000

1500

2000

2500

2009/102008/092007/082006/072005/06

1268

15571723

18642027

0

500

1000

1500

2000

2500

3000

3500

4000

2009/102008/092007/082006/072005/06

2505

3035 31043481

3785

15%

39%

25%

7%

13%

43%

22%

8%

13%

44%

22%

8%

14%

39%

32%

6%

10%

40%

32%

5%

1312 1312

Comment: The general level of staff retention in AOD services is 75% per annum. Staff retention at Moreland Hall has maintained the level set in 2008/09, and remains above the industry average. In a sector in which it is often difficult to recruit suitably qualified staff, Moreland Hall is consistently able to attract quality candidates and is increasingly recognised as an ‘employer of choice’. There are more detailed accounts of initiatives to improve staff conditions on pages 34-5.

Comment: Funding received in 2009/10 for new project development was significantly down from 2008/09. This was largely attributable to the lack of new funding opportunities provided by state and federal governments, due to the February 2009 bushfires that occurred in Victoria. Projects are described in more detail on pages 14-25.

Comment: The second year since the redevelopment of Moreland Hall’s client feedback form produced mixed client response rates. While the first half of the year saw a 2% increase in client responses, this dropped by 4% in the second half. Moreland Hall is currently exploring ways to increase the proportion of clients providing feedback on agency services in 2010/11. Consistent with previous years, client feedback continues to indicate a very high level (95%) of satisfaction with all of our services. See pages 21-5 and 33 for more detail.

Graph 4. Staff retention levels last five years

Graph 5. Total new project funding last five years

Graph 6. Proportion of clients providing written feedback

0%

20%

40%

60%

80%

100%

2009/102008/092007/082006/072005/06

74% 72%

91%

82% 82%

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

2009/102008/092007/082006/072005/06

$231,940

$2,841,919

$207,046

$753,774$950,934

0%

5%

10%

15%

20%

25%

30%

Jan-Jun 10Jul-Dec 09Jan-Jun 09Jul-Dec 08

23%25%

27%

23%

1514 1514

Major Outcomes for the Clinical Services Directorate in 2009/10

Restructure of the Assessment and Intake service has resulted • in significant growth in initial contacts with the agency, improved assessment processes and increased admission and completion rates in our withdrawal programs. The creation of dedicated Clinical Consultant and Triage positions with skills and experience in Mental Health has also contributed to improved referral pathways into and from Moreland Hall.

Working with families has also been a priority in line with • major policy documents such as the new Blueprint for Victorian AOD treatment services (2009 – 13) and Dual Diagnosis: Key Directions and priorities for service development. Moreland Hall has participated in the Lighting Beacons project with the Bouverie Centre and developed an exciting partnership with Family Drug Help to deliver the Action-based Recovery Course (ARC) at Moreland Hall. These initiatives have occurred alongside other family work in programs such as youth and adult withdrawal, counselling services, Intensive Playgroup and the Catalyst Alcohol Community Rehabilitation Program. The Playgroup model has been extended to include an integrated program at the Broadmeadows Maternal and Child Health service.

Moreland Hall has continued its commitment to Dual Diagnosis • training to improve client outcomes. The Dual Diagnosis Leadership Group has been established to champion Dual Diagnosis work across the agency and strengthen the interface between training and clinical practice.

The Reciprocal Rotation project allows Mental Health and • AOD service staff to participate in secondment opportunities to increase their own and their agencies’ capacity to respond to clients with Dual Diagnosis. In 2009/10, two Mental Health staff undertook secondments at Moreland Hall and our youth counsellor participated in a secondment to the Child Adolescent Mental Health Service in Broadmeadows.

The implementation of the pilot Catalyst program has • demonstrated the effectiveness of bringing together experienced trainers from the Education, Communication and Workforce Development Directorate and clinicians from the Clinical Services Directorate to develop and deliver an evidence based alcohol treatment program. As well as staff from across the two Directorates, the program utilises external practitioners in financial counselling, nutrition and employment services to improve client outcomes. Catalyst staff and clients have also worked closely with Caraniche, which has been contracted by the Department of Health to undertake an external evaluation of the program. Initial evaluation findings indicate that Catalyst is having a significant positive impact on clients’ AOD use, relationships and quality of life.

In 2009/10 we finally secured a location for our Hume • counsellors at the Broadmeadows Community Neighbourhood Renewal Centre and have commenced delivering community and forensic counselling and family work from that site. Counselling has also been reintroduced from the Darebin

Donna Ribton-TurnerDirector Clinical Services

Donna commenced at Moreland Hall in 1997. She has extensive experience in the public health sector including public hospitals in Australia and overseas, Mental Health services and the AOD sector.

An organisational restructure in June 2009 brought Moreland Hall’s clinical services together under a single Clinical Services Directorate. The Directorate encompasses a wide range of programs and services that assist people to address problematic use of alcohol and other drugs.

Report on ‘Future Directions’ from 2008/09 Annual ReportOngoing development and implementation of Clinical Services DirectorateSystems to address communication, supervision and continuous quality improvement have been implemented

Continued staff training in Dual DiagnosisBy June 2010, 40% of clinical staff had completed all three competencies in Dual Diagnosis (or equivalent), and a further 28% had completed two. By December 2010, 95% of current clinical staff will have completed the three competencies or equivalent

Improve referral pathways between Moreland Hall and Mental Health servicesMoreland Hall has formal partnerships with:

Northern & North West Area Mental Health Services• Mental Health Services and the Royal Children’s Hospital - • Integrated Mental Health Program

Review non-residential withdrawal servicesContinuous program review and successful recruitment over the past 12 months have resulted in a more flexible approach to non-residential withdrawal and improved client access

Improved family workPartnerships with the Bouverie Centre and Family Drug Help have provided opportunities to improve family inclusive practice across the agency. The development of a dedicated Family Team has increased our capacity to provide specialised family interventions

Delivery of Intensive Drug Program to Community Corrections ClientsBased on a successful program delivered at Port Phillip Prison, a 40-hour Intensive Drug Program was developed by the Education and Training team and delivered to Community Corrections clients

Clinical Services Directorate

Moreland Hall MilestonesForced restructure of agency services to ensure financial viability amid ongoing difficulties with funding models

Closure of Rehabilitation Program Commencement of Family Therapy and Drink Driving Programs

1987

1514 1514

Relevant Contemporary EventsVictoria’s Needle and Syringe Program establishedSouth Australia decriminalises minor cannabis offencesUser group - Victorian Intravenous AIDS Group (VIVAIDS) launched

Community Health Centre in East Reservoir and continues at PANCH and Darebin Community Mental Health Service.

Both youth and adult residential withdrawal services have • significantly increased their occupancy rates. At Gwenyth Williams House (GWH) , higher than target occupancy has continued for a second consecutive year, with an average length of stay of 7.1 days. Exceptional relationships developed with service providers in the rural Hume region resulted in 19% of clients in the youth withdrawal service being from that region. There has also been an increase of 11% in adult withdrawal episodes at Lesley Anne Curran Place (LACP), with an average length of stay of 5.8 days. The Nurse Practitioner at LACP has prescribed for 94 withdrawal clients since July 2009.

The Education and Activities Program at the adult withdrawal • service was expanded to include the introduction of yoga, African drumming, mindfulness and quit smoking sessions.

The premises at GWH, which celebrated 10 years of service • delivery in April 2010 were painted and refurbished.

‘All staff treated me wonderfully & were constantly reminding

me of my strengths & how far I have come. I thought I would be

judged after three admissions, but was welcomed & supported

beyond my expectation’

.....Increased capacity to prescribe and review client medication at LACP has contributed to improved treatment outcomes

‘I came in feeling like a wreck and left feeling normal again. Thank you’

1716 1716

The Family Services Team provides education, counselling and support to family members dealing with AOD problems within their family. Although family work is provided across all clinical service areas, this dedicated team provides short term counselling and education for families as well as linking families into community programs and support. The Intensive Playgroup supports parents who have AOD issues and young children and operates within a preventative framework. It also aims to increase parents’ participation in AOD treatment.

The Intensive Support Service provides case-management and counselling to complex clients with a history of repeated treatment episodes. Engagement with clients is usually for a 3 -12 month period followed by planned and supported engagement with other services.

Youth Services deliver a range of targeted services including HYP-d, youth counselling and the Alcohol and Drug Youth Consultant. The HYP-d program provides counselling and education for young people up to 25 and their families living in the Craigieburn area. Youth Services staff work closely together with GWH staff to provide coordinated care for young people undertaking withdrawal, counselling and other treatment types.

The Alcohol and Drug Youth Consultant is a joint initiative of DHS Child Protection, Juvenile Justice and the Drugs Policy and Services. The youth consultant helps to build AOD capacity within Child Protection and out-of-home care services and facilitates clients’ access to AOD treatment.

Highlights for 2009/10:

Increased access to assessment services•

Improved response to families in partnership with the Bouverie • Centre and Family Drug Help

Successful Reciprocal Rotation projects with Mental Health • Services

Securing location for counsellors within Hume area•

Counselling Services

The Assessment and Intake Service provides initial client screening, assessment and treatment planning and coordinates access to all forms of withdrawal treatment at Moreland Hall including pre-admission planning with community based forensic clients. Assessment and Intake also provides information and secondary consultation to clients and other health professionals. The restructure of the Assessment and Intake service has made a significant contribution to the increased client numbers engaging in treatment with Moreland Hall.

Comment: Improvements in the quantity of assessments undertaken and the quality of integrated treatment planning has led to higher client numbers and improved treatment outcomes.

Counselling and Support Services provide a range of services including assessment, counselling and support, group work and education programs for individuals and families residing in the Local Government Areas of Darebin, Hume and Moreland. The team’s objective is to provide a range of high quality and responsive treatment options within a harm minimisation approach.

Comment: The return to previous levels of performance was enabled by having a full complement of counselling staff for most of 2009/10.


Moreland Hall MilestonesCommencement of residential withdrawal service at Jessie St site

Commencement of Drug Education services at Pentridge Prison

‘Very easy, accessible process, helped me make the decision to detox much easier. Process was efficient, empathetic and reassuring at a time when I felt great despair and fear’

1993

ASSESSMENT EPISODES 2005-10

0

200

400

600

800

1000

1200

2009/102008/092007/082006/072005/06

767843 867

10221096

COUNSELLING & SUPPORT EPISODES 2005-10

0

100

200

300

400

500

600

700

800

2009/102008/092007/082006/072005/06

688

788728

574

736

1716 1716

Relevant Contemporary EventsFirst national policy on methadone adopted

Withdrawal Services

Moreland Hall provides the following withdrawal services:

Adult community residential drug withdrawal at Lesley Anne • Curran Place

Youth community residential drug withdrawal at Gwenyth • Williams House

Non-Residential Withdrawal (Home-based and Outpatient)•

These services provide a range of withdrawal options for adults and young people with serious AOD problems. The primary goal of withdrawal is ceasing or reducing drug use, which is achieved through the provision of medical, psychosocial and supportive care. Withdrawal is usually most effective when part of a continuum of care that addresses behaviour change and harm minimisation. An initial assessment helps to clarify goals and provide education and information to reduce harms associated with substance use. A range of withdrawal options can then be considered and planning initiated for post-withdrawal support to maintain treatment outcomes. A support plan might include counselling or participation in a rehabilitation program.

In some cases, residential withdrawal may form part of an ongoing management plan for long term alcohol or other drug users, in the absence of a commitment to behaviour change, as part of a harm minimisation strategy. It may also provide young people with a period of respite from problematic drug use to enhance motivation to change and facilitate engagement into further treatment.

Lesley Anne Curran Place (LACP) is a 12 bed residential withdrawal service that provides 24 hour medical, psychosocial and supportive care to adults 18 years and over. The service is managed by Victoria’s first endorsed Nurse Practioner (who is able to prescribe a limited range of withdrawal medications) and staffed by Registered Nurses, AOD Support workers and a Post Withdrawal Support Worker (PWSW) who assists clients to develop and implement plans for maintaining behaviour change after withdrawal. This includes referral to services such as counselling, self help groups, rehabilitation programs and housing.

