Kildonan Annual Report 2012–2013 - Kildonan Uniting Care...Business Operations 16 People and Culture 17 Financial Statements 18 Acknowledgements 20 Kildonan Annual Report 2012–2013

Kildonan Annual Report 2012–2013

ContentsKildonan’s Strategic Plan 2013–2016 1

Chairperson’s Report 2

CEO’s Report 3

Organisational Structure 4

Board of Governance 5

The Year in Review: What we achieved 7

Child, Youth and Families 8

Energy and Financial Inclusion 10

Enterprise Partnerships 12

Capability Development 14

Business Operations 16

People and Culture 17

Financial Statements 18

Acknowledgements 20


Kildonan UnitingCare is proud to present its Annual Report 2012–13. This report reflects on a successful and inspiring year in which we delivered family, energy and financial services to more than 10,000 people across Australia, in particular Victoria’s North Western region.

It also welcomes an exciting new era for Kildonan, introducing our Strategic Plan 2013–2016 that envisages a dynamic and responsive future of innovation and flexibility.

Through it all, Kildonan’s core vision remains to facilitate thriving communities based on respect, justice and compassion for all people.


Kildonan’s Strategic Plan 2013–2016

Listen Learn

Guiding Principles

Key Strategies

1. Capture experiences2. Build cultural competency3. Encourage open dialogue4. Share knowledge5. Continuously improve

1. Enhance service quality2. Integrate service delivery3. Innovate and adopt

best practice4. Build whole-of-system

partnerships5. Measure, improve

and share

1. Build leaders2. Communicate

success3. Green Kildonan4. Enhance

culture5. Ensure

sustainability

To facilitate thriving and inclusive communities

based on respect, justice and compassion for

all people

VisionTo do this, we create and deliver integrated solutions that lead to social and economic

inclusion

Purpose

Monitor and report on performance

Act Lead Sustain


Chairperson’s Report

What an exciting and productive year we have had! Our work has reached more than 10,000 people, tackling some tough areas including family violence and homelessness prevention, parenting and youth empowerment, as well as supporting families with energy advice and financial counseling.

Kildonan is emerging as a leader in the community services field, its ability to offer relevant and adaptable services strengthened by long-standing and new partnerships. It is through the support of our partners that we can develop programs with the potential for broad and meaningful impact, and for this, I would like to thank not only our government partners, but also those in the corporate arena.

What I’m increasingly becoming most proud of is how the relevance of some of our localised programs is being recognised at a national level, and the positive impact this is having on vulnerable families across Australia. Our role as national coordinator of the Federal Government’s Home Energy Saver Scheme is a key example of how our insight into people’s needs – in this case more than 10 years ago – can be developed to achieve far-reaching solutions.

Kildonan’s proven ability to respond proactively to emerging issues is also helping us refine our approach to the future.

As we completed the achievement of the key objectives in our Strategic Plan 2010–2013, we spent time preparing our new plan, setting some innovative and challenging targets for the period 2013 to 2016. I am proud to introduce our new Strategic Plan 2013–2016 under the banner of the guiding principles: Listen, Learn, Act, Lead and Sustain.

Kildonan is committed to building leaders, respecting our environment and ensuring the organisation’s ongoing relevance and sustainability. We will, for the next three years, continue to direct our efforts in these areas.

In 2012–13 we welcomed two new Board members: Chris Callanan (October 2012), a management consultant with extensive experience across a range of not-for-profit organisations, and Peter Allan (March 2013), director of an environmental sustainability consultancy. Chris and Peter have already provided great strategic advice in their areas of expertise and we look forward to some exciting outcomes in the future.

I’d like to pay tribute to retiring Board members Carolyn Fryer and Scott Munro. Carolyn, a Certified Financial Planner, served on the Board for nine years, retiring in July 2013. Her insight and commitment to Kildonan’s vision has been greatly valued. Scott resigned from the Board in September 2012, after serving for two years. A Melbourne law firm managing principal, Scott’s advice was invaluable in helping Kildonan navigate various legal issues.

Finally, and importantly, congratulations to Kildonan’s staff and volunteers for your continued dedication in sometimes tough situations as you work to achieve our vision of facilitating thriving and inclusive communities.

Kate Long Chairperson


CEO’s Report

Kildonan UnitingCare is rapidly gaining a reputation as an innovative and relevant community services agency – thanks to the vision of our Board and the diligence of our staff.

In 2012–13, we took on the role of coordinator of the national Federal Government Home Energy Saver Scheme, pioneered a financial counseling service in partnership with the development industry and released an insightful research report into Economic Abuse, with learnings now being incorporated into our programs and services.

We partnered with the corporate, government and community sectors and provided training in handling vulnerable customers to the banking and finance, essential services, insurance and debt collection sectors.

In early 2013, Kildonan looked critically at how it operated and examined emerging social trends, setting its Strategic Plan for 2013 to 2016. The new plan prompted an organisational restructure to ensure the agency remains not only relevant, but also responsive and adaptable as the community’s needs evolve.

We have essentially grown our business from four to six service areas.

