46,995
Nights of residential care for people living with physical and neurological disabilities in Wellington (15,557) and Canterbury (31,438).
9
Delivered Supported Independent Living for 9 clients, facilitating the transition to independent living.
38
Delivered residential Transitional Rehabilitation Care to 38 clients with brain or spinal injuries at The Granada Centre.
614
Activities Team delivered 447 in-house activity sessions and 167 community outings.
1346
Delivered 1346 outpatient therapy and resident physiotherapy sessions to support residents.
663
Delivered 441 resident Occupational Therapy and 242 resident Speech and Language Therapy sessions.
2079
Delivered 2079 nights of care for people living with pressure injuries in partnership with Burwood Spinal Unit and ACC.
354
Young people received mental health counselling for a range of needs including alcohol and drugs, eating disorders, depression and anxiety.
47
Young parents received individual social work support.
27
Young women at risk supported through the Mana Wahine Adventure Therapy programme.
242
Young parents supported in a range of pregnancy and parenting education courses and groups.
76
Supported 76 tamariki and their whānau at Little Owls Preschool.
45
Youth at risk completed the collaborative Adventure Therapy and Health and Wellbeing programme provided to eight schools.
Continued
Implementation of Mana Ake – mental health in primary schools programme, assessed by ImpactLab as generating $13 in social value for each dollar invested.
56
The Reintegration Team supported 56 young people who have offended in prison-based and community-based programmes in partnership with Ara Poutama (Department of Corrections).
35
Supported 35 young parents and their children in the HOPE social housing project providing accommodation and wrap-around support services.
30
Rangatahi worked alongside in their reintegration journey in the Rangatahi Tumanako prosocial and mentoring programme.
CEO Review
This year, it was an honour and absolute privilege to accept the appointment of Chief Executive Officer of St John of God Hauora Trust. As Regional Manager of our Community, Youth and Child Services since 2014, I have always felt a strong connection to our shared Mission and Values, and the skilled professionals who continually evolve to meet the needs of young people. I am enthusiastic and excited about our future, and the impact our people will have on the community in the coming years.
Our first priority is the establishment of the Strategic Plan 2021-25. This plan guides our pathway and action towards serving the people we support better, and further raising the standard of the excellent support we already deliver.
During this year we have already taken important steps to improve our service. The St John of God Karori Internal Review has provided the catalyst to embed the My Life Model of Care at the facility to make it a great place to live and work. Our Southern team has contributed greatly to the transformation. The Southern service has had a stellar year under increased challenges within the sector.
Amidst the complex environment of Community, Youth and Child Services, we have continued to evolve our strong partnership approach with Ara Poutama (Department of Corrections). We continue our important work of supporting young parents in their journey towards growth and development. Our service continues to be there to support the mental health and wellbeing of young people through our customised counselling and support services, and is continually adapting different ways to engage with young people at the time they most need support.
This has also been an outstanding year for our early childhood education service Little Owls. Complete centre refurbishment, ongoing improvements to the quality learning programme and professional development, has resulted in a service of which we are all immensely proud. We all know the lifelong benefits of quality early learning, and our continued development of this service is a vital element of our work.
In addition, this year we continued to evolve our collaborative approach with the funding agencies and philanthropic organisations that support us. I would like to acknowledge all of the people representing these agencies, that are committed to improving life and wellbeing for our clients and residents through the generous donations and grants awarded this year.
I would also like to sincerely acknowledge our team of more than 300 caregivers. Each of you show passion and commitment in your care and support of our residents and clients, bringing your vital skills and experience to bear in our collective endeavour. I look forward to working alongside you all as we realise our shared Vision.
Nga mihi mahana,
Sarah
Message from our Board Chair
This year the organisation accomplished a number of important objectives as we continued our focus on delivering outstanding levels of care for the people we support.
The appointment of Sarah Williams as Chief Executive Officer was an important development, after her performance as Acting CEO revealed the qualities that had made her such a an impressive leader at the helm of Community, Youth and Child Services. Since her appointment as CEO in June 2021, the Board has continued to be impressed with Sarah’s leadership, as she, along with the Leadership team, has focused on improving operations and progressing important projects.
