"Even though it’s over and even when I wasn’t there I still had the support, and everyone was and is still there for me. I expected it just to be during course hours but it was so much more than that and that meant a lot to know that I was actually cared about."
Mana Wahine Adventure Therapy Programme Participant
Tēnā koutou katoa
The key goals of our organisation drive us to deliver more services to more people in need, to become a centre of excellence in the Health and Ability and Social Services sectors, to become a more self-reliant and sustainable organisation and to have a national voice with influence in policy and decision making. I am pleased to report that St John of God Hauora Trust has made considerable progress towards realising these goals in the 2016 financial year. Highlights for the year, and particular cause for celebration from my perspective, have been:
There are numerous challenges to address in the 2017 financial year, but I embrace them with enthusiasm; confident that our organisation has in place the necessary people, processes and resources.
Our organisational performance is only made possible by individuals performing well collectively and I thank all of our caregivers for their efforts. I am also extremely grateful to our funders for their ongoing contributions to enable us to address identified need in communities throughout New Zealand.
Finally, I would also like to express my gratitude to the many clients and residents who trust us to provide them with high quality services that help them to thrive and grow.
This year we launch our first digital annual report, and we welcome feedback on this project as we continue to help highlight the work that our Mission and shared Values inspire us to deliver.
Nga mihi na, Steve
This year our collective Mission has seen St John of God Hauora Trust do more to inspire hope and growth in people. Young mothers, marginalised youth, and people living with challenging disabilities are all living fuller and more enriching lives because of the smart and dedicated work our caregivers bring to bear each day.
This success rests upon commitment to the right strategy, excellence in the delivery of care and services, and a vision to see where we can meet additional need in our communities.
The highlight of the year for me was the purchase of St John of God Karori and the blessing of this home for our residents by HE Cardinal John A Dew DD. Owning our own property is a significant advancement in the record of our organisation, evidence of successful strategy and quality leadership that over a number of years is now bearing fruit.
This year our developments also rest upon an outstanding level of quality across the organisation. Outstanding Audit results, ongoing service delivery improvements and procedural outcomes like those achieved by Little Owls, are all evidence of this quality of management.
I would like to acknowledge and thank the commitment of retiring Board members Pauline Barnett and Moana-O-Hinerangi for their service and the calibre of oversight they brought to our Governance. We also welcome Tim Burns to the Board this year who brings extensive governance and senior management experience in the health services, social services and the wider community voluntary sector.
Thanks to Steve Berry and his excellent management team. The results of their work in this last Financial Year stand on record, and I look forward to our further drive to do more for people throughout New Zealand.
I am proud to maintain this important appointment for an organisation that does so much good in our communities.
|Revenue from exchange transactions|
|Health and Ability Services revenue and service fees||10,809||10,282|
|Grants and subsidies||2,312||2,323|
|Donation from St John of God Health Care Inc||1,483||0|
|Other operating revenue||347||221|
|Revenue from non-exchange transactions (donations)||105||158|
|Remuneration of personnel and contractors||9,837||9,243|
|Other operating costs||2,201||2,803|
|Administration and support costs||1,066||918|
|Operating surplus / (deficit)||1,574||(112)|
|Cash, cash equivalents and bank deposits||1,693||2,552|
|Total current assets||2,432||3,320|
|Total equity attributable to the trust||3,673||2,100|
|Equity at beginning of year||2,100||2,212|
|Operating surplus / (deficit) for the year||1,573||(112)|
|Equity at end of year||3,673||2,100|
|Net Cash Inflows from operating activities||1,233||664|
|Net Cash Outflows from investing activities||(4,407)||(545)|
|Net Cashflow (used in) /from financing activities||2,315||2|
|Net increase / (decrease) in cash, cash equivalents||(859)||121|
|Cash and cash equivalents at the beginning of the year||2,552||2,431|
|Cash and cash equivalents at the end of the year||1,693||2,552|