Comment: Improvements to the intake process and the introduction of the Nurse Practitioner role have made significant contributions to the increase in service performance.

Gwyneth Williams House (GWH) is a 4 bed residential service located in a home-like environment that provides withdrawal and respite for young people aged 12 to 21 years. A major focus of the work at GWH is engaging young people into treatment through positive experiences and assisting them to assess the impact of AOD use on their lives and the lives of their families. It may also provide young people with a period of respite from problematic drug use to enhance motivation to change and facilitate engagement into further treatment.

Comment: Strong relationships with service providers in the rural Hume region continue to result in high numbers of referrals to GWH from the region


Highest LACP annual occupancy to date with 83.5% of clients • staying five days or longer

Nurse Practitioner prescribed for 94 clients •

Celebration of 10 years of service delivery at GWH•

Successful collaboration and referral of clients from LACP to • the Catalyst rehabilitation program

GWH Clinical Reviews supported by Dual Diagnosis clinicians • from SUMITT

Improved Education and Activities program at LACP•

Painting and refurbishment of the interior of GWH•

‘I’m walking out of those doors tomorrow a new woman...

I’ve experienced a total attitude change. What I’ve gained here

has given me what I need to really make it work this time! I only wish

I’d done this years ago!’

0

100

200

300

400

500

600

700

800

2009/102008/092007/082006/072005/06

LACP YEARLY PERFORMANCE AGAINST TARGET 2005-10

648 648 648 648 648

424

493 499534

604

0

30

60

90

120

150

2009/102008/092007/082006/072005/06

GWH YEARLY PERFORMANCE AGAINST TARGET 2005-10

124 124 124 124 124123110

118

141 140

1918 1918

Forensic Services

Forensic Services provides a range of programs based at Port Phillip Prison (PPP) and in community based settings.

The Community Forensic Team works with mandated clients referred from ACSO-COATS. This client group has received a non-custodial sentence from Victorian Courts with a requirement to attend AOD treatment in the community. Treatment could include: assessment, counselling, residential or non residential withdrawal.

Comment: The total number of ACSO-COATS clients increased from 416 to 470 in 2009/10. The Forensic Services team contributed 370 of these episodes with the Community Counselling team contributing 100 episodes.

Supported Accommodation is an AOD support program that offers accommodation, AOD treatment and outreach support for forensic and other Moreland Hall clients. The program utilises five properties across the Northern suburbs.

Port Phillip Prison Team delivers a broad range of assessment, individual counselling and group programs within a 750 bed maximum security prison.

Within Forensic Services, support structures for the community and prison teams have been developed, providing supervision and support to staff. 2009/10 saw a consolidation of staff across both community and prison forensic teams. Both teams have developed systems to support the complex range of work undertaken with clients.


Establishment of counselling and group programs in the newly • built Salamander unit at Port Phillip Prison

A successful Drug Action Week activity providing information • to the families of prisoners at the prison visitor waiting area

Development and delivery of a series of trainings for Koori • Court Elders in partnership with Education & Training

The employment of a Forensic Support Worker to streamline • administrative processes and improve the capacity to deliver withdrawal programs


Withdrawal Services cont.

The Catalyst Alcohol Community Rehabilitation Program is a statewide three year pilot funded by the Department of Health. The program commenced operation in June 2009. It is an evidence-based six week non-residential alcohol rehabilitation program for people who have completed an alcohol withdrawal.

The program is comprised of structured psycho-educational and therapeutic groups, individual counselling and motivational enhancement sessions, with integrated recreation and social activities. Catalyst promotes the use of coping skills that have demonstrated effectiveness for the treatment of alcohol dependency and maintenance of motivation to change problematic alcohol use.

Group activities are primarily based on Motivational and Cognitive Behavioural Therapies, with a strong focus on strengthening family relationships. Art therapy, relaxation/mindfulness practices are also included in the program. Leisure activities such as gardening, walking, drumming, yoga, gym and swimming are encouraged. An ongoing support group (called Momentum) is available for participants who want support to stay on track after the program ends. This group is designed to provide ongoing support until people feel ready to manage their substance use independently.


Successful implementation of pilot program•

Collaboration between clinical staff, trainers and external • service providers

Action research model for program development based on • client and clinician feedback

‘We were a pretty angry bunch of men when we started this program but we have all been able to change that. You can see the impact that this has on our relationships and I know I’m a lot happier’

Moreland Hall MilestonesCommencement of Outreach AOD service and onsite medical service at Jessie St site

Completion of building works to accommodate new services1994

0

100

200

300

400

500

2009/102008/092007/082006/072005/06

ACSO-COATS CLIENTS 2005-10

226256

291

416

470

1918 1918

Relevant Contemporary EventsFirst National Hepatitis C Action Plan developed and endorsed by the Australian Health Ministers’ Advisory Council. First Specialist Methadone Services (SMS) established in Victoria

Future Directions for Clinical Services 2010/11

Improve efficiency of data recording systems•

Increase client feedback and opportunities for participation in • service planning and review across all Moreland Hall services

Continue implementation of family inclusive practice across • the agency

Translate Dual Diagnosis staff training into improved treatment • outcomes

Establish a 5th bed at GWH to increase flexibility for client • admissions and discharges

Review the Activities Program at GWH •

Maintain occupancy rates in residential withdrawal•

Expand the role of the PWSW to support clients waiting to • access the Catalyst program after completing withdrawal

Complete Catalyst program manuals and client educational • materials including client teaching aids for home use.

Increase Catalyst promotional activities to the wider health • and welfare sector through a range of activities including conference presentations

Explore opportunities for forensic clients to access the Catalyst • program

Improve access to forensic counselling services • through the provision of off-site services

‘The coordination between Counselling staff, Catalyst staff

and the Assessment / Nursing team and LACP staff has made

the process of getting treatment a positive and safe experience’

Coordination meetings at LACP allows for continuity of care across different shifts at the 24-hour service

GWH staff regularly review the activities schedule to best match the needs of individual clients

2120 2120

Moreland Hall MilestonesClosure of Government-run AOD services by Kennett government creates opportunities for Moreland Hall. Agency secures funding for

prison services, residential, outpatient and home-based withdrawal, counselling, pathology services and education and training programsEstablishment of Training Unit. Development of Day Program, Youth and Music Programs


Thanks Moreland Hall (feedback from a Catalyst client)

My time spent undertaking the Catalyst Program at Moreland Hall has been of enormous benefit to my personal development and in turn has brought a positive environment within my family life. Initially, when being approached at LACP about my options for more support, after completing the 10 day physical withdrawal from alcohol, I was hesitant with the idea of spending 6 full time weeks in a facility unknown to me. In hindsight, it was more the thought of how I would organise my family life, work schedule and day to day responsibilities, let alone manage my personal struggles with alcohol abuse. After attending an orientation session towards the end of my time at LACP, the Catalyst Program became more appealing to me as an opportunity to continue with my rehabilitation. The program allowed me to go home of an afternoon/evening as per a working day. After looking at all other options available and suitable for me, I felt that this program was the most appropriate. Looking at the course outline, I was also looking forward to participating in activities and discussions that were relevant to managing my condition, and topics that have been of personal interest to me for a long time.

Personally, I gained an enormous amount from attending and completing the Catalyst Program. With receiving the support and faith from all the crew at LACP and Moreland Hall, to allow me to begin to take care of myself, and in turn all aspects of my life. It gave me the time to reflect on my lifestyle, values and beliefs. I learnt to be aware of my thoughts and respond positively. Often I found myself feeling that I was rediscovering myself. The Catalyst Program is like a space you enter where you could relate to others without feeling guilty or judged. In my group there was an underlying respectful atmosphere where clients and workers have an understanding for each other.

Currently I attend the Momentum group which follows after the completion of the Catalyst program, where familiar and new clients and workers attend to discuss day-to-day events, concerns and successes on a weekly basis. It is valuable to me as I feel a sense of belonging to the group. It is an environment where I can discuss topics that I would generally not discuss. It also preps my strength and knowledge and reminds me on a weekly basis to take care of myself, because really, only I can do that...

Regular client feedback has been essential to the ongoing development of the Catalyst program

1996

2120 2120

Relevant Contemporary EventsPremier’s Drug Advisory Council Report recommended cannabis decriminalisation and diversion Release of Victoria’s Turning the Tide Drug Strategy

Growth of Education and Training

The Education and Training Team (E&T) continued to cement its reputation as a leading provider of education and training services. The team is leading the way in the delivery of Dual Diagnosis competencies to workers throughout the AOD and related sectors

Major Outcomes of the Directorate in 2009/10

E&T’s continued success has enabled it to attract a high calibre • of staff who bring with them a wealth of experience, skills and knowledge which has further developed and strengthened the team’s skills base

Greater integration of the team’s work with that of other • Moreland Hall services via the collaborative development of program manuals for, and direct service delivery with the Catalyst, PPP, Keeping Going and Community Corrections Intellectual Disability programs

Shared management of the Catalyst program in co-ordination • with Clinical Services Directorate

In-house development of publications (including the 2008/09 • annual report which received a gold award in The Australasian Reporting Awards)

Delivery of fifteen conference presentations•

Quality Improvement - The work of the Directorate played a • significant role in the agency exceeding QICSA Standard 3.4. The organisation works to build the capacity of the community it serves and the professional community to which it belongs during its recent external quality review

Completed Administration Review and implemented • restructure to form new Operations Team

Review of IT processes and refinement of administration • structure and operating processes was completed

Contribution to a more interrelated service system by taking • a lead role in content development for clinical programs and assisting direct service delivery with the Forensic, Counselling and Catalyst teams

Completed the review and redevelopment for all agency • position descriptions

Julie BowenDirector of Education, Communication and Workforce Development

Julie has worked in the AOD sector for approximately 14 years in a range of clinical, training and management positions. She is committed to the principles of harm reduction and the development of new and innovative services to better meet client needs.

The Education, Communication and Workforce Development Directorate is directly responsibly for the management of Moreland Hall’s RTO, human resources, client and community education, publications, communications and front-of-house services.

The Directorate works closely with the Clinical Services Directorate and Senior Management Team to ensure the ongoing provision of integrated and effective services across the agency.

In addition to achieving the goals it had set for itself in 2009/10, the Directorate had the opportunity to work on many exciting new projects that are helping to shape the future of service delivery at Moreland Hall.

Report on ‘Future Directions’ from 2008/09 Annual ReportWorking in partnership with other service areas

Changes to the organisational structure have led to closer working relationships between (and enhanced service delivery by) the various service areas within the agency

Promotion of Bluebelly Website

The Bluebelly website was developed and presented at the IHRA Conference in Liverpool 2010 and was a finalist at the 2010 National Drug and Alcohol Awards

Production of educational and therapeutic resources

A DVD feature-length drama (Infinite Shades of Grey) providing harm reduction information to ATS stimulant users was developed. Online self-help materials and training has been integrated into an ongoing Web 2.0 service development project

Changes to RTO training

The RTO successfully changed over from the old Community Services Training Package to the new Community Services Training Package. The reputation of our competency training for quality continued to grow thanks to the ongoing review of content and the development of innovative and creative modes of delivery

Education, Communication and Workforce Development

‘The training focussed on the practical and relevant skills.

The trainer was excellent’ (Training participant)

2322 2322


Education and Training

As a Registered Training Organisation (RTO), Moreland Hall is committed to developing and delivering a range of high quality resources and programs that contribute to the reduction and prevention of AOD and Mental Health related harms. In addition to working with AOD and allied health professionals, E&T works directly with community groups and individuals who are seeking to address substance use issues. This approach ensures that our services are grounded in current practice as well as current national and international research.

E&T has a commitment to supporting lifelong learning, recognising the value of education for personal, civic and social purposes in addition to professional development. The training and resources we provide are designed to help people meet these learning needs.

