486
Young people received mental health counselling for a range of needs including Alcohol and Drugs, Eating Disorders, Depression and Anxiety.
239
Young people received individualised social work support.
85
Young women at risk supported through the Mana Wahine Adventure Therapy programme.
18
Pregnancy and parenting education support groups delivered to 227 young parents.
88
Tamariki and their whānau supported at Little Owls Preschool.
81
Young parents and their children supported in the HOPE social housing project providing accommodation and wrap-around support services.
116
Youth at risk from eight schools completed the collaborative Adventure Therapy and Health and Wellbeing programme.
Growth
The newly established Reintegration Team is responsible for delivery of a High Risk Burglary Prevention program, Medium Risk Burglary Prevention program, and Mauri Tu Mauri Ora program for high risk youth.
87
The Reintegration Team have supported over 87 young people who have offended in prison-based and community-based programmes.
131
Rooms in the Wellington (47) and Canterbury (84) districts offering specialist residential care and clinical support for people with physical and neurological disabilities.
100%
Continued full occupancy for the Southern Region with growing demand for transitional rehabilitation care at the Granada Centre and St John of God Halswell.
$2.7m
Seismic strengthening and reconfiguration project 75% complete at St John of God Karori adding four new rooms and improved living configuration and working environment.
Audit
Maximum four-year accreditation awarded to St John of God Halswell following the 2019 Ministry of Health Audit, with no corrective actions and two Continuous Improvements.
11
Opened St John of God Clouston Park, our new 11-room Community Home in Upper Hutt.
31
Delivered transitional rehab care to 31 clients with brain or spinal injuries at The Granada Centre. 12 have transitioned to living in the community with a further 15 on track.
773
Activities staff at The Granada Centre hosted 402 in-house activity sessions and 371 outings enabling individuals to access the community.
6
Delivered Supported Independent Living program for 6 clients, facilitating the transition to independent living.
9
Admitted nine residents with spinal injuries for complex pressure injury care in partnership with Burwood Spinal Unit with 100% successful outcomes.
Message from our CEO
Kia ora koutou,
The 2019 financial year was a busy time for St John of God Hauora Trust. Once again, many hundreds of vulnerable people benefitted from our Community, Youth and Child Services and our Health and Ability Services. The year was also especially busy because of our efforts to grow and develop the organisation, refine our quality management processes and lift our focus on continuous improvement projects. Whilst we have more work to do (continuous improvement never ends), we have made significant progress during the year in refining many aspects of the way in which we deliver our services.
I would like to thank everyone involved in helping our organisation to help others.
For me, and I know this is the case for many other St John of God Hauora Trust caregivers, it continues to be a privilege to work for our organisation. In contemplating this I am reminded of the story of St John of God walking the streets of Granada collecting wood, food and money to put to good use for many people and calling out in Spanish, roughly translated as: “Brothers and Sisters do good for yourself by doing good for others”.
Our new Strategic Plan lays out our direction for the next three years and demands that we continue to build an increasingly sustainable, well respected organisation dedicated to excellent practice and demonstrable positive outcomes. I look forward to working with you all on that in the years to come.
Ngā mihi,
Steve
Message from Our Chair
Kia ora koutou,
My first year on the Board of St John of God Hauora Trust has reinforced my view of the need for high quality services that are focused on the care and development of our most vulnerable. In both our support for youth, and our care for people living with disability, I am impressed by the standard of care and the quality of those who are tasked with its delivery to “go and do likewise”.
In this year we have seen important growth in our delivery including the establishment of the Reintegration Team, working alongside young people who have offended towards a path of prosocial growth and development. The addition of 11 rooms at St John of God Clouston Park and the commencement of the St John of God Karori reconfiguration is reflective of our collective drive to be able to support more people with our unique and high quality care offering. Our Board remains focussed on the ongoing development of quality and stewardship measures that underpinned this growth.
Our Reintegration Team working alongside rangatahi towards growth and development.
I would like to thank ex-Chair Bevan Killick for his contribution. Bevan’s strong business acumen has supported this organisation to make bold decisions and to thrive. His strong focus on relationships and insight for bringing people together has also seen this organisation continue to develop its relationships in many sectors. We also acknowledge the great dedication of Kathryn Dalziel and Marion Cowden who by the time this report is released will have concluded their nine years of service to SJGHT. Both have added invaluable oversight of the organisations’ development and I thank them here for their contribution.
We look forward to an important year to June 2020. The conclusion of the St John of God Karori redevelopment, growth consolidation at St John of God Waipuna and the implementation of the 2019-2022 Strategic Plan will all play important roles in our ability to adapt and meet community need in the future.
