Hobart City Mission Annual Report 2013

The Annual Report of the Board of Management of The Hobart City Mission Inc. for the year ended 30th June 2013, being the 161st year of operation for the Mission.

HOBART CITY MISSIONANNUAL REPORT 2013

INTRODUCTION

MembersHobart City Mission Inc.

Dear Members,

Pursuant to Rule 12 (5) of the Constitution of the Hobart City Mission Inc. (HCM), a body corporate established and constituted under the Associations Incorporation Act 1964, the Board of Management (the HCM Board) is pleased to submit its report on the exercise of the HCM Board’s powers, responsibilities and functions under its Constitution for the financial year ended 30th June 2013, being the 161st year of the Mission’s presence in Hobart.

The Annual Report incorporates a copy of audited financial statements prepared by the HCM Board for the year under review.

Yours sincerely,

Barry NeilsenPRESIDENTHCM BOARD OF MANAGEMENT

page 48. page 1.

PRESIDENT’S REPORT

This year saw significant progress on two major developments for Hobart City Mission that were initiated in previous years.

The redevelopment of the Haig Street property was completed and residents moved in.

The vision of the Small Steps project was finally brought closer to reality. The Stoke Street property was secured, a Government contribution was obtained, two generous donors have agreed to cover the borrowing costs on the funding shortfall and by the time you read this, our builders should have commenced the renovations to allow the first residents to be accommodated in the first part of 2014. This program has eventuated through the tenacity of several staff who refused to give up on the vision when at several times the hurdles seemed too great.

Of course, the work of the Mission is not about buildings. Over the past year, some 60 staff and 150 volunteers have continued to fulfill our 160 year record of providing care and assistance to those in our local community who have had needs. A home has been provided for 40 people and nearly 3500 others have been provided with other care or assistance.

Again we have been blessed with the support from our community to enable this work to continue - from donations to our various appeals and various fundraising activities through to several significant bequests. We give thanks for each and every one of these.

As this year ends, Garry Fletcher’s period as CEO is drawing to a close. We recognise, and give thanks for, his hard work and leadership during his six year tenure – and hope he enjoys a relaxed and well-earned retirement.

We look forward to the challenges and opportunities of the next year, and the leadership of the new CEO, as we continue to provide for those in need.

Yours sincerely,

Barry NeilsenPRESIDENTHCM BOARD OF MANAGEMENT

TABLE OF CONTENTS

page 2. page 3.

INTRODUCTION page 1TABLE OF CONTENTS page 2PRESIDENT’S REPORT page 3THE HCM BOARD OF MANAGEMENT page 4Duty of the HCM Board page 4Basic Objects of the Mission page 4Core Values of the Mission page 5Scope of Mission Activities page 6

PART ONE - THE BOARDTHE HCM BOARD OF MANAGEMENT - GOVERNANCE page 7Board Members and Office Holders page 7HCM Board Members and CEO Photos page 8HCM Board of Management - Committees page 9Attendance at HCM Board and Committee Meetings 2012-13 page 10The HCM Board Strategy and Policy Development Process page 10Future Directions Statement 2009-13 page 11Corporate Intent 2013-14 page 12Liability Risk Management page 13

HIGHLIGHTS OF HCM ACTIVITIES FOR 2012-13 page 13 Overview page 13CEO and SMT’s Subjective Assessment of Performance 2012-13 page 15Board’s Assessment of Operational Management Performance page 19Management Diagnostic page 20

PART TWO - THE ORGANISATIONHCM ORGANISATIONAL STRUCTURE AND OPERATIONAL REPORT page 21The HCM Management Framework page 21Ramblings from the CEO’s Desk page 22HCM Organisational Chart page 23Disability, Family and Community Support Services (DFaCSS) page 24Business Development page 30Corporate Services page 33Retail page 35

PART THREE - THE FINANCIALSTHE HCM FINANCIAL REPORTS page 37Statement by Officers page 37Statement of Comprehensive Income page 38Statement of Financial Position page 39Statement of Changes in Equity page 40Notes to the Financial Statements page 40Independent Audit Report page 50

THE HOBART CITY MISSION BOARD OF MANAGEMENT

DUTY OF THE HOBART CITY MISSION BOARD

It is the duty of the Hobart City Mission (HCM) Board to administer and manage the affairs of the Mission in accordance with the rules of its Constitution and any relevant laws of the State and Commonwealth for the sole purpose of meeting the basic objects, purposes and core values of the Mission.

In a practical sense, the HCM Board is responsible for ensuring that:-

• The business and affairs of the Mission are managed and conducted in a manner that is in accordance with sound commercial practice;• The Mission performs its required functions; and• The Mission achieves its Corporate Plan as articulated in the HCM Future Directions Statement 2009-2013.

To fulfill these responsibilities, the HCM Board must be and is actively involved in:-

• Setting strategic directions; • Securing and continually monitoring organisational performance; • Ensuring compliance with statutory requirements; and • Managing risk.

BASIC OBJECTS OF THE MISSION

The scope of the Mission’s activities is set out as basic objects in its Constitution. These basic objects are to:

a) Be an ecumenical Christian charitable organisation with a passion to improve the life of those in need or who are marginalised within the local community by providing them with the necessary emotional, physical and financial support and guidance to empower and enable them to participate in community life with a sense of dignity, purpose and self reliance.b) Undertake such work of philanthropic character as the Board shall from time to time determine.c) Contract with Commonwealth, State and Community Sector Agencies for the delivery of services to those in need or who are marginalised within the local community.

page 4. page 5.

CORE VALUES OF THE MISSION

In achieving its basic objects, the HCM Board of Management on behalf of the clients, stakeholders, staff and volunteers of the Mission has embraced the following identifiable characteristics as its Core Values:-

• To affirm its ecumenical Christian heritage and to strive for the Christian principles of inclusiveness, love, faith through service and social justice as fundamental to the Mission’s operations;• To achieve mature, empowered, beneficial and effective relationships with clients, stakeholders, relevant statutory agencies and the community generally;• To work in partnership with the local community and other Community Service Organisations for the provision of services with respect to advocacy, mentoring and counselling, accommodation, retail training, financial and emotional support and guidance;• To achieve consistent revenues (donations, grants/bequests, investment returns) to enable the Mission to continue to operate on a sustainable basis;• To achieve financial independence through prudent financial management and an appropriate balance between government and philanthropic sources of funding;• To achieve exemplary corporate governance including risk management; and• To have empowered, professional and competent staff who meet the needs of the Mission and particularly its clients and stakeholders.

BOARD MEMBERS AND OFFICE HOLDERS

The Constitution of The Hobart City Mission Inc. provides that subject to ratification by the HCM Board:-

• Membership of the Association is open to any person who certifies in writing that they uphold the objects and core values of the Mission. Membership of the Mission can be any of the following classes:-

- Denominational Member- Associate Member- Corporate Member- Ordinary Member

• Members of the HCM Board of Management are elected from Association membership for a term of three years, save that casual vacancies may be filled between Annual General Meetings with such Board Members being up for re-election at the next Annual General Meeting (AGM) following the appointment; and

• Notwithstanding membership of the HCM Board is for 3 years, Officers of the Board hold that office only for 1 year, but are eligible for re-appointment.

The Mission membership status as at 30th June 2013 of individual Board Members and Officers of the Board is:-

RETIREMENT OF BILL INGLIS - BOARD MEMBER

The AGM will be the end of an era with the retirement of Bill Inglis as a Member of the Board. Bill came to the Board in 1984 and since that time has served the Mission with great distinction. Bill has been an avid supporter of the Mission and its programs. Whilst serving as Chairman of the Sunshine Association of Tasmania, Bill was able to facilitate a joint HCM/Sunshine School holiday camp for disadvantaged children that has successfully operated for a number of years.

His genial, thoughtful approach was appreciated at Committee and full Board levels: he has exemplified the Mission’s ethos of meeting those it serves at their point of need with optimism as well as realism. As the Mission’s Public Officer over many years, Bill was a worthy custodian of the Missions charter and values. He also fulfilled the roles of Secretary and Vice-President during his long Board career.

SCOPE OF MISSION ACTIVITIES

In a practical sense, the current activities of the Mission as at 30th June 2013 were as follows:

PART

ONE

INTEGRATED FAMILY SUPPORT SERVICESChild WelfareLiason with DHHSLiason with Gateway ServicesEmergency Relief as Required

GROUP HOMES Bligh StreetCorrea Street Haig Street x 2Individual Service Packages

COMMUNITY SUPPORT SERVICESSupported AccommodationEmergency ReliefCommunity Crisis ServicesCommunity Housing - Mountain ViewIdentified Vulnerable GroupsFinancial GuidanceFamily Support and Advocacy

CLINICAL COUNSELLING

FUNDRAISING & COMMUNICATIONBusiness Case PreparationAdvertisingEvents/AppealsGrants/Funding SubmissionsPublic Relations

PASTORAL & COMMUNITY ENGAGEMENTPastoral Care/School ChaplaincyMission MembershipBequests Stakeholder Communication & Support

WAREHOUSEGoods Collection & StorageTransport - Delivery & Pick-ups

PROPERTY LEASING & MAINTENANCEPartridge NestBarrack CottageChapel Complex

RETAIL OUTLETSHobart City x 2Moonah x 2WarraneHuonvilleGoodwoodClaremontSorellKingston

VOLUNTEER RECRUITMENT & TRAINING

MISSION INFRASTRUCTUREICT Infrastructure & Maintenance Reception/Cashier/Banking & ER BookingsBoard & CEO SupportHRManagement & Contract RecordsGovernance & Policy RegisterCorporate CalendarProperty Maintenance & Statutory ReportingSecurity

FINANCEPayroll/Salary PackagingFinancial ReportingInsurance/Workers CompensationAcquittalsBudgeting/ActualsAudit CoordinationAccounts Rec/PayableATO Reporting

BOARD

DISABILITY, FAMILY &

COMMUNITYSUPPORTSERVICES

RETAIL

CORPORATESERVICES

CEO

BOARD

page 6. page 7.