In 2009/10 the E&T team continued to grow. We have welcomed three new experienced staff members to our multi-disciplinary team. We have won new contracts and tenders, we have developed new and innovative projects and continued to develop and grow partnerships within and across sectors.

As a leading provider of education and training services within the AOD sector, E&T has played a central role in meeting Moreland Hall’s commitment to workforce development and ensuring that all staff hold the appropriate qualifications to fulfill their job roles, comply with all professional standards/requirements.

The E&T team will continue to make a key contribution to increasing the organisation’s capacity to respond to existing and emerging client needs and enhance the quality of service development and delivery.


We continued to play a major role in the agency’s Dual Diagnosis capacity building. Offering competency-based training and maintaining the Dual Diagnosis Leadership Group, which enhances the ability of our senior workers to provide mentoring and secondary consultation to our clinical staff. The Dual Diagnosis training was an important part of the organisation’s strategies for workforce development and the implementation of consistent Dual Diagnosis practice across all service areas.

We developed and launched a resource designed to promote open and honest conversations about cannabis use within Koori communities. Yarnin’ About Yarndi was developed in collaboration with members of Koori communities and Moreland Hall. The kit includes a collection of tactile resources, a DVD and a range of strategies for group facilitators that provide a comprehensive approach to working with cannabis in a culturally appropriate manner.

During 2009/10 the RTO successfully managed the changeover from an old training package to the new community services training package. Furthermore, Moreland Hall extended the success of our first online course by delivering one of our Mental Health competency units in a blended (online and face-to-face) approach. Similar to its predecessor, this unit was very favourably received.

The RTO extended its fee-for-service operations by providing Mental Health and AOD competency training to organisations such as Anglicare, Bass Coast Community Health Service and Peninsula Drug and Alcohol Program (PenDAP).

Comment: The E&T team had a very busy year in which 1,222 people participated in training including a significant growth in the delivery of competency training. The quality of the work remained consistently high with 95% of participants happy with the quality of the training, training materials and the trainer’s knowledge and ability.

This year we launched an educational film (Infinite Shades of Grey) which we believe represents the type of unique innovation and creativity that is being produced by the E&T team. We succeeded in stretching Federal funding (DoHA) for the development of a short film to support a full-length feature film targeted at an audience who typically do not engage with AOD treatment services: young people who use amphetamines This resource was warmly received for its artistic and filmic qualities, its intelligence, its humanity and for its humour – all factors likely to make it a successful vehicle for important harm reduction messages.

In 2009/10 we increased our focus on working with the general community to prevent harms and improve community understanding of key issues relating to AOD use. This included:

Securing funding from a philanthropic trust (IOR) to provide • a one day workshop targeted at Koori Elders who sit in as part of the various Koori courts around Victoria. The main objectives of the program were to increase the Elders and Respected Persons awareness and understanding of AOD issues and behaviour change in order to better inform decision making within the Court setting. This workshop facilitated plenty of discussion and reflection on Aboriginal history and culture and their implications for AOD use and treatment.

Being commissioned by the Department of Health to • develop and deliver a community education project which provides individuals living in Office of Housing estates with information and strategies related to the AOD and Mental Health problems in their community.

Being commissioned by the Department of Health • to develop and deliver AOD training to Bushfire Case

Moreland Hall MilestonesCommencement of services at Port Phillip Prison

Expansion of Education & Training teamRedevelopment of Jessie St site and relocation of Women’s Program to main building

1997

UNITS OF COMPETENCY TRAINING PROVIDED 2007-10

0

50

100

150

200TOTALMental HealthAOD

Jul 09-Jun 10Jul 08-Jun 09Jul 07-Jun 08

44 44 44

70

114

78

120

198

2322 2322

Relevant Contemporary EventsEstablishment of Family Drug SupportCommencement of Cannabis Cautioning Program trial by Victoria Police Victorian Parliamentary Committee Report concluded there was ‘some merit in suitably regulated and controlled safe houses’ for injecting

Managers to increase their capacity to support the people directly affected by the ‘Black Saturday’ fires.

Providing training to Peninsula Health frontline • reception staff on working with people with AOD issues. This training primarily focused on how to respond to intoxicated and aggressive clients.

Continuing our presence in Victorian schools by facilitating • educational workshops on the harms and issues associated with drink and drug driving. The workshops were structured around Moreland Hall’s animated Duggy’s Krew series and have proven to be very popular with 282 high school students participating in 2009/10.

‘I’m really impressed with the program. It is very user friendly

and the use of multimedia makes it so interesting’

(TAFE VC student)

The development of targeted audio visual content has helped Moreland Hall improve the accessibility of important information for a variety of audiences

‘Excellent knowledge of facilitator, realistic case scenarios and up to date material’

2524 2524

Web 2.0 methods, the Bluebelly site embraces the motto of: none of us knows everything but all of us know some things. The site is based on a wiki structure that allows site users to edit and expand on all the harm reduction information available in its various articles

The Bluebelly project has been extremely successful with an • enormous amount of positive feedback and was a finalist in the ‘Excellence in Treatment’ category at the 2010 National Drug and Alcohol Awards. Presentations on the project were also delivered at the APSAD Conference in Darwin and the International Harm Reduction Association Conference in Liverpool this year. Check it out at www.bluebelly.org.au

As part of its External Communications Strategy, Moreland Hall • has embraced the development of Web 2.0 initiatives to expand our information channels and opportunities for connection with the community. Initiatives include:

Facebook page for Moreland Hall and Bluebelly »

Twitter profile for Moreland Hall and Bluebelly »

Heads Together social network for workers in the AOD sector »

Presentations regarding Moreland Hall’s adoption of Web 2.0 »for our service have been delivered in relevant sector fora and for individual organisations

The development of over 20 video clips and animations »for use in treatment and training programs by clients and workers in the AOD sector.


Communications

Moreland Hall considers communication to be an ongoing, multi-directional process through which the agency is able to identify and respond to AOD related harms to individuals, families and the community. Key staff within the Directorate are responsible for enhancing and developing the agency’s communications and use of new information communication technologies.


Developed an External Communications Strategy to increase • the agency’s capacity to deliver clear and consistent information to clients and family members, service providers, community and government

Contribution to community debate of AOD issues and general • awareness of Moreland Hall’s services via development of 16 Media Releases. Seven positive articles highlighting the agency’s work or conveying important harm reduction messages were subsequently published in various forms of print and online media. Moreland Hall also self-published a wide range of articles via the agency’s website, social networking sites and AOD sector mailing lists

Launch of Bluebelly Project: Federally funded (DoHA) project • that aims to develop a range of new resources specifically for users of drugs who do not traditionally access treatment services. The E&T team developed the Bluebelly – with eyes wide open website to provide a publically accessible space in which to develop relevant and engaging harm reduction information for users of meth/amphetamines, ecstasy and cocaine. In keeping with Moreland Hall’s increasing use of

!

Bluebelly website - the first of a range of Web 2.0 initiatives at Moreland Hall

Moreland Hall MilestonesResidential withdrawal service moves from Jessie St site to DHS-owned facility in Heidelberg (LACP)1998

2524 2524

Relevant Contemporary EventsNational study finds that heroin overdoses had increased from 70 to 550 between 1979 and 1995Victorian Cannabis Cautioning Program expanded state-wide and Illicit Drug Diversion Pilot commenced

Gaining National accreditation as a Registered Training • Organisation

Improvement of opportunities for and responses to stakeholder • feedback

Negotiation of a new staff Collective Agreement•

Revision of all organisational policies•

Improvement of the agency’s marketing and recruitment • processes.

HR and Operations

Moreland Hall is committed to its staff. We recognise that the agency’s success and reputation is very much attributable to our ongoing commitment to meeting individual, family and community needs. Human Resources (HR) at Moreland Hall works closely with the E&T and Senior Management Teams to ensure that organisational, structural and systemic factors support staff ability to transfer new skills and knowledge into sustainable changes to work practice and quality service delivery.

Reception services play a key role in the smooth running of the agency’s operations. This team of dedicated staff are responsible for ensuring the highest level of service is provided to clients who contact the agency, in person or over the phone, and providing administrative support to the wider agency. The warm welcome that the team provides to all visitors to the agency is a key feature of the treatment and education experience at Moreland Hall.

Administration staff provide essential support to the operation of our services across a range of locations, ensuring effective communication with the rest of the agency, consistent collection of service data and general admin support for their teams.

For more information on the HR function at Moreland Hall and this year’s highlights please see ‘Sustainability: Our People’ (page 34)

Future Directions for Education, Communication & Workforce Development in 2010/11 The Directorate will continue to produce innovative and creative programs, services and resources. We believe that it is through innovation and creativity that we can extend ourselves, our organisation, and most importantly the way we engage, connect and work with our clients. This will include:

Development and delivery of training and education programs • that focus on working with and responding to clients with complex issues

Continued development of quality resources for clients, the • community and the AOD sector, including teaching aids for home use by clients of the Catalyst program

Extending our blended learning approach (mixture of online • and face-to-face training) to a number of our training programs

An increased focus on improving client outcomes by providing • Dual Diagnosis training and support to AOD workers and enhance Dual Diagnosis capabilities throughout the Community Services sector.

The Bluebelly site will continue to be developed, with an • online self-help course currently under development and a distribution plan for its feature-length movie

Development of further Web 2.0 initiatives (to be launched • over the next 18 months)

Finalising Facilitator and Client Manuals for the Catalyst • program, providing the evidence base and program materials utilised

The welcome provided by Reception staff is a key feature of the client experience at Moreland Hall

‘Thank you to the lady at Reception who made me feel

so normal and welcome’

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An Administration Review occurred in 2009/10, enabling the • allocation of staff across a wider range of programs, ensuring more efficient and effective administration support for the organisation. As a result of the review the Administration component of Business Services has been renamed ‘Operations’ and transferred to Workforce Development from April 2010.

Business Services has also implemented the recommendations • of quality reviews and developed other strategies to enable Moreland Hall to be a sustainable organisation, providing high quality, effective services. Business Services continued the upgrade of the IT Systems – including new computers, improvements in the Moreland Hall Intranet, upgrade of virus and spam protection.

Business Services has continued the upgrade of motor vehicle • fleet as per the Fleet Replacement Plan.

Effective financial management was maintained to ensure • the sustainability of programs and services, together with accountability to the Board and program funders. Support was provided for the Board’s continued planning for the development of a Facility Plan for the Jessie St site.

Capital improvements were undertaken to improve client • amenities and staff safety, including an extensive renovation of the Jessie St site between June and October 2009, completed early and under budget. These works incorporated an expanded Client Waiting area (see cover photo) and redevelopment of staff and program facilities to enable the introduction of the new Catalyst program.

PerformanceDespite budgeting for a small deficit in 2009/10, Moreland Hall achieved a surplus of over $100,000 for the period. This reflected, in part, the benefits from improved financial systems and controls, as well as good performance across the other service areas. Successful QICSA re-accreditation also reflected strong contributions from the Business Services area in developing policies and strategies to control risks, promote the organisation’s focus on quality and improved environmental sustainability.

Future Directions in 2010/11Introduction of strategies and procedures to ensure legislative • compliance by the organisation

Development of benchmarking and Key Performance Indicators • for service delivery programs

Completion of the Financial Services Structure Review, • completion and implementation of a Disaster Recovery Plan, Three-Year Financial Plan and Business Continuity Plan

Implementation of an organisation-wide Knowledge • Management System

An ongoing coordinating role in improving the overall budget • position, including the investigation of alternative funding sources for Moreland Hall projects. Develop ongoing funding applications to increase Moreland Hall’s non-government funding base

Samantha LehmanManager Business Services

Samantha commenced in 2005. She has extensive financial management experience with 15 years in the local government sector.

