contents 2 chairperson’s report

3 ceo’s report

5 operations manager’s report

team reports

9 barkly street older persons low cost accommodation support program

13 barkly street volunteer program

16 bright futures group

24 community connections and housing support for the aged program

31 crisis response program

37 children’s specialist support service

41 hume transitional support program

46 north west regional childrens’ resource program

56 shrivings adult day centre planned activity group

61 student placements report

64 transitional outreach support team

minutes 2009 Annual General Meeting

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chairperson’s report We are 21 years old this year! That is an important milestone in an individual’s life and just as important in the life of an organisation. It would be an interesting exercise to add up the years of expertise that MOSS now has – if you include, workers and the Committee of Management. For example I have been on that Committee now for at least 15 years and feel as though MOSS is part of my extended family. When I commenced on the Committee, the organisation had four workers on one site in Northcote. We supported a maximum of 100 people per year. Now we have three sites - Broadmeadows, Brunswick and Northcote; 43 staff and support approximately one thousand adults and 600 children every year.

We are an organisation of “stayers”. For the most part this is a great thing. It has allowed us to from a positive, friendly and professional culture. There is a strong sense of trust and respect between the staff and the Committee which, I believe, has assisted us as an organisation to successfully survive and grow through ongoing changes within the sector. I think we have been able to influence some of those changes for the better. For example the long term commitment to ensuring the needs of children are met in supporting homeless families has been one of our strengths.

More recently we, as an organisation, have worked closely with and learnt a lot from older people and the sense of community that they can bring to programs. Working alongside the Shrivings Program at Brunswick has been an inspirational experience and I have very much enjoyed working with Marion and Terry who joined the MOSS Committee this year.

Those of us who are part of the Committee will recommend to the AGM that we change our name from the Committee of Management (COM) to the Committee of Governance (COG). We think this allows a better acronym than changing to a Board of Governance. A COG suggests a small but important part of the machinery that makes up our organisation. I think it also suggests one that works in harmony with other parts of the organisation – to ensure we collectively do our job of supporting people who are homeless or at risk of being so.

Colleen Turner

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chief executive officer’s report It is with great pleasure that I introduce you to our 21st Annual Report. In those 21 years we have developed into a dynamic and complex agency. We now employ over 40 staff, work in partnership with over 20 volunteers, and oversee a budget of more than $3,000,000. Those staff, volunteers and monies are all dedicated to improving the life outcomes of the 1500 or more men, women and children with whom we work each year. This is a huge responsibility but our organisation through its various guises undertakes this work with enthusiasm, empathy, skill and courage. It is a personal privilege for me to be playing my part with such a purposeful group of people. Homelessness isn’t history yet and there are many battles ahead but we’ll be there when it counts doing our bit in its downfall.

Each team and program operating at Merri Outreach Support Service has prepared a detailed report on their activities and performance throughout the year and I highly recommend perusing these to get a flavour of the agency as a whole and the innovative ways we approach our work. Of particular note is the range of community development projects being undertaken.

The year has again been one of strong development. New initiatives have begun including

� A Place to Call Home � Homeless Children’s Specialist Support Service � Older Persons High Rise Program (Brunswick) � Older Persons High Rise Program (Northcote) � Intensive Case Management Initiative (Indigenous Focus) � Children’s brokerage project

Partnerships have been consolidated and developed including with

� North and West Regional Local Area Service Network � Our Homes Our Health � Yarra Community Housing � Merri Community Health

We have also put considerable efforts into financial planning and consolidation. The express aim of this has been to enable the organisation to structurally change by introducing another Operations Manager and increase administration to support our ongoing work.

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These new resources will also allow us to implement future initiatives and undertake work and projects generated by our strategic planning. The coming year in prospect is very exciting. Thank you to our committee members whom work behind the scenes to ensure we are accountable to the community for our work. Once again I can only stress that we are a strong agency because the governance of the agency is of the highest standard.

Thank you to our staff and volunteers for another energy packed year of hard work, good humour and dedication. All of you make Merri a good place to work. While we can justifiably be proud of our history clearly our best years are ahead of us! To the good ship Merri may your song always be sung.

Rob Sago

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operations manager’s report The 2009/2010 financial year has been exciting and productive for Merri Outreach Support Service. There has been continued overall expansion of the Agency. The strong commitment from both federal and state governments to address homelessness has seen significant new funding for the sector, particularly through the National Partnership Agreement. New support services and initiatives have been funded as well as social housing projects. The global financial crisis saw major investment in homelessness, including construction and upgrades of social housing stock stimulus package funding. Following the change of Operations Manager last year, this year has been a period of consolidation in the role.

Quality Improvement

With QICSA Accreditation behind us the Agency has taken the opportunity this year to embed Continuous Quality Improvement processes. The Quality Council has assumed responsibility for this and the implementation of the Agency’s Performance Improvement Plan (PIP), as a framework for continuous improvement activity. Staff members across the Agency have made a valuable contribution and commitment to quality improvement and are to be commended.

Quality Council membership during the year comprised nine staff members: Rob, Tony, Trudy, Clint, Melissa, Liam and Jenny,

Sarah and Kathryn. I thank them for their contribution. The membership is reasonably representative of teams and locations across the Agency, other than Brunswick. Regular meetings are scheduled and this translated into the Quality Council meeting nine times during the year.

The Quality Council reports to both the Agency (staff) meeting fortnightly and the Committee of Governance every 6 months. Staff members have embraced quality improvement through their involvement in scheduled review and presentation of policies, participation in the staff wellbeing audit, contribution to development of new policy and procedures, adoption of new procedures and involvement in professional development. It was pleasing to see Damon and Kate take on newly identified roles of Equal Opportunity Contact Officer and Student Co-ordinator respectively.

Whilst the OH&S Committee is a standalone committee it reports to the Quality Council (see below).

Occupational Health and Safety

The Occupational Health and Safety (OH&S) Committee continued to be active in promoting MOSS as a safe workplace during the year. The Committee met on eight occasions to address a comprehensive agenda. Reporting pathways are to staff via the Agency Meeting, to the Quality Council for

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endorsement and as part of a six monthly Management Report to the Committee of Governance. Workers have the opportunity to raise OH&S matters through their respective site Health and Safety Representative (HSR), during Agency Meetings or directly with the Management Team.

The OH&S Committee comprises Tony (chair), Jayne, Maureen and Lyn to cover our 3 work sites. The work of the Health and Safety Representatives and their commitment to the health and safety in the workplace is to be applauded. Across the Agency, workers are engaged in OH&S and use the processes we have in place which are both proactive and responsive.

The range of issues and work undertaken was extensive. These included: organising training on first aid, fire and extinguisher use and for HSRs; conducting evacuation drills and reviewing our emergency evacuation procedure; undertaking site risk assessments; organising safety works such as window at Northcote, non-slip strips, electrical tagging, cable covers; removal of fire hazards; pest control works; refining report and investigation forms; developing a Worker Safety Procedure and responding to incident reports.

During the year there were a number of incidents reported. These tended to fall into three categories;

� Verbal threats directed at staff by consumers resulting in staff feeling unsafe

� Staff slips and falls – office and outreach � Consumer deaths due to ill-health and suicide

We had one WorkCover claim during the year and thankfully the person affected has since returned to work after only a short period. The Agency is committed to a timely response to all incidents and investigates how we can eliminate or manage the risk as well as support staff as is appropriate. Staffing/recruitment Whilst staff turnover is a natural part of the modern workplace, Merri Outreach Support Service prides itself on its ability to retain staff. This year saw a relatively small turnover of staff. Departures during the year include Greg, Natascha, Kellie, Issy, Linda, Vicki, Dianne and Leonie. We wish them well in their new endeavours and thank them for their respective contributions. With departures arise opportunities; we welcomed the following new staff members: Xavier, Luisa, Maylen, Betty, Belinda & Liz. Dan and Nickie returned from parental leave whilst Sarah, Jayne and Clint started parental leave during the year and we congratulate them. Significant new growth came with the funding of the Low Cost Accommodation Support Program at Brunswick (1.0 EFT) and the Children’s Specialist Support Service (4.0 EFT). Unfortunately this was countered by the loss of the Yarra Families Outreach funding (1.0EFT). At the close of the financial year we had 41 (35.6 EFT) staff members plus one on maternity leave. This compares with the start of the financial year when there were 39 (31.2 EFT) workers. This represents significant growth of approximately +14% (EFT) for the Agency during the year.

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Local Area Service Networks (LASN)

The homelessness service system in Victoria has been and continues to undergo significant reform. This reform is known as the Opening Doors Framework. During the first half of the year the region worked intensively on developing the model through the Local Area Service Network (LASN). Prior to the region “going live” MOSS had been heavily involved in the Hume-Moreland Homelessness Network pilot with St Vincent De Paul Housing Service as the Access Point and referral source for the Hume Transitional Outreach Support Team. The LASN went live in mid-December 2009 across the region.

The highly consultative and developmental process of sector reform and the implementation of the Opening Doors continue. MOSS is represented and contributes to these processes. The reform is complex involving many diverse agencies across the region. Some of the new arrangements have meant significant changes to practice and this has understandably variously challenged staff. Whilst the Opening Doors is still bedding down not all parts of the system are in place. Staff members are to be commended on their efforts to work through the challenges that change brings.

Administration

The Administration Team has remained stable this year with Trudy and Sharon working closely to meet the combined needs of teams of the Agency. In an exciting development, Trudy has spent significant time this year working with a number of

different IT companies on both a major ICT upgrade and further towards a plan for the long term future about how ICT is managed at MOSS. As a result upgrades of all desktops and servers are scheduled to occur during the second half of calendar year 2010.

Our vehicle fleet has continued to grow and we now have a fleet of 29 vehicles across the 3 sites. This is reflection of growth across the Agency in terms of both programs and staffing and symptomatic of growing demands on the Administration Team. The Committee of Governance has recognised this and approved additional staffing for administration and a restructure with the formation of an Administration Team in the new financial year. With strong connections between systems and policy implementation in the Administration Team, Trudy joined the Agency’s Quality Council this year.

Outlook

The next 12 months are shaping up as an interesting period for Merri Outreach Support Service. At the time of writing a federal election had been held without a declared winner and a state election was due in November. The outcome of elections and new governments’ commitment to addressing homelessness is as yet unclear. Nevertheless, Agency growth has seen the Committee approve additional resources for management and administration. A new Information Communication Technology (ICT) platform will come to fruition during the year and offers great opportunities.

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Continuing sector reforms and the bedding down of Opening Doors for SAAP services promise improvements to the homelessness service system as does the adoption of the Active Service Model for HACC funded programs. Other reforms include changes to the segmented waiting list for public housing, registration of rooming houses and the establishment of a Common Housing Register. These changes will challenge us at times but should result in better outcomes for consumers. Unfortunately these are times when too many people are unable to access affordable safe housing. The demand on support services is as great as ever and consumer needs are increasingly complex.

The upcoming year will see the consolidation of newly funded programs at MOSS including the Children’s Specialist Support Service and Older Persons’ Low Cost Accommodation Support Workers. New Management and Administration resources offer great promise as does the proposed move from the Northcote office to more accommodating premises. Continuous Quality Improvement processes will continue to shape the Agency as will strategic planning. These promise to be exciting times!

Tony Littman

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barkly street older persons low cost accommodation support program

Description of Service Activity

Merri Outreach Support Service (MOSS) was successful in obtaining funding for an Older Persons’ Low Cost Accommodation Support Worker at Barkly Street estate in June 2009. The position was created to assist residents at the Barkly Street estate. Similar positions exist in various high rise estates around Melbourne and are there to support the residents and assist in developing community initiatives for the residents of the estate.

Barkly Street estate consists of around 160 residents over the age of 55. Most people living at the estate are long term residents. Initially the role of the worker was to get to know the residents in the building, inform residents of their role and the kind of assistance being offered, build rapport and gain their trust. A pamphlet was distributed to all building residents and floor parties where organised to meet and greet residents.

Floor parties are held once a month downstairs in the community room where residents of a particular floor are invited to meet the worker and get to know the residents on their floor. Food and drinks are provided. Through the volunteers and promotion of the service, residents began approaching the worker for assistance and advising the worker of residents who may require assistance. The OPLCASP is broken up into two parts consisting of service provision and service development. Currently around 70% of all work relates to direct service provision (client work) and 30% to service development(community development).

