THE MISSION NOW BEGINS ITSSECOND CENTURY OF SERVICE
2005
page 00-01
LOOKING AHEAD – THE
MISSION’S PROGRAMMES WILL CONTINUE TO EVOLVE AND DEVELOP
IN TUNE WITH THE NEEDS OF THOSE WHO STRUGGLE TO COPE IN THE
COMMUNITY. THE MISSION WILL CONTINUE TO SERVE THE PEOPLE OF
THE WELLINGTON REGION WITH care and compassion
We ve been helping people move on
for the last years.
annual review 2004 .: 2005
> THE MISSION BEGAN WORKING FOR THE PEOPLE OF WELLINGTON IN 1904, WHEN IT WAS PART OF
ST PETERS CHURCH > IN 1929 AN ACT OF PARLIAMENT ESTABLISHED THE MISSION AS A SEPARATE ENTITY
> THE MISSION IS A CHARITABLE TRUST AFFILIATED TO THE ANGLICAN CHURCH > MISSION SERVICES
ARE AVAILABLE TO EVERYONE NEEDING HELP, REGARDLESS OF RELIGIOUS BELIEF OR BACKGROUND.
page
annual review 2004 .: 2005
02-03
THE CITATION WAS PRESENTED BY
THE RT REVEREND THOMAS BROWN - BISHOP OF WELLINGTON
> IN NOVEMBER, THE MISSION’S CENTENNIAL
CELEBRATIONS CULMINATED WITH A SPECIAL
THANKSGIVING AND EVENSONG SERVICE AT
WELLINGTON CATHEDRAL. A HIGHLIGHT OF THE
SERVICE WAS THE PRESENTATION OF A SPECIAL
‘BISHOP’S CITATION’ IN RECOGNITION OF THE
MISSION’S 100 YEARS OF COMMUNITY SERVICE.
November 2004
Anglican Diocese of Wellington
The Bishop’s Citation for Community Service
In appreciative recognition of the service given to the communityby
WELLINGTON CITY MISSION
The Rt Reverend Thomas BrownBishop of Wellington
In acknowledgement of 100 years of transforming lives, we award to the Wellington City Mission in the Diocese of Wellington this Citation for Community Service.
The City Mission has consistently shown itself to be at the forefront of service to the community of Wellington and the surrounding cities, from its beginnings in 1904.
Its work, with for instance young people, the homeless and the elderly has been of the highest standard. It has initiated numerous successful ventures designed to meet specific needs at different times in our community’s life, whether that has been budgeting advice, the production of quality low-cost meals, specialist schooling, or skill training for jobs.
Successive City Missioners together with the current City Missioner, Canon Des Britten and the Chief Executive David Nelson, along with past and present Trustees and staff, are acknowledge for having provided the foresight and energy that are marks of servant leadership.
The City Mission has become part of the fabric of human care in Wellington, its name is trusted, its work admired and for that we thank them.
This citation is awarded in the knowledge that its various divisions can be acknowledge in a similar way in the future, if and when that is appropriate.
I AM PLEASED TO REPORT A VERY SUCCESSFUL
CENTENNIAL YEAR IN 2004 AND CONTINUED
DEVELOPMENT OF THE MISSION’S PROGRAMMES
FOR PEOPLE WITH HEALTH, DISABILITY, FINANCIAL,
PERSONAL RELATIONSHIP, BEHAVIOURAL,
UNEMPLOYMENT AND OTHER ISSUES.
The Mission now begins its second 100 years of service to
people in the Wellington region with undiminished vigour. We
shall continue to adapt our work to meet the changing needs
in our society.
Each day the Mission’s social workers, counsellors, nurses,
educators and other support staff work with hundreds of people,
of all ages, to achieve outcomes such as:
.: recovery of self-esteem and confidence
.: financial independence
.: attainment of NZCEA and NZQA unit standards
.: successful transition from school to work , or tertiary training
.: giving up the dole and re-entering the paid work-force
.: overcoming loneliness and social isolation
.: better parenting and home management
.: improved health and well-being.
CHAIRMAN’S report
trust board chairman
David Hopkins (UNTIL DEC 2004)
Warren Allen (FROM DEC 2004)
deputy chairman
Sid Narraway
trustees
Bishop Thomas Brown
Barbara Burton
Jennifer Button
Graham Lovelock
Barrie Saunders
Hon Rob Talbot
Christine Thompson
ceo
David Nelson
city missioner
Fr Des Britten
secretary
Alan White
page
The Mission aims to help those who are most disadvantaged
or at risk, through unique and carefully designed
programmes that respond to the ‘gaps’ in social service
provision in our region.
In the past year, occupancy at Kemp Home & Hospital,
an 81-bed facility, has remained high, at or above 90%,
reflecting the high quality of care available to our patients.