Business Services’ role is to support Moreland Hall’s program areas through the provision of financial reports and analysis, management of the administration and reception staff (until April 2010), information technology (IT) systems and the maintenance of grounds and buildings to ensure a safe workplace. Business Services is committed to providing an effective and efficient service to our clients, visitors and members of staff. A professional approach ensures client and staff needs are met and a friendly, informative and welcoming environment is provided.

Challenges in Business Services relate to a finite budget, managing risks and consolidating records management systems for the organisation.

Report on Future Directions from 2008/09 Annual Report

Commenced the introduction of strategies and procedures to • achieve all recommendations from the QICSA Accreditation Review

Assisted VAADA’s Benchmarking study on Counselling, • Consultancy and Continuing Care

Commenced the Financial Services Structure Review, • including the development of a Three Year Financial Plan, and investigation into the development of the Disaster Recovery Plan and the Business Continuity Plan. Ongoing review of the Risk Register and the Risk Management Strategy

Commenced the development of an organisation-wide • Knowledge Management System. Ongoing upgrade of the Client Information System (CIS)

Reporting on Key Performance Indicators for service delivery • programs

Involvement in the implementation of a facility plan for 26 • Jessie St

Developed policies that encourage responsible utilisation of • environmental resources

Contributed to the development of key funding applications•

Major OutcomesBusiness Services has continued to maintain a safe working • environment at Moreland Hall by working in a proactive manner with external contractors and suppliers of goods and services in the areas of Occupational Health and Safety, grounds and buildings maintenance, information technology, finance and other areas as required.

Business Services

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Financials in Brief The following tables provide a summary of the financial results for the year, with comparative results for the preceding four financial years.

Previous years’ data is included on the same basis where possible for comparative purposes.

2009/10 2008/09 2007/08 2006/07 2005/06

Total Expenditure 7,068,512 6,501,037 5,692,887 4,930,948 4,843,282

Total Revenue 7,194,494 6,342,881 5,507,096 4,968,308 5,143,757

Operating Surplus (-Deficit) 125,982 -158,156 -185,791 37,360 300,475

Retained Surplus (Accumulated Deficit) 1,264,171 1,138,189 1,296,345 1,482,136 1,444,776

Total Assets 5,064,689 5,344,961 4,106,993 3,740,823 3,345,945

Total Liabilities 2,040,749 2,447,003 1,850,879 1,298,918 941,400

Net Assets 3,023,940 2,897,958 2,256,114 2,441,905 2,404,545

Total Equity 3,023,940 2,897,958 2,256,114 2,441,905 2,404,545

Revenue by Source 2009/10 Amount $ % of 09/10 Revenue

Dept of Human Services 4,484,391 62.3%

Dept of Health & Ageing 673,416 9.4%

Other Grants 114,637 1.6%

Dept of Education & Early Childhood Development 92,258 1.3%

ACSO COATS 986,873 13.7%

GSL/G4S 609,821 8.5%

Other Fees 141,979 2.0%

Capital Grants 20,360 0.3%

Interest received 48,218 0.7%

Donations 14,131 0.2%

Other 8,410 0.1%

TOTAL REVENUE 7,194,494 100%

Expenditure by Major Category 2009/2010 Amount $ % of 09/10 Expenditure

Program Salaries and Wages 4,509,806 63.8%

Non Program Salaries and Wages 973,701 13.8%

Purchases Services & Agency Staff 290,886 4.1%

Fleet & Travel Expenses 114,462 1.6%

Office & Administration Expenses 511,441 7.2%

Utilities 70,431 1.0%

Catering 31,678 0.4%

Housekeeping & Domestic 116,470 1.6%

Medical Supplies 21,986 0.3%

Auditors Remuneration 24,300 0.3%

Repairs & Maintenance 110,121 1.6%

Program Expenses 96,450 1.4%

Equipment Purchases & Minor Works 13,202 0.2%

Depreciation 183,578 2.6%

TOTAL EXPENDITURE 7,068,512 100%

Comment: Revenue increased by $851k from 2008/09, with over $591k received in 2009/10 carried forward for expenditure in 2010/11.

Comment: Expenditure has increased by $567k with increases in salaries of $402k due to a full complement of staff, new programs and the allocation of increased leave provisions.

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Board of GovernanceBoard members as at 30th June 2010

Retired Board membersRos Carter – Resigned November 2009 Joan Gilchrist – Resigned November 2009Maurice Paganin – Resigned October 2009Ragini Rajadurai – Resigned March 2010 Neil Salisbury – Joined Board July 2009. Resigned May 2010.

Lyndie Spurr - Chairperson

Member Board Development, HR Committees• Grad Dip. InfMgmt• Qualified Registered Nurse, 21 years with Royal District Nursing Service• Williamson Community Leadership Fellow 2004• Joined Board of Governance in 2007•

Ian Angus - Deputy Chairperson

Chairperson Board Development Committee• Member HR Committee• LLB• Former CEO, College of Law Victoria• Former Senior Counsel & Company Secretary, Esso Australia Group• Extensive experience in community and council planning issues• Joined Board of Governance in 2008•

Kirsty Bennett

Member Facilities Management, Marketing and Fundraising Committees• BArch(Hons), GradDipGeront, BDiv(Hons)• Registered Architect (Vic) RAIA• Manager Major Projects and Architecture, Synod of Victoria and Tasmania, Uniting Church in Australia• Member Brunswick Uniting Church• Extensive experience in designing for older people, project management, master planning and consultation• Joined Board of Governance in 2009•

Paul Hamilton

Member Board Development, Facilities Management Committees• BSW, BA• Health Services Manager• Extensive experience in Primary Health Sectors, AOD Treatment Sector, and Forensic Health• Considerable experience in service planning, primary health care service delivery, contract negotiation & service • evaluationJoined Board of Governance in 2009•

Margaret Lester

Chairperson Marketing & Fundraising Committee• DipBusMktg• Accredited Executive Trainer• 30 years Business Management Experience• Specialty in Retail and Publishing• Self-employed Management Consultancy experience• Joined Board of Governance in 2008•

Moreland Hall MilestonesEstablishment of new Youth Residential Withdrawal Service (GWH) and ‘drop-in’ system for assessments

Closure of methadone and pathology services. Commencement of ‘Keeping Going’ and ‘Family and Friends’ support groupsPublication of the ‘Big Book on Drugs’ and the ‘Take-it-Away Handbook’

2000

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Relevant Contemporary EventsMelbourne’s heroin ‘glut’ Launch of first Australian Hepatitis C strategyDrugs, Poisons and Controlled Substances (Injecting Facilities Trial) Bill 2000 (Vic) introduced into parliament but not enacted

Stephen Mullen

Chairperson HR Committee• Member Facilities Management Committee• GradDip(HR&IndRel), BA• Extensive executive HR experience in major mining and manufacturing companies• Member of Brunswick Uniting Church• Joined Board of Governance in 2009•

Robert Renton

Member Audit & Risk Management, Marketing & Fundraising Committees• B.A., Grad.Dip.Ed., Grad. Dip.Ed.Admin• Chairperson, UnitingCare Werribee Support & Housing, and former Chairperson, MetroWest Housing Service• Minister of the Word, Uniting Church in Australia• Experienced in strategic planning and governance• Presbytery Minister Administration and Secretary, Presbytery of Port Phillip West• Joined Board of Governance in 2009•

Sandy Ross

Chairperson Audit & Risk Management Committee, Member HR Committee• BA (Hons), MA, PhD• Research Fellow, School of Social and Political Sciences, University of Melbourne• Experience in tertiary and community education, government, industrial relations and financial services sectors• Expertise in governance, public policy, international relations• UCA member• Joined Board of Governance in 2008•

Taryn Rulton

Member Audit & Risk Management Committee• BSC (Acc,Fin&Econ - Hons), ExecMPubAdmin• Member, Institutes of Chartered Accountants in Australia, England and Wales• Director of Finance, Victoria Police• Experience with public sector finance, including risk management, financial reporting and management accounting.• Joined Board of Governance in 2009•

Mark Whitmore

Chairperson Facilities Management Committee• Member Marketing & Fundraising Committee• BEng(Hons), MEng(ProjMgmt)• Experience in international expansion, strategic partnerships and corporate marketing• Former senior management positions at Telstra and French-based Webraska• Extensive experience in business planning, contract negotiation and organisational governance• Joined Board of Governance in 2008•

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Board of GovernanceMoreland Hall is managed by a Board of Governance that is appointed by and is accountable to the Commission for Mission of the Synod of Victoria and Tasmania, on the nomination of UnitingCare Victoria & Tasmania (UCV&T). The current Board of Governance consists of ten members.

The Board is responsible for the governance of the agency, including strategic planning, policy development, compliance and management oversight. Functions of the Board include:

Developing and implementing the agency’s • Strategic Plan for the agency

Determining broad policies within which the agency operates•

Establishing reporting mechanisms to monitor the • performance and compliance of all audit processes

Ensuring all services provided by the agency meet targets • outlined in contracts and funding and service agreements

Ensuring all legal requirements of the agency are met.•

Board Members are required to act with integrity and objectivity at all times. They are required to declare any conflict of interest (when applicable) during Board discussions and, where necessary, to withdraw from relevant proceedings. There were no occasions which required declaration by Board of Governance members this year. Board members serve in a voluntary capacity and do not receive payment.

In 2009/10 the Board of Governance met ten times. In addition, all Board members serve on designated Committees which meet on a regular, scheduled basis throughout the year and formally report back to the Board.

Board CommitteesAudit and Risk Management Committee

The Audit and Risk Management Committee is responsible for overseeing the organisation’s management of risks, reliable management of financial systems and reporting, compliance with laws and regulations and maintenance of an effective and efficient audit. Eleven meetings were held in 2009/10. Achievements include overseeing the finalisation of a risk management plan for Moreland Hall, with improved assessment, monitoring and control of risks and the development of more thorough data collection and measurement on a range of financial benchmarks that will enable financial management to be done more strategically.

Board Development Committee

The Board Development Committee is responsible for ensuring the Board’s performance is subject to ongoing oversight and Board membership is suitably qualified across a range of skill sets appropriate to Moreland Hall’s mission and activities. Two formal meetings of the Committee were held in 2009/10. Achievements include the annual Board presentation on directors’ responsibilities, the annual Board effectiveness review, formulation of a Position Description for Board members and the appointment of an external agency to assist with recruitment and succession issues.

Corporate Governance

Facilities Management Committee (established in May 2010)

The Facilities Management Committee is responsible for the task of advising the Board on matters related to the properties that Moreland Hall owns and/or operates. This particularly includes matters related to the redevelopment of the Jessie St site. Two meetings were held in 2009/10. Achievements include establishing a strategic approach to managing Moreland Hall’s facilities, arranging a UnitingCare Leadership Gifts Study to consider the potential for Moreland Hall to raise funds through private companies and philanthropic organisations and reviewing the agency’s short term accommodation needs, including car parking and staff workspace, with a view to identifying an interim solution to meet the current shortcomings in these areas.

Jessie St Redevelopment Committee (ceased in November 2009)

The Jessie St Redevelopment Committee was charged with the task of advising the Board on matters related to the re-development of the Jessie St site. Four meetings were held in 2009/10. Achievements include developing a revised Master Plan for the redevelopment of Moreland Hall; commissioning an architectural firm to complete conceptual drawings; liaising with Moreland Council to confirm acceptability of proposed re-design; preparing a submission targeting the Federal Governments Jobs Funds to attempt to secure capital funding to complete building works and liaising with selected Government departments to scope alternate funding options outside stimulus funding programs.

Human Resources Committee (established in March 2010 - previously the Remuneration Committee)

The Human Resources Committee is responsible for the negotiation and management of the Chief Executive Officer’s contract and succession planning, supporting the CEO in recruiting key senior management roles and the adoption of an appropriate remuneration policy for the Senior Management Team, taking into account market benchmarks and other relevant factors. Only one meeting was held in 2009/10 as it is a newly constituted committee. Achievements of the Remuneration Committee included finalising the formalities of the CEO contract for the period 2008-10, undertaking a performance review process with the CEO on behalf of the Board and negotiating a new CEO contract for the period 2010-13.