BOARD MEMBER TERM OF OFFICE ENDS AT AGM POSITION OF OFFICE HOLDER

Barry Neilsen 2013 President

Gil Sawford 2014 Deputy President

John Wiggins 2014 Ordinary Board Member

Robin Errey 2013 Ordinary Board Member

Aileen Hough 2013 Ordinary Board Member

William Inglis 2013 Ordinary Board Member

Damian Egan 2014 Ordinary Board Member

Ripon Shield 2014 Ordinary Board Member

Rob Fiddyment 2014 Ordinary Board Member

John Minchin 2013 Ordinary Board Member

THE HOBART CITY MISSION BOARD OF MANAGEMENT - GOVERNANCE

PART

ONE

BUSINESSDEVELOPMENT

PART ONE THE BOARD

PART

ONE

Barry NeilsenPresident

Gil SawfordDeputy President

William InglisBoard Member

John WigginsBoard Member

Robin ErreyBoard Member

Aileen HoughBoard Member

Damian EganBoard Member

Ripon ShieldBoard Member

Rob FiddymentBoard Member

John MinchinBoard Member

Garry FletcherChief Executive Officer

HOBART CITY MISSION BOARD MEMBERS AND CEO

page 8. page 9.

HOBART CITY MISSION BOARD OF MANAGEMENT - COMMITTEES

The HCM Constitution allows the HCM Board to delegate to members, officers of the Board and staff certain powers, duties and functions to be exercised jointly in the form of Committees. The HCM Board has considered it appropriate to establish the following Committees:

• The Finance, Investment and Property Management Committee; and• The Communications, Infrastructure and Governance Committee.

The Constitution of each Committee is determined by the full Board with the Board being the sole authority for the appointment to and removal of members from a Committee. Each Committee is constituted mainly by voting Board members and the Mission’s Chief Executive Officer as a non-voting executive member of the Board. As at 30th June 2013 the Constitution of the two Committees was:-

The business objective for each Committee is summarised below:

• The Finance, Investment and Property Management Committee:-

The objective of the Committee is to make a positive contribution to the investment and property returns of HCM through timely and appropriate financial and property management decisions.

• The Communications, Infrastructure and Governance Committee:-

The objective of the Committee is to ensure that administrative issues (including marketing and communication, technology and infrastructure, audit, risk management and governance) are adequately monitored and directed, thereby increasing the business information available to the Board for strategic planning and decision making.

FINANCE, INVESTMENT AND PROPERTY

MANAGEMENT COMMITTEE

COMMUNICATIONS, INFRASTRUCTURE AND

GOVERNANCE COMMITTEE

Chairperson and Voting Member B. Neilsen G. Sawford

Other Voting Members J. WigginsW. InglisD. Egan

R. Shield

R. ErreyA. Hough

J. MinchinR. Fiddyment

Non-Voting Executive Member G. Fletcher G. Fletcher

Quorum of Members 4 (3 of whom must be voting) 4 (3 of whom must be voting)

PART ONE THE BOARD

MAJOR POLICY DOCUMENT PROGRESS COMPLETES % HCM BOARD STATUS

2009 2010 2011 2012 2013

HCM Corporate Plan – Future Directions Statement 2009-13

100% 100% 100% 100% 100% Adopted and Operational

Governance Manuals including delegations, privacy, conflicts of interest, etc.

100% 100% 100% 100% 100%All documents reviewed during

2012-13

Staffing Policies including Organisational Chart, HCM Key Activities, Position Descriptions and

Organisational Structure100% 100% 100% 100% 100%

All documents reviewed during 2012-13

Information Communication and Technology Strategy and Policies


Risk Management Including Fraud and Business Continuity

10% 25 % 50% 95% 100% Adopted and Operational

Quality Assurance Accreditation 25% 50% 90% 100% 100% QA Accreditation Granted

Finance, Investment and Property Management 100% 100% 100% 100% 100%All documents reviewed during

2012-13

Communication, Infrastructure & Governance StrategyNot

StartedNot

Started50% 75% 100% Adopted and Operational

Business Plans (for current year) incorporating HCM Budget for 2011/12


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page 10. page 11.

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FUTURE DIRECTIONS STATEMENT 2009 - 2013

• The Future Directions Statement was adopted by the HCM Board in October 2008 and covers the period from 2009 to 2013. The Future Directions Statement is still as relevant in 2012-13 as it was in 2008.

• The Future Directions Statement represents a Picture of what the Mission should look like and is doing in 2013. Business Plans represent the annual steps that need to be taken to achieve that picture. Like a yacht race, Business Plan steps are not usually a straight line progression and each year there needs to be a different ‘tack’ or ‘focus’.

• The Business Plan focus for each of the 5 years covered by the Future Directions Statement is:-

The following major policy documents were completed as at the 30th of June:-

ATTENDANCE AT HOBART CITY MISSION BOARD AND COMMITTEE MEETINGS 2012/13

THE HOBART CITY MISSION BOARD STRATEGY AND POLICY DEVELOPMENT PROCESS

The HCM Board of Management continuously updates its Business and Governance framework in line with the standards expected of a modern Community Sector Organisation. The Table below sets out the process followed as well as the scope of work involved in undertaking these governance upgrades:-

BOARD / COMMITTEE ORDINARY & SPECIAL BOARD MEETINGS

COMMUNICATION INFRASTRUCTURE & GOVERNANCE COMMITTEE

FINANCE, INVESTMENT & PROPERTY MANAGEMENT

Total Meetings Held During 2012/2013

10 4 4

Members Attendance at Meetings

B. Neilsen 10 4

G Sawford 9 4

J. Wiggins 8 4

A. Hough 7 1

R. Errey 10 4

W. Inglis 10 4

D. Egan 7 3

R. Shield 10 4

R. Fiddyment 8 2

J. Minchin 7 3

G. Fletcher (CEO) 9 4 4

YEAR FOCUS

2009 Designing structures, ICT infrastructure and business models based on contemporary research with appropriate governance.

2010 Transition and re-engineering of business to be in a position to move to agreed business model and finding the right people for the job.

2011 Developing critical mass and sustainability in all activities; refinement of the re-engineering focus based on experience.

2012 Developing critical mass and sustainability in all activities.

2013 Consolidation of business models and critical review.

Appreciative Enquiry

Business Plan

Quality Control

STRATEGIC FUNCTIONS

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Infrastructure must be Compatible with Mission

Capabilities

Infrastructure (People, Places, Systems)

Organisational Structure and Staff Recruitment

Identity Factors that Impact on Strategy Objective in terms

of Critical and Major Impacts

Situational Analysis

The Task - HCM Strategy/Furture Directions Review

Identity Issues for next

Strategic Review

Study Feedback of Clients and Stakeholders

Analyse Business Plan Outcome and Monitor

the KPI’s

Implement the Business Plans

Develop the Business Cases and Write the

Success Factors and Key Perfrmance

Indicators

Select Preferred Niche Market Model

Having Regard to Situational Analysis and Major Factors,

Identify and Evaluate Business Model options

PART ONE THE BOARD

CORPORATE INTENT 2013-14

In line with its Rules of Association (Rule 13) and its Governance Policy, the HCM Board of Management is required to articulate in its Annual Report, a statement on Corporate Intent relating to the next reporting year being the period 1 July, 2013 through to June 30, 2014. In this regard the HCM Board has identified the following major issues as impacting on its operating environment for the year ahead.

Big Property Development/Capital Issues

• Acquisition and development of property at 17 Stoke Street for Small Steps Program.• Securing a “shovel ready” Planning Permit for long term Moonah site redevelopment to include Retail Office and Accommodation.• Continued enhancement of the ICT capacity to support HCM business operations (see SROMF)• Investigation of another Retail outlet (possibly Lindisfarne or Brighton).• Finding a suitable warehouse facility for Retail including better utilisation of Moonah site as an interim measure.• Establishment of the Haig St Unit Trusts 1 and 2 and the Stoke St Trust. The Trusts are managed by HCM Property Management Pty Ltd, a company in which the Mission owns 100% of shares.

New HCM Corporate Initiatives

• Re-engineering of Business Development activities including:- - Whole of Mission Fundraising and Stakeholder Engagement Strategy; - Corporate Partnerships and Sponsorships. - Further of online capacity and online services.

• F&CSS partnerships with:- - Research into covering Mental Health issues as part of Niche Market Model; - DHHS; Baptcare & Mission Australia for IFSS expansion. - Housing Connect.

• Establish Relationship with regulators involved with Disability Care Australia and register the Mission as an accredited provider.

• Business Continuity and Risk Management particularly in the area of nation wide Workplace Health and Safety legislation.

• Development of philanthropic fund raising programs for:- - The Small Steps Program; and - Funding of the Moonah site re-development to include an accommodation component.

Operating and Financial Issues

• Need to balance the operating budget thorough review of program delivery and organisation efficiency.• Need for organisational change to ensure efficient and cost effective delivery of services.• Funding the Fairwork ERO decision.

page 12. page 13.

LIABILITY RISK MANAGEMENT

The HCM Board of Management has purchased Directors and Officers Liability Insurance to protect Board Members for the 2012-13 financial year. In addition, the HCM Board has taken steps to manage risks and liabilities arising through operational activities by:

• Engaging Davidson Trahaire Corpsych to provide a comprehensive Employees Assistance Programme including some issues relating to workers compensation claims.• Effecting public liability, property and fidelity insurance cover.