Service Development Activities

The Older Persons’ Low Cost Accommodation Support Worker at 351 Barkly Street, Brunswick is a new program which commenced at the start of 2010. During its first six months a big emphasis has been put on letting residents know about the new role and what it involves, developing pamphlets, hosting floor parties and gaining the residents trust.

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Historically it was found that new residents moving into the building had no furniture or material aid and where forced to sleep on the floor until material aid could be sourced. New residents were also found to be confused in their new setting unaware of the services offered at Barkly Street and may have had support issues which went unnoticed. A memorandum of understanding was produced with the Carlton Office of Housing in relation to new tenants moving into Barkly Street. During sign up with the Office of Housing, new tenants are given an option as to whether they would like the OPLCASW to visit them once they have moved into the property. If new residents agree the OoH telephones or faxes signed form of authority with a date and time for worker to meet the new resident. The worker would then assess consumer’s needs and provide the appropriate service. A Welcome to Moreland pack has been developed with the City of Moreland to give out to all residents informing them of the services, important contact numbers, calendars, seniors card application, maps etc of the local area. This has worked very well.

Program Highlights

The program has organised outreach services to come to the building. So far outreach optometry outreach has attended Barkly Street estate. This has been a huge success with 10 people serviced and another 30 waiting for the service to come back. A follow up date is being organised for outreach optometry to return to the estate. Other outreach services to be organised are dietician, Edward Bill haircuts, occupational therapy and diabetes educator.

Gardening Group

A survey conducted by Katrina from MOSS in 2009 and another survey conducted by Merri Community Health Centre showed residents were very interested in beginning a gardening group on the estate. So far the Support Worker together with Merri Community Health Centre and cultivating communities have looked at the idea of beginning a gardening group, costs involved in this and the best approach to take when applying for funding with the Department of Human Services. A meeting with the high rise worker and Merri Community Health Centre and interested residents was organised on the 10th of May. It was decided to start small with the gardening group as there is already a suitable space available at the North side of the building which could be used to establish 10 garden beds. I have applied for funding through easy grants and wait to see if we were successful in obtaining a grant for $5000 which would be sufficient to begin work on developing the garden plots. It is envisaged the group will be run by volunteers with up to 10 residents having their own plot. If the project is successful more funding will be sought so more plots can be established.

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Victoria Market Bus Trip

As part of my Community Development role I had organised a bus trip to Victoria Market for the residents of the building. Several people showed interest in coming along but on the day only 2 people attended. At this point of time the bus trips to Victoria Market have been cancelled and all efforts will be diverted to the gardening group.

Network and Sector Development Activities

With the assistance of Moreland Community Health Centre a network group is in the process of being developed bringing local services together at Barkly Street for a bi-monthly meeting looking at service gaps and other services or community development activities that could be introduced into the building. The reference group will begin in July. The OPLCASW has worked closely with Moreland Community Health Centre to look at issues affecting residents at Barkly Street and how best to address them. Outreach services being organised include optometry, dietician, Edward Bill haircuts, Occupational therapy and diabetes educator. Moreland Community Health is seen as a very important network group as residents live nearby and can access all services required in one location.

OPLCASW is also part of the Health and Homelessness Network Group run by Zoe Probyn from St Vincent De Paul Housing Services.

STATISTICS

In the past 6 months there have been 62 support periods provided for tenants at the Barkly Street Estate and surrounding area. Of the clients assisted 72% where males and 28% females.

Casual Clients

Estimate of casual clients accessing the worker would range between 20-30 clients. Clients may have a general queries answered, require assistance in filling out forms, advocacy with services and general day to day enquiries. Many residents will access the OPLCASW numerous times for various matters. Assistance rendered on a casual basis is not collected for reporting.

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Flexible care funds expenditure

Flexible care funds provided to the program consists of $15000. The program officially began in January 2010 total monies spent up to June 30th 2010 are as follows:

Registered clients $8000 for the purchase of whitegoods, and setting up home, gym memberships, bills, food vouchers, aids, equipment and glasses

Casual Clients $1000 ( bills)

Service Development activities $3000(gardening group)

Other activities $200

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barkly street volunteer programPreamble

The Volunteer Program at Barkly Street estate comprises the following 12 volunteers: Terry R, Lesley, Zdenka, Graham, Peter, Terry M, Margaret, Jeff, Marion, Dorothy, Jessica, and Senna. I would like to take this time to thank all volunteers for all their hard work and dedication in assisting with the activities run at Barkly Street estate. Without their support and dedication all that has been achieved would not exist.

The Volunteer Coordinator is responsible for supporting and facilitating the work of the volunteers to run activities in the building, transport Planned Activity Group consumers, run the foodbank, organise monthly barbeques and assist residents in the building when required. This role also includes the recruitment of suitable volunteers, provision of orientation and the induction, matching volunteers to roles, coordinating volunteers and resources to run the range of community room events as well as organising and identifying training.

General Report Program Activities

Foodbank

The foodbank has been established at Barkly Street for the past 3 years. The program was initially set up to provide food for the residents of the building. As the program expanded it now also services people from the surrounding area. Foodbank has grown to be a large exercise that requires the assistance of all volunteers to make ensure its success. Every Thursday food is purchased or picked up from donation points across Melbourne and brought back to the estate. We spend most of Thursday preparing and organising the food so it is ready to be distributed on Friday morning. All Friday is spent distributing the food to the residents and people from surrounding areas.

Bus driving

The volunteers also assist in picking non-residents of the building who attend the Planned Activity Group (PAG) at the Barkly Street estate. Volunteer bus drivers are also responsible for returning participants home at the conclusion of the PAG. Outings are also organised for the the PAG group previous outings have consisted of going to the RSL, shopping and attending the cinema.

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Bingo/Pool Comp/Card Games

The volunteers also organise on-site activities for the residents in the community room. Activities include bingo (Tuesday), pool competition (Wednesday), card games on (Wednesday afternoon). These activities are attended by residents of the building.

Fundraising

On the last Friday of each month the volunteers run a barbeque and a raffle at the estate. Donated gifts are raffled and a barbeque is provided for both the residents and people from the local area. These are enjoyable days for all involved. Money raised is used to support the work of the volunteers and ultimately for the benefit of participants in the various activities run by the volunteers. In August 2009 the Agency was able to purchase a disability modified bus to support the activities run at Barkly Street. Fundraising by the volunteers made a very significant contribution of approximately $8000 towards the purchase of the bus enabling necessary modifications (identified by the volunteers) affordable.

Meetings

Being a volunteer involves attending a meeting every 6 weeks. These meetings review the programs we are running any possible improvements that could be made. Any issues that have arisen can be considered. This is a good way for us to discuss what we are doing, what needs to be done and how we can improve the services we run. A meeting once a fortnight is also held with Sam, the Older Persons Low Cost Accommodation Support Worker to discuss ideas and assistance required to organise events. This meeting is also used to discuss any issues or residents requiring assistance in the building.

Key relationships with other teams

The volunteers work closely with the PAG group and the Older Persons Low Cost Accommodation Support Worker at Barkly Street estate. Monthly meetings are held between the teams where issues around the building, services and clients are discussed.

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Key success and program highlights

Undoubtedly the highlight of the year was taking delivery of a new bus suitably modified to meet the needs of consumers and work of the volunteer program. The volunteers were also successful in obtaining a $5000 grant from Woolworths to contribute to the expansion of foodbank. Fridges will be purchased to store more food for clients using the service. The food bank has expanded considerably over the past year and now services 80-90 consumers each week.

Key Challenges for the coming year

Some of the key challenges for 2011 will be both recruiting new volunteers and retaining current volunteers. The volunteers do a fabulous job under at times challenging circumstances with little reward. I would like to thank them for their dedication and hard work this year.

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bright futures group

In July 2009 Merri was successful in their application to FaHCSIA to deliver a 3 month project from August - September. The Bright Futures Continuing Care Project was based on an approach of early intervention and prevention that sought to better support children and their families experiencing homelessness and /or family violence. This included addressing the risk factors associated with childhood trauma, abuse and neglect. The project aimed to provide a response to children that complimented and enhanced the generalist homelessness and family violence response.

The project had three components:

Component A: Therapeutic Music and Creative Arts group

Component B: Individual child and family outreach support

Component C: Facilitator training package

The Bright Futures Continuing Care Project opened up its referrals to all SAAP and family violence agencies in the Northern region, maintaining a strong Indigenous focus.

10 children and their families were referred to participate in this intensive program. The children that participated in the 10 week Therapeutic group also received intensive support for this period on an individual basis. The project created a facilitator training package that provides practical skills and knowledge for professionals from the sector to facilitate similar groups in the future. Janine Sheridan coordinated and facilitated the therapeutic group, Shureeka Alves was the intensive case manager and the group was co-facilitated by Shureeka, Kathryn case manager for CCP and Damon case manager for T2.

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80% of the children who attended the group identified as Indigenous Australian, the other 20% were Anglo Australian. Bright Futures feels that it was successful in reaching the Indigenous population due largely to the professional relationships Merri Outreach Support Service (MOSS) has built with Indigenous services, and the use of culturally appropriate communications and interventions. In providing this Therapeutic group and individual support to the children and their families, MOSS believes they went a long way in advancing the National Framework’s objective of providing vulnerable children and families with appropriate support and services to create conditions of safety and care.

As the experience of a trauma such as neglect and abuse can also develop due to parental issues; risk factors that may be associated with mental health, family violence and drug and alcohol use were being addressed during the individual outreach support to secure the children’s safety and promote their long-term wellbeing.

Component A: Therapeutic Music and Creative Arts group

From the children’s responses, it is evident that many of the aims and objectives were met. The children stated that they were having fun (100%), felt more confident about themselves (87.5%), felt good about themselves (87.5%), and learnt something about themselves (75%).

Comments from the children about how they thought the group had helped them:

‘Feeling good all the time by learning about things that are good in life’

‘It helped very much and I am not stressed out now’

‘I don’t feel worried. I don’t have night mares anymore because I have learnt to focus on good feelings’

‘Understanding emotions can help you’

‘It improved my confidence!’

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‘It helped with everything - I felt good about myself’

‘Understanding my own feelings and emotions’

‘Sometimes I talk to my friends about my feelings and emotions and about my situation’

‘Making more friends’

If someone is able to articulate that they feel good and confident about themselves, and are able to have fun and are learning new things about themselves, it may be an indication of the child beginning to feel an increased sense of resilience and positive self-esteem. Considering these were children that have been referred due to on-going experiences of homelessness and family violence and potentially ‘at risk’ of early school leaving, depressive mood states and being socially isolated the results seem positive.

Comments from the children about what they had learnt during the group:

‘I learnt to always try again’

‘It is good to talk, especially when you’re stressed out – and there are lots of people to talk to’

‘I realised that everyone has strong emotions’

‘I learnt something new – you could try something else’

‘I learnt to walk off and tell a teacher’

‘I learnt about values and what they meant and I learnt that these things matter!’

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Parents were asked to comment on what they thought their child had learnt, they wrote:

‘How to be more confident and comfortable in their skin’

‘Why it’s good to be the best person they can be’

‘Socialising, team work and coping strategies’

‘Share a lot with family’

‘That they are not alone – other kids have gone through similar situations’

‘They learnt more about their own personal situation’

‘He gained confidence with drumming and feeling more like an adult’

‘Independence’

‘It reinforced my boundaries for my daughter and so she learnt that others also require boundaries’

The parents were also asked if they had noticed any changes in their child/ren’s behaviour since their attendance at Bright Futures, here is what they wrote:

‘Yes – more happy and confident!’

‘Quieter, listens better, and co-operates more easily’

‘She has opened up more’

‘Much more talkative’

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‘Things have changed a lot – my son’s maturity and friendships with others in the group has strengthened’

‘My son has settled down at home and school’

Component B: Individual child and family outreach support

A case plan was developed for each child after a comprehensive assessment was completed. During the assessment, needs were prioritised through consultation with the child, their parent and the referring agency. Support was provided to assist the families to engage their children in what they needed to remain safe and supported within their local community.

THE GOALS THAT WERE ATTACHED TO THE CASE PLANS CAN BE CATEGORISED INTO TWO KEY AREAS WHERE SUPPORT WAS NEEDED – EDUCATION AND FAMILY SUPPORT.

EDUCATION: To strengthen the relationship between family and school; enhance educational support; receive tutoring; improve school attendance; access extra educational support; re-engage in educational system; and link to homework clubs.

FAMILY SUPPORT: To link the child into specialist children’s counselling; link to family counselling; link to recreational camps and other group programs specifically for children that have experienced trauma; link to family services – to provide extra support for the family unit; and address self care, personal hygiene; and wellbeing.