I would take the opportunity to again acknowledge the outstanding contribution that Steve Berry made to St John of God Hauora Trust during his tenure as CEO. Steve was able to make a real difference to operational performance and there is no doubt he left the organisation in better shape than when he joined us.
Rob Wise retired from his executive role with St John of God Healthcare at the end of June and therefore stepped down as their representative on the SJGHT board. Unfortunately, due to COVID-19 Rob was never able to visit us, however this did not stop him making a real difference to our board and for this we thank him and wish him well in his retirement. I am delighted to welcome Steve Goldsworthy, Group Director Finance at SJGHC, to the board as Rob’s replacement.
The collective efforts of all our caregivers, resulted in a pleasing surplus that trends us towards financial sustainability. Our surplus of $1.2m delivers an earnings (EBITDA) to income ratio of 9.8%. This affords us the capability to meet future demand for services and the agility to adapt to evolving community needs.
This year the Board has also approved in principle the case to build the Lucena Unit at St John of God Halswell. Adding 24 rooms will be our most significant capacity expansion in over a decade. Strong demand for our care is reflective of our unique and quality service, the Board is committed to moving this project into action.
When raised up by the support of others, our appreciation and thinking radiates outwards. Pope Francis called our support for those most vulnerable a true sign of health, and central to continuing the healing Mission of Jesus.
I would like to thank you for your empathy in understanding the needs of others, and for your actions in supporting the people and communities in greatest need.
Nga mihi,
Peter
Our People
The teams across New Zealand dedicated to supporting the people we work alongside.
Health and Ability Services
Community, Youth and Child Services
Financial Overview
Financial Statements for the Year Ended 30 June 2021
Statement of Comprehensive Income
| 2021 | 2020 | |
|---|---|---|
| $'000 | $'000 | |
| Revenue from exchange transactions | 19,723 | 17,774 |
| Accommodation and service fees | 15,876 | 14,506 |
| Government grants and subsidies | 3,179 | 2,874 |
| Other grants and subsidies | 307 | 142 |
| Other operating revenue | 361 | 252 |
| Revenue from non-exchange transactions | 5 | 6 |
| Donations | 5 | 6 |
| Total revenue | 19,728 | 17,780 |
| Expenses | 17,802 | 16,819 |
| Employee costs and contract remuneration | 14,136 | 13,444 |
| Supply costs | 1,168 | 1,104 |
| Other operating expenses | 993 | 931 |
| Centralised support and service costs | 1,455 | 1,289 |
| Board expenses | 50 | 51 |
| EBITDA | 1,926 | 961 |
| Interest income | (11) | (9) |
| Interest expense | 113 | 129 |
| Net Interest | 102 | 120 |
| Depreciation owned assets | 504 | 428 |
| Depreciation leased assets | 135 | 132 |
| Operating surplus | 1,185 | 281 |
Statement of Financial Position
| 2021 | 2020 | |
|---|---|---|
| $'000 | $'000 | |
| Assets | ||
| Current assets | 3,237 | 2,043 |
| Cash and cash equivalents | 684 | 857 |
| Cash held on behalf of residents | 190 | 144 |
| Bank deposits | 847 | 439 |
| Sundry debtors and other receivables | 1,478 | 559 |
| Inventories | 38 | 44 |
| Non-current assets | 8,465 | 8,470 |
| Property, plant and equipment | 8,015 | 5,426 |
| Work in progress | 219 | 2,682 |
| Leased assets | 213 | 343 |
| Investment in shares in co-operative supplier | 18 | 19 |
| Total assets | 11,702 | 10,513 |
| Liabilities | ||
| Current liabilities | 2,752 | 2,500 |
| Trade payables and accruals | 1,220 | 933 |
| Residents' funds | 190 | 144 |
| Employee benefit liabilities | 1,061 | 1,051 |
| Grants held for future or other specific purposes | 37 | 87 |
| Bank loan | 161 | 154 |
| Lease liability | 83 | 131 |
| Non-current liabilities | 2,923 | 3,171 |
| Bank Loan | 2,533 | 2,698 |
| Lease liability | 131 | 214 |
| Loan from St John of God Health Care Inc | 259 | 259 |
| Total liabilities | 5,675 | 5,671 |
| Trust equity | 6,027 | 4,842 |
| Retained surpluses | 6,027 | 4,842 |
Statement of Movements in Equity
| 2021 | 2020 | |
|---|---|---|
| $'000 | $'000 | |
| Equity at beginning of year | 4,842 | 4,561 |
| Operating surplus / (deficit) for the year | 1,185 | 281 |
| Equity at end of year | 6,027 | 4,842 |
Statement of Cash Flows
| 2021 | 2020 | |
|---|---|---|
| $'000 | $'000 | |