Ngā mihi maioha,
Peter
Our Mission
Our Mission is to continue the healing mission of Jesus, supporting some of the most vulnerable people in our communities. Our five core values of Manaakitanga, Aroha, Whakaute, Tika and Hiranga continue to shape our workforce and the way we collaborate to support the people we work alongside every day.
Our Mission in 2019
When clients talk about that special atmosphere in our services or the impact that their engagement with us had had on their lives, they are acknowledging that, in their encounters with our caregivers, their sense of worth has been affirmed and it has enabled them to have another go at life with more confidence and skills.
Similarly when caregivers express their appreciation for working with St John of God they talk about feeling valued and refer to the respectful relationships with colleagues and clients that enable them to bring their best selves to work.
The work of mission is everyone’s work at St John of God Hauora Trust and nothing is outside the reach of mission.
Our Counselling Team St John of God Waipuna
Pastoral services, recruitment for mission, discernment in decision making, reflection for action, governance, formation, excellent clinical practice - all are part of mission integration, and all are at the service of people in our community in need of compassion, justice, solidarity and life-enhancing relationships.
This Annual Report reflects the best efforts of our caregivers and volunteers at every level of the organisation to meet people’s needs in our community. The highlights can only hint at the impact our work has had on individual clients. I add my thanks to Steve’s to all who have contributed to our mission this year.
Nga mihi,
Joanne
Joanne Hope
National Manager Mission Integration
Mark's Rehabilitation Journey
Most of us take it for granted that we can move around independently, look after ourselves and communicate effectively with others and we don’t give it a second thought. Mark was no different, living in Ashburton and working as a human resources manager in the family business, he was on top of his game. All that ended in the autumn of 2017 when he woke up one morning unable to walk, move, talk or even understand what people were saying to him. Mark had suffered a devastating stroke that left him with paralysis on the right side of his body and a condition called Wernicke’s aphasia which affected Mark’s ability to both understand and express language. It has been described as like waking up in a foreign country where no one speaks your language.
Mark spent a few days in an acute hospital before transferring to Burwood for rehabilitation where he spent the next few months relearning some of the basic skills needed to get to the point where he could move between his bed and wheelchair without help and also do some day to day functional tasks. When the team at Burwood first considered transitional rehab for Mark their intention was for him to maintain his ability while waiting for knee surgery but it soon became clear to the team at The Granada Centre that Mark had far more potential.
During Mark’s rehab journey over the next 18 months he developed far more than just his functional abilities. The sense of community and the holistic approach to rehabilitation helped him to come to terms with his stroke, make real connections with other residents on the same journey, develop new communication skills and gave him the sense of confidence and self-determination to really take control of his new life as a stroke survivor.
Physically Mark learned to walk independently and gradually reduced his reliance on his wheelchair. He regained the ability to dress and shower without having to rely on help from other people and relearned other practical skills such as cooking and managing money. There were setbacks in Mark’s rehab journey such as complications following his knee surgery, but through it all his positive relaxed outlook and determination to shape his life on his own terms along with support from the team at The Granada Centre helped him progress towards his goals.
Mark found that the informal but supportive approach to rehab at The Granada Centre really suited his personality. The focus was on participation in life rather than purely functional rehabilitation and Mark was able to work on goals that were meaningful to him and he responded well to advice and encouragement from therapy staff.
Find out more about The Granada Centre for Neurological Rehabilitation and how we can support you or a family member at www.sjog.org.nz/contact-us/the-granada-centre.
Our People
The teams across New Zealand dedicated to supporting the people we work alongside.
How we deliver care
The professionals who come together each day to help enrich and improve life for vulnerable people in New Zealand.