The following referrals were made for educational support: Kip McGrath tutoring service; homework clubs; and supporting schools to access the Wanik Strategy (schools to apply for individual funding for extra support for the child in school hours).

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The following referrals were made for family support: Aboriginal Family Counselling Koori Kids (victims of violence and grief and loss counselling; Family First; Family works – family counselling and group work program for primary school age children after parents have separated; School counsellors; Psychologists; Breakaway camp; Kildonan - recreational activities program; Royal District Nursing Service; Basketball club; and Bright Stars (recreational).

The Bright Futures Continuing Care Project provided funding to each child which provided families with the opportunity to engage in community and professional services that the families may not have otherwise been able to access. Fees on the whole went towards tutoring (for the remainder of this year and the first half of next year); 1:1 support in the classroom; Recreational activities such as school excursions and camps, camps through other organisations; swimming, Bright Stars, basketball, Karate, and youth groups.

Much of the workers time was also spent at professional’s meetings and communicating with all agencies and organisations that were involved with the family to ensure that the individual needs of the children were being addressed. Some of these organisations and agencies include:

� MOSS - North West Regional Children’s Resource Program, Transitional outreach teams in Broadmeadows and Northcote, ICMI, and the crisis response team

� Department of Human Services

� Department of Education

� Schools – Principals, teachers, welfare officers and psychologists at: Coburg Primary, Thornbury Primary, Preston South Primary, Reservoir Views Primary, St. Clares Primary, Thomastown Primary, KODE transition school, Northland High School, and Epping High

� Aboriginal family services - Koori Kids family counselling

� Bert Williams (Aboriginal Educational Support)

� Family Support Services - Broadmeadows Uniting Care; Salvation Army; Kildonan; Family First; Family Works and Berry Street

� Royal District Nursing Service

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� General Practitioners

� Kip McGrath Tutoring Service

� Libraries

� Homework clubs

� Transport Accident Commission

� Recreational organisations – coaches and youth group leaders.

All families and referring agencies were provided with a comprehensive exit plan ensuring that these linkages to supports and services within the community were clearly outlined and were able to be monitored in order to maintain the support for the child and their family.

Component C: Facilitator training package

A two day comprehensive training package for professionals has been developed and implemented. This has made accessible both practical and theoretical knowledge based activities for professionals in the sector, providing them with the necessary skills and informed awareness to facilitate future groups within their own regions.

In term 4 2009 MOSS worked together with Hanover Family Services to provide Bright Futures for the families that they are supporting in the West. This was a successful partnership for both Hanover and MOSS. The children and young person’s worker at Hanover Sharon coordinated the transport for the children, contact with the schools and co-faciltated the group together with Jayne (MOSS case manager from T2). At the end of the project Sharon completed an evaluation of the group with children, parents and workers from Hanover. This once again proved to be highly successful for the children particularly increasing their confidence and sense of self-worth. Hanover being so pleased with the group and it’s positive impact on the families applied for funding to have the group run for their families in the future (Hanover was successful in their application and another group will be run in term 4, 2010).

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During these months much time was also spent with the North West Regional Children’s Program and Rob to write up the tender for the CSSS team. It was with great delight and relief when we received news that MOSS had been successful. As a result of the application the beginning months of the year were spent in preparation for the team to come on board.

Having a full time position now has meant that I am able to offer two groups per term to the region and in term 2 a group for 5 – 8 year old children and another for 9 – 12 year olds were held in the Broadmeadows office. This was the first time that the younger group was offered and although it had it challenges, it has been an indentified gap within the sector and was much appreciated by the families that participated and the referring agencies. These groups were co-facilitated by Merri staff including Sharon (T1 case manager); Gabrielle (CRP/TOST case manager); Belinda (CCP case manager); Sene (CRP case manager); and Luiza CSSS case manager). The outcome of the evaluation indicates once again that the aims of the group are being met and participants, their families and referring agencies are noticing positive changes in their children/clients particularly around their increased confidence; their enhanced communication about their feelings; and their overall elated mood states.

I am currently undertaking my masters of clinical family therapy and am therefore able to offer up to 5 families at any one time family sessions. This is a great opportunity to offer more intensive therapeutic support to those families that have attended the group but have complex needs that involve the whole family.

Having the opportunity to run two groups per term also means that more children are being supported through this Therapeutic Music and Creative Arts group as well as more workers within the North West metropolitan region being trained as co-facilitators. It is hoped that this will continue to bring awareness to the sector about the needs of children experiencing or at risk of homelessness and/or family violence, as well as the skills and knowledge necessary to support them.

Janine Sheridan

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community connections and housing support for the aged programThe Community Connections Program (CCP) and the Housing Support for the Aged Program (HSAP) has been reinvigorated over the past twelve months with the commencement of a new team of workers. We welcome Liz, Belinda and Dan to our team. Each worker has brought fresh energy, ideas, commitment and passion to these programs. Jenny who has been case manager on these programs for the past three years has stepped up to take on the Team Leader position after Sam was successful in obtaining the Older Persons’ High Rise position at Barkly Street. We celebrate our many successes over the past year and we look forward to implementing the plans that we have for the next twelve months.

Community Connections Program

As in previous years the primary focus of our service delivery has been the provision of person centred team case management/care coordination. The Community Connections team has continued to work hard to successfully target consumers with unmet complex health care needs who are homeless or at risk of homelessness and have unmet complex health care needs. Case management of these consumers has been directed towards linking them with services to meet their needs and to maximise their independence and quality of life.

In relation to direct service provision and care coordination, highlights of the 2009/2010 period have included the approach that we have developed in working with hoarders. We have developed a collaborative approach in addressing this issue, working with a range of disciplines to achieve the best outcomes for our consumers. Also, we have noted an increase in referrals for CCP assistance for people living in private rental properties who have unmet complex health care needs and face eviction. This reflects the lack of affordable housing which is having an impact on all sectors of our community and also placing higher demands on services in the welfare sector. The Community Connections program has had the flexibility and capacity to respond to this increased demand. The relationships that we have developed with the Community Housing Sector and the Office of Housing are crucial in facilitating our capacity to assist our clients through these difficult times.

Housing Support for the Aged Program

Our Housing Support for the Aged Program consumers have continued to benefit from an improved sense of connection through participation in organised outings during the year. These have included trips to the zoo, movies and lunches. In order to improve the delivery of this service to our consumers we are

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currently in the planning stages of employing a Community Development Worker to further develop activities to improve their social connectedness.

HSAP has worked collaboratively with The Older Person’s High Rise Worker at the Barkly Street Estate. We have been able to develop a more coordinated response to meet the need of our consumers on this estate. The team looks forward to developing the same collaborative approach with the new Older Person’s High Rise Worker who was recently employed to work with the Older Persons on the Holmes Street, Robert Street and Agg Street estates. We are excited about new opportunities for the extension of community development activities in these settings.

Food insecurity and poor nutrition has continued to be a major focus of our work. The challenges for our clients around poor nutrition may be the result of a number of factors including lack of disposable income, drug and alcohol addiction, poor motivation, and difficulties in managing shopping and cooking. We have done of lot of work in this area over the past twelve months to improve this area of need for our clients.

Geographic Area

The Community Connections and Housing Support for the Aged programs work in the Cities of Moreland, Darebin, Banyule, Whittlesea and Shire of Nillumbik. The majority of our consumers come from Darebin, Banyule and Moreland, reflecting the concentration of need in these areas.

Key Successes

Our Homes Our Health and Holmes Street Estate

In the past year the CCP/HSAP Team have continued to be active members of the Our Homes Our Health project which has been active in bringing activities to three Office of Housing elderly persons’ units (EPU) sites in Darebin. There has been an increased concentration of work on the Holmes Street Estate. The increased focus was initially in response to a murder on the estate in December 2009. The Community Connections Program was actively involved in providing a response following this incident to support residents’ sense of feeling felt safe during this period.

The Community Connections Program has continued to provide a presence on the estate throughout 2010 through running a community development activity “Fruit in the Foyer” on a weekly basis. This activity has assisted in establishing a greater sense of security for these residents. As Our Homes Our Health lost the funding for the employment of the worker who used to run this activity it has also ensured that residents received the continuity of service that this worker had provided. Our Homes Our Health have provided support for this activity. SPAN Neighbourhood House has provided volunteers and Darebin Community Health Centre visit on a regular basis to provide health information to residents.

Our regular presence on the estate has enhanced the social connectedness of the consumers that are on the program. These consumers who were previously very isolated on the estate are

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now attending this activity and becoming more connected to fellow residents. The activity has also resulted in more identification of need on the estate and referrals to our program. With the recent employment of the Older Persons’ High Rise Worker to work on this estate we look forward to working collaboratively with this person to address consumers’ needs on the estate.

Food Security

In order to enhance the food security of our consumers, we have linked many of them to the Community Church in the local area which provides free lunches three times per week. We are using the space at the Church to conduct activities for consumers on a weekly basis after lunch to improve their social connectedness. We have a volunteer who is assisting. Food security has also been enhanced through the provision of planter boxes and vegetable seedlings to consumers linked to a local community garden.

Key Challenges

Staffing shortage and increased focus on community development activities this year have been the key challenges for our programs. While our weekly community development activities at Holmes Street have assisted to provide an increased sense of security for the residents, raised the profile of our

service and assisted with the transition of the new Older Persons’ High Rise Worker, this has also presented some challenges in terms of resources. We have responded to this challenge by enlisting volunteers to assist with these activities. We are very appreciative of their assistance and the residents have also benefited greatly from their efforts and enthusiasm. While there has been much turnover of staff over the past twelve months we now have almost a full contingent of staff with the final CCP position being recently filled.

Key Relationships with other teams and service providers

Over the past year the team has been successful in developing relationships with other local service providers such as the Alert Team at St Vincent’s Hospital and this has helped to reduce waiting time for some of our consumers when attending Accident and Emergency. The Alert Team has also worked with us to reduce admissions and increase consumers’ awareness of hydration and nutrition.

The Team has also worked closely with other MOSS programs and has taken referrals from both the TOST and CRP. We have enjoyed a positive and collaborative working relationship with the Regional Children’s Resource Program, including having a team member participate in the Bright Futures group.

The Community Connections Program in consultation with North East Housing Service have referred two consumers to the TOST program and found that the combined assessment process

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enabled the clients to have a smooth transition avoiding repetition and frustration.

Referral pathways into the Community Connections Program have included hospitals, community health centres, Wintringham, ACAS, SHASP, housing providers, individuals and family members. New referral sources included Centrelink, Housing Action for the Aged, as well as the Peter MacCallum Institute.

We have continued to develop our relationship with The Royal District Nursing Service Homeless Persons Program (HPP) and developed new relationships with Community Guardians at the Office of the Public Advocate (OPA). These increased communications with the OPA have allowed us to to improve consumer outcomes. The HPP provides a particularly important service for those consumers who encounter very real barriers to accessing mainstream health care services.

CCP has also made referrals on behalf of our consumers to community housing providers such as Housing Choices Australia and Yarra Community Housing. With the rental market in crisis, we have encouraged consumers to look at community housing as a genuine option and have had success in placing several into this affordable accommodation.

We have noticed an increasing number of people who are referred to the program are either living in squalor and or who hoard. In order to facilitate the response to this at the macro level, CCP has joined a Squalor /Hoarding Committee. CCP

looks forward to working with this committee to gain a greater understanding of this issue to improve our response.

We have also met with our consumers on Wednesdays at the Church of Christ in Thornbury and shared a meal. This has now become a regular get together for several consumers who meet to play cards with our volunteer Liz.

During the past twelve months, we have focused on developing relationships with facilities that can provide respite to our consumers, who may not want to leave home but who would like to have a short break or who require extra care. This has resulted in an increase in referrals to the appropriate Aged Care Assessment Services (such as Bundoora Extended Care and St George’s ACAS) to get current paperwork in case respite is required over the next year. ACAS have also referred some consumers who require a higher level of care and funding to other Aged Care providers with CACPS programs. We have taken several consumers to look at Corpus Christie and Sambell Lodge and have taken and attended a “happy hour” with a gentleman who is considering moving to Sambell on a permanently. We have been provided with an open invitation to bring our HSAP consumers in for a look at this facility.