However, because of Government’s continued under-
funding of aged residential care, keeping the standards of
care high has only been possible through the dedication of
nursing staff and deferral of maintenance and equipment
replacement (these things can no longer be deferred).
Over the past ten years Government funding of hospital level
care has increased by less than half the rate of inflation, yet
patients are now arriving at a later stage of life with increased
and more costly health and disability care needs. Kemp
Home and Hospital has managed to survive by repeatedly
restructuring and undertaking drives to reduce costs and
maximise efficiency. But now there is nothing left to trim.
The Government has to wake up to reality and resolve
the under-funding issue – an increase of at least 10%
is required.
The Government is very keen to see the elderly being
supported in the community and in their own homes. The
Mission favours this also, but with the rapidly increasing
elderly population of New Zealand, it is obvious that
residential care facilities need to be supported and
encouraged to continue their services. At present the
opposite is the case, because present levels of funding
are inadequate and are therefore a disincentive for care
providers to stay in, or invest in this type of health care.
In 2005 the Mission has employed additional staff to allow
the Mission for Seniors service for elderly people in the
community who have health, disability and socialisation
needs to be extended into the Porirua and Hutt Valley areas.
It is also intended to extend the very successful Mission for
Families service into the Hutt Valley, to serve the needs of
at-risk young families in that area.
I wish to sincerely thank everyone who has supported
the Mission’s work through donations, sponsorship,
grants, discounts, and bequests. These contributions
are extremely important and greatly appreciated as they
enable the continuation of the Mission’s work. I also thank
CEO, David Nelson, City Missioner, Fr Des Britten, staff
members, volunteers, and my fellow trustees, all of whom
are dedicated and committed to the work of the Mission. I
also wish to pay tribute to David Hopkins who resigned as
Trust Board Chairman when required to move to Europe to
undertake important earthquake engineering work there.
David made a significant contribution to the governance of
the Mission over many years.
WARREN ALLEN | CHAIRMAN
04-05
THE MISSION IS A KEY PROVIDER OF SOCIAL
SERVICES WITHIN THE WELLINGTON REGION,
CARING FOR PEOPLE RIGHT ACROSS THE AGE
SPECTRUM. STAFF ARE HELPING YOUNG FAMILIES
WITH NEW BABIES AND CLIENTS IN EVERY AGE
GROUP UP TO ELDERLY FOLK IN THEIR NINETIES.
Our programmes are designed to meet needs that are not being addressed or adequately met by other social service providers. They aim to help those most in need or at risk. Despite an improving overall New Zealand economy, there are still many people at the lower end of our society who have not seen a significant improvement in their circumstances. The gap between rich and poor is escalating. Although fewer people are out of work, the Mission is facing increased demand for help, as the population ages, as families continue to fragment and as young people face increased pressures of a rapid technological and social change.
Our work has been organised into five main programmes and, within each of these, we employ appropriately qualified and experienced staff. We employ specialist professionals, rather
CEOs review
than generalist or unqualified staff, so that we can achieve highest quality service delivery and the best possible outcomes for clients. For example, in Mission for Youth we employ teachers and social workers who are qualified and experienced to deal with the problems of at-risk youth, in Mission for Families we employ social workers who themselves have raised families and are competent to provide practical parenting and home management assistance to seriously at-risk families, and in Mission for Seniors we employ nurses and social workers who are qualified to assess health, disability and socialisation needs of elderly people, provide care or support and advocate for access to appropriate care services.
At 31 March this year, the Mission and its subsidiary operations had 124 full-time, part-time and casual employees on its payroll. These numbers translate to 97 employees on a full-time equivalent basis. Total expenditure in 2004-05 was $6.378 million. During the year the Mission worked intensively with 463 clients in the community and 120 patients in residential care, gave out 2,523 food parcels, provided over 10,000 meals in its Drop-in Centre and distributed 324,000 Ezee Meals nation-wide. So, by any measure, the Mission is a substantial social service provider.
Being a voluntary service provider, working in the charitable or not-for-profit sector, has its challenges. These mainly centre around the problem of funding. The outcomes we are able to achieve with clients have the effect of saving hundreds of thousands of taxpayer dollars. When we can get a client into paid employment after years on the dole there is an immediate direct saving of around $10,000 per annum and the person starts to contribute to society again through paying tax and being able to purchase more goods and services. When we are able to turn a young person away from drugs or criminal or anti-social behaviour and, through educational achievement get them on the road to a worthwhile career, we are reducing the demand for policing and time in the court. Our young person will not end up in long-term welfare dependency and a drain on health services. Every time we break the cycle of dependency through budgeting and money management help, or show an
page
at-risk family how to cope and how to raise happy, healthy kids who achieve, we not only transform the health and wellbeing of the family, we also contribute to the health and wellbeing of the community.
