AMission AustrAliA AnnuAl report 2011 leAD eXperts

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annual report 2011 towards 2020

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Mission Australia is a Christian community service organisation that has been transforming the lives of Australians in need for more than 150 years.

in 2010-11 our 550 community and employment services assisted more than 300,000 australians by providing a hand up, a way forward and hope for the future.

we work towards creating a fairer australia by advocating for people in need and helping them to get back on their feet. we strengthen families, empower youth, strive to solve homelessness and provide employment solutions.

By learning from others and sharing what works well for us, we are able to deliver positive outcomes for individuals, families and communities. we work to stop problems before they start, provide support to prevent situations from getting worse and form partnerships to find long-term solutions to community issues.

mission australia is also dedicated to transforming the lives of aboriginal and torres strait islanders by increasing their opportunities for a better quality of life.

working with government, corporate australia, churches and the wider community, mission australia is determined to overcome disadvantage across the nation.

Mission AustrAliA AnnuAl report 2011

our founding purpose

“inspired by Jesus christ, mission australia exists to meet human need and to spread the knowledge of the love of god.”

our values

compassion: we are committed to being sensitive, understanding and caring in our service of each other and all people.

integrity: we are committed to being honest, accountable, transparent and just in all our work and relationships.

respect: we are committed to treating each person as we expect to be treated, offering love, acceptance and a voice of support in the face of life’s challenges.

perseverance: we are committed to being the very best we can be, finding effective, creative and environmentally responsible ways to fulfil our mission.

celebration: we are committed to recognising and celebrating the efforts and achievements of our staff, supporters and the people we help.

lead experts2 chairman and ceo report4 Q&as

6 our structure8 our advocacy and research work10 our reconciliation action plan11 towards 202012 our strategy towards 2020

service excellence14 pathways to strong families and healthy, happy children 18 pathways through a successful youth 22 pathways away from homelessness 26 pathways for life and work-ready skills30 pathways to sustainaBle employment (continued page 34)

32 summary of our year

working smarter 36 our people 38 sir david martin foundation 39 our volunteers 40 raising funds and awareness 42 our maJor supporters

growing sustainaBly44 a sustainaBle future 46 concise financial report

“This is how we know what love is: Jesus Christ laid down his life for us. So, we also ought to lay down our lives for others.”

(1 John 3:16)

Our vision is to see a fairer Australia by enabling people in need to find pathways to a better life. Walking alongside those in need, we help them discover:

> pathways to strong families and healthy, happy children> pathways through a successful youth> pathways away from homelessness> pathways for life and work-ready skills> pathways to sustainaBle employment

1Mission AustrAliA AnnuAl report 2011 leAD eXperts 1

1) name and image have been changed to protect identity. 2) ABs and AiHW (2008). The Health and Welfare of Australia’s Aboriginal and Torres Strait Islander Peoples.

on the cover: in 2009 aboriginal children like Jenny 1 were three times more likely to die before the age of one than non-aboriginal infants 2. when Jenny turns 11, in 2020, we hope to see her culture fully valued, broken relationships restored and social inequalities eradicated.

this page: Joe williams is a youth support worker at our mac river centre youth rehabilitation service near dubbo, new south wales. he joined us in 2010, having played rugby league professionally and served on the national aboriginal sporting chance academy Board: “when i was younger i had to overcome challenges, so i feel privileged to have the chance to help these young people fulfil their potential… underneath they’re all good kids.”

2

“By 2020 Mission Australia aims to help 500,000 Australians to transform their lives.”

3Mission AustrAliA AnnuAl report 2011 leAD eXperts

Chairman and CEO Report

1) name changed to protect client’s identity.

“ A year after I started at Mission Australia Centre Chigwell House, things have changed. My kids are happy, we have a home, my depression is under control and I’m ready to study. I hope my future goals come together.”

amelia, hobart 1

Amelia is a single mum who participated in parents staying Connected, one of our many programs building brighter futures. like Amelia, Mission Australia must plan to bring about change, which is why we developed Our Strategy Towards 2020. Built around four goals – to be lead experts, deliver service excellence, grow sustainably and work smarter – it’s already guiding our journey.

lead experts

Mission Australia has been standing up for people in need for 152 years, and in 2011 our voice grew stronger. We backed poker machine reform, lobbied for a charities commission and spoke out against a welfare system that has written off people’s potential. not everyone agreed with us, but every day we see the crippling effect entrenched unemployment has on individuals, families and whole communities.

the roots of disadvantage run deep, so an integrated solution is needed. As our 2011 findings from The Michael Project homeless initiative reaffirmed, complex problems like homelessness need holistic solutions that address literacy, work and mental health.

such research is boosting our reputation for thought leadership, as is our annual National Survey of Young Australians. last year a record 50,000 young people took part and the results sparked widespread discussion about issues such as body image and stress.