There has been an increase in referrals to DHS for ACAS assessments for people under 65. We have noticed a gap in services for people who are under 65 and can’t access Aged Care services due to their age. We have advocated to the DHS on behalf of these people, needing a higher level of support and access to respite beds. In two cases, we argued that these people require an assessment for Aged Care services and that these

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people have disabilities that affect their capacity to carry out activities of daily living. In both cases they were assessed to be appropriate for the higher level of care and support. As a result of this advocacy, DHS instructed ACAS to complete an assessment.

We have continued to work collaboratively with area mental health services such as NEAMI and the crisis teams from the Royal Melbourne Hospital and St Vincent’s Hospital.

We have an ongoing relationship with Drug and Alcohol Services such as De Paul House, Turning Point, Moreland Hall and The Cottages.

Our relationship with the Our Homes our Health has continued to develop and it has provided opportunities to work in partnership with the City of Darebin Aged Support Worker, the Salvation Army, SPAN and Jika Jika neighbourhood houses, Women’s Health in the North, and Darebin Community Health in order to extend opportunities to provide community development activities to older people in housing estates in the City of Darebin. The value of such a group is the ease in which opportunities to undertake new community development activities can be pursued collaboratively.

New Systems and Processes

There have been new systems implemented for recording of flexicare expenditure which are operating very efficiently.

The process of case planning has been refined over the past twelve months and planning has commenced to improve intake and assessment procedures. We have recently updated to the latest version of Carelink + and all staff will receive training for this new program so that all features will be used to maximum potential.

Improvements in these areas have resulted in increased efficiency at the operational level and an improved service delivery to our clients. We will continue to review and improve in all areas of our service delivery over the next twelve months.

Case study

The following case study provides an example of how an increased CCP presence on a particular housing estate has resulted in an improvement in health and living conditions for particular residents on this estate.

“Ron” is a 57 year-old man who was residing in a single-bedroom Office of Housing property. He has lived in the property for 28 years. Ron became aware of the Community Connections Program (CCP) when his neighbour was receiving CCP’s support. Ron approached CCP workers in September 2009 and requested that they come and look at his flat. On initial viewing of his flat, it was evident that Ron was living in squalor. Ron also reported a recent hospital admission due to a white tail spider bite and stated the nurses couldn’t visit him at home because they could not go into his flat. A phone call was made to

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ALERT at St Vincent’s Hospital who then made an immediate referral to the program.

The ALERT referral highlighted cellulitis as a result of spider bite on Ron’s forearm. The referral stated that due to poor state of the flat, hospital staff could not do a home visit. Similarly, Ron’s sister no longer visited.

Ron’s support needs

- Assistance with returning flat to liveable condition as well as enabling relevant services to provide in-home support such as St Vincent’s At Home and HACC

- Assistance to re-establish his relationship with his sister - HACC assistance to maintain reasonable living conditions - Health linkages including general health, optometry,

occupational therapy and dentistry - Social connection - Intellectual disability support

Response

- Co-ordination of pest control and clean-up of flat including sorting assistance, removal of rubbish, industrial clean and purchase of new furniture

- Liaison with sister about support needs and responses - Assistance to arrange and pay for alternative

accommodation - Referral to council HACC services and ongoing liaison - Connection of telephone landline - Linkage to local GP with support to arrange and attend

appointments - Linkage to dental support and assistance with access

- Social linkages including local community lunches, ten pin bowling and CCP/HSAP outings

- Linkage to an Occupational Therapist to assess suitability of home environment and assistance with relevant modifications

- Ongoing support through linkage to HSAP support to support Ron’s intellectual disability

Ron has been very receptive to support and has clearly made significant progress. He is now very proud that his flat is “lovely and clean” and committed to ensuring it remains this way. Each week Ron attends a local community lunch. He goes to St Kilda football team matches and plays in a weekly league at the ten pin bowling club. This has greatly reduced his previous chronic social isolation.

Ron sister visits fortnightly. He visits his GP as needed and is now comfortable arranging and attending appointments and can walk to surgery. He has new prescription glasses. New dentures are being made for him and he is on a wait list for a hearing aid.

The Occupational Therapist’s assessment resulted in new over the toilet seat and further shelving in the bedroom and kitchen to assist with home organisation. Ron has been referred to a smoking cessation counsellor and Ron has successfully stopped smoking.

Ron remains a CCP consumer, however to his ongoing support needs and engagement with support, will transfer to HSAP in the near future.

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Aims and objectives for the coming year

Our team is very excited about the coming year with a full team of experienced and committed staff on board. We will be working towards creating a regular weekly social group for long-term consumers in response to an increase number of office drop-ins, due to boredom and social isolation. To assist with the development of a comprehensive response we are in the

planning stages of employing a Community Development Worker to develop an activity program. We anticipate a group that will run on a weekday morning with a ‘coffee and chat’ concept providing on-site support, games and craft activities. To compliment this we want to develop a six-monthly planned calendar of events for social outings. We hope to develop volunteer opportunities to achieve our plans.

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crisis response program

The Crisis Response Program (CRP) is a short-term case management program that provides support to people experiencing homelessness or at risk of homelessness. We look to make links to appropriate services within the community that will help our consumers establish and sustain long term tenancies. The CRP team shares its office with the Intensive Case Management Initiative (ICMI), currently a single worker program, run by Tim Cotton, working with Indigenous consumers.

Geographic area of operation

The Crisis Response Program works within the LGAs of Darebin, Banyule, Nillumbik and Whittlesea.

General report on activities of team

The team has gone through a number of staff changes during the year. The biggest change was Sene Potoi moving from CRP to the Transitional Outreach Support Team due to a change in funding of the team. The team also had the services of Kellie Trotter and Gabrielle Nunan working in the part-time position before Nickie Toulakis returned from maternity leave in February. The team has settled since July this year to a membership of Kate Burns, Kathryn Taylor, Richard McKinna and Nickie Toulakis.

Key relationships with other teams/service providers

The Crisis Response Program receives all of its referrals from North East Housings Service’s IAP team and naturally has a good relationship honed from working together over many years. Likewise our relationship with North East Housing Service’s tenancy team remains solid.

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Yarra Community Housing opened Munro Manor in Coburg on 15 June 2010. Munro Manor was previously a nursing home but underwent a large renovation to become a building comprising 24 self-contained flats for singles. Merri Outreach Support Service has nomination rights to four of these flats and was able to nominate 3 single men and a couple.

Key successes and program highlights

Network involvement Kate and Kathryn continued to support Darebin Intervention Order Support Service. Kate has taken on the role of co-ordinating student placements for the whole of the Agency. Case management successes New systems and processes: All of the computers at the Northcote site were recently replaced or upgraded. While there are still some teething problems most of the human interfaces seem to have adapted to the new system. The upgrade to the system has also meant that we should now be able to network SMART the data collection program for NDCA. The team continues to desire a comprehensive, all-in-one electronic case management system. Key challenges for coming year The big challenge for the team this coming year will be dealing with the changes from the new “Opening Doors” homelessness system and adjusting to the new public housing applications. The last few months has seen many of our service users receive offers of housing through both the Office of Housing and the housing associations Yarra Community Housing and Victorian Women’s Housing Association. Hopefully this trend will continue and more of our service users will be accommodated. Aims and objectives for the coming year The Northcote site of Merri Outreach Support Service has been bursting at the seams for many years so one of the key aims for the forthcoming year will be to find a new building to house the Northcote programs. We have been looking at possibilities for several months now. Some of the key requirements of this move are to find a larger space which will enable growth, office space for a management presence and extra interview rooms while still being easily accessible by our service users.

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STATISTICS

Number of clients supported

� Adults 153 - female (64.05%), male (35.95%) � Children 227

Demographics

� Age range Adults 7.4% were 19 years or younger, 25.5% were between 20 to 29 years, 36.9% were 30 to 39 years, 21.5% were 40 to 49 years, 7.3% were 50 to 59 years and 0.0% were 60 years or older

� Cultural ID 11.0% of our consumers were Indigenous Australians, 69.0% were Australian and 20.0% were CALD

CRP Case study I have been asked to write a testimonial of my own issues and problems and what led me to Merri Outreach Support Service and I do so with pleasure.

I am a sole parent and have been since my son was conceived. I have had to do everything on my own and then one day a door opened and I met the team from MOSS and it shocked me that I was able to talk to the ladies in such a way and be open because I have always shut myself down and put my son’s needs and everyone else's before mine. The team are warm friendly and totally open vessels that it makes you feel comfortable to talk to them and not like you are inferior like some services can make you feel. I found myself doing things I never thought I would be doing like going to a psychologist and other resources that allowed me to open up and heal from many past traumas. Things really did happen and it wasn't overnight. I have changed and for the better in so many ways. I am more positive because of the case management and support. I am now living in my own little place and I feel so content and I have never felt this way before. I also feel safe and free to explore new adventures and go after my goals with confidence. I am working with a gentleman as a distributer of the smallest pocket massage machine in Australia and I am also applying for other part-time jobs with confidence. I couldn't have imagined that 12 months ago I would be where I am an doing what I’m doing now and I appreciate everything and my advice to others is take the advice from educated and experienced people who really do care and definitely know what they’re doing.

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Don't let your fear control you like so many of us do because we have been hurt and abused in ways and the past that it hangs over you like a shadow, open up and allow yourself to live the way you want to, not the way you think you have to, or have been told to in the past. Yours truly.... Satisfied Consumer 2010

The Intensive Case Management Initiative 2009/2010 The Intensive Case Management Initiative ( ICMI) is a pilot project that has had a number of forms at Merri Outreach Support Service (MOSS) beginning in 2006 with individual packages and more recently the partnership that MOSS undertook with William T Onus Hostel . The ICMI project is based at the Northcote office and has had the advantages provided by working in close proximity to the teams based there. The case study below reflects one of the four families taken as clients of the ICMI program (four single people were also clients of the program). I think that it is important to note that the success of the program has been in no small measure due to the support given to it by the MOSS and by the staff at WT Onus Hostel.

At MOSS acknowledgement goes to the MOSS Management Team and also to Richard McKinna(Team Leader), Rob Sago and Tony Littman. At WT Onus Hostel I would like to acknowledge the Aboriginal Liaison Worker Anya Iacuone, Faye Halatanu the Manager of the Hostel and Rita Stewart the Regional Manager of Aboriginal Hostels Australia.

A final acknowledgement goes to Kim Burns the Project Officer overseeing the Statewide ICMI project. As the overseer of ICMI projects, Kim provided valuable input into case management as well as assistance navigating a way through the guidelines of the project. She was just terrific to work with.

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ICMI Case Study The McGee family: Cheryl 24yo, Dave 34yo, Jana 3yo, Poppy 2yo (all names altered to protect confidentiality) I first met the family when they had been staying at a hostel for approximately 2 weeks. They had single room with meals were provided by the hostel costing $790 per fortnight. The family had been referred to the hostel by a THM. Since September 2007 the family has stayed in 8 places, including private rental properties, motels with brokerage support, extended family (both sides) and a hostel.

I had taken up the role of ICMI worker a couple of weeks before meeting this family. I approached the family with the aim of getting details of the family’s current circumstances, pressing issues and any supports. I mainly spoke with Cheryl. Our conversation encouraged me to begin working with the family. She was eager to tell me the story of how they had ended up at the hostel.

The family was consumed by crises and matters needing immediate attention and addressing broader issues were impossible to contemplate. Critical issues included paying the rent at the hostel, parenting two young daughters in a single room, poor dental health, managing precarious mental health and negotiating their day to day activities with other residents in a situation similar to their own. Hanging over these issues was they had nowhere else to live.

Cheryl has a diagnosed mental health conditions since she was 16 years old. She had been placed in foster care at the age of 13 years. Constant moving of the past 2 years had meant that she had no consistent care for her mental health. At the time that we met she was self-medicating. The style and substance of her self-medication often led to her behaving in an erratic and anti-social manner. This had resulted in conflict within the hostel. This behaviour eventually led to the family being dramatically evicted.

Dave had experienced long term abuse during his childhood and teenage years which remained unresolved and impacted on his mental health and his episodes of destructive and erratic behaviour. At our first meeting his “bad back” and poor dental health stood out as issues. Both Cheryl and Dave had attempted to address their health issues numerous occasions including surgery but missed appointments. Pain management was an issue and Dave resorted to self-medicating and risky substance use ultimately leading to eviction.

Support continued post eviction. Providing Cheryl with a mobile phone allowed us to stay in touch. Motel accommodation was secured, thanks to THM brokerage, for 4 weeks albeit the living environment was far from desirable due to the close proximity of a liquor outlet, geographical isolation, lack of meals and poor facility management.