Marketing and Fundraising Committee (established in March 2010)

The Marketing and Fundraising Committee provides a consultative forum to discuss the development and delivery of all areas of Moreland Hall’s marketing, specifically (but not limited to) Branding Strategy, Communications Strategy and Fundraising Strategy. Two meetings were held in 2009/10. Achievements include formalising the Communications Strategy both for internal and external relationships. Development of a Branding and Fundraising Strategy will follow. The Marketing & Fundraising Committee will also work in conjunction with the Facilities Management Committee in developing a separate Capital Fundraising Strategy for the proposed development of the Jessie St site.

Moreland Hall MilestonesMoreland Hall becomes first Victorian AOD service to achieve quality accreditation. Education & Training team achieved RTO status

Commencement of Cautious with Cannabis program. Commencement of Chaplaincy2001

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Relevant Contemporary EventsMelbourne’s heroin ‘drought’ / Portugal officially abolishes all criminal penalties for personal possession of drugsSydney’s safe injecting centre opens (operated by UnitingCare) / Victorian Safe Needle Disposal Strategy launched including a syringe help-line Victorian Dual Diagnosis Initiative established to support improved treatment for people with concurrent AOD and Mental Health disorders

Board member

Board Audit & Risk Management Committee

Board Development Committee

Facilities ManagementCommittee

Jessie StreetRedevelopmentCommittee

HR Committee Marketing & Fundraising Committee

Programs Committee

Held Attended Held Attended Held Attended Held Attended Held Attended Held Attended Held Attended Held Attended

Lyndie Spurr 10 10 11 5 / 7 2 2 4 3 1 1

Ian Angus 10 5 / 7 2 2 1 1

Kirsty Bennett 10 5 / 7 2 1 4 2 / 2 2 1

Paul Hamilton 10 8 2 2 2 2 4 4

Margaret Lester 10 9 2 2 2 1

Steve Mullen 10 8 2 1 4 1 1

Robert Renton 10 7 / 7 11 4 / 4 2 2

Sandy Ross 10 8 11 10 1 1

Taryn Rulton 10 7 11 8 / 10

Mark Whitmore 10 9 2 2 4 4 2 1 2 2

The attendance of new Board members and Board members joining Committees for the first time is recorded against the number of meetings they were eligible to attend. Ian Angus was granted leave of absence August 2009 to November 2009.

Board members work closely together with agency management to ensure effective and ethical governance

Programs Committee (ceased in October 2009)

The Programs Committee was responsible for overseeing the direction and quality of all current programs, improvements to programs and the implementation of new programs and initiatives. Two meetings were held in 2009/10. In February 2010, the Board decided to disband the committee and delegate its responsibilities to existing committees and agency Senior Management.

Meeting Attendance

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Senior Management Team Laurence Alvis – Chief Executive Officer: BEc, MSocSc, GradDipBusAdm, CertIVBus.

Donna Ribton-Turner – Director Clinical Services: RNDiv1 (Gen & Psych), GradCertAOD Studs, GradDipWH, CertIVBus.

Julie Bowen – Director Education Communication and Workforce Development: CertIVTAA, TESOL, ONDBusStuds, HNDBusStuds, BA(Hons), GradCertEd, GradCertAddictStuds, MEd.

Samantha Lehman – Manager Business Services: BBus, CPA, CertIVBus.

The CEO and Senior Management Team work to improve and strengthen the direction and operations of Moreland Hall. They provide strong and decisive leadership ably supported by the other managers at Moreland Hall. The Senior Management Team meet fortnightly, with the larger management team and other key supervisory staff meeting three-monthly.

Key outcomes for 2009/10 include:

Significant improvements in performance against service targets (• pages 12,17)

The updating of Position Descriptions for all staff at Moreland Hall (• page 21)

The introduction of a revised Performance Appraisal process that occurs at the same time for all staff, in order to link staff performance • plans with the operational plan and strategic plan outcomes (page 34)

Reaccreditation of Moreland Hall by Quality Improvement and Community Services Accreditation (QICSA). Moreland Hall exceeded Core • Standard 3.4: The organisation works to build the capacity of the community it serves and the professional community to which it belongs (pages 5,21)

Leading the AOD industry by ensuring all clinical staff will obtain 3 key Mental Health competencies by December 2010. As of June 2010, • 70% of current clinical staff comply with Department of Health targets (pages 22,40-1)

Implementation of the Risk Management Strategy (• pages 26,30)

Plans developed and funding sought for a substantial redevelopment of the Jessie St site (• page 2)

Implementation of the new Catalyst pilot project servicing all of Victoria (• page 18)

Several memoranda of understanding (MOUs) were signed for partnerships with key health and community services agencies (• page 14) Moreland Hall environmental strategy developed and implemented (page 26).

Leadership Team

Moreland Hall Milestones Moreland Hall CEO awarded Churchill Fellowship to study therapeutic options for preventing intergenerational drug use

Redevelopment of LACP service modelCommencement of ABCD – Parenting Young Adolescents Program

2002

BOARD

CEO

EXECUTIVE ASSISTANT

MANAGER - BUSINESS SERVICES

DIRECTOR - CLINICAL SERVICESDIRECTOR - EDUCATION, COMMUNICATION

& WORKFORCE DEVELOPMENT

FINANCE & PAYROLL

INFRASTRUCTURE

DATA

ASSESSMENT & INTAKE

WITHDRAWAL SERVICES

COUNSELLING

FORENSIC

CATALYST - NON RESIDENTIALREHABILITATION

PROGRAM

EDUCATION & TRAINING

HR & RECEPTION

COMMUNICATION & EVALUATION

CHA

PLAIN

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Relevant Contemporary EventsEstablishment of Victoria’s first Drug Court Report on the Return on Investment in Needle and Syringe Programs in Australia concluded that between 1991 and 2000 NSPs had prevented 25,000 HIV infections, 21,000 HCV infections and saved $2.4–7.7 billion

Chaplaincy

Reverend Rosemary CarterChaplain

Rosemary commenced as chaplain in 2005 after nine years congregation ministry in South Australia. Her ministry is shaped by experience in social work, nursing and a passion for justice.

The role of the Chaplain is to assist Moreland Hall to achieve its vision through fostering a compassionate community, encouraging the growth of human potential and promoting genuine connection with others and with the world.

The Chaplain is responsible for providing pastoral care to staff, clients and their families and cultivating awareness of the spiritual dimensions of life to enable people to develop to their full potential.

The Chaplain works to develop stronger links between Moreland Hall and the wider church and community. The Chaplain assists the Moreland Hall community to express its clear values in words and actions consistent with the Christian faith.

Challenges emerge in expressing a pastoral and spiritual role in a wider AOD service environment, managing differing expectations of congregations, agency and wider church on advocacy, ethos and values, support and ongoing relationships.

Report on Future Directions from 2008/09 Annual report

Intentional relationships with ministers in UCV&T agencies and • increased support from congregations have been developed

Facilitated UCV&T Network conference to identify key issues for • the network and congregations

The Client Charter is continuing to be embedded across all • Moreland Hall service. Client feedback provides an essential indicator of the agency’s performance against the Client Charter’s principles

Clients have had increased opportunities to provide feedback • on services and their improvement through Family and Friends and contributions to the 40th anniversary

Staff contributed to a positive and supportive work culture • through the QICSA accreditation process, planning for the Moreland Hall 40th anniversary celebrations and participation in the choir for that occasion

Major OutcomesMoreland Hall’s 40th Anniversary celebrated the support • of numerous people over many years, the leadership and innovation provided through its services, and honoured the vision and determination of its founder, the Reverend Alfred (Alf) Foote.

The community choir was a challenging and encouraging • opportunity for staff, clients and family members. The expert leadership of Ms Annemarie Sharry enabled a safe environment for all participants to try new things. The song, written and sung by Ms Maggie Somerville, poignantly voiced the experiences of many people accessing Moreland Hall’s services. It is exciting that Moreland Hall and staff will enable this to continue.

Contributions to the wider church and community have been • made through the Uniting Church Synod meeting’s decisions on alcohol advertising, assistance for prisoners with mental illness and low cost public housing; the UCV&T forum ‘Engaging in God’s mission together’. The Chaplain has also contributed to the following community fora: committees of the Port Phillip West Presbytery; local government (e.g. Moreland City Council Wellbeing and Health strategy, the Northern Interfaith Respectful Relationships Project and the Moreland City Council multi-faith network); congregation visits and presentations to community groups.

Congregation support has provided dental packs, playgroup • bags, donations and more than $6000 worth of goods toward Christmas hampers for clients. This persistent generosity, goodwill and kindness is invaluable.

PerformanceTo offer hope, empowerment, compassion in pastoral relationships is to embody social justice and integrity in quiet, less visible ways. Amidst internal building renovations, accreditation processes and anniversary celebrations the opportunity to provide specific pastoral support and spiritual care at the request of individuals and groups has been a particular privilege and challenge this year.

Future Directions in 2010/11Facilitate development of policy statements on alcohol and • Dual Diagnosis in consultation with members of UCV&T network

Increase options for client contributions to service • development and improvement

Extend relationships with specific UCA congregations•

Contribute to agency orientation processes, particularly in • relation to UCA ethos and values

‘After being in a very degrading situation for many weeks to be treated with honour and respect was spiritually uplifting’ Family & friends quotes

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Moreland Hall aims to recruit, develop and retain a professional, committed and diverse workforce that provides high quality services to our clients, their families and the wider community. We value the diversity of skills and professional experience that each member of staff brings to the organisation. Ongoing support is provided to our staff through education, training, regular appraisals, clinical supervision, good employment provisions and flexible working options to ensure that all staff are given every opportunity to succeed in their roles. Our success is very much attributable to the performance and contributions of all our staff.

Highlights for 2009/10Staff Action GroupIn response to staff survey feedback, nominations were called from each work area to form a Staff Action Group. This group assisted in identifying areas within the organisation that were working well, and those where they would like to see improvement. They had input into the Equal Opportunity for Women report, contributed to the ongoing development of the agency internal communications strategy and were instrumental in assisting in the evaluation and development of the new staff annual appraisal process that was rolled out in April 2010.

The Staff Action Group has undertaken a range of health promotion initiatives, including the improvement of appropriate agency infrastructure to encourage more people to ride to work.

Health PromotionMoreland Hall is committed to the wellbeing of staff. An onsite flu vaccination service was made available in advance of flu season and almost 40 staff participated in the Victorian Government WorkHealth initiative, which included a health assessment and an individualised report for each staff member. Staff were provided with a range of activities promoting exercise and good nutrition.

Administration and IT reviewsMoreland Hall has continued to grow and deliver services in new locations over the past two years. It has been a priority within the organisation to ensure that the appropriate levels of administration and IT support are provided to all staff and teams within the organisation and to ensure quality treatment services for clients.

Sustainability – Our People

An IT review was conducted in November 2009 to identify areas in which cost savings or improvements could be made to the IT system, including data capture and retrieval. Outcomes included the proposed appointment of a .5 EFT IT support person to work within the organisation.

The Administration and Reception team also had a review of services and staffing levels. The team was renamed ‘Operations’ and restructured to include direct reporting for off-site Admin staff to the relevant service managers, the creation of a ‘data management’ administrator position to ensure the consistency of recorded service data and the recruitment of three permanent part-time Reception staff. To further improve the co-ordination of agency systems, the Operations team also developed new service level agreements with other service areas at Jessie St.

HR Audit A HR audit was undertaken in July 2009 to ensure that Moreland Hall’s policies complied with changes in relevant legislation. Amendments were made to the Bullying & Harassment policies, Equal Opportunity, Disciplinary and Recruitment policies. The audit also identified that as an organisation of over 100 employees, Moreland Hall is required to undertake an analysis and report to the Equal Opportunity for Women office.