| Cash from Operations | 1,205 | 1,180 |
| Surplus(Deficit) | 1,185 | 281 |
| Depreciation and amortisation | 639 | 561 |
| Changes in working capital | ||
| Accounts receivable | (920) | 412 |
| Inventories | 6 | (14) |
| Trade payables and accruals | 331 | (358) |
| Goods and Services Tax | 4 | 97 |
| Employee benefit liabilities | 10 | 187 |
| Grants for future or specific purposes | (50) | 14 |
| Cash from Investing | (635) | (1,554) |
| Capital expenditures | (635) | (1,554) |
| Cash from Financing | (289) | 1,268 |
| Bank loan | (158) | 1,336 |
| Lease liability | (131) | (68) |
| Total change in cash | 281 | 894 |
| Ending cash balance | 1,721 | 1,440 |
| Beginning cash balance | 1,440 | 546 |
| Total change in cash | 281 | 894 |
Total Revenue
Total Assets
Our Year in Care
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.
Achieving Outcomes for Young People
Communities of Health for Rangatahi
Supporting Young Parents towards Growth
Our year in achieving for young people and communities across Waitaha
Community, Youth and Child Services
Kia ora koutou,
I have welcomed the opportunity to lead the team at St John of God Waipuna this year and our quality suite of services for young people.
In my first months in this position I have been deeply impressed by the depth and diversity of expertise we hold, and the creativity and commitment of the people tasked with fulfilling our shared Mission.
In my time at Ara Poutama (Department of Corrections), I acquired insight into a variety of vulnerable populations and had the privilege of collaborating with St John of God Waipuna in support of youth. I saw firsthand the outcomes that can be achieved when we focus on the value inherent in each young person. Rangatahi engaged in the youth justice system often present with complex social, emotional, and economic factors. We know that quality services like our Reintegration Team, working in a prosocial and community focussed way, can be highly successful in achieving lasting outcomes.
Our unique and adaptive support for vulnerable young parents continues to be another strength of our service. The clients who choose to come to us are increasingly Maori and Pasifika women, over 90% in the financial year. This context shapes our work towards better achieving the dimensions of Te Whare Tapa Whā for all our clients.
Our work in being there for the mental health and wellbeing needs of young people also remains central. Counselling for anxiety, depression, eating disorders and drug and alcohol issues represents more than 2300 hours of support over 4355 contacts. Along with our coordination of the Mana Ake mental health in primary schools programme I am proud we offer such an essential service in Canterbury.
We also know that our work in early childhood education is continuing to make a difference. Research continues to affirm what we know about the importance of quality early learning. Our excellent centre and teaching team is well placed to support Tamariki with tools that will last throughout life. The investment we make today into our children and youth will impact on the shape of our society in the future.
Dame Whina Cooper said “Take care of our children. Take care of what they hear, take care of what they see, take care of what they feel. For how the children grow, so will be the shape of Aotearoa.
Tangata ako ana I te kāenga, te tūranga kit e marae, tau ana. A person nurtured in the community contributes strongly to society.
Nga mihi,
Kath
Facilitating healthy communities for rangatahi
Community Development
Kia ora koutou,
Our team continues their work in fostering conditions in our communities that are conducive to health for young people.
We continue our vital partnership approach with Ara Poutama. Our range of programmes that work alongside young people who have offended, all revolve around a common objective of recognising and valuing their whakapapa, along with discovering the strengths and attributes of each young person.
The best available evidence with our cohort, shows that true reintegration from engagement with the justice system takes between 2 and 10 years. Our work requires a patient and deliberate focus, as these young people unpack their complex social, emotional and community conditions that brought them into the justice system. Many enter our service with few champions for their cause. I am proud of our professional team who can inspire insight through small moments that move them towards growth.