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When a property became available in the Transitional Outreach program at MOSS, I successfully nominated the family. The resultant stability has allowed the McGee family to begin to address issues that led to them winding up in the hostel. A Segment One application to the Office of Housing is currently being prepared.

Cheryl has now attended three appointments with a mental health nurse at a local community health centre. Her moods have stabilised with the assistance of prescribed medication and counselling and there is an ongoing plan. She is now considering taking up employment and training options.

Dave has been able to attend to his back and dental health issues which had previously been a factor in occasional aggressive behaviour following an ultimatum to fix it or leave. Cheryl is trying to get her act together and wants Dave to do likewise. Dave is prepared to discuss his behaviour and is considering options including behaviour change groups and individual counselling.

Cheryl and Dave have been assisted to meet needs that arose for the children during their stay in crisis accommodation. Now housed in transitional housing the children were referred to the Bright Futures program at MOSS. Following assessment, a case plan was developed will including Jana attending kindergarten next year and Poppy attending a playgroup.

Tim Cotton, ICMI Worker

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children’s specialist resource program

Brief description of program

Merri Outreach Support Service (MOSS) was successful in gaining the three year funding from Department of Human Services Victoria. Children’s Specialist Support Service (CSSS) operates within the North and West Metropolitan region of Melbourne. CSSS is part of a National Partnership Initiative. The aim is to work with accompanying children whose families are accessing SAAP/Family Violence Services.

The Children’s Specialist Support Service comprises a Team Leader, two Enhanced Case Managers and a Bright Futures Group Work Coordinator.

CSSS offers three stages of support for child/ren or young people:

1. Assessment and development of a case plan of child/ren or young person’s support needs

2. Enhanced Case Management 3. Bright Futures therapeutic Group Work

Geographic area of operation

The Children’s Specialist Support Service works with children

who reside within the North and West Metropolitan Region of

Melbourne.

General report on activities of team

Children’s Specialist Support Service has been operating for four

months. The Team Leader and two Enhanced Case Managers

commenced in April 2010. The Bright Futures Group Coordinator

was already employed and successfully running groups prior to

the commencement of the program.

Since the commencement date, the CSSS team have been

working to develop the program and family brochures, poster,

website information and flow chart for referral.

The CSSS team arranged a formal launch to introduce the

service. The program launch was held at the Hume Global

Learning Centre on Friday 16th July 2010. Various services from

the North and West Metropolitan Region of Melbourne, MOSS

staff and committee members attended the program launch.

Previous Bright Futures Group participants from 2009 performed

songs that they had written during the group - “Hopes and

Dreams “and “Aussie and Koori Kids”. A video made by

participants of the term 2 Bright Futures Group was also shown.

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We thank The Ian Potter Foundation for the funding which made

this possible.

CSSS are currently in the process of visiting various SAAP and

Family Violence programs in the North and West Metropolitan

Region of Melbourne to promote the program. The purpose of

this is to enhance the awareness of CSSS and to encourage

referrals to the program.

Key relationships with other teams / service providers:

CSSS are currently working with other MOSS programs to

provide case management and Bright Futures therapeutic group.

Bright Futures Group work is currently working with agencies in

the West of the region to deliver therapeutic groups in Werribee.

Key successes and program highlights:

� Program Launch was conducted on Friday 16th July at

Hume Global Learning Centre

� Participants from Bright Futures Group 2009 attended the

program launch performing songs that they had written

� CSSS staff has attended and are continuing to attend

various training sessions to enhance their knowledge and

skills.

� CSSS staff working towards building strong networks with

key SAAP/ Family Violence within the North and West

Metropolitan region of Melbourne.

� CSSS held a drawing competition amongst MOSS agency

consumers’ children to design program logo for the use in

promotional material.

Network involvement

CSSS are in the process of arranging a network for all CSSS

programs across the state to share ideas and issues.

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AGE OF CHILDREN ACCESSING CSSS

Two parent

families17%

Series1, Single Parent

Families, 5, 83%

FAMILY COMPOSITION

6 years old

7 years old

8 years old

9 years old

10 years old

11 years old

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Presenting support issues, emerging themes....

� Behavioural � Lack of connectedness to community � Educational needs � Bullying at school � Impacts of homelessness, family violence, separation on child/ren development � Health � Confidence and self-esteem

Key challenges for coming year

� The flow of referrals from external agencies has been slower than anticipated. Whilst it is early days CSSS is able to take on

additional referrals. The team will need to work hard at promoting the program and build numbers

� The inquiry pathway was initially planned to be through the North West Region Children’s Resource Program (NWRCRP), however

CSSS and NWRCRP have found this pathway to be doubling up on work. CSSS are looking at strategies to steamline referral and

assessment processes.

Plans/vision for the coming year

The Children’s Specialist Support Service’s vision is to have strong links with agencies in the North and West Metropolitan Region in

Melbourne. To provide a collaborative support service to children or young people who may experience or are exposed to

homelessness, family violence and various other complex issues. CSSS will continue to advocate and support the needs of children in

accessing educational and other services. At the same time CSSS are committed to raise the profile of children’s needs amongst workers

within SAAP/ Family Violence sector, as well as the importance of early intervention and prevention for child/ren and young people.

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hume transitional support program

Brief description of program

� A medium to long term outreach support program for people who are homeless or at risk of experiencing homelessness. The

program assists consumers to identify and address barriers to obtaining and maintaining appropriate accommodation.

� The Hume Transitional Support Program is divided into two teams. To minimise confusion, the teams are simply called T1 and T2. Both

teams are located at the Broadmeadows office and provide outreach support to people who reside or have links to the Hume and

Moreland local government areas of Melbourne (see below).

Staffing

� There are 7 full time and 2 part time team members with a great depth of knowledge, skills and experience.

� Team members are encouraged to take responsibility for their on-going professional development and to facilitate their learning

there are a wide variety of training options available. The following is a snapshot of some of the training that was undertaken by

individual team members since the last annual report:

o Reflective practice o Young Parents and Youth Services

o Alcohol and Other Drugs o Rights Based Training

o Case Management Advanced o Suicide Risk Assessment

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o Challenging Behaviours Advanced o Conflict Resolution in the Workplace

o Crisis Intervention

General report on activities of the teams

The teams have had up to twelve months of staff stability with very little change during that time. This cohesion has facilitated the

development of strong rapport with local services and the outcome of this rapport equates to improved outcomes for consumers. The

teams have also continued the theme of reflection and continuous improvement that has developed since the program came to MOSS.

Key relationships with other teams / service providers

The teams work with key agencies and their staff members on a daily basis. These relationships are imperative to effective daily work and

the Hume program greatly appreciate the efforts of all agencies that we work with; in particular the following agencies;

o Bright Futures

o St Vincent de Paul Housing Services

o Anglicare Integrated Family Services

o Broadmeadows Uniting Care

o Women’s Housing LTD

o Tullamarine Food Bank

o Royal College of Optometry

o Sunbury Community Health Centre

o North West Area Mental Health

o CSSS

o DHS Child Protection & Disability

Services

o Hume / Whittlesea LLEN

o Broadmeadows Centrelink

o Office of Housing Broadmeadows

o Ozanam Community Centre – Dental

Services

o Orana Family Services

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With a focus on continuous improvement the teams have highlighted some areas for improvement and one of these areas is better

connectedness with local services. The teams are currently reconnecting with services supporting the CALD community and this is being

done through face-to-face meetings with those service providers. The plan for the coming year is to maintain a schedule of rolling visits

to local services, to maintain connectedness and to keep abreast of developments/initiatives that would benefit consumers.

Network involvement

� Hume Moreland Integrated Family Services Child FIRST – Homelessness Services Working Group � Home Moreland Youth Cultural Connections – Homelessness / Housing Working Group � Health and Homelessness Network

What’s new

‘A Place to Call Home’

This is a joint Federal and State initiative, with the objective to ‘reduce the level of homelessness in Australia and increase the likelihood

of stabilising household lives by providing secure housing and removing the need for households to move once their housing

circumstances have been successfully stabilised. At the time of writing the Hume program has nominated 2 families to the program. A

segment 1 application was produced with one family, as a requirement of the program and the other family is currently residing in

transitional housing. It is hoped that the families will move into their new properties in the coming months. MOSS will then provide

intensive case management support for 15 months.

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DHS ebusiness portal

All support vacancies are now logged through this on-line portal otherwise known as the Resource Register. St Vincent de Paul Housing Services then fax appropriate referrals to the team. This method provides for a greater level of transparency and features the ability to run reports. Key challenges for coming year

Food security

There is now an established relationship with material aid suppliers within the Hume and Moreland areas and this relationship has led to

improved access for MOSS consumers.

STATISTICS

Consumers presented with a variety of issues impacting on their ability to maintain housing; some required a brief contact/intervention, while others had multiple complex needs.

Here are some of the main reasons for seeking assistance:

Family Violence 12.7% Other health issues 17.6%

Mental Health 14.8% Overcrowding 16.2%

Financial 44.4% Evictions 11.3%

Rent too high 16.2% Itinerant 14.8%

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Total Support periods for the Hume program 2009/2010

Adult Females 107 Single Parent Families

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Adult Males 48 Singles 36

Families 39 Accompanying Children

492

Total Support Periods 155

Cultural background

Australian Lebanese Turkish African Indigenous Australian

47% 15.2% 7.6% 6.1% 5.2%

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north west regional childrens’ resource program

Program description

The North West Regional Children's Resource Program (NWRCRP) was developed to assist the homelessness sector in identifying and

addressing the specific needs of children experiencing homelessness. The program is statewide with coordinators in each metropolitan

region and in rural regions as well.

The program provides a range of support to homelessness services in the North and West Metropolitan Region who work with children in

homeless families. Support is provided by:

� The provision of secondary consultation, information, support and resources to workers. � The development of training for workers and SAAP agencies. � Conducting research and promoting best practice. � Advocating on behalf of children experiencing homelessness on a range of issues that affect their health, wellbeing and status

within our community. � Managing a resource library � Managing/updating the website www.homelesskidscount.org

Services

� Information provision � Secondary consultation � Community Development – co-facilitating workshops, activities, forums and participating in children specific events and festivals. � Active involvement in various networks focused on Homelessness Service System development and advocating for children. � Direct support to homelessness services in the development of tools, policies and sourcing and facilitation of training that

promotes best practice in the support of children and promotion of child safe organisations.

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� Data Collection and Research. � Support to SAAP agencies with Homelessness Assistance Service Standards and Accreditation in relation to children’s issues. � Developing partnerships with Indigenous communities to raise the profile and support the specific needs of Indigenous children. � Developing partnerships with CALD communities to support the specific needs of CALD children. � Representation within the Family Violence, Family Services, Mental Health, Education, Disability, Health and Early Years sectors to

raise awareness of the needs of homeless and disadvantaged children.

Brokerage

The North West children’s program and the statewide children’s workers, after some great advocacy and lobbying to the Department of

Human Services (DHS) were allocated $20,000 for each region under the Homeless Children’s Brokerage Project. The aim of the project is

to enhance opportunities for children experiencing homelessness to engage and maintain their education and reduce social isolation by

enhancing access to a range of support. Our program has received a lot of interest for the brokerage. To date we have assisted mainly

with school camps, uniforms, childcare, recreational activities and tutoring. This project has attached to it reporting requirements to DHS

which is a great opportunity to show the demand but also the need to continue the funding.

The brokerage also aims to provide further encouragement to homelessness support providers to integrate child focused assessment and

case planning into their work practice.

This resource is available to homelessness and family violence services across the North and West Metropolitan Region. Please visit our

website for more information, guidelines and the application form.

Jan – July 2010

NW Brokerage Data

Requests 64 applications

Approved 63 applications

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1 1% 2

1% 3

2% 4

3% 5

4% 6 4% 7

5%

8 6%

9 7%

10 7% 11

8% 12 9%

13 10%

14 10%

15 11%

16 12%

Age of children (years)

Eviction / asked to leave 26%

Previous accommodation ended 42%

Overcrowding 16%

Emergency accommodation 16%

Accomodation

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Network Involvement

The NWRCRP participates in a number of networks across the

region and aims to advocate for children’s rights, promote best

practice, disseminate information and network services that are

available for children experiencing homelessness and/or family

violence. Some of the current and new networks we attend

include North West Homelessness Network, Domestic Violence

Networks, School Focused Youth Service Networks, Statewide

Children’s Resource Workers Network, Hume Moreland

Integrated Family Services Network, Specialist Youth Networks,

Lodjbra, LASN (North and West), NWMR children’s network and

the Hume Moreland Child FIRST / Homelessness network.