This type of work costs a lot of money, because behavioural changes that are a pre-requisite to positive lifestyle changes require multi-disciplinary professional support and guidance of clients over many months. Much of this has to take place in the home and one-to-one. Short-term interventions, or short-course attendances rarely work, because underlying issues are not adequately addressed or overcome by ‘quick-fix’ solutions.
Unfortunately, Government agencies are not recognising that the Mission’s work requires significant support - only 22% of the direct costs (excluding administrative overheads and fund-raising costs) of running the Mission’s programmes are funded by Government agencies. Approaches for more funding tend to be met with encouragement and sympathy, but no more money. Government agencies appear unable to fund social services that do not fit within their current policy framework and they seem to have great difficulty coordinating with each other to deal with an agency or programme that is dealing with a complex spectrum of needs, including education, health, social welfare, employment and crime. If an agency can provide some funding it is usually only for a section of our work and comes with onerous contractual conditions.
The Mission will not accept more that 49% of the revenue required for a community service programme from a single funder, because, in the interests of our clients, we need to maintain control over programme design and delivery. We have seen too many policy or funding switches in the past to be prepared to rely on one key source of funding over time. This is true of the charitable trusts as well as Government agencies, so we will continue to rely mainly on our own fundraising efforts and the generosity of the general public and business community to majority-fund our community services.
Government funding of aged residential care has been and still is well short of what is needed. Because of the higher-
level health and disability care needs of patients, now being admitted later in life and with more complex conditions, our costs have been increasing at a faster rate than the CPI inflation index. However, care contract prices have increased by less than half the CPI movement over the last ten years. Despite receiving independent professional advice supporting significant increases to contract prices, the Government and its health bureaucracy has seen fit to continue to offer providers prices that do not cover the expenditure required to maintain and sustain good quality medical and nursing care. As a result, many providers have had to sell up or close down. At Kemp we have maintained care standards, but we have had to reduce staffing numbers, delay needed maintenance and defer plant and equipment replacement. We have reached the point when there is nothing more we can do to trim costs. Our nurses do not receive pay rates that match those recently negotiated for nearest-equivalent public hospital nurses. This is unfair and under-values our nurses, but the situation cannot be resolved as long as Government funding remains at ridiculously low levels. There is an urgent need for a major overhaul of Government funding and substantial increases for both rest home and hospital care. Unless this eventuates there is a very real risk that we will not be able to maintain present high standards of care.
We believe it is important to be accountable to our various stakeholders, able to demonstrate that our resources are used effectively and efficiently and show that the hundreds of clients registered with the Mission at any one time are benefiting from their involvement with us. The outcomes we seek for clients mostly result from behavioural change, or better health or disability care. This Annual Review illustrates how we are achieving our purpose as an organisation.
I wish to express appreciation for the guidance I have received from trustees and for the support and efforts of the City Missioner, the management team and all staff.
DAVID NELSON | CHIEF EXECUTIVE OFFICER
06-07
page 08-09
FATHER DES BRITTEN | CITY MISSIONER
> It is a great PRIVILEGE to be
part of an organisation that actively
practices the principles of Christian
care and compassion. I am proud
to support the work of our Mission
employees, as each day they strive to
create a BETTER LIFE for our clients.
> Working with at risk
teenagers and helping them
towards tertiary education or
a job is EXTREMELY rewarding.
page
mission FOR YOUTHEDWARD ANAND (SOCIAL WORKER) HELPS THE KIDS AT THE MISSION’S SCHOOL GET
ONTO THE RIGHT TRACK – MOVING ALONG TO A BETTER FUTURE. HE IS A ‘STEADY
ROCK’ ON WHICH THEY CAN RELY UPON FOR SUPPORT.
THE HEARTFELT LETTERS OF THANKS FROM MANY OF THE PARENTS AND
STUDENTS ALONG WITH THE GROWING NUMBER OF FORMER STUDENTS WHO
COME BACK TO TELL OF THEIR PROGRESS SPEAKS VOLUMES FOR THE SUCCESS
OF THE PROGRAMME.
AT TIMES WORKING WITH THE STUDENTS CAN BE VERY FRUSTRATING, BECAUSE
THEY HAVE OFTEN BEEN INFLUENCED BY VERY POOR ROLE MODELS. BUT AT OTHER
TIMES, WHEN TROUBLED TEENAGERS ARE ABLE TO REBUILD THEIR LIVES AND
CONFIDENCE AND ACHIEVE SOME SUCCESS, IT CAN BE EXTREMELY REWARDING.