We’ve created a team dedicated to managing Energy and Financial Inclusion, complementing the continued efforts of the Child, Youth and Families team.

Our Enterprise Partnerships team will continue to develop new business and deliver training and consultancy and we’ve also appointed a Capability Development team to help us efficiently implement new systems and programs.

Our core units of Business Operations and People and Culture will continue to service our staff of 140 as they work to deliver the many programs that benefit our communities.

The new structure (pictured on page 4) was implemented across the organisation by 30 June 2013, with support from staff.

Our future focus continues to be on preventative care with key strategies around enhancing our service quality and delivery by innovating and adopting best practice methods. We are working hard to build meaningful partnerships with the government, community, philanthropic and corporate sectors as we deliver a range of services to benefit our communities.

I’d like to take this opportunity to thank Kildonan’s staff for their continued dedication, skills and the enthusiasm they bring to the sometimes challenging work that we do. Team, your efforts every day are what has made Kildonan the success that it is – I look forward to continuing this work together in 2013–14.

Stella Avramopoulos Chief Executive Officer


Organisational Structure

Capability Development Ty Newton

P 03 9412 5700 E tnewton@ kildonan.org.au

• Risk Management

• Continuous Improvement

• Performance and Outcomes Measurement

• Reconciliation Action Plan

• Green Office Strategy

• PepperTree Place

Child, Youth, Families Chris Walsh

P 03 8401 0100 E cwalsh@ kildonan.org.au

• Early Years Services

• Family Violence Prevention

• Youth Services

• Family Services

• Kinship Care Services

• Placement and Prevention Services

Energy, Financial Inclusion Joanna Leece

P 03 9412 5700 E jleece@ kildonan.org.au

• Energy Services

• HESS National Coordination

• Koorie Energy Efficiency Project

• Financial counseling

• Energy and Financial Literacy

• Microfinance

Business Operations Brett Salathiel

P 03 8401 0100 E bsalathiel@ kildonan.org.au

• Finance

• Property

• Payroll

• IT

• Reception

People and Culture Meagan Downie

P 03 9412 5700 E mdownie@ kildonan.org.au

• Human Resources

• Organisational Development

• Volunteers

• Industrial Relations

Enterprise Partnerships Sue Fraser

P 03 9412 5700 E sfraser@ kildonan.org.au

• Training

• Consulting

• Corporate and Business Behavioural Change

• Community Agency Linking

• Industry Forums

• Empirical Business and Industry Research

Chief Executive Officer Stella Avramopoulos

E [email protected]

Office of the CEO• CEO Contact • Communications and

Stakeholder Relations

Karen Muscat

P 03 9412 5702 E [email protected]

mailto:[email protected]







Board of Governance

Member profile 2012–2013

Ms Kate Long Chairperson

Ms Kate Long is a retired secondary school Principal who has worked in scientific research at Monash University and has taught overseas and in the Victorian Government education system. Kate has been a teacher and an education consultant and has extensive experience in the areas of adolescent health and welfare. Kate is active as a Board member for two other not-for-profit organisations and has been Chairperson of Kildonan since 2011.

Mr Neville John Deputy Chairperson

Mr Neville John is a Chartered Accountant with extensive experience in the accounting profession, particularly in the areas of business and financial management. Neville provides consultancy to superannuation trustees and small to medium enterprises and has extensive experience as a Board member for not-for-profit organisations.

Ms Nerida Hall Treasurer

Ms Nerida Hall has more than 16 years’ experience in the Australian fund management industry and has worked for some of Australia’s most successful fund managers over that time. Nerida has extensive knowledge in evaluating companies in the Australian listed equity space and offers expertise in finance and investment.

Dr Ray Dawson Secretary

Dr Ray Dawson joined Kildonan’s Board as a member of the Board of the former Preston Creative Living Centre. Ray retired in early 2012 after a long career with the Defence Science & Technology Organisation, where his service included work for the Peace Monitoring Group in Bougainville and the United Nations in Iraq. He offers expertise in governance and Church relations and is a member of Wesley Uniting Church, Melbourne.


Ms Chris Callanan

Ms Chris Callanan is a management consultant with 30 years’ experience across a range of not-for- profit organisations in Australia and internationally, with a specific focus on child and family services. A qualified social worker and a trained editor, she has served some periods as locum CEO at Kildonan UnitingCare. In 2011 she assisted the Protecting Victoria’s Vulnerable Children Inquiry to access the voice of children and young people. Chris joined the Kildonan Board in October 2012.

Ms Carolyn FryerMs Carolyn Fryer, as a Certified Financial Planner consulted in the financial services industry for 24 years. Carolyn is now developing enterprises in agriculture and tourism. Carolyn is a member of St. Michael’s Uniting Church, Melbourne and offers expertise in finance and church and community relations. She resigned from the Board in July 2013.

Board members who resigned during this period Mr Scott MunroMr Scott Munro is the managing principal of Melbourne law firm Soho Lawyers. He is experienced in corporate and commercial law, property and commercial litigation and is also a qualified company secretary. Scott resigned from the Board in October 2012.