We have also been invited to contribute to the North West

Homelessness Network Bulletin. Jodi Mohr NW Networker is

committed to distributing the Bulletin regularly to the region and

our program will continue to be involved by providing regional

updates, information sharing, resource development and sector

development policy initiatives for children experiencing

homelessness and/or family violence. Our first contribution was

submitted for the June edition.

Family Violence 53%

Time out from family / other

situation 26%

Relationship / family breakdown

13%

Physical / emotional

abuse 2%

Loss of Income 2%

Other financial 2%

Mental health 2%

Presenting issues of family

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School Holiday Workshops

Our program was successful in receiving funding through Ian

Potter Foundation. Early this year it allowed us to run a digital

story telling workshop with Australian Centre for the Moving

Image (ACMI) for children to make their own documentary

about their lives. With the remainder of the funding in July we

ran a school holiday workshop with “Kids on Set”. Our

program and the CSSS was able to give the children who

were currently in the Bright Futures group work and

opportunity to participate in making a documentary about

their journey though the Bright Futures program. The

documentary was filmed and directed over three days by the

children during the July school holidays. This film was and

photos of the workshop were premiered at the launch of the

CSSS team at Hume Global Learning Centre. Below are

photos of the children who attended the workshop. If you

wish to view the documentary please visit our website

www.homelesskidscount.org

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General report on activities/resources

Resource Development

The statewide children’s resource coordinators were successful in

getting funding from DHS to reprint the booklet Through a Child’s Eyes

(North West Region specific) and also to reprint the Children and

Homelessness pamphlet. These two resources are widely used and we

have had lots of inquiries for more copies. We appreciate it has taken

some time to get this up and running but it has finally happened, we

have received our copies and we are looking forward to distributing

them to our region.

Over the past year the Statewide RCRP have continued to promote the

Statewide Children’s Wellbeing Proforma / Kit. This kit was designed

to meet the Homelessness Assistance Service Standards and promote

strength based holistic intake and case management support. The

wellbeing proforma is divided into four assessment forms, a generic

assessment form designed for intake services and three age and stage

development assessment forms which cover early years, primary years

and secondary years. The assessment form is designed to be adapted

to meet the specific needs of the service and their targeted client

group. Our wellbeing proformas have been included as part of the

‘Kids R Central’ resource developed by the Institute of Child Protection,

Australian Catholic University in the ACT. We will continue to promote

the wellbeing proforma at a statewide level. This is also available on

our website.

Program Development / funding opportunities

Our program applied for funding through the FaHCSIA Protecting

Children Together Initiative (late 2009) to provide the Bright Futures

Continuing Care Project. We provided an 8 week creative music and

art program with individual and family outreach case management

support (2 EFT). The program was unique, as it used the Bright Futures

Model and targeted Indigenous children experiencing homelessness

and family violence. The program was delivered and an evaluation

report was submitted and sent to the funding body. Once again the

feedback from both clients and service providers was positive. This

report is available on our website latest news page.

Research application

During the provision of the Bright Futures Continuing Care

project, Katrina and Shureeka collected data on the children’s

experience of education. This data recorded how many

schools children attended, whether they were meeting the

expected levels of achievement, support and resource

intervention and assessment for education assistance. The

results of this data have been written into a report titled

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‘Bright Futures Continuing Care Project – the Impat

Homelessness has on Indigenous Children’s Education’. It

was astonishing to find how many children had learning

difficulties and the inconsistency of support and the impact

homelessness has on school attendance, enrolment and poor

educational achievement. This report was used as evidence

to apply for research funding to further explore the impact

homelessness has on education and to advocate for specialist

support. We were unsuccessful with FaHCSIA Homelessness

research funds but will continue to advocate for research

which will include developing relationships with research

institutes to assist us to identify and support children’s

educational needs. The data report is available on our

website.

Children’s Specialist Support Program

We are pleased to announce that we now have a Children’s

Team at MOSS. In January this year we were successful in

submitting for the Homeless Children’s Specialist Support

Service to run in the North and West region. Since then, we

now have 4 new team members on board (Maylen, Shureeka,

Luisa and Janine), the launch of the program is completed and

the team are up and running. For more information on the

CSSS please refer to their report. The success of securing

funding for this program has been in the pipeline for a long

time at MOSS and we are very pleased that many years of

advocacy has finally paid off with children experiencing

homelessness now having a program that can support them

and their families. We would like to thank all previous staff

members who have been involved for many years with model

development, demonstration project and advocacy, we kept

chipping away and finally the federal and state government

committed to our model. We will continue to promote the

program now at a national level and hope to eventually have

the program rolled out across the country!

Inter agency collaboration

Last year our program and staff from MOSS were approached

by the Hume Moreland Integrated Family Services (HMIFS)

Alliance to run a forum where the two sectors showcased the

work we do, discuss sector initiatives and develop

relationships. The forum was successful thus resulted in

workers requesting a workshop which would be less formal

to discuss referral pathways, a better understanding of each

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other’s roles and responsibilities, and service provisions.

The workshop will take place in October 2010 and to be held

at MOSS. Please look out for the flyer on our website.

Indigenous HASS project

Katrina took up an opportunity to support Indigenous

organisations through the HASS process and worked with

Margaret Tucker Hostel. My involvement was to help them

through the self-assessment process and develop

improvement plans. This secondment opportunity was a

great experience and I thank the staff at Margaret Tucker

Hostel for allowing me to come into their service weekly

and assist them with the accreditation process. The

Margaret Tucker Hostel has been accredited in June this

year which is fantastic news.

Reference Committee South Australia University – Centre for Child

Protection Studies Research on supporting workers who work

with children in Homelessness services:

Our program has been invited to participate in the

reference committee in some valuable research being

undertaken by the Centre for Child Protection Studies at

South Australia University. The research will examine

training needs, resources and issues that arise for workers

who are supporting children and families in homelessness

services. It is a great honour and credit to our ongoing

work that we have been invited to take part. The role will

see Katrina attend several focus groups in Adelaide over

the next eighteen months; the first in August, where we

meet with researchers and offer advice and expertise on

training and staff development in relation to supporting

children who have experienced homelessness and/or

family violence.

Some projects completed/commenced this year

� Continue to promote HAS standards and accreditation and developing tools to support services to reach accreditation

� Participating in the family violence reforms � Participating and disseminating information on

legislation changes around working with children, for example, Children, Youth and Families Act 2005, Child FIRST Initiative, Working with Children Checks and Best Start Initiatives

� Continue to support the CSSS and Bright Futures therapeutic group work

� Sector development and engagement

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� Participation and development profile of Statewide Children’s Resource Program

� Reproducing the Through a Childs Eyes Booklet and the Children and Homelessness pamphlet. Also working on producing this booklet in an Indigenous specific edition.

� Coordinating school holiday activities � Group work programs – Digital Story Telling

workshop/ kids on set. � Participation and support in producing a booklet for

refuges, “giving children voices”

Acknowledgments/Future:

� Katrina and Halime look forward to carry on and

continue to develop the program into a great resource

for the SAAP sector and children who are impacted by

family violence and homelessness.

� We would also like to take this opportunity to thank all

the staff and services in the North West region. The

statewide children’s resource coordinators for their

ongoing peer support. The Ian Potter Foundation for

their financial contribution to run the ‘ACMI digital

story telling workshop’ and ‘Kids on Set’ programs we

aim to develop the use of multimedia and film to

engage children and give them a medium to tell their

own stories. We would also like to thank the Benjamin

Andrew football library, the Variety children’s and the

Salvation Army for their ongoing donations. We would

like to thanks Geyer Architecture, in particular

Rebecca Daff and Amanda Wright for the pro bono

work that they did in providing redevelopment of

office plans for our children’s therapy room, and new

management office, we were able to fund through the

HCSSS funding. It is wonderful to have a special space

for children and we greatly appreciate all the work

they provided us at no cost. We would also like to

thank DHS for their continued support and recognition

for our program. Last but not least, we would like to

also acknowledge the Committee of Management, Rob

and Tony and the rest of the MOSS staff for their

encouragement and support throughout the year.

Our new children’s therapy room :

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Halime Aldemir and Katrina McAuley

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shrivings adult day centre planned activity group

Brief description of program

Shrivings is a social and recreational program for persons who

are physically frail or who have an intellectual impairment. The

program also provides a meal to attendees. The Adult Day

Centre operates Monday to Friday.

Geographic area of operation

The program operates at the base of the older persons’ high rise

building at 351 Barkly Street, Brunswick and services the City of

Moreland.

General report on activities of team

The year has seen much activity and change at Shrivings Adult

Day Centre whilst maintaining it as a place that is both warm and

inviting and where interesting activities are taking place.

In September 2009 a new bus with a hoist was purchased that has

been put to good use by the program in picking up and dropping

off clients, taking them to regular outings such as the movies and

Morning Melodies dances, as well as special events such as the

Tulip Festival. To enhance our capacity to provide high quality

entertainment at Shrivings we purchased a new Public Address

System that has made mixing backing tracks and microphones

better. We have put the system to good use particularly with our

in house entertainer Keith Keane.

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Increased physical activity options have been made possible

through the purchase and use of a Wii® Console. Ten pin

bowling has been a favourite, with golf, tennis, and boxing also

popular. This activity has also had a social benefit as others

watch and encourage participants. We have also been able to

offer, through the efforts of Keith Keane (yes again) the option of

table tennis at Coburg Table Tennis Centre that has been

enjoyed by some of our consumers.

Maintaining staffing levels was challenging, particularly in the

first half of 2010 when personal issues arose for several staff

resulting in them needing to take extended periods of leave.

Particular thanks to Feride who has provided invaluable back up

and support whenever we have needed it and to Gaetano who

helps out in the kitchen when needed. It has been great to

welcome Yvonne back to the Agency and add to our staffing

complement.

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Key relationships with other teams / service providers

Shrivings Volunteer Coordination

Shrivings consumers benefit from the work of volunteers on a

daily basis. On most days of the week their attendance will be

recorded by a volunteer. Volunteers accompany vulnerable

clients to and from the Day Centre. They offer consumers the

opportunity to play bingo and pool as part of their activity

program. They might be assisted in accessing the foodbank by

them. Some may be driven to and from the Centre or on outings

by a volunteer.

A thank you is extended to all the volunteers and Lyn in her role

as Volunteer Coordinator. You make Shrivings Adult Day Centre

a better place for our consumers!

The Older Persons High Rise Support Program

This new program at Barkly Street has further improved services

for our consumers and other residents. Bringing the Victorian

College of Optometry to the community room enabled many of

our consumers to have their eyes tested and have affordable

glasses provided. In addition consumers have been provided

with a further support in accessing appointments where this is a

problem for them. Thanks to Sam from all of us.

We are further supported by agencies including Melbourne

Extended Care and Rehabilitation, The Salvation Army and

Brotherhood of St Laurence who provide case management to

many of our consumers and liaise with us ensuring we are aware

of their issues.

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Key successes and program highlights

� The Wii® Console has provided consumers with a contemporary means of exercising and also having fun and providing entertainment for others

� Planned outings that take clients to the Tulip Festival in the Dandenongs, the Lotus Gardens and a lap of Port Phillip Bay including a ferry ride using our new bus

� Introducing individuals within the group to a range of new activities they had not previously tried

� Developing a better understanding of the capacities and skills of individuals attending on different days and tailoring activities accordingly

� Implemented the Carelink + electronic case management and reporting system

STATISTICS

Consumers

Adult females 11

Adult males 17

Singles 28

Other drop in consumers 24

Special events 60-70

Cultural Identity

Australia 68%

Malta 8%

Italy 6%

Other 18%

Total 100%

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The Year Ahead

� The Active Service Model is the key feature of the year ahead. This will lead to change that provide improvements in processes

and also the way in which we work with consumers in the coming year.

� Further expanding our use of the Wii® console through use of Wii fit® to improve provision of health and fitness programs to

individuals.

� Tailoring outings to reflect the desires of each individual’s interests as far as possible.

Team

The Shrivings Adult Day Centre team are Channa, Gaetano, Pam, Feride, Yvonne and Ken.