Extending upon this work is our prosocial mentoring programme the Tumanako Group. This longstanding partnership with Te Rangatahi Tumanako Trust continues to work with 30 Ara Poutama programme graduates each year on the longer path towards true reintegration. Engagement with activities like the Coast to Coast fosters volunteer engagement from business leaders, who then recognise and affirm the value and capabilities of the young person in taking up the challenge.
Our ultimate aim is for each young person to be an engaged and contributing member of society, with the vision to cascade that support they received out to others. We would like to acknowledge the He Poutama Rangatahi Fund and the advisors and regional officials charged with its investment, for their commitment to extending this work in a meaningful way through to 2023.
At the other end of the continuum our Adventure Therapy team continues to deliver a great service, working with at risk young people from 8 schools in Canterbury. This year we worked with 45 young people in our school partnership and 27 young women via the Mana Wahine programme. Our team continue to deliver experiences that have a lasting impact throughout the life for these young people, these experiences live way beyond our time with them giving hope to their future. I would like to thank all the representatives from each schools in their shared commitment to helping each young person to thrive.
Outside of our work with individual clients we continue our delivery of Community Action Youth and Drugs (CAYAD) for Canterbury. Our team are a formidable ally in facilitating community action to making our communities safer for young people and more conducive to health.
Thank you for your individual actions in making our communities more resilient and conducive to health for our future generations.
Kia ora rawa atu,
Paddy
Paddy Pawson
Manager Community Development
St John of God Waipuna
Supporting Young Parents towards Growth
Young Parents Development Service
This case study was written by Vicki Burns who provided supervision to a social worker delivering wrap around support to a client. The clients name has been changed to protect privacy and the following narrative contains reference to sexual assault and sexual violence.
Sandy was referred to our service as a result of mental health challenges including depression, PTSD (post-traumatic stress disorder) and anxiety. Sandy is a survivor of rape that resulted in pregnancy at the age of 14. This young woman was living with her mother who had a significant history with Oranga Tamariki.
At the time of referral Oranga Tamariki expressed concern that Sandy would be bringing her baby home to an unsafe environment. A family meeting was facilitated and attended by the social worker, and safety plans were put in place for Sandy to move into a residential setting once the baby was born.
The social worker visited Sandy regularly to attempt to build a trusting relationship with her. This proved very difficult in the early stages due to Sandy’s experience with other professionals, but the social worker persisted and over time a strong rapport grew between her and Sandy. Prior to the social worker’s engagement Sandy had frequently run away from home.
The social worker observed a strong attachment developing with Sandy and her baby. Sandy discussed with the social worker that she wanted to make things different for her baby and wanted to do what was right. The depth of relationship developed and Sandy entrusted the social worker with a significant amount of her story which she would bring aspects of to her supervision sessions.
The social worker was impacted by Sandy’s experience and motivated to ensure she had access to the services she needed, to maintain her own wellness as well as taking on the task of parenting at such a young age.
Sandy, with the support and encouragement of her social worker, actively became a participant of a range of programmes offered by our Young Parents Development service.
Eventually with the support of her social worker and a lot of advocating private rental was secured for Sandy, her partner and her baby. A significant amount of support and practical assistance was provided to live independently.
Sandy has been a client of our service intermittently for over four years, which is not the usual timeframe. Sandy has gone on to have her second child and is currently engaged in a teen parent education unit. I have had the privilege of meeting this young woman and hold her in high regard. Sandy with the support of her social worker has made significant changes and I am confident in saying that the outcomes could have been adversely different.
Sandy has taken huge steps in addressing her own trauma. She also was brave enough to begin to trust again, and I believe the intervention provided by our social worker has made a lifelong difference to this courageous young woman, not only to her but to her partner and their children.
Sandy is now living in a safe home providing a nurturing environment in which her sons can grow and reach the potential they deserve to be given. Sandy is determined to make the difference for her boys and give to them what she never received.
So many young parents experience stigma and judgement in society, but for Sandy the catalyst of change for her was actually becoming a mother and she is very proud and protective of her children.
I wish to acknowledge the continuity of care, support and advocacy that our social worker provided for Sandy and know that the effects of the work done with Sandy will be a life-long memory for both.
Vicki Burns
Manager Young Parents Development