Mr Peter Allan

Mr Peter Allan is a Director of an environmental sustainability consultancy company. He has worked with government at all levels, as well as private companies and not-for- profit organisations. Peter brings skills in achieving social and environmental goals across a range of projects. A member of Brunswick Uniting Church, he joined the Kildonan Board in March 2013.

Mr Peter Boyle

Mr Peter Boyle is an urban designer and landscape architect with experience in both the government and private sectors. He is presently employed by the Department of Transport, Planning and Local Infrastructure and engaged in the design, facilitation and shaping of more sustainable and socially equitable urban environments. Peter is a member of St Andrew’s Uniting Church, Fairfield.

Board of Governance

Member profile 2012–2013

Mr Peter Little

Mr Peter Little is a marketing professional with more than 20 years’ marketing, advertising and communications experience. The first part of his career was spent in leading advertising agencies managing blue chip accounts, particularly in the services sector. Peter has worked with some of Australia’s leading brands including ANZ, McDonalds, Suncorp, Cadbury and Berri. For the last eight years he has been working in the corporate sector leading marketing departments.


The Year in Review: What we have achieved


OverviewThe Child, Youth and Families team works with the community’s most vulnerable people.

In 2012–13, the team provided services to more than 2,000 people and families.

The service makes a positive difference to children and their families by building relationships, staying with individuals and families during hard times, dealing with barriers that restrict people from addressing issues and offering support in both the immediate and longer term.

Child, Youth and Families has worked in partnership with Federal, State and Local Governments and other community service organisations, to develop and deliver innovative models of integrated service delivery across the range of Kildonan’s family services, family violence and youth service programs.

The team’s Family Services programs keep the child’s best interests at the heart of its practice, aiming to bolster the capacity of ‘parents to parent’, working to enhance the child’s wellbeing, reunifying families and/or by keeping children safe in their home environment. The Family Intervention Program works with men who use violence, while supporting women and children to remain safe. Men’s Behaviour Change programs and individual counseling and support were key features of this work in 2012–13.

Kildonan has also developed a strong reputation for its ability to establish and deliver programs with an earlier intervention focus. Over this year, the agency enhanced this reputation with the ongoing delivery of youth services programs geared at providing young people with new skills and the support to help them grow in confidence to participate in their local community. The Families@Home program intervenes earlier for families experiencing violence to help prevent homelessness. The success of the program was evident throughout 2012–2013, with many of these families able to remain safety at home.

Impact snapshot• Kinship Care supported 182 children and young

people living in 96 kinship (relative) families. Of these, 12 children and young people successfully transitioned into permanent care

• Family Violence Intervention Program supported 258 men, 119 women and 24 children

• Families First Program supported 58 families and 126 children

• Integrated Family Services (North East and Hume Moreland) supported 278 families, up from 244 families in 2011–12. Significant issues tackled included children protection involvement, family violence, mental health issues, alcohol or drug use and financial hardship

• Hume Moreland CHILD First received referrals for 775 families with 1680 children and 45 unborn child referrals. This was a 41.4% increase on the previous 12 months. The service also provided information and advice to 917 community members and professionals (an increase of more than 50% on the 2011–12 period)

• Reconnect supported 49 new young people in 2012–13, bringing its current caseload to 75

• Youth Connections provided case management services to 47 young people, while Youth Mentoring supported 19 matches and facilitated five new relationships

• DHS Youth counseling supported 11 young people, compared to six in 2011–12

• Stronger Families (families referred to Kildonan by Child Protection) supported 41 families including 117 children and young people, with 89% of children and young people remaining safely at home


Child, Youth and Families


Program highlights Cradle to Kinder is a Department of Human Services-funded partnership program with Melbourne Citymission, ISIS Primary Care, Victorian Aboriginal Childcare Agency and Early Childhood Management Services. The program was launched in 2011 and provides long-term support to young parents and their children. In 2012–13, the program supported 15 mothers and their babies, with outcomes including support in early years parenting, re-connection with family, friends and the community and engagement with education and training.

L17 Triage Pilot started in October 2012 and aims to provide assistance to families and children experiencing violence. L17 referrals received by the Victorian Police are assessed at a regular triage meeting comprising DHS Child Protection, Berry Street, Children’s Protection Society (NE Child FIRST), Victorian Aboriginal Childcare Agency (VACCA) and Kildonan (HM Child FIRST) representatives. The pilot received 790 referrals in its first eight months, with 181 referred to Kildonan in the Hume Moreland region.

Hume Moreland Child FIRST and Integrated Family Service: As facilitating partner of the Hume Moreland Child FIRST program, alongside funded agencies Sunbury Community Health, VACCA, Lentara UnitingCare, Anglicare Victoria and Merri Community Health Services, Kildonan has continued to oversee the development of a range of initiatives to support vulnerable families. A key achievement in 2012–13 was a stronger collaboration between Integrated Family Services and Early Years programs, strengthening referral pathways for families.