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student placements report Each year Merri Outreach Support Service receives numerous requests from students and educational institutions for student placements. The Agency is strongly committed to providing opportunities for students as a valuable way of participating in the ongoing development of the sector. We view student placements as an investment in our community and industry, as well as an opportunity to promote the Agency. Kate Burns stepped into the role of Student Placement Coordinator in the second half of 2009 as an additional responsibly to her substantive position of Outreach Case Manager. This has served to facilitate successful student placements. During 2009/2010 we had multiple requests from students and tertiary institutions for placement and we were able to provide this opportunity for three students. Betty Dun, a first year Community Welfare Student at Holmesglen completed a very successful Placement on the Transitional Outreach Support Team (TOST) last year. So successful in fact that on completion, Betty was offered locum work within the organisation. See Betty’s reflection below. Menu Urmila Nepali is a first year Community Welfare Student at the Australian Institute of Technology and Education. Manu is just about to complete her placement with the MOSS Shriving’s

program in Brunswick under the supervision of Ken who has been really impressed with her commitment and enthusiasm for the program. This has been another successful placement for the student and the programs at MOSS. Fatma Uysal is a student of Swinburne University TAFE in Prahran. She is completing her final year in Diploma of Community Welfare Studies. She commenced her placement with MOSS 4 weeks ago and she will be applying her theoretical studies to the practice of case management in TOST supervised by Liam and Maureen. Although students work within a particular team they have the opportunity to visit other programs at MOSS and visit other services we are in partnership with to get an overview of how the organisation works as a whole and as part of the social services network. For myself, I find it refreshing to meet students at the beginning of their careers and to assist them in becoming valued workers in the Social-welfare field. I am looking forward to meeting many more new students in the future and for all the teams at MOSS to participate in the Student Placement Program.

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Students’ Reflections:

My student placement was undertaken at MOSS in the Transitional Outreach Support Team (TOST) at Northcote in the second half of 2009. As this was my first field placement I had no previous experience working in the welfare field and was uncertain as to what the placement would involve. I had expectations and goals that I wanted to achieve however I was uncertain as to MOSS’s expectations of myself as a student. I was nervous however excited with the prospect of gaining valuable experience and having the opportunity to apply the knowledge that I had gained in my studies to the “real world”. I enjoyed my time at MOSS and found the experience to be hugely valuable and insightful. I was able to gain a better understanding of the welfare field and in particular the use of case management in the homelessness sector. My placement enabled to build on my classroom learning and complete the field competencies that my course required. The team in TOST were supportive and encouraging of me making my experience a positive one. I would like to extend my thanks to Rob, Tony, Liam and Kate who provided me with the opportunity to complete my placement with MOSS. Betty Dun In order to achieve my course objectives for Diploma in Community Welfare Work, I went to express my interest in working with MOSS and went to meet Ken but he did not give me decision even though he accepted my request positively and forwarded it to Kate. When the time came to start placement all of my college started placement straight away but I my school’s Field Placement Officer informed me that I have to go through an interview. This made me a bit nervous because I had known of Merri Outreach Support Service through the internet from a year ago and really wanted this placement. So I went through website for this organisation again read annual report and so on. On the day of interview, I felt too comfortable because it was actually like a nice cafe chat with Ken and Kate. I was impressed with that interviewing strategy. I was provided an opportunity to work as a student. I was so happy and I wanted to thank both of them. While experiencing my two hundred hours work with MOSS, I was given lots of opportunities to learn practical aspects and broaden my knowledge. I spent lots of time in Shrivings but I also got chance to visit and observe different processes of community welfare work in Broadmeadows and Northcote.

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In Northcote I worked with Community Connection Program. I got chance to observe different consumer groups and observed different ways of dealing with people. And in Broadmeadows I attended two Agency meetings and met with Hume Teams One and Two and with the Children’s Specialist Support Team. While working with MOSS, I found each and every staff member very welcoming so I felt open to ask even silly questions, which made me to build up my confidence to talk and express my ideas frankly. So I want to heartily thank all of the staff of MOSS. I enjoyed my placement a lot and also learnt about working with people, being friendly without being their friend. I learnt about conducting myself in a professional manner and the importance of privacy and confidentiality. This is a great achievement for me. As MOSS has lots of different programs, of course I missed out on some opportunities. I realised that two hundred hours was not sufficient to experience MOSS in total. But from the ocean of MOSS I tried to carry as much as water I could. Of course, it’s not possible to carry the entire ocean. Working with Ken not only he did supervise me, he directed and encouraged me to be creative and push my boundaries to learn. I am greatly thankful to him. Lastly, I want to thank all of the staff and consumers of MOSS who provided me with opportunities and helped me to achieve my goals. Menu Urmila Nepali I would like to thank Merri Outreach Support Service for giving me the opportunity to do my placement. I have just started with the placement and the experience so far has been very good and my knowledge of the housing/homelessness field has increased greatly. I have found the staff members very friendly, welcoming, supportive and highly skilled team players which has helped me to get a great start. I look forward to gaining experience with team case management and getting knowledge of all the programs within housing and support, especially with the TOST team. Again I would like to thank Merri Outreach Support Service and TOST for giving me this opportunity. Fatma Uysal

Kate Burns, Student Placement Coordinator

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transitional outreach support team

Brief description of program

The Transitional Outreach Support Team (TOST) provides outreach team case management to people (individuals and families) who are at risk, or who are currently experiencing, homelessness. It is a SAAP funded program. The TOST team work in collaboration with consumers to devise case plans to address identities centred on homelessness and reposition their identities within sustainable housing outcomes - this is assisted with the provision of referrals, linkages and generating interconnectedness within the community that are thickening of sustainable housing outcomes.

Geographic area of operation

TOST covers the North-East part of the DHS North and West Metropolitan Region.

General report on activities of team

The TOST program had another reshuffle of its staff in 2009/2010. It has said farewell to Gabrielle who will be starting on CCP. It said farewell to Shureeka who is working on CSSS. It welcomes Sene from the CRP program. And it will welcome back Dan who will start in October 2010 on the team. Liam and Maureen remain and welcome its new members.

Key relationships with other teams / service providers

TOST has a relationship with the access point (North East Housing Service). It receives referrals that provide a vital pathway in the transition from crisis short term case management to medium term case management of consumers who are currently experiencing homelessness. TOST also has relationships with Indigenous services: it assists Indigenous consumers access the Entry Point at North East Housing Service for referrals into the Homeless Service System.

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Key successes and program highlights

One of the program successes we are privileged to report is the 50% consumer participation from the Australian Indigenous community. MOSS humbly positions itself on its inclusivity and its relationship with the indigenous community. With relationships established alongside Indigenous services such as Elizabeth Hoffmann House, William T Onus Hostel, Aboriginal Advancement League, MOSS generally, is able to maintain this. With the advent of access points and opening doors, it will be a challenge for the year ahead to see if this high presentation will be sustained.

New systems and processes MOSS TOST has been making use of an outcome based tool that seeks consumers’ feedback on their experiences within a case management framework. It is an outcome focused tool that seeks consumer centred comments and evaluations of their experience of a service delivery; and permits them to scale their sense of control over their housing. Here is an example of a progressive scaling of a consumer’s self-evaluation:

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The graph above shows a consumer mapping the progress of their case plan and scaling the sense of control over their tenancies (such as enhanced financial management, connectedness to community, and so on). In scaling, the consumer accords what interventions where useful (or not useful) and what new knowledge and skills where developed (or remembered) to sustain tenancies. Both worker and consumer are able to see the progressive negotiation of the impact of case planning and share an understanding of their proximal relationship to securing long term tenancy skills. In the example, worked out on a scale, between 0-to-40, the consumer moved from 10 to 20 in feeling empowered to manage a tenancy. This gives the consumer an idea of how long they would like to continue support, thicken their narrative of sustaining housing, and evaluate their preferred directions within the case planning process. For the worker, the consideration of consumer evaluation ensures that a service is provided that enables and does not intervene or generate dependency: the consumer is self-directing.

STATISTICS

Number of consumer support periods

� Adults: 96 � Children: 165

Issues for adults In this reporting year, TOST worked in partnership with consumers who presented with a variety of support issues which impacted on homelessness. This table reflects some of the issues experienced that influenced homelessness:

Presenting Issues Percentage of consumers

Budgeting Difficulty requiring financial interventions

63%

Family violence support 24%

Support and counselling 77%

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Family and relationship issues 40%

Substance dependency 24%

Mental Health 24%

Health Issues (chronic) 30%

Interpersonal conflict 31%

Issues for children Accompanied children presented with a variety of support issues which impacted on their experience of homelessness. This table reflects some of the issues experienced:

Presenting Issues Percentage of children

Behavioural problems 6%

Health issues 4%

Requiring advocacy around experience of homelessness

31%

Structured development and play issues 9%

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Demographics

Age range Adults

15-19 11% 20-24 9% 25-29 9% 30-34 10% 35-39 20% 40-44 18% 45-49 15% 50-54 8% 55+ 2%

Age range Children

0-4 18% 5-12 52% 13-15 18% 16-17 10%

Cultural ID

14% CALD 30% Indigenous 56% Other

Family structure i.e. single adult, single parent, two parent

Person with Children 56% Couple with children 16% Lone person 25% Couple 5%

Key challenges for coming year TOST is in the world of Access Points: it is moving forward with receiving referrals from the Access Point (North East Housing Service) and reports great successes in the pathway. It has streamlined the pathways from crisis to transitional support for clients with a seamless continuity of care. We look forward to both the challenges and rewards for the year ahead in this adventure.

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acknowledgements Merri Outreach Support Service has had tremendous support from a wide range of partners during this year. We would like to thank, in particular, the following people and organisations.

� Ray Gorman from the Uniting Church in Brunswick for his assistance and help at Shrivings over the past year � Cathy Greenwood from Merri Community Health Centre for her support over the past year in assisting with programs for residents

of 351 Barkly Street, Brunswick � Walter & Eliza Hall Trust Fund and the Queens Fund for their continuing support in providing philanthropic monies to meet the

needs of individual consumers � North and West Regional Department of Human Services, Office of Housing, Community Programs Staff. In particular, Peter Clapp

and Dayle Schwarfeger � North and West Regional Department of Health, Home and Community Care Staff. In particular Judith Prigg and Margaret

Anderson � Department of Human Services, Office of Housing, Community Programs Staff. In particular Diane Godfrey, Peter Lake, Mary

Marshall and Naomi McNamara � Sean Denham and Associates, Financial Auditing � The Ian Potter Foundation � The volunteer at the Brunswick High Rise

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minutes from AGM 2009

Present :Cathy Greenwood (MCHS), Elizabeth Campbell (BCC), Sarah Acreman (DHS), Sharon Ryan (MOSS), Carlo Carli (MP), ArsseAbdulfatah, Ahmed Shire (NEHS), Margaret Anderson (DHS), Kooranyee Cooper, Janet Hall, Jock Allan, Colleen Turner, Bradley Stephens, Terry Richards, Marion Patterson, Lee Tabb, Jamie Williams, Tony Littman (MOSS), Rob Sago (MOSS), Sharon McGillivray (MOSS), Halime Aldemir (MOSS), Chris Nicholson (MOSS), Jenny McVeigh (MOSS), Sam Agelis (MOSS), Hope Jenkins (MOSS), Xavier Balkin (MOSS), Jayne Moore (MOSS), Greg Scudds (MOSS), Vicki Jackson (MOSS), Liz Wallace (MOSS), Janine Sheridan (MOSS), John Crogan (MOSS), Melissa Wallis (MOSS). Kate Burns (CRP), Trudy Brunton (MOSS), Liam O’Neil (MOSS), IssyGennari (MOSS), Betty Dun (MOSS), Gabrielle Nunan (MOSS), Marion Patterson, Leslie Skeppa, George Tzlull, Lyn Darminin, Tim Cotton, Leonie Tehan, Katrina McAuley, Nickie Toulakis and son, Clint Marion, Damon Lowery, Sidney Hill

Apologies : Zoe Probyn (SVDP), Jake Argyll (DHS), Jean Parker, Melissa Wright (MOSS), Robyn Ball (VAHS), Judith Prigg (DHS), Ian Gough (Anglicare), Naomi McNamara (DHS), Tracey Duhau (Sunbury CHC)

Acknowledgement of traditional owners and other members of Kulinnations.

2008 minutes amended as follows – include Chris Shields, delete Bradley Stephens and Janet Hall from attendees list. Otherwise minutes were noted as a true and accurate record of last year’s AGM. Moved Jock Allan, seconded Kate Burns.

Rob Sago, CEO addressed the meeting, speaking about the significance of being here at Brunswick following the inclusion of Shrivings services under the Merri banner since December 2008. He also spoke about the significance of this 20th AGM and the role of the AGM to bear public witness as an organisation and assist in the transparency of the organisation. Rob noted his pride in our history as an organisation and encouraged everyone present to work to end homelessness as part of broader social change.