Equal Opportunity for Women in the WorkplaceThis was the first year Moreland Hall was required to submit an EOWA report. The analysis showed that Moreland Hall provides equitable employment for women and is doing well on the employment indicators reported against.

Moreland Hall MilestonesCommencement of Supported Accommodation service and Complex Clients project

Establishment of co-located counselling at PANCHCommencement of Art Therapy programs at GWH

General staff meetings provide opportunities to recognise staff achievements across all service areas

2003

0

20

40

60

80

100

120MaleFemaleTOTAL

2009/102008/092007/082006/072005/06

TOTAL STAFF NUMBERS 2005-10

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Relevant Contemporary EventsFirst Service System Review (SSR) of Victoria’s drug treatment system completed NDARC Report showed that restriction of temazepam gel capsules had not led to a reduction in the proportion of injecting of temazepam gel capsule preparations by injecting drug users

Sustainability – Our People

Occupational Health and SafetyMoreland Hall is committed to providing a safe and healthy work environment to its staff, volunteers, contractors, clients and visitors. Our OH&S committee comprises representatives from each designated work area and all members complete the accredited OH&S training within the first 12 months of them being appointed to the committee.

Performance Appraisals A review of the staff appraisal system was conducted with the involvement of the Staff Action Group. The new model was implemented in April 2010. A great result was achieved with 90.47% of staff appraisals being conducted within the specified timeframe.

Student PlacementsMoreland Hall has hosted placements for ten students this financial year, including five from Melbourne University School of Social Work, one Counselling student from La Trobe University, two Swedish students studying youth substance abuse and two Reciprocal Rotation workers.

Police Checks and Working with Children ChecksAll staff are required to provide a police records check. In addition, staff who work unsupervised with clients under the age of eighteen years are required to provide a successful Working with Children’s check prior to the commencement of their duties.

Employee Assistance ProgramThe Employee Assistance Program has been in place since 2007 and offers staff and their families to access external confidential counselling and support. The annual utilisation rate for the 2009/10 period was 10.89% compared with 11.88% for the previous year.

Workforce Profile

Number of employees

% of workforce

Total Staff 105 100

Men 29 28

Women 76 72

Full-time 56 53

Part-time 26 25

Casual 23 22

Senior Management 4 4

Line Management 4 4

Administration 12 11

Clinical Services 72 69

Education & Training 10 10

Other 3 3

WorkCoverMoreland Hall had a single WorkCover claim in 2009/10. This is lower than the average for the size and nature of our business. Our WorkCover premiums have remained stable for the past 5 years.

‘The staff here are amazing. No negativity at all. It really

helps. Wonderful listeners’

Cross team working groups play an important role in reviewing and updating agency systems

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Moreland Hall sees improving the environmental sustainability of its operations, planning processes, policy and procedural development as a core organisational goal (Strategic Plan 2008-2011, Action 5.5). In April 2010 Moreland Hall joined with other Government and Community Services agencies in implementing the DHS Resource Smart Healthcare Program to integrate environmental management within our strategic and operational management processes. The program provides a continual improvement framework to assist Moreland Hall to identify and address priority environmental impacts within the framework of the agency’s Environmental Strategy.

The strategy seeks to address the challenge posed by climate change and other environmental issues and the important role that we all must play in guiding the environmental impact of future growth at Moreland Hall. It is designed to demonstrate what Moreland Hall is already doing and which actions we propose to undertake, to reduce the environmental impact of its range of operations, planning, policy and procedural development. It integrates the principle of continuous improvement in environmental management within the agency’s existing quality improvement systems.

A key benefit of the Resource Smart program is that it provides a structure for tracking Moreland Hall’s consumption of resources and the associated environmental impacts. To date, the agency has only been able to compare the cost of key consumption e.g. fleet, water and electricity (see below), which does not necessarily provide a reliable indication of consumption. The 2010/11 annual report will provide a clearer measure of the impact of our Environmental Strategy.

Sustainability – Our Environment

Comment: In the last four years, we have reduced the number of fleet motor vehicles from 19 to 11. In the last year, there has been a significant increase in vehicle utilisation by staff due to the introduction of a number of new programs. Insurance premiums have also increased by 30% across the fleet in the last year, which accounts for most of the cost increase from 2008/09.

Comment: We have looked at various ways of reducing our water usage, by reducing water used both internally and externally, conducting a water audit and purchasing more efficient appliances for residential units. We have also installed rain water tanks at our Adult Residential Withdrawal service and Jessie St site. While there has been a increase of unit cost of water of 20%, our cost per staff member has only risen by 7%, indicating an actual reduction in consumption.

Electricity Costs per staff member Comment: After a slight increase in 2008/09, this year has seen a increase of 16 % in electricity costs per staff member across the agency. However this occurred within the context of a 25% increase in the tariff for electricity, again indicating an actual reduction in consumption. Measures put in place to focus on our energy use have included reminding staff to turn off computers, lights and heaters and purchasing timers for fans and water heaters.

Moreland Hall MilestonesEstablishment of Therapeutic Playgroup program, Commencement of Breakfast program

Redevelopment of LACP Recreation Area, Establishment of ISS and HYP-d programsSuccessful QICSA reaccreditation

2004

$0

$100

$200

$300

$400

$500

$600

$700

$800

2009/102008/092007/082006/072005/06

FLEET COSTS PER STAFF MEMBER 2005-10

$652

$180

$264

$447

$598

$0

$10

$20

$30

$40

$50

$60

2009/102008/092007/082006/072005/06

WATER COSTS PER STAFF MEMBER 2005-10

$45$48

$42

$49$52

$0

$50

$100

$150

$200

$250

$300

$350

$400

2009/102008/092007/082006/072005/06

ELECTRICITY COSTS PER STAFF MEMBER 2005-10

$353

$258

$345 $345

$400

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Relevant Contemporary EventsTemazepam gel capsules removed from the Australian market following evidence of harms from injecting Temazepam 11 people were taken to hospital after overdosing on GHB, Gamma Hydroxybutyrate, at the Two Tribes dance party at Rod Laver Arena Victoria Police commenced a pilot of roadside drug saliva testing for cannabis and amphetamine

The environmental projects undertaken at Moreland Hall in the last year are a step towards the agency becoming more sustainable. These projects provide therapeutic opportunities for our clients and staff, contribute in a small way at a financial level and demonstrate positive examples of sustainable living.

In keeping with the holistic approach to recovery, both residential withdrawal services have also embraced the benefits of ‘pet therapy’. Currently LACP is home to two rabbits (Twix and Truffle), three guinea pigs (Britney, Shakira and Beyonce), two hens (Parma and Tandoori), five goldfish and a one-legged canary named Pew. Having animals provides some entertainment, manure for the compost and two eggs per day. The arrival of baby chicks and bunnies has been a cause for celebration by clients and staff alike.

‘The Colonel’, a rooster, who also used to reside at LACP, assisted in the regulating of body clocks. The unique sound of his crow, however, proved a little too much for the neighbours and he needed to go. GWH has also added to the pet collection, with two budgies that have identity crises, due to being renamed at regular intervals by the clients.

In addition to Moreland Hall’s efforts to reduce the environmental impact of its operations, the agency incorporates ecological principals within its holistic approach to AOD treatment. Our treatment services are increasingly encouraging clients to recognise the direct links between their interaction with their environment and their own wellbeing. For many clients, making personal changes in areas such as recycling, gardening, nutrition and exercise has been found to directly complement the behavioural changes they are making in relation to their AOD use. A greater sense of connection with their physical environment is often cited as a suppport for their process of reintegration back into community life.

The greatest opportunities to integrate these considerations with standard AOD treatment occur at Moreland Hall’s residential withdrawal services (LACP & GWH) and Catalyst rehabilitation program. LACP, GWH and Catalyst now all have vegetable and herb gardens. The gardens are tended by clients and produce is used to prepare meals using recipes developed during nutrition sessions. Food scraps are composted to supplement the garden.

Captured rain water is used to water vegetables at LACP & Catalyst. GWH clients are using recycled water to maintain their garden.

Our Environment in Action

‘Working in the garden, preparing the soil and seeing things grow. It reminds you of what you’re trying to do by coming here’

The Catalyst vegetable garden is tended by clients during their participation in the program

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Moreland Hall MilestonesAppointment of agency’s first dedicated Koori AOD Worker

Launch of Drug Drive DVD

Following Moreland Hall’s 2010 external quality review, the agency was assessed as demonstrating leading practice in the area covered by QICSA Standard 3.4: The organisation works to build the capacity of the community it serves and the professional community to which it belongs. The following two pages outline some of the activities undertaken by the agency to build the capacity of the various communities of which we are a member.

40th Anniversary CelebrationsAs mentioned previously in this report, the two days of community celebrations for the 40th anniversary enjoyed the participation of many members of our local community and the broader Moreland Hall family. The celebrations provided a great opportunity to recognise the strong links that the agency has built throughout various communities and the lasting legacy of its work for users of our services and their families.

Drug Action Week (June 2010) – Film FestivalAs Drug Action Week came shortly after the community events of the 40th anniversary celebrations, we took a different approach this year. Instead of having an Open Day, Moreland Hall hosted a Film Festival featuring a range of local and international films examining the individual, familial and community impacts of AOD use.

Overdose Awareness Day (August 2009) We held a service to commemorate those who have died through overdose and recognise the stigma faced and the ongoing grief of friends and family members. Through sharing stories, writing tributes and recognising ways of supporting people in their struggles, staff and clients renewed their commitment to improving community capacity to prevent future overdoses.

Playgroup Christmas PartyWe held a Christmas party for all the families who attended the Intensive Playgroup during 2009. For many Moreland Hall staff, the excitement provided by over 20 children at the arrival of Santa Claus and their receiving Christmas presents always provides the highlight of the year.

Student Placements We continued our commitment to supporting the professional development of future AOD workers through our provision of supervised student placements (see ‘Sustainability – Our People’). Several students went on to enter the AOD workforce with Moreland Hall and the others took with them an improved understanding of the issues facing our clients in their efforts to undertake change. This knowledge helps improve students’ capacity to respond to the needs of AOD-using clients, regardless of the type service they work for in the future.

School and Bushfire Services Drug Education SessionsStaff from the Education & Training unit delivered Drug Education sessions for over 20 Victorian high schools in 2009/10. Many of these sessions were based on the Duggy’s Krew resources (developed by Moreland Hall) and raised awareness of issues related to alcohol and other drugs, and driving whilst intoxicated.Education & Training staff also delivered AOD training to DHS Case Managers working in bushfire affected communities, focussing on the link between traumatic life events and AOD use and practical response strategies to emerging AOD use by their clients.

Sustainability – Our Community

Family and FriendsThe Family and Friends support group celebrated its 10th anniversary this year. Participants receive information about the process of change and recovery and share their struggles, strategies and stories of hope. The group is run in conjunction with Family Drug Help and provides an opportunity for those impacted by a loved one’s AOD use to gain support in a safe and non-judgemental environment.

Keeping Going Keeping Going is 4 week psycho-social education group for people who have undergone a withdrawal program. Also celebrating its 10th anniversary, the group provides weekly group-based support and motivational enhancement to assist clients in maintaining changes made during their withdrawal treatment. In March 2010, a new format was introduced to Keeping Going, focusing on cognitive behaviour therapy (CBT). The sessions include: Introduction to CBT, Relapse prevention, Coping with high risk situations and Assertive behaviour.

Alcohol: Considering Change?This is another of the unfunded groups run by Moreland Hall as part of the agency’s commitment to responding to identified community needs. The two-hour program has been run monthly for the past two years to provide practical and evidence-based information to community members concerned about their own or another person’s drinking. Program content includes:

The potential harms of alcohol use•

The risks associated with participants’ patterns of drinking•

Strategies to reduce these risks, including drinking less • harmfully, cutting down or stopping altogether.