10-11
mission FOR
>
AN ALTERNATIVE EDUCATION SCHOOL
A MULTI-FACETED SERVICE THAT ACHIEVES THREE KEY
OBJECTIVES FOR AT-RISK YOUTH:
.: Firstly, through counselling, personal support, advocacy and mentoring, at-risk youth are assisted to confront and deal with the serious personal issues that are messing up their lives and preventing them from functioning effectively in mainstream education and society.
.: Secondly, through the use of innovative educational, recreational and life skills programmes, at-risk youth are assisted to learn – in an academic sense and in a social sense.
.: Thirdly, at-risk youth are helped to build on their achievements, attain a better quality of life, and move on to tertiary education, or into paid employment. (Occasionally students move back into mainstream secondary education.)
YOUTH
> Outcomes Included:
.: ATTENDING EACH DAY AND ON TIME
.: ANGER/BULLYING/VICTIM BEHAVIOUR ADDRESSED
.: GENERAL BEHAVIOUR IMPROVEMENT
.: ALCOHOL OR DRUG USE ADDRESSED AND MANAGED
.: POSITIVE PARTICIPATION IN GROUP ACTIVITIES
.: IMPROVED SOCIAL SKILLS
.: INCREASED INVOLVEMENT WITH FAMILY
.: ACHIEVED EDUCATIONAL UNIT STANDARDS
.: ESTABLISHED PERSONAL DEVELOPMENT GOALS
.: DETERMINED CAREER GOALS
.: ENTERED FULL-TIME TERTIARY TRAINING
.: OBTAINED FULL-TIME PAID WORK.
page 12-13
programme modules> Individual needs assessment
> Case planning
> Case management
> Social development – Personal support and life skills education
> Counselling (individual, group, family)
> Alternative education (NZCEA, NZQA Unit Stds, computer skills)
> Transition assistance – School to tertiary training or paid employment.
students
attended the Mission school
in 2004-2005.
> It’s so great knowing that our support
is making a difference to the
QUALITY OF LIFE of many families. It makes
me feel really good when our clients move
on to a safer, happier life.
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mission FOR FAMILIESIN THE FOUR YEARS THAT CAROLYN DOWNER (SENIOR FAMILY SUPPORT WORKER)
HAS BEEN WITH THE MISSION, CHILDREN HAVE HANDMADE HER THANK-YOU
CARDS, SEVERAL MOTHERS HAVE MOVED ON FROM DESPERATE CIRCUMSTANCES
TO COMPLETE TERTIARY QUALIFICATIONS AND SHE HAS EVEN HAD A BABY NAMED
AFTER HER.
ONE OF CAROLYN’S MANY SUCCESS STORIES WAS A YOUNG, SINGLE REFUGEE
MOTHER WHOM SHE HELPED THROUGH THE TRAUMA OF LEARNING HOW TO LIVE
IN A STRANGE NEW COUNTRY AND THEN ENCOURAGED TO GAIN A QUALIFICATION
THAT ENABLED HER TO FIND EMPLOYMENT AS A NURSE. ANOTHER WHO TOUCHED
HER HEART WAS A YOUNG MOTHER WITH BABIES WHO HAD NOT LONG ARRIVED
FROM A THIRD WORLD COUNTRY WHEN SHE WAS ABANDONED BY HER HUSBAND.
CAROLYN DID MUCH TO HELP, BUT EVENTUALLY SHE HAD TO LEAVE NEW ZEALAND
AND RETURN TO HER EXTENDED FAMILY. “ALL HER HOPES OF A BETTER LIFE HERE
WERE DASHED AND I STILL THINK OF HER OFTEN.”
14-15
mission FOR
>
A MULTI-FACETED PROGRAMME THAT ACHIEVES TWO KEY
OBJECTIVES FOR FAMILIES IN TROUBLE:
.: Firstly, initial relief can be provided in the form of food, clothing, bedding, and finding somewhere suitable to live.
.: Secondly, through an appropriate mix of mentoring, advocacy, counselling and education, the family can be helped out of trouble and risk and on to independent, safe living and a better quality of life.
> Social worker support – In-home mentoring, support and advocacy
> Drop-in Centre – Friendly refuge and meals
> Parenting education – Individually or in workshops.
emergency food parcels
were given to families.
families
were assisted in 2004-05,
with 806 home visits.
> Even small steps towards
overcoming dependency issues
can help a person move on. Those
changes aren’t always dramatic, but
they are invariably POSITIVE.