Families @ Home started in November 2012 and aims to provide an earlier intervention and holistic response to households in the City of Whittlesea at risk of homelessness due to family violence. The program assists family members to remain safely at home by addressing emerging social and economic issues. The Department of Human Services-funded program is a partnership between Kildonan (lead) the Salvation Army’s Crossroads Youth and Family Services and Homeground Services. In its first seven months Families @ Home received 210 enquiries and 164 referrals from 36 different sources. It provided services to 157 families, hosted two housing forums and completed 12 training sessions.

Families First works flexibly with families to help keep children safely at home or assist their return after a period in out-of-home care. In 2012–13, Families First worked alongside 58 families with a total of 126 children and successfully supported 98% of children and young people to remain at home. In “reunification” situations, the program and families achieved 100% successful reunions.

Youth Services launched a number of successful initiatives in 2012–13. Choices, a support group for teenage boys, addresses common struggles in a peer supportive environment by encouraging non-violent choices. Craftorium is a support group aimed at reducing the isolation of teenage girls while participating in arts and crafts activities. Changing Gears supports young people at risk of disengaging from school to obtain their learners permit and reengage with education.


OverviewKildonan’s Energy and Financial Inclusion team is committed to helping people take control of and manage their finances. As energy costs soar and families struggle to pay the bills, the team develops and delivers a range of approaches to get people back on track. Services include financial counseling to vulnerable individuals, utility customers and families of sick children, as well as Aboriginal people and those recovering from trauma.

In 2012–13, the team commenced a new role as national coordinator (and Victorian provider) of the Australian Government’s Home Energy Saver Scheme (HESS), supporting low income households experiencing difficulty paying for their energy needs. As with their Kildonan colleagues, Energy and Financial Inclusion team members take a proactive approach to finding holistic solutions to people’s problems, looking beyond immediate requirements to ensure that all of the individual’s needs are met.

As Kildonan looks to the future, the Energy and Financial Inclusion team is continuously seeking out innovative and best practice models to deliver existing and new programs to the community.

Impact snapshot• Kildonan, in partnership with the Federal

Government, supported 19 service providers nationwide to roll out the Home Energy Saver Scheme in its role as HESS National Coordinator

• The Energy Efficiency Visit program undertook 2,506 home visits, more than double that of 2011–2012, with Kildonan commencing delivery of HESS from July 2012

• The Financial Counseling team’s new over-the-phone service boosted the number of people it helped to more than 4,000, compared with 1,400 in 2011–12

• Financial and Energy Literacy helped 5,807 people, an increase of more than 100% on 2011–12. This was partly due to the inclusion of HESS community education

• Microfinance (NILS and StepUP) loans helped 120 individuals, compared with 108 in 2011–12

The overall cost of living, when measured by the Consumer Price Index, has increased 34% since 2000. Of this, water and sewerage has had the largest proportional increase, rising by 90%, followed by electricity at 87%.Source: Smart Water Fund: Supporting Vulnerable Customers Report, July 2013

Energy and Financial Inclusion



Program highlights Sustainable Families is a pilot project supporting vulnerable families to be more efficient in their use of energy, water and waste. The service was tailored for householders over several visits and included assessment, information, advocacy and material assistance. The project was funded by Sustainability Victoria through the Sustainability Fund until May 2013 and assisted 48 families, bringing the total number of families supported throughout the project to 148.

Community Housing is provided by Kildonan on a short to medium term basis for families experiencing housing stress, in seven properties in the City of Whittlesea.

Home Energy Saver Scheme (HESS) is an Australian Government program based on the Kildonan Energy Model. HESS helps low-income households experiencing difficulty meeting and paying for their energy needs. The program offers information about easy and affordable ways to use less energy in the home, one-on-one budgeting assistance, information on rebates and assistance and further advice, advocacy and support. HESS is funded by the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs. In 2012 Kildonan was contracted to manage the national roll-out of HESS, as well as provide HESS in Victoria, and initiated an intake team to provide information and support.

Energy Visits are funded by Origin Energy. Kildonan provides energy and financial stability support for vulnerable households experiencing financial hardship across Victoria. In 2012–13, Kildonan supported more than 2,500 households with energy visits (including HESS).

Financial counseling is offered to people who are experiencing financial difficulties, providing information, practical assistance and support on a broad range of financial and debt related concerns. In 2012–13, the team of 12 supported 1,392 people, their services communicated via word of mouth, Centrelink, utility retailers, banks, doctors and schools.

Hospital Based Financial counseling is offered to families where a child’s illness is having a negative impact on the family’s financial situation. The program provides financial advice and debt management assistance for families of children with serious and life threatening illnesses. The program is provided by Kildonan in Melbourne and partner agencies in Brisbane, Newcastle, Horsham and Mildura and in 2012–13 supported a total of 429 families.

MoneyMinded is an award-winning ANZ financial education program which helps people make informed decisions about the use and management of their money. In 2012–13, Kildonan assisted 904 people as one of MoneyMinded’s service providers. Money Business aims to build the money management skills and confidence of indigenous people.


OverviewKildonan constantly focuses on developing productive partnerships to reduce consumer hardship. In 2012–13, the Enterprise Partnerships team provided tailored training for staff in the community sector, government agencies and companies from the industries of banking and finance, essential services, property development, insurance and debt collection.