Christmas Hampers and GiftsThanks to the generosity of many individuals, churches and corporate supporters, we were able to distribute hundreds of presents and over 100 food hampers to Moreland Hall clients who would otherwise have struggled to provide Christmas celebrations for their families.

Participation in Research ProjectsWe continued to collaborate with important external research projects focussing on client needs and service impacts. We also built on our capacity to collect meaningful client feedback on our own services and use it to inform our regular service review processes.

‘The staff are so helpful, understanding & patient. They encourage you to do the things that work for you - there is a wonderful spirit amongst the Moreland Hall community’

2005

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Relevant Contemporary EventsKetamine was rescheduled on the National Drugs and Poisons Schedule as a Schedule 8 (or ‘controlled) drugBuprenorphine-naloxone (Suboxone®) first registered by the Therapeutic Goods Administration QLD Police and the Pharmacy Guild of Australia pilot Project STOP to track sales of pseudoephedrine and prevent their illicit diversion

Community InvolvementIn addition to the various co-ordination activities Moreland Hall undertakes in relation to its own projects, the agency is also represented at the following community and sectoral meetings:

ADY-C Steering Committee meeting •

Banyule alcohol and other drug forum meeting •

Bargoongagat Panel •

The Beacon Project Advisory Panel •

Broadmeadows Koori Court Reference Meeting •

CARP (Craigieburn and Roxburgh Park) Youth and Family • network meetings

CQI Network meetings •

Darebin Alcohol and Drug Coordination Committee •

DHS AOD Managers’ Meeting •

DHS Northern Region High Risk Youth Consult Meeting •

DHS Youth Service Providers Network•

Drug Strategy Meeting (PPP) •

Executive meetings with Director (PPP) •

FADNET Executive Committee meetings •

Gender Sensitivity and Safety Advisory Committee•

Graduate Programs Committee Turning Point •

Hume Health and Community Service Alliance•

Hume Health Services Network•

Hume Integrated Family Services (HIFS) Coordination, • Allocation and Review meetings

Hume Moreland Youth Cultural Network •

HR Network •

HYART Youth Network •

Injecting Drug Harm Reduction Network •

MACNI Regional Panel •

Moreland Health, Safety and Wellbeing Leadership Group •

Moreland Interfaith Gathering •

Moreland Multicultural Committee •

National Uniting• Care Mission Ministers’ Network

NCPIC Consultation Workshop •

Northern Headspace Consortium •

North East Region Dual Diagnosis •

Northern and North Western Mental Health Services and • Moreland Hall Dual Diagnosis Partnership group

North Western Mental Health Dual Diagnosis Implementation • Committee

North Western Mental Health Youth Early Psychosis Reference • Group

Odyssey Reference Group for the development of • amphetamine related competencies

OHS Care Network •

Port Phillip West Presbytery (Regional Council)•

Port Phillip West Presbytery Missional Resourcing Committee•

Primary Care Partnerships meetings •

Program Advisory committee RMIT community services •

Residential Withdrawal Service Managers Forum•

Salvation Army - Uniting Church Dialogue •

School Focussed Youth Service •

Therapeutic Services Meeting (PPP) •

UCV&T CEO Network •

Uniting• Care Agency Ministers’ Meeting

VAADA Board and CEOs meeting•

VAADA Consumer Participation Reference Group •

Victorian Coalition of ABI Service Providers: Criminal Justice • Sub-Committee

Conference ParticipationOverall, Moreland Hall supported 10 staff to travel to attend and/or present at key interstate and international conferences.

Agency staff delivered presentations on the agency’s work at the following conferences and community sector forums:

Australasian Professional Society on Alcohol and other Drugs • (APSAD)

Department of Human Services – Service Providers Conference•

Family Alcohol and other Drugs Network (FADNET) Seminar • Series

Health Services Australia – National Conference •

International Harm Reduction Association (IHRA), Liverpool, UK.•

Making a Difference (Community Services & Health Industry • Skills Council)

National Playgroup Conference•

National Indigenous Drugs and Alcohol Conference (NIDAC)•

Talking Point Seminar Series•

Improved Services Initiative Forum•

UCV&T Forum – Engaging In God’s Mission Together•

Sustainability – Our Community

‘I just think that the work being done here is inspirational - there

is such a positive feeling about the place & amongst the staff that it

fills you with hope’

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Daniel Montero

Patrick Morahan: BEc, LLB, Level1CPE.

Eve Nobes: CertIVCommServ(AOD), CertIVHort, CertIIMusic.

Adrian Papworth: CertIVAODWk, GradDipFilm&TV.

Pollyanna Palmer: BAppPsych(Hons).

Cherilynn Parker: AssocDipHumServ.

Anita Payne: RN.

Keryn Ralph: CertIVYouthWk, CertIVAODWk, CoreMHComps

Heather Robbins: RN.

Maurice Scarbossa: BA, BSW.

Ella Smith: RN.

Chris Spanidis: DipCommWel, DipArts, CertIV AOD.

Greig Sutton: CertIVAOD,

Lara Teniola: BSSc, CertIVAODWk.

Colin Velkovski: DipYthWk, CertIVAOD.

Susan Walsh: DipAODWk.

Peter Winnell: CertIVAODWk, CertIVPCA, CertIVTelCouns, CoreMHComps.

Nouha Zakharia: DipYthWk, CertIVYthWk.

Counselling & Support Services Wendy Moncur: RN(Psych), PBGNC, DipCommServ(AOD), CertIVBus.

Andrea Alvis: BSW.

Shannon Bell: BA, GradDipEd,GradDipArtThpy, CoreAODComps, CoreMHComps.

Jim Carlton: CertIVYthWk,DipGestThpy, DipCommServ, CertIVBus, DipAOD.

Kate Constance: BA/WelStud, Dip AOD, AMUSA Pianoforte.

Petra Davies-D’Cruz: BA, BSW, CoreMHComps.

Fiona Dawson: BSocSc(Psych), CoreAODComps.

Simon Goh: BA, BSocSc(Hons), Masters EdPsych, CertIVMH, CoreAODComps.

Kerstin Hinrichsen: BSW, CoreAODComps, CertIVClinHypthpy.

Simone Hogan: RNDiv1, PGNurs(MH), CoreAODComps.

Dorothy Minca: BEd, GradDipAppPsych,DipCommServAOD, CoreMHComps.

Lana Nguyen: BSW, CoreAODComps.

Samuel Perks: DipTransCouns, CoreAODComps, CoreMHComps.

Shaeh Psaila: BA(YthAffrs), CertIVAOD.

Lydia Sorenson: MA (YthJust,CommSfty&AppCrim), BA, DipYth&CommWk.

Joanne Richardson: BSW, PGDipPubPol&Law, BA, CoreAODComps.

Lis Steen: DipSocSc, CoreAODComps, CertIVTAA.

Vince Tripodi: DipAODStuds, DipCommServ, GradCertNarThpy, CoreMHComps.

Amanda Williams: CoreAODComps, GradDipPaedICU, RNDiv1, CoreMHComps.

Formal studies are one of the ways our staff gain knowledge. However, at Moreland Hall we acknowledge the importance of other forms of knowledge and we value the diversity of skills and experience that staff bring to their roles.

Senior ManagementLaurence Alvis — Chief Executive Officer: BEc, MSocSc, GradDipBusAdm, CertIVBus.

Donna Ribton-Turner — Director Clinical Services: RNDiv1 (Gen & Psych), GradCertAOD Studs, GradDipWH, CertIVBus.

Julie Bowen — Director Education, Communication and Workforce Development: CertIVTAA, TESOL, ONDBusStuds, HNDBusStuds, BA(Hons), GradCertEd, GradCertAddictStuds, MEd.

Samantha Lehman — Manager Business Services: BBus, CPA, CertIVBus.

Withdrawal ServicesRose McCrohan: RNDiv1, DipAppSc, BN, DipAcup, AdvCertFacMgt, GradDipBus, MHlthStud (Addic), NP – AOD.

Robyn Anderson: RN.

Isabelle August: RNDiv1.

Inday Bastin: RNDiv1, CoreAODComps.

Rodney Beck: DipAOD.

Kaila Beevor: BA.

Lou Biazzo: RN, CertPsychNurs, DipAODWk.

Rebecca Boss: BSW.

Linda Bristow: RNDiv1, BAppSc, CoreAODComps, CoreMHComps.

Mario Canas: DipAODStuds, GradCertAOD, DipCommServ, CertIVBus, BA, BPsych.

Alannah Cavalieri: Masters SW, BA, DipCreative Arts.

Kerrie Chapman: RN, DipAODStud,DipComWelWk, AdvCertRes&CommServ,BHlthSc.

Lynda Dean

Tracy Devon: DipCommWelWk, DipCouns,CertIVInv, CertIIISec, CoreAODComps.

Malcolm Dorein: RN, GradDipAOD, GradCertHlth (AddicStud).

Tiffany Friday

Editha Gapas-Dome: DipAODStud, CertIVDisabStud, DipComDev, BA.

Cheryl Henderson: CoreAODComps, DipCommWelWk, CertTelCouns.

Brenda Hotchin: PGDipAdvNurs, GradCertEmergNurs, CoreMHComps

Grace Lim: CoreAODComps, RNDiv1, CoreMHComps

Tracey Mackay: RN.

Kylie Manski: BSSc, BEd.

Susan Matyas: RN.

Julie Meredith: CertIIIBus.

Deborah Monaghan: Cert IV TAA.

Doolaree Mooniapah: BSc, DipPolStud.

Staff List

Moreland Hall MilestonesMajor review of Board Charter, Renewal of funding for ISS and HYP-d programs

ISS program a finalist at National Drug & Alcohol Awards, Intensive Playgroup a finalist at Office for Children’s Early Years AwardsCompletion of first stage of Koori Cannabis project, Commenced co-location of counselling services in Darebin and Craigieburn

2006

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Relevant Contemporary EventsCounsellingOnline, an online counseling service for drug users, family and friends, was piloted by Turning Point Alcohol and Drug CentreRoadside drug testing made permanent in Victoria following success of pilot and extended to include testing for ecstasy Launch of Headspace services for young people and their mental health and related substance use problems

Forensic ServicesRobert Testro: DipTeach(Prim), DipAODStuds, DipCommWelWk, CertIVBus.

Daniel Armstrong: BAppPsyc, AODCore Comps.

Maree Beaney: AdvDipSocSc, DipAODWk, AdvDipFamThpySys, DipProfCouns,RNDiv2, CoreMH Comps.

Gillian Britt: DipAOD, DipCommServ(Wel), CertIVTAA, CertIIIIT, Cert IIIEd.

Natasha Colman: BA, BSW, CoreAODComps.

Nick Garofalo: BEcon, MA(Couns), GradDipCouns, GradDipAdolHlth&Wel, DipComSer(AOD).

Melissa Jurcic-McGuffie: GradDipCouns&HumServ, DipCommServ(WelStud), CertIVCommServ(AOD).

Angela Lanigan: BA, GradDipPsych, GradCertHlthSc, CoreMHComps

Pru Rayner: DipCommWel.

Alex Tsiliris: BA.

Suzanne Vidler-Tarjan: BBSc, MCouns, GradDipPsych, CoreAODComps, CoreMHComps.

Gaye Trainer: CertIVFinServ, CertIIIBusAdmin.

Deidre Walsh: CertIVAOD, CertIVMH.

Jeanette Wight: CertISec, CertIIIBus.

Communication, Education & TrainingBrandon Jones: BE, DipCommServ, DipAOD, PGDipMH, CertIVTAA.

Paul Aiken: BA(Hons), MA, BSW(Hons),CoreAODComps, MAssess&Eval.

Makayla Allen: RegPsych, BSSC, CertIVTAA, CertRel&FamThpy.

Jeff Bowen: DipDram&StgMgmt, CertIVSmBusMgmt.

Venetia Brissenden: BA, BSW, DipAOD, CertIVTAA.

Staff List

Viviana Cohn: BA(Hons), AssDipSocSc, CertIVTAA.