Colleen Turner, Chairperson reflected on the last 16 years of her involvement in the committee of management and that 15 years ago Merri had 5 workers and 3 programs. She noted that it was not so great that homelessness was still an issue and reflected on our name change and the large number of achievements across our history. She thanked other committee members for their work and spoke about some of the changes in staff in the past year.

Jock Allan, Treasurer reported on the income and expenditure statements and balance sheet presented in the Annual Report, noting that this public money makes a substantial difference in people’s lives.

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Appointment of auditor – Sean Denham and Associates. Moved Tony Littman, seconded Colleen Turner

Appointment of committee. Thanks to previous committee for their work.

8 nominations this year :

Janet Hall, Jock Allan, Terry Richards, Marion Patterson, Lee Tabb, Bradley Stephens, Jamie Williams, Colleen Turner. Moved Kate Burns, seconded Lee Tabb.

Meeting closed.

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MERRI OUTREACH SUPPORT SERVICE INC.

FINANCIAL REPORT

FOR THE YEAR ENDED

30 JUNE 2010

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MERRI OUTREACH SUPPORT SERVICE INC.

INCOME AND EXPENDITURE STATEMENT FOR TH E YEAR ENDED 30 JUNE 2010

INCOME

Note 2010 2009

$ $

Grant – SAAP 1,439,788 1,408,914

Homeless Children Special Support 158,219 -

Grant – HSAP 527,954 769,469

Shrivings 221,499 135,235

Bushfire Relief - 39,046

Bright Futures 6,380 64,830

VACSAL 1,630 -

ICMI Brokerage 25,000 120,636

Children’s Brokerage 10,000 -

Philanthropic Income 36,509 28,061

Shrivings Fees 44,196 66,670

OHOH 52,234 -

Interest received 4,321 5,948

Profit on sale of assets 3,432 -

Other income 6,156 4,562

____________ ______________

2,537,318 2,643,371

____________ ______________

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EXPENDITURE

Note 2010 2009

$ $

Advertising 1,644 6,290

Amenities 8,349 8,576

Audit, Legal, Accounting 3,900 4,775

Bank charges 1,626 1,278

Bright Futures expenses 14,705 9,013

Bushfire Relief Expenses - 1,824

CCP Flexible Resources 55,855 48,703

Client Expenses 15,392 17,604

Children’s Services 9,398 -

Computer Costs 27,962 8,177

Depreciation 42,641 66,061

Light & Power 9,481 9,632

HSAP Flexible Resources 58,882 36,708

ICMI 10,006 -

Insurance 2,370 3,210

Meetings 26,892 5,230

Motor vehicles & maintenance 267,547 178,105

Office equipment 30,861 18,961

Office maintenance 2,551 2,375

Philanthropic expenses 6,695 3,237

Postage / stationery 11,743 10,088

Printing 3,414 3,996

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EXPENDITURE

Note 2010 2009

$ $

Program expenses 34,787 -

Provision for annual leave 73,400 30,486

Provision for long service leave 32,964 19,747

Rent and rates 104,553 99,684

Resource library 77 153

Salaries 1,700,434 1,598,136

Shrivings 56,906 30,715

Subscriptions 931 1,371

Sundries - 64

Superannuation 154,592 141,098

Telephone 36,897 40,613

Training & Support 16,026 7,543

Travel 199 233

Work Cover 40,465 40,970

____________ ______________

2,864,145 2,454,646

____________ ______________

Profit before income tax (326,827) 188,725

Income tax expense 2 - -

____________ ______________

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Note 2010 2009

$ $

Profit after income tax (326,827) 188,725

Retained profits at the beginning of the financial year 525,020 336,295

____________ ______________

Retained Profits at the end of the end of the financial year 198,193 525,020

____________ ______________

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MERRI OUTREACH SUPPORT SERVICE INC.

ASSETS AND LIABILITIES STATEMENT AS AT 30 JUNE 2010

Note 2010 2009

$ $

CURRENT ASSETS

Cash 3 635,611 637,401

Trade and other receivables 4 22,266 71,922

__________ _______

Total current assets 657,877 709,323

__________ _______

NON-CURRENT ASSETS

Property, plant & equipment 5 269,473 180,485

__________ _______

Total non-current assets 269,473 180,485

__________ _______

TOTAL ASSETS 927,350 889,808

__________ _______

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CURRENT LIABILITIES

Trade and other receivables 6 140,113 134,108

Provisions 7 246,689 173,289

Grants in advance 8 252,000 -

__________ _______

Total current assets 638,802 307,397

__________ _______

NON-CURRENT LIABILITIES

Provisions 7 90,355 57,391

__________ _______

Total non-current assets 90,355 57,391

__________ _______

TOTAL LIABILITIES 729,157 364,788

__________ _______

NET ASSETS 198,193 525,020

__________ _______

MEMBERS FUNDS

Retained profits 198,193 525,020

__________ _______

TOTAL MEMBERS’ FUNDS 198,193 525,020

__________ _______

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MERRI OUTREACH SUPPORT SERVICE INC.

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED AS AT 30 JUNE 2010

Note 2010 2009

$ $

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from Government Grants (Recurrent) 2,843,696 2,578,586

Payments to suppliers and employees (2,721,599) (2,259,482)

Interest received 4,321 5,948

__________ _______

Nett cash provided by operating activities 9 126,418 325,052

__________ _______

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for purchase of property & equipment (188,108) (2,917)

Payments to suppliers and employees 59,900 -

__________ _______

Nett cash provided by (used in) investing activities (128,208) (2,917)

__________ _______

Nett increase (decrease) in cash held (1,790) 322,135

Cash at the beginning of the year 637,401 315,266

__________ _______

Cash at the end of the year 635,611 637,401

__________ ________

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MERRI OUTREACH SUPPORT SERVICE INC.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2010

Note 1 : Statement of Significant Accounting Policies

This financial report is special purpose financial report prepared in order to satisfy the financial reporting requirements of the Associations Incorporations Act 1981 (Vic). The committee has determined that the association is not a reporting entity.

The financial report has been prepared on an accrual basis and is based on historical costs and does not take into account changing money values or, except where specifically stated, current valuation of non-current assets.

The following significant accounting policies, which are consistent with the previous period unless otherwise stated, have been adopted in preparation of this financial report.

(a) Cash and Cash Equivalents

Cash and cash equivalents includes cash on hand, deposits held at call with banks and other short-term highly investment with original maturities of three months or less.

(b) Income tax

The income tax expense (revenue) for the year comprises current income tax expense (income). The association does not apply deferred tax. Current income tax expense charged to the profit and loss is the tax payable on taxable income calculated using applicable income tax rates enacted, or substantially enacted, as at the end of the reporting period. Current tax liabilities (assets) are therefore measured at the amounts expected to be paid to (recovered from) the relevant taxation authority. The Association is exempt from paying income tax by virtue of Section 50-45 of the Income Tax Assessment Act 1997. Accordingly, tax effect accounting has not been adopted.

(c) Property, plant and equipment

Leasehold improvements and office equipment are carried at cost less, where applicable, any accumulated depreciation. The depreciable amount of all property, plant and equipment is depreciated over the useful lives of the assets to the association commencing from the time the asset is held ready for use. Leasehold improvements are amortised over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

(d) Employee entitlements

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Provision is made for the Association’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amount expected to be paid when the liability is settled. Employee benefits payable later than one year have been measured at the present value of estimated future cash outflows to be made for those benefits. Provision is made for the Association’s liability for long service leave from commencement of employment, not from the 5 year employment period normally accrued as industry practice.

(e) Provisions

Provisions are recognized when the Association has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

(f) Impairment of Assets

At the end of each reporting period, the entity reviews the carrying values of its tangible and intangible assets to determine whether there is an indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expenses to the income statement.

(g) Revenue

Revenue is brought to account when received and to the extent that it relates to the subsequent period it is disclosed as a liability. Grant Income – Grant Income received, other than for specific purposes, is brought to account for the period to which the grant relates. Deferred Income – Unspent grant income received in relation to specific projects and events is not brought to account as revenue in the current year but deferred as a liability in the financial statements until spent for the purpose received. Capital Grants – Grant Income received relating to the purchase of capital items is shown as Unamortised Capital Grant and brought to account over the expected life of the asset in proportion to the related depreciation charge. Interest Revenue – Interest revenue is recognized using the effective interest rate method, which for floating rate financial assets is the rate inherent in the instrument. Donations – Donation income is recognized when the entity obtains control over the funds which is generally at the time of receipt.

(h) Goods and services tax

Revenues, expenses and assets are recognized net of the amount of GST, except where the amount of GST incurred is not recoverable from the Tax Office. In these circumstances, the GST is recognized as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payable in the assets and liabilities statement are shown inclusive of GST.

(i) Economic Dependence

The entity is dependent on the Department of Human Services for the majority of its revenue used to operate the business. At the date of this report the Committee has no reason to believe the Department will not continue to support the entity.

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MERRI OUTREACH SUPPORT SERVICE INC.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2010

2010 2009

$ $

Note 2 : Income Tax Expense Prima facie tax payable on operating profit at 30% (2009 : 30%) (98,048) 56,618 Less tax effect of :

- Non taxable member income arising from principle of mutuality 98,048 (56,618) __________ _______

Income tax expense - - __________ _______

Note 3 : Cash and cash equivalents Cash on hand 800 981 Cash at bank 543,963 563,418 Short term deposits 90,848 73,002

__________ _______ 635,611 637,401

__________ _______

Note 4 : Receivables Accounts receivable 9,364 71,484 Security deposit 12,902 12,902 Shrivings - Fundraising - (12,464)

__________ _______ 22,266 71,922

__________ _______

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2010 2009

$ $

Note 5 : Fixed assets

Computer equipment – at cost 125,929 68,990 Less accumulated depreciation (64,419) (50,108)

__________ _______ 61,510 18,882

__________ _______ Motor vehicles – at cost 224,819 217,864 Less accumulated depreciation (71,524) (97,148)

__________ _______ 153,295 120,716

__________ _______ Office equipment – at cost 38,808 43,373 Less accumulated depreciation (21,618) 26,958)

__________ _______ 17,190 16,415

__________ _______ Furniture & fittings – at cost 47,037 41,363 Less accumulated depreciation (21,707) (16,891)

__________ _______ 25,330 24,472

Leasehold Improvements 12,148 - Less accumulated amortisation - -

__________ _______ 12,148 -

__________ _______

Total fixed assets 269,473 180,485

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2010 2009

$ $

Note 6 : Trade and other payables

Creditors and accruals 117,659 115,484 PAYG payable 22,454 18,624

__________ _______

140,113 134,108

__________ _______

Note 7 : Provisions

Current Provision for annual leave 246,689 173,289 Non-current Provision for long service leave 90,355 57,391

Note 8 : Grants in Advance

Current Grants in advance 252,000 -

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2010 2009

$ $

Note 9 : Reconciliation of cash flow from Operations with profit from ordinary activities after Income Tax

Profit after income tax (326,827) 188,725 Cash flows excluded from operating profit attributable to operating activities : Non-cash flows in profit

- Depreciation 55,175 66,061 - Profit on disposal of fixed assets (15,955) -

Changes in assets and liabilities :

- Decrease /(increase) in trade and other receivables 49,656 (58,837) - Increase /(decrease) in trade and other payables 6,005 76,673 - Increase /(decrease) in grants in advance 252,000 - - Increase /(decrease) in provisions 106,364 52,430

__________ _______

Nett cash provided by Operating Activities 126,418 325,052

__________ _______

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MERRI OUTREACH SUPPORT SERVICE INC.

STATEMENT BY MEMBERS OF THE COMMITTEE FOR THE YEAR ENDED 30 JUNE 2010

The committee has determined that the association is not a reporting entity and that this special purpose financial report should be prepared in accordance with the accounting policies outlined in Note 1 to the financial statements.

In the opinion of the committee the financial report as set out :

1. Presents a true and fair view of the financial position of Merri Outreach Support Service Inc and its performance for the year ended on that date. 2. At the date of this statement there are reasonable grounds to believe that Merri Outreach Support Service will be able to pay its debts as and when they fall due.

This statement is made in accordance with a resolution of the Committee and is signed for and on behalf of the Committee by : _________________________________________ Colleen Turner – Chairperson Dated : _________________________________________ Jock Allen – Treasurer Dated :

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