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mission FOR INDEPENDENCEROBERT ANTONIO (PROGRAMME COORDINATOR) HELPS CLIENTS ACHIEVE
INDEPENDENCE IN THEIR LIVES. ONE OF HIS CLIENTS IS KAYE, A MOTHER WITH
DEPENDENT CHILDREN, WHO RELIES ON AN INVALID’S BENEFIT. HE HAS BEEN
HELPING KAYE MANAGE HER MONEY FOR SOME TIME, BUT RECENTLY WAS ABLE
TO ENCOURAGE HER TO PARTICIPATE IN SOME OF THE MISSION’S MOTIVATIONAL,
PARENTING AND LIFE-SKILLS SEMINARS. KAYE REALLY ENJOYED THEM AND
GAINED A LOT MORE SELF-ASSURANCE. SHE IS NOW AN ACTIVE VOLUNTEER AT THE
MISSION’S DROP-IN CENTRE.
“THE BREAKTHROUGHS OFTEN COME WHEN CLIENTS CAN BE ENCOURAGED TO
DECIDE THEY NEED TO MAKE CHANGES TO THEIR LIVES, TO HAVE THE CONFIDENCE
TO DO SOMETHING REALLY POSITIVE TO HELP THEMSELVES. WHEN THAT
HAPPENS WE CAN MAKE GREAT PROGRESS.”
18-19
mission FOR
>
A MULTI-FACETED SERVICE DESIGNED TO ACHIEVE FOUR KEY
OBJECTIVES FOR WELFARE DEPENDENT CLIENTS:
.: Firstly, clients will learn to confront the reasons for their dependency and the steps they need to take to deal with any inappropriate spending and their consequent dependence on financial and other handouts to survive. They will undertake to make changes in their lives that will assist their personal development and enable them to regain control of their lifestyles and finances.
.: Secondly, they will be assisted to deal with any serious personal issues that are preventing them from functioning independently of hand-outs and emergency relief.
.: Thirdly, they will be assisted to budget, to manage their spending and to live within their financial means so that, over time, they will build up a ‘track record’ of successful money management, which can then be used to demonstrate to banks and other financial agencies that they can be relied on to responsibly operate an account.
INDEPENDENCE
.: Fourthly, during the counselling/educational phase of the programme clients will be given food parcels, clothing and assistance with finding appropriate accommodation – as needed. They will also be able to make use of the Drop-in Centre.
> Outcomes Included:
.: BUDGETING AND MANAGING FINANCES INDEPENDENTLY
.: FOUND EMPLOYMENT
.: NO LONGER RELIANT ON FOOD PARCELS
.: ACHIEVED SPECIFIC PERSONAL GOALS
.: OBTAINED IMPROVED HOUSING
.: LESS RELIANCE ON INCOME SUPPORT
.: HEALTH NEEDS ADDRESSED
.: ENTERED TERTIARY TRAINING.
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programme modules> Needs assessment, case planning, counselling,
case management
> Personal support advocacy
> Motivational workshops, life-skills training
> Emergency food parcels, clothing, bedding, etc
> Use of Drop-in Centre
> Money management assistance
> Budget education and advice
> Referral to Mission for Work or Mission for Families.
food parcels were given
to individuals.
people obtained regular
budget advice or money
management assistance.
20-21
people attended workshops
in 2004-05 and there were
535 individual support or
counselling sessions.
> Seeing a person with their
self esteem restored and
living an INDEPENDENT life with
full-time work is the ultimate
in job satisfaction.
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mission FOR WORK“EACH PERSON IS UNIQUE AND REQUIRES A PERSONAL PLAN TO RETURN THEM TO
FULL TIME WORK”, SAYS ANTHONY CARTER (EMPLOYMENT SUPPORT OFFICER), WHO
JOINED THE MISSION A YEAR AGO AFTER A CAREER IN SALES, FINANCIAL SERVICES
AND AS A CASE WORKER WITH DSD – WORK AND INCOME.
ALTHOUGH FRED HAD SOME CARPENTRY SKILLS, HE HAD BEEN OUT OF WORK FOR
EIGHT YEARS BEFORE BEING REFERRED TO THE MISSION’S WORK PROGRAMME. HIS
MOTIVATION AND CONFIDENCE WERE AT VERY LOW EBB, BUT AFTER FIVE MONTHS
OF ENCOURAGEMENT AND SUPPORT, AND THE CHANCE TO REGAIN HIS INTEREST IN
WOODWORKING, HE WAS READY TO TAKE ON THE WORLD AGAIN. FRED WAS COACHED
IN HOW TO FIND EMPLOYMENT OPPORTUNITIES AND HOW TO PRESENT FOR JOB
INTERVIEWS. HE NOW HAS FULL-TIME EMPLOYMENT WITH A CONSTRUCTION FIRM.
ANTHONY STILL KEEPS IN TOUCH WITH FRED, AS A FOLLOW-UP TO THE PROGRAMME.
“I’M CONFIDENT HE WILL BE ALRIGHT NOW. HE IS HAPPY WITH HIS JOB AND VERY
PLEASED TO BE EARNING HIS OWN MONEY.”