HIGHLIGHTS OF HOBART CITY MISSION ACTIVITIES FOR 2012-13

OVERVIEW

The HCM Board of Management is accountable under the Rules of Association for the performance of the Mission in achieving its basic objects and core values. In this regard, the HCM Rules of Association makes it clear the Board is responsible for ensuring:-

• The business and affairs of HCM are managed and conducted in a manner that is in accordance with sound commercial practice;• HCM performs its required functions;• HCM achieves its objectives as specified in the Constitution, or any other relevant Act, and the Corporate Plan of the HCM.

In order to fulfill these responsibilities, the Board must be actively involved in:• setting strategic directions;• securing and continually monitoring organisational performance;• ensuring compliance with statutory requirements; and• managing risk.

PART ONE THE BOARD

BOARD AND CEO’S ASSESSMENT OF PERFORMANCE 2012-13

PART

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page 14. page 15.

CORE ACTIVITY INDICATORS ACTIVITY DESCRIPTION

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COMMENTS

1. To affirm its ecumenical Christian Heritage and to strive for the Christian principles of inclusiveness love, service and social justice.

> Membership of HCM Association.

> Active support of ecumenical Christian movement.

> Working Christian Partnerships.

• Number of members - say 120.

• All major denominations represented in Membership and on Board.

• Partnerships with other Christian organisations and CSO/N4Ps.

• Marking time but Constitution change will facilitate improvement.

• Marking time due to policy direction and staffing issues.

• Marking time due to policy direction and staffing issues.

2. To achieve mature, empowered, beneficial and effective relationships with clients, stakeholders, relevant statutory agencies and the community generally.

> Client Market Share.

> Membership of Industry & Professional Associations.

> One stop capacity for all HCM for products and services.

> Philanthropic and Community Partnerships.

• Critical Mass of clients in all products and services.

• Survey of clients and stakeholders as to relevance of products and services.

• Membership of relevant industry groups and professional associations.

• Participation in PEAK bodies and agency forums.

• All major services provided e.g. (Housing Connect) Group Homes, Counselling, Emergency Relief etc.

• Partnerships with other CSO/N4Ps for services not provided by Mission.

• Expansion in ISPs in Group Homes activities.

• Client and stakeholder feedback now forms part of QA Client Rights policy.

• All PEAK bodies now have Mission Representation.

• Yes.

• Improving

.

• Small Steps Program.

3. To work in partnership with the local community and other CSO/N4Ps for the provision of services with respect to advocacy, mentoring, accommodation, retail training, financial and emotional support and guidance.

> Form an Interactive Communication Strategy.

• Degree and level that grant funding for HCM programs can be secured.

• Research and Stakeholder feedback on HCM Services.

• Incremental improvement. Staff changes and budget have impacted. Much more focus on grants required.

• Substantial improvement, over past 6 months.

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PART ONE THE BOARD

Major achievements and under achievements for 2012-13 include:-

(Positives)• Opening of a new Retail Outlet in Kingston;• Redevelopment of the Haig Street property into two Group Homes;• Capital flow from bequests – Munday, Mathers and Chick Estates;• Foundation member of Housing Connect – new Government initiative for supportive housing;• Mission wide Volunteer Management Program;• Approval of Small Steps Business Case and purchase of property at 17 Stoke Street;• Revised chart of accounts with improved financial reporting;• Full funding of depreciation for purposes of capital replacement;• Substantial progress towards achievement of Mission financial viability and sustainability model. • However, the Mission still has some way to go in this area with the Mission finishing the year with an operating deficit and a bank overdraft meaning some hard decisions in terms of staffing will need to be made in the budget for 2013-14;• Group Homes funding and viability – move to full unit pricing by 30 June 2013; and• Substantial progress towards redesign and possible major development on the Moonah site at 11-13 Main Road.

(Negatives)• Fairwork ERO decision increased wage costs at double the rate of funding increases and growth in other income.• Mission membership base needs strengthening.• Balancing the operating budget – Mission finished the year with an operating deficit• Delay in development and implementation of a fundraising and stakeholder communication strategy for Mission delayed by organisational and staffing issues.

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PART

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CORE VALUEHCM CONSTITUTION

INDICATORS ACTIVITY DESCRIPTION

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COMMENTS

3. ...Continued from over

.> Community Presence.

> Critical Mass.

• Level of co-operation with Regulators and Politicians, community organisations and professional groups.

• Number of partnership agreements to give rise to critical mass in all activities and services.

• Incremental improvement with staff changes and limited budget resources have impacted.

• There has been substantial improvement in Agency relationship management.

4. To implement a service orientated approach in meeting the needs of the Mission’s clients so as to empower them with a sense of dignity, purpose and self reliance.

> Business Model based on Case Management.

> Infrastructure (ICT and Accommodation).

> Staffing and Volunteers.

• Business planning that covers all HCM activities & incorporates ‘whole of organisation’ considerations and addresses core values.

• Integrated infrastructure involving accommodation, phone, IT systems and data base management.

• Seamless case management approach across all HCM Business Units.

• Organisational structure which supports integrated service delivery.

• Yes .

• Yes.

• New SMT working well.

• HCM Volunteer Management Program has been huge success.

5. To achieve consistent revenues (donations, grants bequests, investments) to enable Mission to operate on a sustainable basis over rolling 4 year periods.

> Recurrent Income.

> Investment Returns.

> Staffing.

• Balanced budget after taking into account all capital and recurrent expenditure.

• Performance of investments.

• Business Unit budgets each to have funding strategy as part of annual business plan.

• A deficit budget was drafted for 2012-13 with substantial progress being made in this area with implementation of major reforms in financial operations.

• Substantial progress was made on maximising property utilisation.

• This has now been introduced.

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6. To achieve financial independence through prudent financial management and appropriate balance between government and philanthropic sources of funding.

> Trust/Bequest Funding.

> Property Investment Income.

> Non Property Investment Income.

> Prudent Cash Reserves and Provisions.

• Balanced between Govt & philanthropic funding as a % e.g.

- 60% Govt & - 40% Philanthropic

• Retail operates with a operating profit contributing to the Mission through:- - 20% MER contribution - Internal Rent on Property

• Diversified net revenue streams as a % of turnover - Investments 5-10% - Fund Raising 10-60% - Retail and internal property 15-20% - Trusts/Bequests 15% - Government Grants 50-60%

• Substantial bequest and capital inflows has markedly improved the Missions financial and liquidity position.

• Major activity for current and future years.

• New Retail outlet opened at Kingston. Retail now established on commercial footing with profit expectations built into budget.

• Mission has established prudent reserves and provisions.

• Major achievement of past 12 months.

7. To achieve a critical mass of clients in all activities to justify the continuation of client services in each of those activities.

> Clients. • Welfare (Active).

• Group Homes - increase capacity through ISPs.

• Family Services - 25 residential clients in supported accommodation.

• Residential/Affordable Housing - 30 residents.

• Solid growth in ER clients has resulted in demand exceeding funds.

• Work progressed on conversion of property to Group Home residential accommodation.

• Foundation member of Housing connect – new facility for public housing.

• Business Case for Small Steps approved.

PART

ONE

page 16. page 17.

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PART ONE THE BOARD

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PART

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TREND09/10

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COMMENTS

8. To achieve exemplary corporate governance including risk management.

> Quality Accreditation and Policy Registry.

> Risk Identification and Mitigation Including WH&S Compliance.

> Capital/Asset Management.

> KPI Reporting.

> Financial Compliance.

• Accredited before 2012 by an approved QA assessment organisation.

• Risk Management. • Compliance with Regulatory Rules.

• Asset Management Plans for all properties, provisions and reserves.

• Organisational performance measures in place.

• Unqualified Audit Certificate together with Accepted Agency Acquittals.

• Full QA accreditation.

• Yes – being implemented and refined following WH&S legislation

• Introduced as part of financial reporting improvement - more work required.

• Implemented.

• Being implemented following external review.

9. To have empowered, professional and competent staff who meet the needs of the Mission and particularly its clients and stakeholders.

> Staffing.

> Volunteers.

> Training & Development.

> Leadership.

• All HCM activities with respect to staff and volunteers documented with supporting PD’s.

• Staff have performance reviews and personal development plans including client and stakeholder participation.

• Volunteer Recruitment, Training and Management.

• Knowledge, skills and qualifications of staff relevant to position.

• Appropriate and active leadership working on “Whole of Mission” basis.

• Achieved.

• Completed.

• Achieved with high distinction.

• Achieved.

• SMT working OK but not at full potential.

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PART

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PART

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HCM2008

HCM2009

HCM2010-11

HCM2012-13

Increasing

Productivity Per UnitI

NCR E A S I N G

1.4

1.3

1.2

1.1

1.0

Effectiveness of strategic decision

making

- Annual budgets

- Functional focus

- Multi year budgets

- Gap analysis

- ‘Static’ allocation of resources

- Situation analysis and competitive assesments

- Evaluation of strategic options

- Dynamic allocation of resources

- Well defined strategic management and framework- Strategically focused organisation

- Widespread strategic thinking capacity

Evolution of Strategic Management Improvement - Decision Making - Productivity

- Reinforcing management values and processes

- Innovation of knowledge and competencies

Phase 1FinancialPlanning

Meet Budget

Individuals

Phase 2Forecast-based

Planning

Predict the Future

Individuals withinhierarchical structure

Phase 3Externally-oriented

Planning

Think Strategically

Outcome focussedgroups

Phase 4Strategic

Management

Create the Future

Whole oforganisational teams

WORKING AS

BOARD’S ASSESSMENT OF OPERATIONAL MANAGEMENT PERFORMANCE

page 18. page 19.