Matthew Gleeson: Dip AOD Work, Cert IV TAA, GradCertSocSc (MaleFamViol).

Jane Jervis-Read: CertIVProW&E, BCA.

Mark Johnston: BA, CertIVTAA, CoreAODComps.

Louise McGlone: BA, GradDipEd, CertIVTAA, CoreAODComps.

Rita Piscitello: BEcon, GradDipEcon, GradDipInfoSys, CertIVSmBusMgmt, DipBusMgmt, CertIIIInvSer.

John Quiroga: BSW(Hons), CertIVTAA, CertIVBus, DipAOD, GradDipSubAbuse.

Ray Stephens: CertIVTAA, RNDiv1, BN, MNurs(Rsrch).

Jane Thomson: BA/BBus, CertIVTAA, DipVisArts, CoreAODComps.

Human Resources and OperationsCarla Reid: BMan(HRM)(Hons).

Jan Jolly: CertIIIBus, CertIVBus.

Linda Ellis

Obaida El-Sageh

Brindyl Madhusudan: BA, CertIIIBus.

Lorna Patrick: CertMedRecep.

Business ServicesLisa Lanphier: BA, CertIIIBus.

Tracy Zhou: MAcc, BBA, CPA.

ChaplainReverend Rosemary Carter: GradDipPastStuds, BTh, BSW, AssocDipSW, RN.

The community choir brings staff together to develop a different set of skills

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Tribute to Wendy Moncur-Bentley23/05/61 to 27/08/10

It is with great sadness that we pay tribute to Wendy Moncur-Bentley, a valued colleague and friend who passed away in late August 2010. Over the course of her rich career, Wendy made important contributions to the AOD Sector, her colleagues and our clients. She commenced her career in AOD at Pleasant View Centre in 1985 when she was employed as an Alcohol and Drug Services Aide. She later trained at Royal Park to become a Registered Nurse, after which she worked for many years at Gresswell Centre and then at Pleasant View Centre. With the closure of the government managed AOD services imminent in 1995, Wendy moved to Moreland Hall. She worked initially as a Registered Nurse in the withdrawal service but in the following 15 years she held a number of positions including Assessment and Intake, Home-based Withdrawal, Clinical Consultant and, since November 2004, Manager of Moreland Hall’s Counselling and Support service. In all her roles, Wendy’s impressive clinical skills, generosity of spirit and immense kindness were evident, as was her dedication to assisting clients and their families and supporting staff. Wendy touched many lives during her time in the sector, clients and colleagues alike, and is particularly remembered for mentoring many new graduates of nursing, social work and other disciplines.

Over the years that Wendy worked at Moreland Hall, she contributed to and led many initiatives and program reviews. Amongst these, the redevelopment of the Assessment and Intake service, the embedding of family inclusive practices and improved responses to people with Dual Diagnosis stand out. However, she also contributed to sector development through her involvement in a range of collaborative forums, working groups and committees.

Those of us who had the great pleasure and honour of working with Wendy, remember her as being always willing to lend a practical hand, be it taking duty calls, doing an assessment or responding to a crisis at Intake. Many staff members have memories of Wendy sitting in the grounds talking through issues with a client who was upset or agitated. She had a gift for restoring calm and ‘being’ with people who were really struggling. People always knew that her concern was genuine and that she was really listening. Wendy was someone who cared deeply and said yes first then thought about how it could be done. She was often referred to as the heart of Moreland Hall and will be remembered by staff and clients alike for her warmth, compassion and hearty laugh.

We are all grateful and have grown through the positive influence that Wendy has had in our and our clients’ lives.

Wendy leaves Moreland Hall a much better place than when she came.

‘One of the warmest and friendliest people I’ll ever know. I’ll miss you Wendy’ (Moreland Hall staff member)

Moreland Hall MilestonesMoreland Hall secures ongoing funding for Intensive Playgroup program from three divisions of DHS

LACP & Art Therapy Program finalists at National Drug & Alcohol AwardsLaunch of Cautious with Cannabis website, Successful QICSA reaccreditation, 2006/07 Annual Report receives Bronze Australasian Reporting Award

2007

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Relevant Contemporary EventsNational roll out of Project STOP – tracking sales of pseudoephedrine Victorian Government releases ‘Dual diagnosis: Key directions’ report and establishes new Mental Health and Drugs Division within DHSA Victorian review identified attitudinal and service barriers to ecstasy, ketamine & GHB users engaging with AOD treatment services

Acknowledgements and Donations

Moreland Hall sincerely thanks all who have provided generous support to the agency and its work.

Donations / Pro Bono Work Donations:

Mr Trang Nguyen• Mr Igor Mandic• Mr Anthony N Gordon• Mr Neil Tonkin• Mr Robert Reindorp• Mr Jack Hoadley and Family• Mr David Bonello• Mr Ian Claessen• Mr Jim Tsesmelis• Mr A G Wilson• Ms Lyndie Spurr• Ms Marjorie Steel• Mr Nabil Gorgees• Simon, Terry and Nicholas Marston• Mr Andrew Cavedon• G J Rose• R & E Averill• M Barker• Mr Martin Ferguson AM MP• Ms Shirley J Tickner• Gorman & Hannan• Australian Consolidated Press • News Magazines• Hardie Grant Publishing• Brunswick Uniting Church• Uniting Church Fellowship Mission• St Thomas’ Uniting Church• Glen Iris Road Uniting Church• Gladstone Park Uniting Church• St David’s Uniting Church, West Brunswick• St Andrew’s Uniting Church Sunbury• Williamstown (St Stephens) Uniting Church• Coburg Uniting Church• Tecoma Uniting Church• Coburg (Victoria St) U.C.A.F.• Strathmore Uniting Church• The Uniting Church in Australia• Broadmeadows Uniting Church Mission• Anonymous (8)• Donations from participants of the Criminal Justice Diversion • Program from the Broadmeadows Magistrates Court (13)Donations via the Our Community website•

Pro BonoFreehills• Core Management Solutions•

Philanthropic GrantsThe William Buckland Foundation• AER Foundation Limited• Uniting• Care Share Appeal and the Uniting Church in Australia – Connibere TrustANSVAR Insurance Foundation• TAC• IOR Group Limited• CVGT•

Visiting Support ServicesAddiction Medicine Specialist

Dr Benny Monheit•

Dual Diagnosis ServicesSandra Foulestone, Grant Burkitt and • Catherine Dwyer – SUMITTDr Steve Carroll – Orygen Research Centre•

General PractitionersDr Dina Kouchaeva• Dr John Lynch• Dr Ken Bowes• Dr Afshan Mian• Dr Ann Maree Diggins – Darebin Community Health•

Financial CounsellorGary Rothman – Broadmeadows Uniting• Care

Self Help GroupsAlcoholics Anonymous representatives• Narcotics Anonymous representatives• New Life Inc. representatives•

Nutrition EducationKate Borland – kbnutrition•

YogaGita Yoga•

Drumming WorkshopsRita Leuzzi – Windana Drug & Alcohol Recovery•

‘Worrying about money is a huge trigger for all of us. Not having to worry about it now

[after financial counselling] is a huge weight off my shoulders’

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ABI Acquired Brain Injury

ADY-C Alcohol and Other Drug Youth Consultant

ACSO Australian Community Support Organisation

AER Alcohol Education & Rehabilitation Foundation Ltd

AOD Alcohol and Other Drug

APSAD Australian Professional Society on Alcohol and

Other Drugs

ARC Action-based Recovery Course

APSU Association of Participating Service Users

ATS Amphetamine-type Stimulants

CALD Culturally & Linguistically Diverse

CARP Craigieburn & Roxburgh Park

CBT Cognitive Behavioural Therapy

CEO Chief Executive Officer

C&S Counselling & Support

CIS Client Information System

COATS Community Offenders Advice and Treatment Service

CRDW Community Residential Drug Withdrawal

CQI Continuous Quality Improvement

CVGT CVGT Employment and Training Services

DH Department of Health

DHS Department of Human Services

DIIRD Department of Innovation, Industry & Regional Development

DoHA Department of Health & Ageing

ECWD Education, Communication and Workforce Development

EOC Episode of Care

EOWA Equal Opportunity for Women in the Workplace Agency

E&T Education & Training

FADNET Family Alcohol & Drug Network

GSL/G4S Global Solutions Limited/Group 4 Securicor

GWH Gwenyth Williams House

HR Human Resources

HRIS Human Resources Information System

HYART Hume Youth Assistance & Referral Scheme

HYP-d Hume Youth and Parents Drug Services

IHRA International Harm Reduction Association

IOR IOR Group Ltd

ISS Intensive Support Service

IT Information Technology

LACP Lesley-Anne Curran Place

MACNI Multiple & Complex Needs Initiative

MOU Memorandum of Understanding

NCPIC National Cannabis Prevention and Information Centre

NIDAC National Indigenous Drug and Alcohol Conference

NP Nurse Practitioner

NSP Needle and Syringe Program

OH&S Occupational Health & Safety

PenDAP Penninsula Drug and Alcohol Program

Acronyms

PPP Port Phillip Prison

PWSW Post Withdrawal Support Worker

QICSA Quality Improvement and Community Services Accreditation

RMIT Royal Melbourne Institute of Technology

RTO Registered Training Organisation

SUMITT Substance Use and Mental Illness Treatment Team

TAC Transport Accident Commission

TAFEVC Technical & Further Education – Virtual Campus

UCA Uniting Church in Australia

UCV&T UnitingCare Victoria and Tasmania

VAADA Victorian Alcohol and Drug Association

Index

Acknowledgements Agency ProfileBoard of GovernanceBusiness Services Chairperson’s Report Chaplaincy CEO’s Report Client Charter Community Involvement Communications Corporate Governance Counselling & Support Services Donations Education & Training Environment Financials in Brief Financial ReportForensic Services GlossaryHuman Resources Leadership Team Organisational Chart Performance in Brief Report SpecificationsStaff List Strategic Plan Report Table of Contents Vision, Mission, Values, Goals Withdrawal Services Year in Brief - Major Outcomes

Moreland Hall MilestonesLaunch of Client Charter, Bluebelly ATS website and ‘Mind Your Head’ resource for young people on AOD use and Mental Health

Introduction of Collective Agreement for all staff, Commencement of ‘Alcohol: Considering Change?’ education program 2007/08 Annual Report receives Silver Australasian Reporting Award

2008

431

2826

433

5Inside Back Cover

3824301643223627

Separate Report18

Inside front cover34323212

Inside back cover40

8Inside front cover

117

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Relevant Contemporary EventsAccess Point Stimulant Treatment Centres established in St Kilda and Fitzroy to provide targeted treatment for stimulant usersDHS released: A New Blueprint for Alcohol and Other Drug Treatment Services 2009-2013 – Client-centred, Service-focused AFP Police Commissioner Mick Keelty advocates for better policy approaches that combine supply reduction with demand and harm reduction

Client Charter

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Report specifications:Edited by Paul Aiken - Education and TrainingDesigned by Jane Thomson - Education and TrainingPhotography by Jeff Bowen - Education & TrainingPrinted by L&R Print Services, November 2010

Back cover photos:The Moreland Hall Community Choir rehearse before the 40th Anniversary celebrations; UCA President Rev. Alistair Macrae presents; the Community Choir perform; Ron Croxford & Alf Foote reminisce

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Moreland Hall Milestones

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UnitingCare Moreland Hall

26 Jessie St, Moreland

Victoria, 3058

Ph: (03) 9386-2876

Fax: (03) 9383-6705

[email protected]

www.morelandhall.org

How do I get to UnitingCare Moreland Hall?

The Moreland train station on the Upfield line is right at the end of Jessie Street.

Bus no. 510 runs along Moreland Road and stops just near Moreland train station.

Tram no. 19 stops at the corner of Sydney and Moreland roads.

Melways Ref: Map 29 G4

‘It is a very safe and friendly place to be and I would recommend it to

anyone with a drug issue’

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Annual Report 2009-2010

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