22-23
mission FOR
>
A MULTI-FACETED SERVICE THAT ACHIEVES FOUR KEY
OUTCOMES FOR LONG-TERM UNEMPLOYED CLIENTS:
.: Firstly, through attendance at motivational workshops, clients learn to confront the reasons for their unemployment and how to take steps to overcome the ‘barriers’ to their re-employment. They undertake to make changes in their lives that will assist their personal development and employability.
.: Secondly, through counselling, personal support, and life-skills training, they are assisted to deal with serious personal issues that are preventing them from finding work and functioning effectively in mainstream society.
.: Thirdly, they build up a ‘track record’ of successful work experience in the Mission’s Work-skills Centre, which can then be used to demonstrate to employers that they can be relied upon to attend work punctually and consistently, will make every effort to work cooperatively with their workmates, and will perform their assigned tasks to a good standard of achievement.
.: Fourthly, clients are helped to build on their achievements at the Centre, move on to tertiary education/training, or paid employment, and attain a better quality of life.
WORK
> Outcomes Included:
.: ATTENDING EACH DAY AND ON TIME
.: STABLE ACCOMMODATION ESTABLISHED
.: BARRIERS TO WORK ADDRESSED
.: WORK-READY ATTITUDE ACHIEVED
.: LEARNED JOB-FINDING, CV PREPARATION AND
INTERVIEW SKILLS
.: EFFECTIVE CONTRIBUTION IN THE WORKSHOP
.: WORKING WELL AS A GROUP MEMBER
.: ESTABLISHED PERSONAL DEVELOPMENT GOALS
.: DETERMINED CAREER GOALS
.: ENTERED FULL-TIME TERTIARY TRAINING
.: OBTAINED FULL-TIME PAID WORK.
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programme modules> Needs assessment
> Motivation workshops
> Counselling, personal support and advocacy
> Life-skills training
> Employment assessments, supported employment
> Workskills training (furniture restoration/wood products workshop)
> Budget advice
> Money management assistance.
Unemployed
people participated in the
2004-2005 programme.
These people had been out
of work from two to ten years.
24-25
> I love working with the
elderly. Helping them retain
their self respect
and independence is a very
REWARDING vocation.
page
FOR SENIORSONE OF ANNETTE’S CLIENTS, DEL, WAS LIVING ALONE IN A CITY APARTMENT AND WAS
STRUGGLING TO COPE. FOR A TIME, ANNETTE THOMAS (SENIOR SUPPORT WORKER)
WAS ABLE TO VISIT REGULARLY AND PROVIDE MUCH APPRECIATED FRIENDSHIP
AND SUPPORT. THEN FOR SAFETY REASONS, ANNETTE NEEDED TO SUGGEST
THAT DEL MOVE INTO A REST HOME. THIS WAS OBVIOUSLY A HUGE DECISION
AND A MAJOR UPHEAVAL FOR HER, BUT WITH ANNETTE’S HELP SHE MADE THE
TRANSITION AND IS VERY HAPPY IN HER NEW ENVIRONMENT.
“BUILDING UP TRUST, DISPELLING LONELINESS AND ENSURING OUR CLIENTS ARE
SAFE AND WORRY-FREE IS OUR NUMBER ONE OBJECTIVE.”
mission
26-27
mission FOR SENIORS
>
SENIORS SUPPORT SERVICE
A HOME VISITING, SUPPORT AND ADVOCACY SERVICE FOR
ELDERLY PEOPLE LIVING AT HOME WHO HAVE HEALTH AND
DISABILITY AND/OR SOCIAL ISOLATION ISSUES.
programme modules
.: A home-visiting service to regularly check on socialisation, health or disability problems of seniors and to provide friendly support.
.: Advocacy to facilitate income support, health care, and other social services.
.: Support for caregivers.
.: Hospital visiting.
.: Regular social gatherings, for clients to attend if they wish, at a local parish centre.
> Outcomes Included:
.: PERSONAL AND HOME ALARMS INSTALLED
.: IMPROVED INCOME SUPPORT
.: BETTER HEALTH OR DISABILITY CARE
.: LONELINESS AND DEPRESSION ALLEVIATED
.: PERSONAL FINANCES UNDER PROPER MANAGEMENT
.: SOCIAL OUTINGS ARRANGED
.: ATTENDANCE AT RECREATION GROUPS
.: HEALTH CHECKS IN PLACE
.: HOME MAINTENANCE ARRANGED
.: ASSISTANCE WITH SHOPPING AND MEAL
PLANNING PROVIDED
.: CAREGIVER AND FAMILY MEMBER SUPPORT IMPROVED. seniors were
supported in 2004-05.
home and
hospital visits and 34
recreation groups were run.
page 28-29
>
KEMP HOME AND HOSPITAL
AN 81-BED FACILITY AT TITAHI BAY, LICENSED TO PROVIDE
MEDICAL AND GERIATRIC CARE FOR REST HOME, HOSPITAL,
INTERMITTENT AND AD HOC RESPITE PATIENTS.