PART ONE THE BOARD

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PART

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MANAGEMENT DIAGNOSTIC - DOES THE CORPORATE PLAN (FUTURE DIRECTIONS STATEMENT) 2009-2013 MEET HCM NEEDS?

Organisational Issues - Are they in place as at 30/6/13?• The HCM vision and corporate values statement. Yes• The HCM organisational and decision making structures. Yes• The HCM client and stakeholder relationship and communication strategy. Yes• A financial and investment strategy for a sustainable and viable HCM future. Yes• HCM key performance indicators and critical success factors. Yes • Policies on social responsibility. Yes

Human Resource Issues • Position descriptions. Yes• Education, training and leadership development. Yes• Single Enterprise Staffing Policy/Agreement and HR Manual. (being developed)• Strategies for staff recruitment and retention. Yes• Performance review process. Yes • Retention of intellectual capital and corporate history. Yes

Workflow and Process Issues• Process mapping for key work processes and workflows. Yes• Whole of organisation information flows. Yes• Communication strategy, systems and channels. Yes• Technology systems strategy. Yes

Culture Alignment• Elevates positive emotions of hope, confidence and motivation. Yes• Increases creativity, better decision making and collective capacity. Yes• Reduces negative impacts and makes irrelevant the residual of a negative past. Yes• Empowers all staff, clients and stakeholders to take responsibility. for the future rather than just follow directions. Yes

page 20. page 21.

HOBART CITY MISSION ORGANISATIONAL STRUCTURE AND OPERATIONAL REPORTS

THE HCM MANAGEMENT FRAMEWORK

The Constitution of the Hobart City Mission Inc makes clear the relationship that is to exist between the Mission Board of Management and the Mission Administration and Operations. Pursuant to the Constitution, the Board employs a Chief Executive Officer (CEO) who is responsible for the general administration and management of the Mission. Generally the CEO is also the Secretary to the Board and the Mission’s Public Officer. The CEO is assisted in the management of the Mission’s Operations by a Senior Management Team (SMT) comprising the CEO and each of the four Business Unit Managers. The SMT operates on a “whole of business” approach.

The Vision of Management is to enable the Hobart City Mission Inc. to achieve its Corporate Objective of improving the life of those in need or marginalised through:-

• Quality leadership• Prudent management of the Mission’s assets, investments and properties.• Providing appropriate direction and supervision over Mission operations and resources.

The business objectives of the CEO (and SMT) are to be responsible for:-

• Co-ordinating the analysis of financial, investment and policy information and preparing financial and investment reports that satisfy the Mission’s financial investment and property management needs.• Ensure that all the leadership activities of the Mission are undertaken on a Whole of Mission approach with the SMT taking collective responsibility for the performance and success of the Mission.• Maximising the acquisition and distribution of Government funds, grants, bequests, donations and returns from other philanthropic activities.• Ensuring that the Mission operates on a viable and sustainable financial basis and that all operations are undertaken in an efficient, effective and economic manner.• Providing strategic leadership through appropriate corporate strategies and business plans and managing the implementation of new service delivery programs and change management initiatives.• Ensuring compliance of the Mission with all regulatory and industry requirements and quality assurance frameworks.

PART TWO THE ORGANISATION

RAMBLINGS FROM THE CEO’S DESK

My role as CEO is to manage the day-to-day operations of the Mission and to implement the strategic framework, as determined by the Board. As CEO I have responsibility for working closely with the Board to develop and implement strategies, policies and decisions in order to meet key challenges. I attend all meetings of the Board and Committees of the Board and represent the HCM Board within the Organisational Structure.

Initially I was appointed for a term of 5 years expiring on the 31st December 2012. However the HCM Board kindly offered me a 12 month extension of the contract which I was keen to accept as it provided me with the opportunity to complete my tenure at the same time as the initial term of the Mission’s Future Directions Statement (Corporate Strategy) was also due to expire.

After 5 ½ years of a 6 year appointment, has it all gone to plan? My plan at the beginning was:-

• Year One - Get to know and understand the Mission and the community sector generally; to review the Corporate Governance from top to bottom; to undertake the research to define the Mission’s niche market position and to present a draft Corporate Plan (Future Directions Statement) to the Board. Was this done/achieved? – Yes

• Year Two – Once the Board had adopted its Corporate Plan, to transition the HCM Organisation with an eye on the future; to find the right people to act as custodians of the Mission’s future; and to commence the implementation of the Mission’s push to be an efficient, effective and economically sustainable organisation. Was this done/achieved? – Yes

• Years Three and Four – The thinking and designing is over; it’s time to drive the organisation toward the achievement of its Corporate Plan. Was this done and achieved? – Yes

• Year Five and Six – To review and polish off the work done and to attend to issues that were still unfinished; most importantly to gather the research for the next Corporate Plan. Is this happening – Yes.

Speaking of organisational design, the current HCM Organisational Structure is as follows:-

Garry FletcherCHIEF EXECUTIVE OFFICE

page 22. page 23.

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DISABILITY, FAMILY AND COMMUNITY SUPPORT SERVICE

The Hobart City Mission Disability, Family and Community Support Service in total operates under 9 contracts with DHHS, Gateway and FaHCSIA. There is 1 Manager, 2 Coordinators, 1 Consultant (Clinical Counselling) 2 House Managers, 38 Case Managers/Support Workers, 1 administration officer, 1 Volunteer the Unit regularly supports University students undergoing their placements for Social Work.

Overview:- The Mission’s DF&CSS operation is a core activity satisfying all three of the basic objects in the HCM Constitution and enhancing the Mission’s financial independence, cash flow stability and philanthropic principles. It also improves the effectiveness of Government funded community programs (FaHCSIA & DHHS) and facilitates community partnerships (Baptcare, Housing Connect and Mission Australia).

Program Activities:- There are nine individual funding agreements for DF&CSS, they broadly fall into nine major programs. These are:-

• Emergency Relief; • IVG;• Group Homes; • ISP;• Community Access Support;• IFSS;• Housing Connect;• Mt View;• Personal and Family Counselling.

Emergency ReliefThe Hobart City Mission Emergency Relief program is a flagship program for HCM and has been operating since the inception of HCM itself and is seen as a core program for families/singles to assist in overcoming short term crisis situations. Through financial and or material aid, assistance can be provided for food, transport, medication, clothing, bedding and essential services such as telecommunications and electricity (Aurora). For the year ending 30th June 2013 Hobart City Mission ER staff assisted 2899 clients and approximately just under 500 families in Christmas assistance.

Identified Vunerable GroupsIn 2011 Hobart City Mission extended this program to assist more members of the community. The program operates on a case management model 3 days per week and is based on internal referrals (Emergency Relief Clients) who require longer term assistance with: financial literacy, housing, mental health, child support, disability, gambling, homelessness, alcohol/drug, family violence, government financial assistance payments, utilities, managing credit debt, inadequate finances, and budgeting. For the year ending 30th June 2013 Hobart City Mission assisted 110 clients.

Personal And Family CounselingHobart City Mission Family and Community Support Service Unit also undertakes the Personal and Family Counselling program and has been doing so since 1998. This service operates 2 days a week and can either be delivered at one of our offices and or home visits are available if and when required. For the year ending 30th June 2013 Hobart City Mission assisted 59 clients

page 24. page 25.

Individual Support ProgramHobart City Mission Individual Support Program (ISP) provides assistance with, but not limited to, coordination and transition planning, personal care and support to complete everyday tasks, support to participate in a leisure activity or pre-vocational courses, respite, equipment, home modifications, community access (day support) and/or, other services or goods required by a person to meet disability related need.

Community Access Hobart City Mission operates I day a week day support for our residents, the program is to support off site activities to promote and provide a wide range of flexible leisure and recreational services for people with intellectual disabilities

Proposed activities for 2013/2014:• Horse riding – riding for the disabled;• Bowls – AMF Bowling;• Craft/Cooking – in-house;• Photography – various locations;• Sight seeing – e.g. museum, ferry rides, Russell Falls; • Fishing – various locations;• Pet therapy – dog/cat homes;• Movie making/puppetry;• Music workshops;• Swimming;• Gardening; • Movie day – Village Cinemas.

Group Homes Hobart City Mission is known as a specialist provider of services in the disability field and has a long history of working with people who have a disability through its 4 group homes. Hobart City Mission initially designed its Group Homes program in conjunction with Disability Services. This program has been operating since 1990 and has resulted in many positive outcomes for the residents. Our existing Group Homes supported accommodation service provides 24 hour on site support in a safe and comfortable environment with a home-like atmosphere.

Integrated Family Support ProgramIn 2009 Hobart City Mission became Alliance partners with Baptcare and Mission Australia in the Integrated Family Support Service (IFSS) program. IFSS is an outreach family support service for eligible families with children 0 – 18 yrs of age referred from the Gateway. Hobart City Mission IFSS workers provide vulnerable children, young people and their families with a tailored approach to meeting individual and family needs. IFSS workers can provide a holistic range of case management services for children, young people and families. For the year ending 30th June 2012 Hobart City Mission IFSS staff assisted 234 individuals (women, children and partners) families.


PART

TW

O

Jesus said “I have come to preach the gospel to the poor, freedom to captives, to give sight to the blind, and free those that suffer” (Luke 4:18)

On the 23rd of November 1852 a group of Christian men gathered at the Mechanics Institute on Melville St. Those present identified a great need in Hobart for a Missionary society to the poor of their city based on the same model as the London City Mission (1835). The “Hobart Town City Mission” was formed.