Financial Overview
Financial Statements for the Year Ended 30 June 2019
Statement of Comprehensive Income
| 2019 | 2018 | |
|---|---|---|
| $'000 | $'000 | |
| Revenue from exchange transactions | ||
| Accommodation and service fees | 13,946 | 12,849 |
| Other Health and Ability Services revenue | 37 | 39 |
| Government grants and subsidies | 2,359 | 1,810 |
| Other grants and subsidies | 190 | 234 |
| Other operating revenue | 351 | 317 |
| 16,883 | 15,249 | |
| Revenue from non-exchange transactions (donations) | 20 | 13 |
| Total revenue | 16,903 | 15,262 |
| Expenses | ||
| Employee costs and contract remuneration | 12,816 | 11,114 |
| Supply costs | 1,145 | 1,172 |
| Other operating expenses | 936 | 800 |
| Centralised support and service costs | 1,241 | 1,195 |
| Board expenses | 45 | 41 |
| Total expenses | 16,183 | 14,322 |
| EBITDA | 720 | 940 |
| Interest income | (34) | (52) |
| Interest expense | 96 | 128 |
| Net Interest | 62 | 77 |
| Depreciation owned assets | 408 | 370 |
| Depreciation leased assets | 110 | 108 |
| Operating surplus / (deficit) | 140 | 385 |
Statement of Financial Position
| 2019 | 2018 | |
|---|---|---|
| $'000 | $'000 | |
| Assets | ||
| Current assets | ||
| Cash and cash equivalents | 22 | 289 |
| Cash held on behalf of residents | 146 | 123 |
| Bank deposits | 470 | 1,165 |
| Sundry debtors and other receivables | 971 | 913 |
| Other assets | 30 | 36 |
| Total current assets | 1,639 | 2,527 |
| Non-current assets | ||
| Property, plant and equipment | 5,656 | 5,259 |
| Work in progress | 1,389 | 415 |
| Leased assets | 413 | 306 |
| Investment in shares in co-operative supplier | 19 | 19 |
| Total non-current assets | 7,477 | 5,999 |
| Total assets | 9,116 | 8,526 |
| Liabilities | ||
| Current Liabilities | ||
| Bank Overdraft | 92 | 0 |
| Trade payables and accruals | 1,127 | 801 |
| Residents' funds | 146 | 123 |
| Goods and Services tax | 64 | 149 |
| Employee benefit liabilities | 865 | 815 |
| Grants held for future or other specific purposes | 73 | 63 |
| Bank loan | 256 | 236 |
| Lease liability | 117 | 94 |
| Total current liabilities | 2,740 | 2,281 |
| Non-current liabilities | ||
| Bank Loan | 1,261 | 1,524 |
| Lease liability | 295 | 297 |
| Loan from St John of God Health Care Inc | 259 | 96 |
| Total non-current liabilities | 1,815 | 1,917 |
| Total liabilities | 4,555 | 4,198 |
| Trust equity | ||
| Retained surpluses |
4,561 | 4,328 |
| Total equity attributable to the trust | 4,561 | 4,328 |
Statement of Movements in Equity
| 2019 | 2018 | |
|---|---|---|
| $'000 | $'000 | |
| Equity at beginning of year | 4,328 | 3,943 |
| Operating surplus / (deficit) for the year | 140 | 385 |
| Prior year adjustment for finance leases | 93 | 0 |
| Equity at end of year | 4,561 | 4,328 |
Statement of Cash flows
| 2019 | 2018 | |
|---|---|---|
| $'000 | $'000 | |
| Surplus(Deficit) | 140 | 385 |
| Prior Year Adjustment to finance leases | 93 | 0 |
| Depreciation and amortisation | 518 | 478 |
| Changes in working capital | ||
| Accounts receivable | (57) | (153) |
| Prepayments | 0 | (8) |
| Inventories | 7 | 12 |
| Trade payables and accruables | 348 | 72 |
| Goods and Services Tax | (84) | 17 |
| Employee benefit liabilities | 49 | 78 |
| Grants for future or specific purposes | 10 | (143) |
| Cash from Operations | 1,024 | 738 |
| Capital expenditures | (1,996) | (916) |
| Investment in Shares Co-op Supplier | 0 | 0 |
| Cash from Investing | (1,996) | (916) |
| Bank loan (Current) | 20 | 8 |
| Lease liability (Current) | 23 | 0 |
| Bank loan (Non-Current) | (264) | (221) |
| Lease liability (Non-Current) | (2) | 89 |
| Loan from St John of God Health Care Inc | 163 | 96 |
| Cash from Financing | (59) | (29) |
| Total change in cash | (1,031) | (206) |
| Beginning cash balance | 1,577 | 1,784 |
| Total change in cash | (1,031) | (206) |
| Ending cash balance | 546 | 1,577 |
Total Assets
The St John of God Karori acquistion in 2015/16 for $3.81 Million significantly increased the value of Total Assets. The increase in 2016/17 is due largely to the establishment of Pampuri House in Halswell.
Our Year in Care
St John of God Hauora Trust provides supportive and person-centred care to people living with a disability as well as vulnerable children, young people and families in New Zealand.
Our wellspring of hope
Community, Youth and Child Services - Year in Review
Our work at St John of God Waipuna is challenging and complex, but is also filled with great hope and inspiration. Amongst the urgency to respond to community need, I am privileged to be in position to see the outcomes achieved by our vulnerable rangatahi in Canterbury.