The training was designed to ensure a proactive and individual approach to potential consumer hardship.

Property programs operated in partnership with property developers to provide financial counseling at the front end of buying a house. Finance and Utility programs offered support to organisations to implement policies and procedures that can reduce social and financial stress on vulnerable consumers.

The Enterprise Partnerships team helps organisations identify areas of improvement to better service vulnerable consumers. Consultancy work includes diagnostic reviews and benchmarking of an organisation’s response to customer hardship, delivering leadership programs and developing staff engagement packages.

Kildonan’s reputation as a proactive and collaborative organisation continued to grow in 2012–13, its Enterprise Partnerships team focusing on partnering with the corporate sector and others to identify and implement early intervention strategies with measurable outcomes. The team expanded its work with existing partnerships and developed some exciting and meaningful new relationships and opportunities.

Impact snapshot• Trained more than 1,000 participants and

employees from partnering organisations

• Consulted and provided training services to 29 businesses and organisations

• Highlighted and described economic violence by publishing catalyst papers in partnership with Good Shepherd Youth and Family Service

• Delivered two energy forums, providing training and advice to various corporate entities, including energy retailers and banks

• Presented at 8 conferences, 3 of which were international

Program highlightsCredit Corp Group Partnership: In 2012–13, Kildonan continued its three year partnership with debt collection agency Credit Corp Group, designed to address the agency’s service in relation to vulnerable customers. The project included a diagnostic phase, engagement and early assistance and staff training, aimed at ensuring customers were treated fairly while maintaining and improving the company’s finance results. Outcomes for Credit Corp Group included substantial improvements in customer dealings and better relationships with the community sector and regulators. In the last three years, Credit Corp Group has publicly reported a 27 percent increase in recurring payment arrangements (activated to reduce defaults) and in the last two years, the productivity (collections per hour) of frontline staff has improved by 23 percent.

Lend Lease Partnership: In 2012–13, Kildonan initiated a three year pilot project with Lend Lease to assist its home buyers in the developer’s new outer Melbourne housing estates. The project provides financial counseling, energy visits and other assistance to ensure new home buyers are supported as they settle into their new homes. It also includes training for sales staff to understand their customer base and rationale for financial decisions.

Enterprise Partnerships



Kildonan UnitingCare in 2012–13 partnered with Good Shepherd Youth & Family Service to release a catalyst paper about the impacts of economic abuse.

Economic abuse is a form of domestic and family violence that negatively affects a person financially and undermines their efforts to become economically independent. It includes behaviours such as withholding money, preventing economic participation and using economic means to control or coerce a partner. Economic abuse is a gendered issue: its main victims are women and the main perpetrators are men.

While Kildonan and Good Shepherd frequently work with people who are being financially controlled by their current or former partner, there is a lack of knowledge within the community and among victims, so economic abuse is well hidden in society.

Key findings of the research were that economic abuse was a long-term problem for affected individuals, it impacted on children’s wellbeing and could lead to poverty.

Societal structures that could cause or exacerbate economic abuse include culturally embedded issues such as the sense of male entitlement, misconceptions about women’s money management and the centrality of money in our lives; systemic blocks such as the erosion of social security payments, lack of access to systems for self-advocacy, and complex bureaucratic structures; and gender inequality including the fact that women are more likely to be victims of abuse and tend to experience poorer economic outcomes than men.

The main issues at community level are the hidden nature of money and family violence, with money considered a private matter and, while changing, the perception that family violence is also private. A lack of awareness in the general community also often means that victims and perpetrators don’t recognise that economic abuse is a form of family violence.

Recommendations:

A national approach: Take a nationally coordinated cross-sectoral approach to understand, address and prevent economic abuse, with potential for a national conference to enable key sectors to deepen their understanding of the issue

Research: Conduct research on a national level to develop a common language and better understand the prevalence of this form of violence

Education: Develop resources and tools to support the relevant professionals in identifying and responding to economic abuse

Structural Change: Initiate change across a number of fronts, including:

• review credit regulation to assess separation of joint account holders when economic abuse has occurred and provide clearer options for recovering/waiving debt from an joint account holder who has not benefited for a service or product;

• credit providers to exercise care as part of their responsible lending practices to ensure that economic abuse is identified before providing credit to their customers;

• undertake further work to strengthen legal responses to economic abuse;

• ensure income support policies enable women raising children with an adequate level of financial security;

• change child support policies to acknowledge failure to pay as a form of violence; and

• adopt screening and referral functions within government and corporate services to identify and respond to economic abuse.

Service Responses: Ensure effective and adequate response from the community sector, including:

• facilitate a cross-sectoral understanding of and response to economic abuse within family violence, community legal and financial counseling sectors;

• ensure family violence training becomes part of the accreditation process for financial counselors;

• develop a training program for family violence workers to enhance their skills in the area of economic abuse;

• develop longer-term responses to assisting victims of economic abuse;

• ensure credit hardship programs reflect the long term nature of economic abuse; and

• make emergency relief and flexible brokerage money available to victims on a longer-term basis.