By 1853 the Hobart Town City Mission was already making thousands of visits a year and was receiving praise for its works, which included the opening of the first free public education in Tasmania. The “Ragged School” as it was widely known, served Hobart’s ‘perishing and dangerous classes’, aiming to keep neglected children off the streets and in to school.

HOBART CITY MISSIONCELEBRATING 160 YEARS

Hobart had been badly affected by the depression of the 1890s. The population had declined, and the economy was in recession. During all this time the Hobart City Mission had only one Missionary, William Lake, who was a reformist preacher who in December 1883 was recruited by the Hobart City Mission and on his honeymoon moved to Hobart and immediately started preaching (Mariner’s Church, 5th February 1884) and serving the poor.

Est. 1852 Offering Compassion and Restoring Hope 160 Years

William Lake was helped when a friend from New South Wales donated £400 toward the purchase of land and the building of a hall, the only condition being “...that Mr Lake should not divulge the donor’s name. The unknown friend had received spiritual aid in Hobart; had a warm corner in his heart for the work carried on by the Mission through Mr Lake and felt that the Master desired him to acknowledge his indebtedness in this manner” (Board minutes, Tuesday June 30th 1908). On Sunday February 19th 1911 the Mission Hall at 50 Barrack Street was opened with a capacity of 300 people.

During the recession of the 1930’s and post second world war up until 1961, the Hobart City Mission was led by Mr E. H. Tomlinson. The Mission held multiple services each week and had children’s clubs which had a regular attendance exceeding 300 children. Books were presented to children as prizes for regular attendance.

In 1945, the Hobart City Mission became the case example in Australia of a religious organisation that could also be a public benevolent institution, as the “predominant activity is the direct relieving of poverty, sickness, suffering, distress, misfortune and helplessness.”. In 1945 the Hobart City Mission established a hostel for men in Bathurst Street. This building was later sold to gain funding for the planting of a new City Mission in Glenorchy which was opened on the 29th May 1965.

The Mission has provided a voice for the people of southern Tasmania, in 2010’s influencing the development of new affordable accommodation, new homes for the disabled and a new supported accommodation for homeless young mothers. The Hobart City Mission holds a level of respect in Tasmania that is difficult to match, respected for its tireless and professional service to those experiencing family issues, emergencies, disability, domestic violence, imprisonment,

S

Hobart City Mission Celebrating 160 Years

Small Steps property in New Town

As well as accommodation, the young women will be provided with onsite education and an understanding of child development and the practical application of parenting skills to successfully and independently transition into the community with improved levels of self-confidence and employability.

The philosophy of this program is not to have constraints but to be able to cater to the individual needs identified for each resident. As the program will not be primarily funded by any one funding body there will be no restrictions imposed regarding type of service provision. This will enable the program to stay true to purpose and provide the support and services required by each individual resident.

In order for each resident to progress along her own timelines an individual case plan, monitored through a case management model, will be developed by the young mum and her case manager. This case management model will:-

• Support and coordinate the work of clinicians and other allied health professionals who are working with the young mothers and their infants around issues relating to physical, emotional and mental health;• Provide advocacy for young mothers and their infants;• Provide access to allied health professionals, education providers, community groups to educate and improve the quality of life of both the mother and infant; • Provide access to recreational, lifestyle and vocational activities that will enhance their socialisation and improve self-confidence; and• Provide young mothers and their infants with qualified staff to support them to attain the best possible outcome.

In addition to a case manager the young mothers will also be supported by a volunteer caretaker who will live onsite. The intention of this role is to provide out of business hours support to the mothers and to facilitate a sense of community within the program.

Annette Clark MANAGER - DISABILITY, FAMILY AND COMMUNITY SUPPORT SERVICE

Specialist Homelessness Service – Transitional Support Service Hobart City Mission currently has 9 Transitional Homes and 4 Community Homes; this program has been running since 2001. The homes are for women and children escaping Family Violence transitioning out of Homelessness. In addition to the provision of transitional housing this program also provides case management focused on supporting woman to secure appropriate stable accommodation. For the year ending 30th June 2012 Hobart City Mission Housing Connect staff assisted 93 individuals (women, children and partners)

Mountain ViewIn 2002 Hobart City Mission was offered a complex in South Hobart, the complex currently supports 9 single men over the age of 55 yrs who were identified as being homeless or at risk of Homelessness. Resident support is available to a minimum of 10 hours per fortnight ongoing and additional support is available when required on a temporary basis.

Across the nine funded programs Hobart City has assisted approximately 3922 individuals in Southern Tasmanian. While Hobart City Mission is known for its quality of care and high standard of service for all service users, it also recognizes that people are individuals, with their own thoughts, desires and passions and provides them the opportunity to express those in a manner that does not impinge on the individual rights of others.

EXCITING NEWS MOVING FORWARD FOR 2013/2014

Housing Connect This initiative was developed in response to a Government Request for Collaborative Proposal. It is managed by five Tasmanian community organisations:

• Anglicare Tasmania • Centacare • Colony 47 • Hobart City Mission • Salvation Army (Tasmania)

Housing Connect previously know as Specialists Homelessness Service – Transitional Support Service is a new system for help with public and community housing, private rental assistance and emergency accommodation and support services for Tasmanians. Housing connect will connect Tasmanians in need to long term housing solutions. It will no longer be necessary to access a number of community and government services for housing and support assistance. Access to these services will now be through Housing Connect. The Housing Connect service is strongly focused on prevention and early intervention building on strong partnerships and integration with specialist and mainstream services. It streamlines access to services and reduces duplication of effort. It is locally determined and closely linked to local communities but with consistent and transparent governance and management across the state.

Small Steps Building Hope, Creating FuturesThis program will provide safe, secure accommodation with around the clock support for young women up to the age of 25 with infants and/or young children (5 years and under) who are considered to be at risk of homelessness and/or having their child removed into State Care due to a lack of appropriate accommodation and support.

page 28. page 29.


page 30. page 31.


The Business Development Unit (BDU) consists of two sections, Fundraising and Communications and Pastoral and Community Engagement. Both areas have undergone changes in the 2012 / 2013 year as a result of new strategy and financial constraints. In addition to the above two sections BDU also undertakes various projects and grant applications.

Business Development Unit Objectives:

• Identify and facilitate new business opportunities within the Mission’s niche market through collaborative work with other areas of the Mission;• Increase the image and profile of Hobart City Mission within the community by developing and implementing a marketing strategy;• Generate philanthropic income through quality relationship management of stakeholders and the coordinating of events, appeals and bequests;• Provide pastoral care to those in need or marginalised irrespective of denomination, race or social status.

Business Development Projects:

Small Steps The Small Steps project began in early 2011 with the idea to develop a residential program to support young mums at risk of homelessness or having their baby taken into State Care. Over the last 12 months the project has gained significant momentum with the identification of an appropriate property at 17 Stoke St and development of the program material.

The Mission has now purchased the Stoke St property and has been fortunate in receiving a $900,000 Federal grant as well as almost $150,000 in grants and donations from philanthropic organisations and individuals. In order for the project to come to fruition a further $300,000 needs to be raised through philanthropic donations and grants. The fundraising for the project is being driven by the Business Development Unit who have finalised the infrastructure (website, brochures, identification of potential donors etc) and are now actively working on securing further donations and grants. We have also been very fortunate to have a commitment from 2 donors to fund the interest on a total of $0.9m of the loan required to purchase the property for a period of up to 10 years. It is donors such as this that keep the Mission going and in a position to develop such fantastic programs as Small Steps that has the potential to make a significant difference to some of Tasmania’s young mum’s and their babies.

Donor DatabaseIn the 21st Century it is critical for any charity organisation, such as the Mission to have a system that manages the interaction and communication of the organisation with its donors and supporters. During the 2012 / 2013 year Neil Brown from Proven Innovations worked to expand the Mission’s client database (CMC) to include a section for donors. This has been a highly successful project that has returned many benefits in line with the new donor engagement strategy.

BUSINESS DEVELOPMENT UNIT

Also during the year, the Mission received bequests and major sponsorship contributions from a number of people and organisations. Where bequests are more than $10,000, the funds are set aside, invested with the investment returns, plus some of the capital directed towards Mission programs identified, having regard to the instructions/wishes of the deceased person’s estate. This year the following Bequests/Major Sponsorships were received;

EVENT/FUNCTION GROSS INCOME

Winter Appeal 2012/2013 $89,582

Christmas Appeal 2012 $68,000

Optomeyes Art Exhibition 2012 $29,846

April Appeal 2013 $38,582

Mission Membership $740.00

Mission Mate $4829.41

Other Fundraising $33,829.20

Small Steps $7617

SOURCE OF BEQUEST/SPONSORSHIP/DONATION GROSS AMOUNT PROGRAM

Betty Mathers Estate $28,641.92 Mission Capital Fund

Allport Bequest $5150.00 General Mission Support

Optomeyes $4500 Optomeyes Art Exhibition

ABC Giving Tree $15,400 Christmas Appeal

Perpetual $41,671 Small Steps

Federal Government $900,000 Small Steps

General Donations $24,670.95 General Donations

Leith Hope Memorial Foundation $20,250 Winter Appeal

St John's Presbyterian Church $3400 Small Steps

J Johnston $6000 April Appeal & Winter Appeal

J Burleigh $2000 Winter Appeal

C Bamford $10,000 Winter Appeal

R & S Morse $7000 General Mission Support & Winter Appeal

C Porte $5000 General Mission Support

J Walker $8500 General Mission Support

A & H Wallace $5000 April Appeal

Fundraising and Communication:

During the 2012 / 2013 year this area restructured due to financial constraints of the organisation. This lead to Belinda Jefferies leaving, I’d like to thank Belinda for the enormous contribution she made during her time with the Mission.