One of the most significant developments over the last year has been the addition of the Mana Ake initiative supporting tamariki in Primary Schools across Canterbury. Working alongside 13 other NGO’s, collectively we are well placed to make a huge impact in supporting tamariki with ongoing challenges that impact their wellbeing, such as anxiety, social isolation, grief and loss and managing emotions. Supporting tamariki and rangatahi with tools to deal with challenges in their life has the potential to provide life-long resilience, and I am proud to see our kaimahi go forward into school communities with our support.
It is with great pride that our approach and strong partnership with the Department of Corrections which began with the Youth Offenders programme over thirteen years ago has resulted in new services beyond our Mauri Toa Rangatahi programme. Our newly established Reintegration Service works with great skill and dedication to support this cohort of young people through the critical hours, days and weeks upon their return to a community setting. I am also proud that St John of God Waipuna continues to be a place of hope for young people. Our partnership with Te Rangatahi Tumanako Trust has delivered an ongoing Prosocial Support Programme to over 60 Mauri Toa Rangatahi graduates. These young men volunteer their time and engage in this mentoring and support programme because of the trust and respect that the team have developed with them over time. Young people who have offended are overrepresented in a range of psychosocial factors beyond their control, and our persistence as a force for good in their life is a necessity to help them to examine challenges and celebrate wins as they continue to grow.
Our hope also resides in the ongoing success of the HOPE social housing programme. The team do a stellar job in supporting young parents into a living situations that are safe, secure and stable so they can get the best impact from participating in our parenting support services. The addition this year of the ACC Make Your Home a Safety Zone Grant has also seen us assess homes and install hundreds of child safety devices in Christchurch.
You need look no further for inspiration however, than in the busy energy of Little Owls Preschool. We continue to maintain a very high standard of teaching and high teacher ratios in a competitive part of the education sector which is seeing depleted number of children in preschools as a direct result of the increasing number of preschools within our community. Within our locality there are 14 preschools which leaves us with the continual challenge of attracting new whanau in order to ensure our future sustainability. Little Owls preschool not only serves our local community but also provides childcare and education options for the children of our young parents whilst they are attending their programmes.
Our team at Little Owls surrounded by the broader team at Waipuna understand the complexities of the tamariki in our community and continually strive to provide a safe, secure and welcoming environment to ensure the best outcomes for our children.
The work we undertake every day would not be possible without our highly qualified, capable and competent workforce of Social Workers, Project Workers, Reintegration Practitioners, Counsellors, Clinicians, Facilitators, Teachers, Mana Ake Kaiarahi and Kaimahi with the ‘glue’ that holds us all together from our friendly administration team. Our teams strive each and every day to truly deliver the quality of services that our tamariki, rangatahi and their whanau deserve at St John of Waipuna with passion and commitment.
We remain truly grateful of our ongoing alliance and support given by the philanthropic sector and their investment in vulnerable young people. As a result of the generosity we are able to provide the ‘extra’s’ that are so vital in breaking down any barriers to accessing support at Waipuna. An example of this is that we provide transport provision for people unable to get to programmes and/or appointments, healthy kai for those attending group education programmes amongst other supports. These are all keystone elements in keeping our service successful and continually ensuring that we do all we can to serve our community. We thank you for your investment in our work both financially and in your own advocacy and well-placed hope for improving outcomes for vulnerable tamariki, rangatahi and their whanau.
Sarah
Sarah Williams
Regional Manager, Community, Youth and Child Services
Our year of transformative change
Health and Ability Services Northern - Year in Review
Looking back on 2018/19, it really has been a year of transformative change – with three substantial projects that will see us enter a new phase in our story.
It began with the team working hard to get Clouston Park up and running – after months of planning we were thrilled to welcome our first residents on August 27, 2018. This has been an exciting expansion in the Wellington Region, establishing a new service in the Hutt Valley. Jennifer Marshall and her team have done an excellent job setting up Clouston Park to feel like home – with many visitors commenting on the calm, home-like atmosphere and a vibrant group of residents.
What has been most exciting there is seeing the residents thriving in that environment – simple things we may take for granted, such as being able to do one’s own shopping and laundry have enhanced autonomy and dignity for residents, who are very much involved in how the home is run.
A resident and caregiver at St John of God Karori
Our second major change was the introduction of medication management software (1Chart). Our nursing team has replaced paper-based systems with an easy-to-use computer interface, adding a number of process improvements that enhance safety. We introduced this first in Karori before a roll-out at Clouston Park, and I have been pleased to see ongoing improvements in outcomes for resident care.