Economic Abuse: Searching for Solutions

Case Study:‘Marie’ is a woman who is “not allowed” to work on the insistence of her partner ‘Jeff’. Marie relies on Jeff for money to meet all her basic needs. Jeff gives her limited funds for basic housekeeping and other expenses. He makes sure that she is accountable for all the money she spends and Marie has to give Jeff receipts for everything she buys. Jeff does not like Marie spending any money on herself and has said she cannot spend money on personal maintenance (such as clothing or hairdressing) or on entertainment. Marie has become very socially isolated as a result of the economic abuse and has stopped seeing her friends and family.


OverviewThe Capability Development team, established as part of Kildonan’s 2013 restructure, is helping embed the organisation’s community development approach into its outreach teams. To do this, and to streamline the organisation’s processes, the Capability Development team is facilitating the efficient implementation of new systems and programs.

With a focus on innovation, Kildonan aims to lead the way, creating and implementing new ways of dealing with age-old and emerging social issues. The Capability Development team ensures appropriate risk management and performance and outcome measurements are in place so that the organisation can effectively manage and learn from its practices.

Capability Development staff are now overseeing the preparation of Kildonan’s Reconciliation Action Plan in conjunction with the local indigenous community. They also manage the Green Office Strategy, with a goal to reduce the organisation’s carbon footprint by 20% by 2016.

The team is also responsible for Kildonan’s place-based concept, PepperTree Place at Coburg, which brings people and plants together to build community connections, improve access to fresh food and strengthen people’s abilities to more equally participate in their local communities. PepperTree Place uses community horticulture as a tool to support volunteers to grow together. The PepperTree Community Nursery and Cafe Cooperative is a social enterprise that helps build economic sustainability for the initiative.

In 2012–13, under its previous title of Community Development, the team had carriage of a number of programs aimed at helping communities identify, define and mobilise their own resources.

Impact Snapshot• More than 500 students participated in

School Focused Youth Services programs, designed to facilitate partnerships and coordination of services between schools and community service organisations

• More than 550 young people engaged with Youth Rebuild, supporting people aged 10 to 26 impacted by the 2009 bushfires.

• More than 135 young people participated in activities offered through various Engage programs, designed to provide early support to people aged 12 to 25.

• More than 35 volunteers worked more than 4,000 hours to welcome over 1,200 visitors to PepperTree Place at Coburg throughout the year.

• The Community Peer Support Network assisted more than 200 people in recovering after natural disasters, including bushfires and floods. The program ceased in December 2012.

Capability Development



Program highlights School Focused Youth Services operate across the local government areas of Nillumbik, Banyule, Darebin, Whittlesea and Moreland providing support for the 15 percent of 10–18 year olds that find themselves disconnected from schools. The service facilitates links to services to encourage increased levels of engagement with education settings. In 2012–13 Kildonan led a successful bid to continue the Department of Education and Early Childhood Development-funded (DEECD) service until 31 December 2015, in partnership with Berry Street, Merri Community Health Service (MCHS) and Nillumbik Health. The service will be provided in Banyule, Darebin, Moreland, Nillumbik, Whittlesea and Yarra. It transferred to Kildonan’s Child, Youth and Families team in July 2013.

Youth Rebuild provided outreach case work support, community development, and youth participation opportunities to people aged between 10 and 26 impacted by the 2009 Victorian bushfires. The Office for Youth funded program delivered projects including Bookacino Open Mic, Youth Aerosol Arts, facilitated same sex attracted support groups and training for staff with Whittlesea Secondary College and linked activities with Safe Schools Coalition, Murrindindi Co-GEN Youth Forum, and Whittlesea Transition Program by engaging with over 550 young people. The program operated in Whittlesea and Kinglake communities and concluded in June 2013.

State-wide Psychological Services for young people (aged 10 to 26) affected by the 2009 Victorian bushfires provided intensive support to 40 people in 2012–13. While the majority of the service comprises one-on-one counseling sessions, a series of other events have attracted larger groups of people, including a Youth Mental Health Day in October 2012 at Whittlesea Secondary College, which was attended by 700 young people. The event was facilitated with Whittlesea Council, CARANICHE, Berry Street, New Horizons, Salvation Army Crossroads, Catholic Care and Red Cross. The psychological services have been funded by the Victorian Bushfire Appeal Fund until February 2014 and were transferred to the Child, Youth and Families team in July 2013.

Phresh YokesTAUTAI (Pacific Island Communities) Program was initiated in 2012–13 to create opportunities for young Pacific Islander young people from the Plenty Valley Uniting church congregation to become leaders in their church, schools and community. In conjunction with the congregation, we worked to engage increasing number of Pacific Islander young people not only within the church but also along the rapid growth corridors of the northern suburbs. Kildonan provided support and services and opportunities to cultivate, sustain and nurture youth visionary leaders. The program transferred to Kildonan’s Child, Youth and Families team in July 2013.