The primary strategy for fundraising at the Mission is to communicate with our supporters and donors so that they are more aware of the fantastic things they are achieving by making donations to the Mission.

PART

THR

EE

page 32. page 33.


Pastoral and Community Engagement:

Pastoral Care is a service that the Mission has been providing to the community, in varied forms since its establishment in 1852. In the last 12 months the Mission continued to provide chaplaincy services at Claremont College and Oatlands District High School, this service will continue in the coming year. Chaplaincy services are also offered at the Hobart Reception Centre (previously the Hobart Remand Centre) and Risdon Prison, this is an ongoing program in partnership with Prison Fellowship Tasmania.

An exciting project for chaplaincy is the launch of the Rock Solid Supported Accommodation Service, South pilot. This program will offer supported accommodation to prisoners being released from prison. The Mission is undertaking this project in collaboration with Prison Fellowship Tasmania and Rock Property.

In addition to Chaplaincy services the Mission also provides a Pastoral Care service to the Hobart Dogs Home, this has been a successful service for some years however unfortunately this service ceased in 2013 due to financial constraints.

In conclusion, and in view of his immanent retirement I would like to thank our CEO, Garry Fletcher for the amazing work he has done for the Mission over the last 6 years. Garry’s vision of a professional, financially stable organisation is something he has worked tirelessly for and achieved.

Michelle FolderMANAGER - BUSINESS DEVELOPMENT

Business Objectives

Overview The Corporate Services Business Unit provides the infrastructure (people, places, systems) which enables the Mission to undertake its basic objects in line with the regulatory and corporate frameworks which under its Constitution govern the Mission’s operations on a day-to-day basis. For the Mission to be a viable and sustainable organisation, it is essential that Corporate Services is efficient, effective and operates in an economic manner.

Program ActivitiesThere are two distinct streams to the Corporate Services activities being financial management and infrastructure services as follows:-

FinancialIn terms of context, the Corporate Services Business Unit controls at any point in time:-

• Payroll services to the order of $175k per fortnight in respect of approximately 60 staff.• Tenancy management payments for 13 Mission sites and 19 client properties.• ICT infrastructure (Phones and computer links) over 13 trading sites.• To the order of $2.0m in operating liquidity and reserves.• Reception, switchboard and administrative support services for all Mission sites.

Highlights of 2012-13Having regard to the operating environment summarised above, the major achievements for 2012-13 were to:-

• To implement strategies for accurate allocations of revenue and expenditure• To implement procedures and processes and to provide training of overall MYOB system to enable accurate timely reports for Managers, CEO and Board on a monthly basis.• To provide training to all staff in the corporate services as and when required. All staff to have basic knowledge of all functions.• Reduce down time and staff absences.• Establish the HCM Property Management Pty Ltd.• Establish a functional Property Management Services Area for dealing with all property issues separate to provision of support services.

CORPORATE SERVICES

FINANCIAL INFRASTRUCTURE

Payroll Reception and administrative services

Funds Management and Investment ICT Hardware and software support

Audit HCM Records Management

Tenancy Management Support Executive support (Board and CEO)

Financial Reporting – Annual Accounts, Budgets, Agency Funding acquittals etc Co-ordination of Risk Management and Governance

Banking HR and employment support services

The Mission’s Retail operation is a core activity satisfying two of the three basic objectives and enhancing the Mission’s financial independence, cash flow stability and philanthropic principles. It also improves the effectiveness of government financed emergency relief programs through its’ Mission Money facility.There are five material program activities within Retail. These are:

• Retail Outlets• Transport • Sorting• Volunteer Management• Property Utilisation

Total Retail turnover for 2012/2013 was $479,669This compares to 2011/2012 - $463,784Breakdown by store:

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Hobart City Mission Retail is continuing to cement our place as a ‘recycled’ goods retailer with quality, affordable goods for sale in our modern, clean stores with well trained, friendly volunteers and staff.

In February we opened store number 10 at Kingston. This store is located in a shopping complex - the first for us - and is proving to be very successful. It is also our first store to be trading 6 days a week. September will see store number 11 open at Glenorchy.

With the hard work and guidance of our Volunteer CoOrdinator, there has been a substantial increase in volunteer retention since establishing the Volunteer Management System. This reflects with an efficient recruitment, selection and induction, and orientation process, training and volunteer recognition program. An exciting initiative to look forward to in the next 12 months is the development of a Volunteer data base that will assist in maintaining valuable personnel files, documentation and records. Today, HCM’s Volunteer Management is recognised as ‘Best Practice’ by Volunteering Tasmania, and has been a finalist for the past 2 years in the Community Achievement Awards.

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PART THREE

RETAIL REPORT

page 34. page 35.


RETAIL OUTLETS REVENUE FOR FY 2013

STORE TURNOVER 12/13 TURNOVER 11/12

Moonah Clothing & Furniture Stores 211,053.00 $222,705.00

Warrane 46,440.00 $68,503.00

Goodwood 40,651.00 $39,742.00

Partridge Nest 36,261.00 $33,152.00

Barrack Cottage 19,511.00 $15,262.11

Huonville 48,050.00 $44,580.00

Claremont 26,259.00 $26,477.00

Sorell 33,989.00 $13,363.00

Kingston 17,455.00 Began Trading February 2013

TOTAL ALL STORES 479,669 463,784

• Upgrade Capital and Asset Register to be upgraded.• Implement and co-ordinate reporting systems for Mission Infrastructure Activity area.• Attend to building maintenance issues with Barrack Street Chapel and Partridge Nest Buildings and other Mission properties as they arise.

With regard to the Corporate Services role within the Mission is underpinning, supporting and assisting other Business Units and the general publicCorporate Services Unit’s aim to working toward the idea of the Unit making a significant contribution towards the viability and sustainability of the Mission while keeping costs at a reasonable level it is necessary to re-engineer the structure of the Unit for at least the 2013/2014 financial year. Some of the areas where there will be a focus on gaining efficiencies and cost effectiveness include:-

• Payroll.• Salary Sacrifice administration.• Financial reporting.• ICT Infrastructure.

The major achievement for the Corporate Services Business Unit was to work with the Mission’s Financial Consultant, Jo Macgill to finalise and implement a full suite of financial and budget reports that can be considered by the Board and Senior Management on a regular and timely basis. This capacity has contributed significantly to the quality of Board and Management decision making.

Jenny SloaneCORPORATE SERVICES MANAGER

THE HCM FINANCIAL REPORTS

In the opinion of the Hobart City Mission Inc. (HCM) Board of Management, as the body corporate responsible for the administration of the Mission established, constituted and funded pursuant to the Associations Incorporation Act 1964:-

• The accompanying financial statements of the Mission are a special purpose financial report properly drawn up so as to present fairly the financial position of the Mission as at 30 June 2013 and the results of its operations for the year ending on that date in accordance with the Associations Incorporation Act 1964, Australian Accounting Standards, where applicable and other mandatory professional requirements.• The Mission has been operating in accordance with the provisions of the Rules of Association and Constitution of the Mission as approved pursuant to the Associations Incorporation Act 1964.

HCM is funded from a number of sources including government grants, subsidies, contributions, donations and investment income. Other sources of income include resident fees, client fees, fundraising appeals, trusts and bequests which are also vital to the work of the Mission. HCM supports various programs that receive government grants by way of extra contributions as well as self funding a number of important pilot programs. HCM appreciates the generous financial and in-kind support of government, philanthropic trusts, community groups, the corporate sector, churches and individuals which make it possible to run and support many services and programs.

The Mission would like to acknowledge the contribution to the financial governance of the Mission’s activities over the past 15 years by Rick Bogus, the Mission’s independent auditor who retired from that role during the financial year. The role of Independent Auditor was taken up by the leading Tasmanian accounting firm of Wise Lord and Ferguson.

The Board and Management of HCM continue to ensure that long term investment strategies, planning and budgeting processes are in place to ensure the ongoing viability of the many services it provides which enable HCM to meet its objectives. The Board and Management regularly review programs and services to ensure that people in need receive the best support possible.

HCM supporters can be confident that the resources available are properly and efficiently managed.

STATEMENT BY OFFICERS

Jenny SloaneCHIEF FINANCE OFFICER14th October 2013

Garry FletcherCEO AND PUBLIC OFFICER14th October 2013

Barry NeilsenPRESIDENT14th October 2013

page 36. page 37.

PART THREETHE FINANCIALS

Our volunteers are the backbone of Retail. They work a combined total of 779 hours per week in all areas of Retail. At a pay rate of $18 per hour, this would equate to $14,022 per week, and a staggering $729,144 per year. So, a very big thankyou goes to all our wonderful volunteers for making Retail happen. Clearly, we would not, could not exist without their support and commitment. I would especially like to thank our volunteers for making Retail a happy place to work, and for always coming up with new ideas to improve on what we do.

With the imminent retirement of Garry as CEO, I would like to sincerely thank Garry for his faith in me, and for his support, guidance and friendship. I wish Garry the very best in his retirement.

I would like to close by personally thanking Retail Staff - David, Sheralyn, Sonny, Loraine, Robert and Renea for being supportive of me and of each other, for their friendship, and for continuing to push the boundaries of how we do what we do, and doing it better.