Kemp Home & Hospital is a special place to live because:
.: Our nursing care teams have special training to meet the needs of the elderly people in their professional care.
.: Kemp has achieved Health & Disability Standards certification by the Ministry of Health.
.: We have formed a partnership with ACC to ensure Kemp is a safe place to live and work.
.: Our Occupational Therapist ensures residents have access to excellent equipment and special assistance to enable them to be as comfortable and independent as possible.
.: Our Physiotherapist is very experienced in neurological conditions and the special needs of older people.
.: Our recreation programme runs seven days per week with at least three activities to choose from each weekday.
.: We provide beautiful home cooked meals which also meet special dietary requirements.
.: Our masseuse provides massages that provide relief and relaxation.
.: Our hairdresser has a salon on site and creates beautiful styles, sets and perms.
.: We have a lovely chapel, with regular church services. It is always open for residents to spend some quiet time.
.: A social club for our Pacific Island residents is run weekly enabling them to maintain their cultural links.
patients
(53 rest home and 67
hospital) received high
quality medical and
nursing care in 2004-05.
average
occupancy, and total
revenue was $2.970
million (excluding GST).
> When I told him we were
going to a ball in Wellington
to celebrate he didn’t believe me.
EVERYONE wanted to dance with
Mr Asquith. We had a wonderful night.
page
homekemp AND HOSPITALNICOLA EDWARDS (OCCUPATIONAL THERAPIST) MET MR ASQUITH WHEN HE CAME
TO KEMP HOME AND HOSPITAL ABOUT TEN YEARS AGO. “HE WAS IN TERRIBLE PAIN
AND TOLD ME THAT HE FELT LIKE DYING.” TALKING WITH HIM I DISCOVERED THAT
HE LOVED TO DANCE. IN FACT, HE USED TO GO BALLROOM DANCING AND DREAMED
OF DANCING AGAIN. SO, EACH DAY WE WORKED TOGETHER ON GETTING HIM MOVING
– FIRST IN BED, AFTER THAT STANDING AND FINALLY WALKING. EVENTUALLY,
AFTER SOME VERY DIFFICULT TIMES, MR ASQUITH WAS ON HIS FEET AGAIN.
WHEN I TOLD HIM WE WERE GOING TO A BALL IN WELLINGTON TO CELEBRATE,
HE DIDN’T BELIEVE ME. A LOCAL MENSWEAR SHOP ORGANISED A TUXEDO AS A
SURPRISE. EVERYONE WANTED TO DANCE WITH MR ASQUITH THAT EVENING AND IT
WAS A WONDERFUL NIGHT ... THERE’S A DANCE PLANNED AT KEMP IN JULY AND I
Energy 367kj Protein 7.1g Fat Total 3.5g Saturated1.0gCarbohydrate 6.4g Sugars1.7g Sodium 210mg
NET WEIGHT 400g. PACKED ON. 02/06/05
INSTRUCTIONS: Keep frozen below -18oc until ready to use. Do not refreeze. Remove foil after heating.IN THE OVEN: Place in oven, heat at 180oc, 400g meal approx 30min, 300g meal approx 25min. Serve hot.
IN THE MICROWAVE: Heat on high, 400g meal approx 7min, 300g meal approx 6min. Serve hot.NOTE: Ovens vary, so heating times are a guide only and may need adjustment.
INSTRUCTIONS: Keep frozen below -18oc. Do not refreeze. Remove foil after heating.IN THE OVEN: Place in oven, heat at 180oc, approx 25min. Serve hot.IN THE MICROWAVE: Heat on med 3-4 min, stand 2min, Serve hot.
If boil-over occurs turn out and heat in serving dish.NOTE: Ovens vary, so heating times are a guide only.
COLD DESSERTS: Just thaw and eat.
Kura Street, Titahi Bay.
HOME STYLE COOKING JUST HEAT AND EAT
CURRIED SAUSAGESINGREDIENTS:
Sausage, Mild Curry Mix, Rice, Seasonings.Nutritional Guide Per 100g: Energy 367kj Protein 7.1g Fat Total 3.5g
INSTRUCTIONS: Keep frozen below -18oc. Do not refreeze. Remove foil after heating.IN THE OVEN: Place in oven, heat at 180oc, approx 25min. Serve hot.IN THE MICROWAVE: Heat on med 3-4 min, stand 2min, Serve hot.
If boil-over occurs turn out and heat in serving dish.NOTE: Ovens vary, so heating times are a guide only.