PepperTree Place at Coburg brings people and plants together for the purpose of building community connections, improving access to fresh food and strengthening people’s abilities to more equally participate in their local communities. This creatively designed community space boasts a productive kitchen garden, inviting edible classroom and affordable community plant nursery all framed by an historic bluestone church and stables. In partnership, PepperTree Place uses community horticulture as a tool to support volunteers to grow together through gardening, engages families in local food production, facilitates skill development for the unemployed, and engages youth in the natural world around them. The local community is invited to actively participate in creating positive social and environmental change through volunteer opportunities, regular events and workshops. The PepperTree Community Nursery and Cafe Cooperative helps build economic sustainability for the initiative while seeding this potential for change within the wider community.


OverviewThe Business Operations team worked to support the entire agency, providing property, IT, finance and reception support. The team of 12 undertook several major projects to ensure Kildonan was equipped to deliver its Strategic Plan 2013–2016.

A key project was the development, testing and training for a new Finance and Human Resources system to ensure integration of information, with strengthened reporting capacity and greater business intelligence capabilities. Phase one of the new system (Finance and Payroll) was introduced in July 2013, with further components scheduled for delivery later in 2013, including Human Resource information.

The Business Operations team relocated staff to a new office in Broadmeadows, enabling closer contact with Kildonan customers in a centrally located, accessible space. The new facilities provided office and meeting spaces to replace the smaller Meadow Heights office, which closed in December 2012.

Planning was also underway to upgrade Kildonan’s communications network with infrastructure preparation to improve internet speed and access, introduce video conferencing and other capabilities across multiple sites within the agency’s network.

Impact snapshot• Negotiated arrangements for new Broadmeadows

office, relocating staff there in December 2012.

• Prepared for implementation of an integrated Finance and Human Resources system in 2013–2014.

• Conducted infrastructure planning for upgraded communications network in 2013–2014.

Business Operations



OverviewDuring 2012–2013 Kildonan grew to a team of more than 140 to meet the growing needs of its customers and communities.

Key areas of focus in the People and Culture team included organising the internal and QICSA quality audit and registration, progressing the new organisational structure and resourcing to provide coordination services to the Federal Government’s national Home Energy Saver Scheme (HESS). Other activities included incorporation of new programs such as Families @ Home in conjunction with the Salvation Army, relocation of client service programs (Kinship, IFS and Child FIRST) from Meadow Heights to Broadmeadows, and Families First from Collingwood to Reservoir.

A review of position descriptions and roles and responsibilities was undertaken to assist with the translation of classification structure from the Social and Community Sector Award to the Social, Community, Home Care and Disability Services Award 2010, and the application of the Equal Remuneration Order. Planning for the introduction of the Payroll /Human Resource Information System continued. The new system will eliminate the need for manual time sheets and staff will be able to update their own personal information.

Two interactive staff forums were held during the year and ideas were incorporated into the new strategic plan.

Executive Manager Energy and Financial Inclusion, Joanna Leece, was a deserved recipient of the Maria Amour Award. Joanna was nominated by her colleagues and this award recognises not only her outstanding contribution to Kildonan but also reflects that she lives the organisation’s values. A number of staff were recognised for long service including Lyn Curtis (25 years), Yvonne Coutts, Joanna Leece, Janette Leeming and Geoff Moore (all 15 years).

Emily Hanscamp won a scholarship grant to attend a Northern Ireland study program run by Women’s Aid, a community service organisation engaging in best practice collaborative work with women and children who experience family violence. Kildonan supported her with study leave.

Kildonan volunteers undertook many and varied projects that provided fulfilling, fun and enriching experiences. They contributed to the organisation across many different programs including Peppertree Place/Coburg Garden, Kildonan’s Mentor Program, the Christmas Appeal and due to the expansion of the Energy & Financial Inclusion area, the Microfinance business area.

The People and Culture team is now dedicated to putting in place the foundations for staff to achieve the new Strategic Plan, with objectives relating to building cultural competency through diverse community partnering, developing leaders and implementing a capabilities development program listed as key strategies.

Impact snapshot• New organisational structure designed

and progressed

• QICSA Audit and Agency Registration

• Indigenous employment plan put into place to service diverse communities and establish cultural awareness training

• No WorkCover claims

• Quality and continuous improvement of HR systems and processes

• Three student placements (Melbourne University, LaTrobe University and Riverina Institute TAFE)

• Translation of salary structures to SCHCADS modern award

• Implementation of the Equal Remuneration Order

People and Culture



Financial Statements

INCOME STATEMENT For the year ended 30 June 2013 2013 2012 $ $

IncomeIncome from Operating ActivitiesGovernment Contributions 10,189,898 7,290,890Service Fees 1,408,416 2,222,067Gifts, Donations, Bequests and Trusts 685,505 103,192Uniting Church Contributions 95,062 5,299Other Revenue from Operating Activities 314,813 541,303 12,693,694 10,162,751

Income from Outside Operating ActivitiesInterest 628,830 460,254Profit from the Sale of Properties – 1,593,321Profit on Sale of Plant and Equipment – 199 628,830 2,053,774

Total Income 13,322,524 12,216,525

ExpenditureEmployee Benefits Expense 7,831,009 7,066,490Depreciation 297,992 265,684Brokerage and Clients Expenses 1,062,582 740,706Administrative Expenses 292,051 222,195Property Impairment Losses 642,167 –Other Expenses 2,485,693 1,842,627