Andrew GreenhamRETAIL MANAGER

THE HOBART CITY MISSION INC - YEAR ENDED 30 JUNE 2013

Notes 2013 2012

INCOME

Fundraising & Donations 254,402 151,183

Grants 1(o) 2,983,815 2,533,087

Legacies Recurrent & Non-Recurrent 105,434 32,677

Mission Mate Donations 31,260 30,599

Rent of Mission Properties & Transitional Housing 184,370 149,541

Retail Sales 427,398 484,642

Interest Income 41,270 69,925

Other 266,609 117,452

TOTAL INCOME 4,294,558 3,569,106

EXPENDITURE

Fundraising Outlays 25,846 38,490

Motor Vehicle Costs 51,480 92,197

Property Costs 138,052 111,613

Rents - Retail Outlets, Transitional Housing & Springfield Avenue 177,882 147,701

Staffing Costs 3,107,597 2,801,151

Other - Operating & Welfare Costs 942,977 618,384

TOTAL EXPENDITURE 4,443,834 3,809,536

NET DEFICIT FROM OPERATIONS (149,276) (240,430)

NON OPERATING INCOME

Trust Fund Allocations 57,600 9,676

Bequests & Donations 166,081 289,500

Mathers Estate Share Portfolio 211,415 -

TOTAL NON OPERATING INCOME 435,096 299,176

OTHER EXPENSES

Loss on Revaluation – Haig St Development 31,226 25,162

TOTAL OTHER EXPENSE 31,226 25,162

NET SURPLUS AFTER NON OPERATING ITEMS 254,594 33,584

OTHER COMPREHENSIVE INCOME - -

TOTAL COMPREHENSIVE INCOME FOR THE PERIOD 254,594 33,584

The accompanying notes form part of these financial statements.

STATEMENT OF COMPREHENSIVE INCOME

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page 38. page 39.


STATEMENT OF FINANCIAL POSITION

THE HOBART CITY MISSION INC - AS AT 30 JUNE 2013

ASSETS Notes 2013 2012

CURRENT ASSETS

Cash at Bank 2 122,828 63,994

Inventory of Second Hand Goods 1(i) 51,899 48,310

Investments 3 572,504 1,204,074

Prepayments Includes Food Vouchers 54,871 22,256

Sundry Debtors 49,927 16,823

TOTAL CURRENT ASSETS 852,029 1,355,457

NON CURRENT ASSETS

Investments 4 70,000 -

Property Plant & Equipment 5 3,539,596 2,723,563

TOTAL NON CURRENT ASSETS 3,609,596 2,723,563

TOTAL ASSETS 4,461,625 4,079,020

LIABILITIES

CURRENT LIABILITIES

Bank Overdraft 256,327 90,884

Employee Entitlements 7 321,443 333,460

Taxation Liability (31,043) 46,854

Trust Funds 1(q), 9 299,069 427,511

Other 6 871,522 337,777

Total Current Liabilities 1,717,318 1,236,486

NON CURRENT LIABILITIES

Employee Entitlements 8 35,022 30,559

Total Non Current Liabilities 35,022 30,559

TOTAL LIABILITIES 1,752,340 1,267,045

NET ASSETS 2,709,285 2,811,975

EQUITY 2,709,285 2,811,975

The accompanying notes form part of these financials.

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page 40. page 41.

STATEMENT OF CHANGES IN EQUITY

THE HOBART CITY MISSION INC - AS AT 30 JUNE 2013

Notes 2013 2012

Accumulated Funds Brought Forward 1,123,406 1,089,822

Surplus 254,594 33,584

Accumulated Funds Carried Forward 1,378,000 1,123,406

Redevelopment Reserve 160,620 160,620

Revaluation Reserve Barrack & Goulburn St. 1(r), 5 971,089 971,089

Revaluation Reserve Haig St Lenah Valley 1(r), 5 - 264,000

Revaluation Reserve Main Road Moonah 1(r), 5 186,817 292,860

Share Price Increments 12,759 -

TOTAL EQUITY 2,709,285 2,811,975

The accompanying notes form part of these financial statements.

NOTES TO THE FINANCIAL STATEMENTSTHE HOBART CITY MISSION INC - FOR THE YEAR ENDED 30 JUNE 2013

1. SUMMARY OF ACCOUNTING POLICIES

a) Basis of Accounting

The Hobart City Mission Inc. is a body corporate incorporated under the Associations Incorporation Act 1964. In the event of the City Mission being wound up, the liability of members is determined by its constitution. The financial statements, comprising a statement by the officers, Statement of Comprehensive Income and Statement of Financial Position, are a special purpose financial report that has been prepared in accordance with the recognition and measurement elements of Australian Accounting Standards and the requirements of the Associations Incorporations Act 1964. The Directors have decided that these Statements are appropriate to meet the needs of members and grant accountability to donor organisations. The accounting policies based on accrual accounting principles, have been consistently applied and, except where there is a change in accounting policy, are consistent with those of the previous year.

b) Accounting Changes

(i) The basis of allocation of administration costs is a Management Expense Ratio (MER) charge on program income as follows:- 2013 2012

• Group Homes 22% 19.5%• All other activities 20% 17.5%


c) Revenue Recognition

Revenues are recognised at fair value of the consideration received net of the amount of goods and services tax (GST). Grant and donation income is recognised when the entity obtains control over the funds, which is generally at time of receipt. If conditions are attached to the grant that must be satisfied before the Association is eligible to receive the contribution, recognition of the grant as revenue will be deferred until those conditions are satisfied.

d) Interest Revenue

This represents the total income earned on specific purpose and other funds available to maximise returns. Internally this interest is apportioned to various programs and trust funds and is recognised in relevant grant acquittal statements as income, where appropriate. It is included in the individual programs operating income when allocated.

e) Sale of Non-Current Assets

The net profits/losses of non-current asset sales are included in the Statement of Comprehensive Income at the date control of the asset passes to the buyer. The gain or loss on disposal is calculated as the difference between the carrying amount of the asset at the time of disposal and the net proceeds on disposal.

f) Income Tax

The Mission is exempt from Income tax.

g) Goods and Services Tax

Revenues, expenses and assets are recognised net of any amount of goods and services tax (GST). Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from or payable to the Australian Taxation Office is included as a current asset or current liability in the Statement of Financial Position.

h) Cash

Cash is carried at the face value of the amount deposited. i) Inventories

Inventories are carried at the lower of cost or net realisable value, or in the case of donated goods, at a standard price reflective of a fair value for second-hand goods. The principle for setting standard prices is the best estimate for 50% of the expected sale price for the item.

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) THE HOBART CITY MISSION INC - FOR THE YEAR ENDED 30 JUNE 2013

page 42. page 43.

j) Payables

Liabilities are recognised for amounts to be paid in the future for goods or services received, whether or not billed to the organisation. Accounts payable are normally settled within 30 days. The carrying amount of accounts payable approximates net fair value.

k) Interest Bearing Liabilities

Loans are carried on the Statement of Financial Position at their principal amount.

l) Asset Acquisition

All assets acquired, representing property, plant and equipment are initially recorded at their cost of acquisition. Mission premises have been revalued to reflect market value and the revaluation details are clearly shown in the notes and in the Statement of Changes in Equity.

m) Depreciation

The components of major assets, that have materially different useful lives, are effectively accounted for as separate assets, and are separately depreciated.

All non-current assets have limited useful lives and are depreciated using the straight-line method over their estimated useful lives. Assets are depreciated from the date of acquisition or project completion. Depreciation rates and methods are reviewed annually for appropriateness. Plant and equipment purchases over $1,000 are capitalised, assets with a value of $1,000 or less are expensed. Buildings were capitalised at 2% until 30 June 2009. Subsequently, the Board determined that no depreciation would be applied to buildings.

The depreciation rates used for each class of asset are as follows:

2013 2012• Buildings 0% 0%• Furniture & Equipment 7%-25% 7%-25%• Computer Equipment 33% 33% • Motor Vehicles 15% 15%• Software Development 20% 20%

n) Leases

The Mission leases several properties from the Government and the private sectors, to run different programs. The tenants are charged a rental where appropriate and the charges are reviewed periodically.



o) Government and Other Grants

The tables below summarise the distribution of grant funding received in 2011/12 and 2012/13. Note that this table shows the Chaplaincy Grant which runs on a Calendar year and not financial year – therefore Hobart City Mission carried forward 50% of funds into the new financial year.


TASMANIAN GOVERNMENT

PROGRAM 2013 2012

Community Integration Program (Group Homes) 1,669,176 1,482,448

Community Access Program (Group Homes) 35,904 -

IFSS Partnership 366,101 360,089

CSP - Personal & Family Counselling 89,882 87,908

Premier's Grant - Hobart & Glenorchy Welfare 25,000 25,000

SAAP - Transitional Support Service 250,650 245,136

SAAP - Property Management 11,272 11,047

ISP Program 58,813 -

DPAC - Emergency Relief Hobart & Glenorchy 95,750 39,634

DHHS ERO Supplement 31,007 -

2,633,555 2,251,262

AUSTRALIAN GOVERNMENT

PROGRAM 2013 2012

DEEWR - Chaplaincy 20,000 31,023

Cmwlth - Emergency Relief Hobart & Glenorchy 250,802 250,802

Cmwlth - Emergency Relief Hobart & Glenorchy ERO Remuneration Supplement 4,582 -

275,384 281,825

OTHER GRANTING BODIES

PROGRAM 2013 2012

Vehicle Replacement 74,876 -

TOTAL GRANT FUNDING RECOGNISED 2,983,815 2,533,087

GRANTS CARRIED FORWARD AS A CURRENT LIABILITY

PROGRAM 2013 2012

Tasmanian Perpetual Trustees 40,171 -

Sunshine Association of Tasmania 2,500 -

Chaplaincy Grant 20,000 20,000

DPAC Emergency Relief - 56,116

Group Homes Motor Vehicle Replacement - 74,876

62,671 150,992

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page 44. page 45.