The last major change is still underway – with the long-awaited seismic refurbishment kicking off in February, and due to wind up by the end of the year. Needless to say, without lounges, dining, kitchen and dedicated laundry space things have been challenging for all, and it’s a huge credit to caregivers and residents that this disruption has not been greater. I’m sure none of us will miss the linkway (or the “tin tunnel” as it has been dubbed), nor will the kitchen team miss the drive between 11 Messines and Karori Baptist Church, as the only cooking facilities we had have been offsite.
On that note, we are grateful to both Karori Baptist Church and Selwyn Sprott Village for their support in allowing us access to kitchen facilities (KBC), as well as laundry and an administration suite at Sprott.
For all of that, the project has been worthwhile and looking at the new layout we are proud of how the building is looking. We look forward to gaining the space back and making better use of it, particularly as we establish hospital level services (in line with our recently attained accreditation to provide non-acute medical care).
2019/20 will be a time of settling and refocussing our services, particularly in Karori as we refill the building and enhance the Model of Care.
Stewart
Stewart Clark
Northern Regional Manager, Health and Ability Services
Celebrating each encounter
Health and Ability Services Southern - Year in Review
Our care is based on a privileged partnership. Privileged because someone has chosen to share their life with us and this thereby holds us to not only a set of standards and regulations but to codes of morality, ethics and justice that are often unwritten yet demonstrated daily within our actions.
‘Every encounter is an opportunity to exceed someone’s expectations.’
I am delighted that this year we have received four years of Certification following our Ministry of Health Audit. We received no Corrective Actions and were awarded two Continuous Improvements. One Continuous Improvement was for our work in developing links and interaction with the wider community which provides greater opportunity for participation and the second Continuous Improvement was for the involvement of residents in activity which is exciting, stimulating and encompasses all levels of care and all parts of the service. The auditors congratulated us on many parts of our service delivery but said that the culture of the service could be felt the minute they walked through the door.
It is a culture of continuous improvement and a journey that has taken several years to achieve this status and all caregivers need to be congratulated for their commitment to Continuous Improvement and striving for excellence.
Other highlights throughout the year have been the completion of the Ceiling Hoist project across St John of God Halswell and the community homes, the corridor upgrade at Halswell with a full repaint, new carpet and the upgrade of two lounges creating spaces that are light filled and more spacious and the addition of a self-contained unit and extra room at St John of God Addington Community Home. With the support of the Halswell Menzshed and Volunteer, Paul Forman, we have two new tunnel houses which now supply fresh vegetables to the kitchen. In recognition of his ongoing contribution to the service Paul received a Volunteer of the Year Award at the Christchurch Civic Offices.
Throughout the year we have maintained 100% occupancy and created numerous opportunities for participation that is meaningful. I want to thank the staff for their ongoing dedication and willingness to be ‘on board’ with our model.
The Granada Centre for Rehabilitation and Therapy has continued to grow along with the services offered. Referrals for transitional rehabilitation have increased with this placing pressure on the service for more beds. The addition of the Supported Independent Living Contract has meant that we have been able to offer a continuum of care through to living independently at home. Often clients will then continue contact with the service by attending group sessions or accessing the gym from home. Our philosophy of Rehabilitation is based on regaining a meaningful role back in your community. Having a sense of contributing and participating in life.
Our Model of Care MY LIFE is empowering, energetic and enabling. We want people in our care to have hope, and to be inspired within a relationship based on trust and mutual respect.
This is a model that is not about accepting the status quo but leading the sector in a culture of compassion and excellence and this is challenging. Our funding is based on the cause of your disability and we are working within a plethora of parameters around compliance, regulation and documentation yet staff are consistent in helping individuals to reach their potential by being creative and prepared to do ‘ whatever it takes’. The success of our model is not attributable to any one part of the service but a consistent collective effort which is supported by our funders and stakeholders. I would like to take this opportunity to thank those people that have entrusted their care to us and those that have supported us in our daily Mission to serve.
Helping individuals to reach their potential irrelevant of the diagnosis is the foundation for our model of care across the service. Care teams, Therapy Professionals, Activities Staff, Pastoral and Volunteers are united in achieving common good for individuals. The success of our model is not attributable to any one part of the service but to the combination of effort. The ability to problem solve, think outside the square and be creative with vibrancy and energy is palpable across the service.
Virginia
Virginia Spoors
Southern Regional Manager, Health and Ability Services