Total Expenses 12,611,494 10,137,702

Surplus from Continuing Operations 711,030 2,078,823

STATEMENT OF FINANCIAL POSITION As at 30 June 2013 2013 2012 $ $

AssetsCurrent Assets 7,482,152 5,657,114Property, Plant and Equipment 6,093,367 6,813,565Other Non-current Assets 3,547,726 3,081,674

Total Assets 17,123,245 15,552,353

LiabilitiesCurrent Liabilities 3,253,724 2,481,888Non-current Liabilities 105,260 252,279

Total Liabilities 3,358,984 2,734,167

Net Assets 13,764,261 12,818,186

EquityAccumulated Funds 13,674,899 12,963,869Reserves 89,362 (145,683)

Total Equity 13,764,261 12,818,186



Acknowledgements

Bequests• Estate of Bertha L E Rimmington

• The Mackie Bequest

Corporate Partners• AAMI

• AGL Energy Limited (AGL)

• ANZ

• Australian Securities and Investments Commission (ASIC)

• Barwon Water

• Credit Corp Group Limited

• Consumer Utilities Advocacy Centre (CUAC)

• Commonwealth Scientific and Industrial Research Organisation (CSIRO)

• Customer Service Benchmarking Australia

• DARMS Property

• East Gippsland Water

• Jemena

• Lend Lease

• LJ Hooker

• Lumo Energy

• NAB

• Origin Energy

• Queensland Police

• Queensland Urban Utilities

• Red Energy

• Simply Energy

• State Trustees

• Suncorp Group

• TRUenergy

• Wannon Water

• Water Corporation

• Western Water

• Westernport Water

• Westpac

• Yarra Valley Water

Government Partners• Consumer Affairs Victoria

• Department of Climate Change and Energy Efficiency

• Department of Education and Early Childhood Development, Victoria

• Department of Education, Employment and Workplace Relations

• Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA), Victoria

• Department of Health and Aging, Victoria

• Department of Human Services, Victoria

• Department of Justice, Victoria – Department of Corrections

• Department of Planning and Community Development, Victoria

• Sustainability Victoria

Trusts, Foundations and Grants• Board of Mission and

Resourcing (BOMAR)

• The Collier Charitable Fund

• David Taylor Galt

• Department of Human Services, Victoria – Victorian Bushfire Appeal Fund

• Equity Trustees

• Helen Macpherson Smith Trust

• Lord Mayor’s Charitable Foundation

• Redkite

• RE Ross Trust

• Scanlon Foundation

• SHARE Community Appeal

• The Shane Warne Foundation

• William Angliss (VIC) Charitable Fund

Kildonan acknowledges the support of the Victorian Government


Other Supporters• Acacia College Social Justice

Student Group

• Bendigo Bank

• City of Moreland

• City of Whittlesea

• Coburg Rotary Club

• Eagle HR

• HWL Ebsworth

• Ilma Lever Garden Centre Inc.

• Inter Church Fellowship – Plenty Valley

• Magistrates’ Court of Victoria – Heidelberg Magistrates’ Court

• National Electricity Consumers Advocacy Panel

• Shire of Murrindindi

Uniting Church• Avoca UCAF

• Bentleigh Uniting Church Adult Fellowship

• Bunninyong UCAF Heath Club

• Cobram Uniting Church Fellowship Ladies Guild

• Coburg Uniting Church

• Fairfield Uniting Church Mission Group

• Hazel Glen Uniting Church Ladies Guild

• Ivanhoe UCAF

• Mentone Uniting Church Thistle Club

• Nathalia Uniting Church

• Newington UCAF

• Plenty Valley Uniting Church

• Presbytery of Yarra Yarra

• Preston Uniting Church

• Rutherglen Uniting Church

• Scot’s Uniting Church Adult Fellowship

• St David’s West Uniting Church

• Terip Ruffy UCAF

• Yallourn Uniting Church

Thank you to everyone who has supported Kildonan in the last 12 months. We could not do the work we do without your continued support. There are still many challenges ahead, and we thank you for your commitment to our vision.Together we can make a positive difference.

Gifts in Kind• Aborigines Advancement League

• Dianella Community Health

• ItConnexion

• Kinglake Ranges Neighbourhood House

• Monash Medical Centre Clayton

• The Royal Children’s Hospital (RCH)

• Variety – The Children’s Charity

• Whittlesea Community Connections

IndividualsKildonan acknowledges the generosity of the many people and companies who donate, and thanks them individually.

Contact usKildonan UnitingCare 1 Gold Street Collingwood Vic 3066

P: 03 9412 5700 F: 03 9416 0669 E: [email protected]

The information in this report was correct at the time of publication, October 2013.

www.kildonan.unitingcare.org.auKildonan UnitingCare acknowledges the Wurundjeri people as the Traditional Custodians of Melbourne and the surrounding area.

Documents

Kildonan Annual Report 2012–2013 - Kildonan Uniting Care...Business Operations 16 People and Culture 17 Financial Statements 18 Acknowledgements 20 Kildonan Annual Report 2012–2013