p) Group Homes

The State Government has provided separate funds to run the Community Integration Program, which are disclosed separately in note 1(o). Some items of equipment originally purchased out of grant monies some years ago have been expensed as the equipment is considered to belong to residents (this has not occurred in recent years). Residents pay for rental to the State Government for the properties leased to them as their residence and for other outgoings required for their day to day living. Group home funding has completed its transition from Grant funding to unit price funding. In addition to this Hobart City Mission now receives day support funding to assist client wellbeing and quality of life.

q) Trust Funds

Where a bequest or donation has been given for specified purposes, or where the Board of Management specifies a purpose for funds received by The Mission, the amount required for expenditure in future periods is carried as a liability shown in the Statement of Financial Position as Trust Funds.

r) Valuation of Non-Current Assets

i) Barrack Street

This property’s value has been determined by way of Directors’ valuation based on the current Valuer General’s estimation.

ii) Lenah Valley Centre

In June 2012 redevelopment of Haig Street commenced, converting the Church into group homes and construction of a new residence. The two lots were valued by an independent valuer in June 2013 and it is this value that is reflected in the Statement of Financial Position. Subsequent to the end of the financial year, this property is to be gifted to HCM Property Management Pty Ltd.

iii) 11-13 Main Road, Moonah

The carrying value of this property reflects an independent valuation obtained in 2009 and subsequent capital works. During 2013 the Mission submitted an application for building permit which, at year end, was still with council.

iv) Other Non-Current Assets These consist of motor vehicles, furniture and equipment and computer equipment and are maintained at cost values less depreciation allowances which are made in accordance with accounting policy in note 1(m).

s) Employee Entitlements

i) Annual Leave

The provision for employees’ entitlements to annual leave represents the amount the Mission has a present obligation to pay, resulting from employees’ services up to balance date. The provision is a current liability and has been calculated on current wage and salary rates, including provision for superannuation, workers’ compensation insurance and leave loading obligations.

ii) Long Service Leave

A liability for long service leave exists for all employees who have completed ten years of service, or who retire or resign (under specified circumstances) after seven years. The provision has been calculated in a conservative manner. The current liability provision consists of entitlements at current wage and salary rates plus superannuation and workers’ compensation for all staff who have reached ten years service. The non-current liability consists of a 100% allowance of entitlements at current wage and salary rates plus superannuation and workers’ compensation for all staff who have reached five years service, but not yet reached 10 years.

iii) Sick Leave

In 2013, the Board determined that a provision for sick leave was not necessary as there is no obligation for the Mission to payout sick leave balances. In 2012 the provision represented 30% of the total sick leave accrual held by group homes workers.

t) Comparatives

Where necessary, comparative information has been reclassified to achieve consistency in disclosure with current financial year amounts and other disclosures, unless otherwise stated.

2. CASH AT BANK

3. INVESTMENTS (CURRENT)

2013 2012

Bank Accounts 120,198 68,415

Cash Floats 2,630 2,580

TOTAL CASH $122,828 $70,995

2013 2012

Investments 576,721 1,204,073

TOTAL INVESTMENTS (CURRENT) 576,721 1,204,073

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page 46. page 47.


4. INVESTMENTS (NON-CURRENT)

5. PROPERTY, PLANT AND EQUIPMENT



2013 2012

Investments 70,000 -

TOTAL INVESTMENTS (NON-CURRENT) 70,000 -

BUILDINGS 2013 2012

Barrack & Goulburn St 318,911 318,911

Revaluation February 2009 971,089 971,089

1,290,000 1,290,000

Haig St Improvements at Cost 65,522 96,748

Revaluation February 2009 - 264,000

Haig St Development 1,026,478 -

1,092,000 360,748

11-13 Main Road, Moonah 550,696 550,696

Revaluation March 2009 186,817 292,860

Accumulated Depreciation (12,513) (12,513)

725,000 831,043

TOTAL BUILDINGS 3,107,000 2,481,791

FURNITURE AND EQIUIPMENT 2013 2012

At Cost 463,757 439,198


Total Furniture and Equipment 151,519 169,769

COMPUTER EQUIPMENT 2013 2012

At Cost 105,516 51,767

Accumulated Depreciation (19,651) -

TOTAL COMPUTER EQUIPMENT 85,865 51,767

MOTOR VEHICLES 2013 2012

Values at Cost 175,449 250,930


TOTAL MOTOR VEHICLES 76,107 20,236

CAPITAL WORKS IN PROGRESS 2013 2012

Work in Progress 119,105 -

TOTAL CAPITAL WORKS IN PROGRESS 119,105 -

TOTAL PROPERTY, PLANT AND EQUIPMENT 3,539,596 2,723,563

6. OTHER LIABILITIES

7. EMPLOYEE ENTITLEMENTS (CURRENT)

8. EMPLOYEE ENTITLEMENTS (NON-CURRENT)

2013 2012

DHHS Grant Repayment - 25,162

Trade Creditors 648,830 19,944

Wage Accrual 117,623 3,857

Superannuation Payable 21,758 21,573

Grants Unexpended 62,671 246,742

Mission Money Outstanding 14,975 13,520

Salary Deducted Commitments (637) 6,836

Sundry Accruals 3,414 143

FBT Salary Sacrifice 2,888 -

TOTAL OTHER LIABILITIES 871,522 337,777

LONG SERVICE LEAVE 2013 2012

Other Mission 89,957 85,938

Group Homes 31,449 40,149

121,406 126,087

ANNUAL LEAVE 2013 2012



200,037 187,426

SICK LEAVE 2013 2012

Group Homes - 19,947

- 19,947

TOTAL EMPLOYEE ENTITLEMENTS (CURRENT) 321,443 333,460

LONG SERVICE LEAVE 2013 2012



TOTAL EMPLOYEE ENTITLEMENTS (NON-CURRENT) 35,022 30,559

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page 48. page 49.


9. TRUST FUNDS

At present for managing purposes all the funds have been classified as current liabilities. However the majority of the capital component of the Kathleen Grace conditional bequest is expected to be progressively applied over a ten year program, having a balance of five years remaining as at 2013. Any unspent funds from the annual Xmas Appeal are held over for the next year’s Christmas.

10. MISSION OPERATIONS FROM OTHER PREMISES

The Mission Leases external premises for the Retail Opportunity Shop outlets, in the following locations:

• Warrane• Huonville• Goodwood• Sorell • Claremont• Kingston• Glenorchy

The Mission also operates Retail outlets from its own property being:

• Moonah – both Retail and Furniture warehouse• Barrack Street • Partridge Nest



TRUST FUNDS Bequest Condition or

Allocation

Opening Balance

2013 Additional Bequests/ Donations

2013 Draw Down

2013 Notational

Interest

Closing Balance

2013

Bonds & Savings 15,569 - 6,849 - 8,720

Childrens’ Camp 1,963 - 1,963 - -

Kathleen Grace Bequest ER 50% & IFSS 50% 307,515 - 57,600 14,656 264,571

Xmas Appeal Operational - 25,778 - - 25,778

Winter Appeal ER 39,705 - 39,705 - -

Grace Dixon Bequest 22,713 - 22,713 - -

Lesley Johnson Bequest 12,162 - 12,162 - -

Peter Boel Wiseman Bequest 27,768 - 27,768 - -

Grote Reber Foundation Gift 116 - 116 - -

TOTAL 427,511 25,778 168,876 14,656 299,069

11. RELATED PARTY TRANSACTIONS

During the course of the financial year the Hobart City Mission secured, on a commercial basis, services of organisations in which Members of the Board have a relationship. In all such cases the HCM Boards Conflict of Interest Policy was strictly adhered to and where appropriate members declined to participate in Board discussion and decision making. The related party relationships for which costs were incurred by the Mission declared were:

• Barry Neilsen, Pitt and Sherry, Consulting Engineers with respect to Essential Building Maintenance and Building Surveying.

• Gil Sawford, Wise Lord and Ferguson, Accounting and Taxation Consultants with respect to provision of Audit Services and Taxation advice.

• Damian Egan, Partner of Murdoch Clarke, Barristers and Solicitors and Director of Murdoch Clarke Mortgage Fund, provision of legal advice with respect to Estates and Bequests; and investment of funds in the Murdoch Clarke Mortgage Fund.

12. SUBSEQUENT EVENTS

The Hobart City Mission has set up the HCM Property Management Trust in which to operate the Haig St Development, per the funding agreement that is in place with the Crown. The Trust will be finalised in the 2014 financial year at which time the Haig St property will be gifted to the Trust.

Prior to year end, Hobart City Mission entered into a contract to purchase a property in Stoke St, conditional on the Mission obtaining grant funding. Notice of funding approval was received subsequent to year end and the funding is expected to be received in the 2014 financial year. This property and the corresponding mortgage will sit in the HCM Property Management Trust.

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page 50. page 51.


HOW CAN YOU HELP?

There are so many ways that you can help the Hobart City Mission To help the community:

Donations of any kind are always welcome

Become a Mission Mate and regularly donate

Get your organisation involved in Workplace Giving

Consider a bequest in your will

Volunteer your time and use your skills and experience to help others

Attend our fund raising events

Develop a Corporate Partnership with the Mission

Become a Member of the Mission

We look forward to working with you to make a positive difference in our community.

Hobart City Mission would like to thank TADPAC Print for kindly donating their services in printing our 2013 Annual Report.

THE HOBART CITY MISSON50 Barrack Street, Hobart TAS 7000P: 03 6215 4200, F: 03 6231 0514E: [email protected]: www.hobartcitymission.org.au

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Hobart City Mission Annual Report 2013

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