Energy 367kj Protein 7.1g Fat Total 3.5g Saturated1.0gCarbohydrate 6.4g Sugars1.7g Sodium 210mg
NET WEIGHT 400g. PACKED ON. 02/06/05
INSTRUCTIONS: Keep frozen below -18oc until ready to use. Do not refreeze. Remove foil after heating.IN THE OVEN: Place in oven, heat at 180oc, 400g meal approx 30min, 300g meal approx 25min. Serve hot.
IN THE MICROWAVE: Heat on high, 400g meal approx 7min, 300g meal approx 6min. Serve hot.NOTE: Ovens vary, so heating times are a guide only and may need adjustment.
Kura Street, Titahi Bay.
>
THE EZEE MEAL PROGRAMME
MISSION FOODS LTD PRODUCES AND SELLS A RANGE
OF HEAT N EAT MEALS. CONSUMERS ARE MAINLY OLDER
PEOPLE, BUT ANYONE CAN BUY THEM VIA 60 LOCAL
DISTRIBUTORS – USUALLY LOCAL CHURCHES OR
COMMUNITY CENTRES – FROM KAITAIA TO WAIMATE.
324,000 Ezee Meals were sold in 2004-05 – 222,000 main meals, 58,000 light meals and 44,000 desserts. Total revenue was $1.322 million (excluding GST).
Each meal sold provides a small contribution towards the social services provided by the local distributor. Operating surpluses are used to help fund the Mission’s community services.
The range of meals offered now includes four snack varieties, four ‘all day breakfast’ options and has two low-sugar desserts for diabetic consumers.
Donations and grants to community services 1,794,374 1,567,878
Catering services – from sales of Ezee Meals 1,321,972 1,458,631
6,086,025 5,932,044
Consolidated Mission Operating Deficit
before adding Other Income & Non Recurring Costs (65,997) (253,258)
WELLINGTON CITY MISSION (ANGLICAN) TRUST BOARDSUMMARY OF CONSOLIDATED FINANCIAL PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2005
page
>OTHER INCOME 2005 $ 2004 $
Investment Income 253,386 223,371
Legacies 68,083 112,588
Realised gain on liquidation of equity based managed funds 0 8,237
Sale of access rights – Newtown 0 20,500
255,472 111,438
>NON RECURRING COSTS
Donation to flood victims occurring early 2004 (676) (5,312)
Restructuring costs 0 15,165
Realised/unrealised gains/losses in corporate bonds (25,945) 16,382
Net gain on sale of sundry fixed assets 6,495 0
Net gain on sale of investment property 1,049,950 0
Total Consolidated Surplus for the Year 1,285,296 107,343
36-37
WELLINGTON CITY MISSION (ANGLICAN) TRUST BOARDSUMMARY OF CONSOLIDATED FINANCIAL POSITION AS AT 31 MARCH 2005
>LIABILITIES 2005 $ 2004 $
Equity
Accumulated funds 7,421,411 6,136,115
Asset revaluation reserve 1,625,339 1,668,253
9,046,750 7,804,368
Non-Current Liabilities
Mortgages 0 538,960
Special funds 258,827 239,327
258,827 778,287
Current Liabilities
Westpac (secured) 58,530 5,901
Accounts payable and accruals 720,296 663,564
778,826 669,465
> TOTAL LIABILITIES 10,084,403 9,252,120
page 38-39
>ASSETS 2005 $ 2004 $
Current Assets
Cash on hand/imprest funds at bank 1,330 1,330
Westpac (secured) 466,121 231,756
Short-term deposits 2,992,228 490,419
Accounts receivable & prepayments 378,537 313,560
Managed funds - bonds 617,278 948,630
Inventory 122,982 126,860
4,578,476 2,112,555
Non-Current Assets
Investment property 0 1,774,000
Special fund debentures and deposits 38,000 118,000
Fixed assets 5,467,927 5,247,565
5,505,927 7,139,565
> TOTAL ASSETS 10,084,403 9,252,120
FULL FINANCIAL REPORT AVAILABLE These summary financial reports have been extracted from the audited financial reports of the Wellington City Mission (Anglican) Trust Board of the same date. They may not contain sufficient information for a full understanding of the financial affairs of the Trust, but copies of the full financial reports can be obtained from the General Manager Finance & Administration, Wellington City Mission, PO Box 13383, Johnsonville.
AN BUTTON CHARITABLE TRUST BNZ CHILD YOUTH & FAMILY SERVICE COTTLE FAMILY TRUST GIRLS FRIENDLY
> WELLINGTON CITY MISSION COMMUNITY SERVICES > ST THOMAS MISSION CENTRE 200 RIDDIFORD STREET - PO BOX 7477 - WELLINGTON SOUTH > TEL: 04 389 2033 > FAX: 04 389 2109