We also led by example. in 2009 we became the first charity to create a Reconciliation Action plan, which challenged us to more actively engage Aboriginal people in our work. Today at least five per cent of our staff identify themselves as being Aboriginal.

delivering service excellence

one of the advantages of national operations is an increased ability to share knowledge and create further opportunities. For example, the success of our Youth Beat mobile support model in the northern territory and tasmania recently inspired a similar service in Adelaide.

likewise, the youth rehabilitation service we now operate near Dubbo, new south Wales in partnership with Juvenile Justice nsW, draws on triple Care Farm’s great work. they are among the 14 programs we run that aim to prevent incarceration and re‑offending – particularly among Aboriginal people.

in 2010‑11 Mission Australia re‑entered the pilbara, with a development program for Aboriginal youth run with BHp Billiton. We also returned to Alice springs with personal Helpers and Mentors and opened Aherlkeme Village, a transitional accommodation service funded by the Australian Government.

in sydney’s redfern, construction began on our $16 million Annie Green Court for aged people who are homeless, based on our award‑winning Charles Chambers Court in surry Hills. Meanwhile, the Community Connections program began addressing rising homelessness in the state’s south‑east.

We continued to support families in areas of high disadvantage, including Brisbane’s south‑west, where our innovative pathways to prevention marked a decade of promoting positive parenting and education.

learning remained a key focus in 2011. our 29 early learning services centres launched an initiative to connect children with nature and achieved high national Childcare Accreditation Council ratings. At the same time, our language, literacy and numeracy program delivery expanded to give more people in south Australia, Western Australia, the northern territory, tasmania and new south Wales a second chance at learning.

in Victoria we fought the “drop‑out factor” with fresh ways to re‑engage young people not learning or earning. our ignition website, for instance, helps youth with low literacy skills to prepare for their learner Driver permit – increasing their chance of employment.

in the second year of its Job services Australia (JsA) contract, Mission Australia’s employment solutions (es) division worked with 154,929 job seekers and delivered a $17.7 million surplus. es again scored highly in the Australian Government’s JsA ratings, with over 90 per cent of our 96 sites receiving three stars or better.

working smarter

As a provider of 550 services, Mission Australia owes it to our supporters, staff and clients to be efficient and resilient. With this in mind, we restructured our business and support service teams. the resulting Group shared services, which includes Marketing, it, property and legal teams, is improving our ability to support frontline staff and connect with the community. this was particularly evident in January when everyone pulled together to help their colleagues, clients and other charities in flood‑affected Queensland.

Mission Australia clearly attracts people who pour their hearts into their work. to ensure they feel protected and valued, Hr implemented a service review and introduced the safe@Heart online oH&s process for reporting incidents and injuries.

MACsiMs, which was rolled out to 62 more services in 2011, is another smart system. By June, employees at 132 of our services were using this case‑management tool to more effectively assist people.

sustainaBly grow

if we are to support 500,000 people a year by 2020, we need a strong financial base.

While we recorded a surplus of almost $125 million in 2010‑11, this figure included a $106 million non‑cash component representing the value of the 494 dwellings transferred to MA Housing through the nation Building economic stimulus plan stage 2 and $9.5 million as a result of our participation in Goodstart Childcare ltd and Working links, and the revaluation of certain properties.

in 2010‑11 MA Housing went from managing 100 homes in one state to operating 1,000 properties in new south Wales, Victoria and tasmania, and connecting tenants to our services. By wisely managing our resources, we will meet our target of providing 10,000 affordable homes by 2020 – and make a sizeable dent in the housing shortfall.

While fundraising increased, the impact of natural disasters meant we fell short of target. However, there were some great highlights, including entering into a partnership with Westpac to fight homelessness.

Mission Australia’s social enterprises are also on steadier ground. Among them is urban renewal in Victoria, which saw 24 trainees turn a Dandenong wasteland into a green space. this pop‑up park is a tangible reminder that business and environmental initiatives can co‑exist – an idea also at the centre of our Green@Heart internal sustainability program.

Among those who have guided our journey into the new century is ruth Armytage, AM, who is retiring from our Board. Mission Australia is extremely grateful for the remarkable contribution ruth has made to the organisation and community sector alike.

there’s much to be done by 2020, but if we stay on track and remain true to our Christian values, we can create a fairer Australia.

ewen crouch

Chairman

toby hall

Ceo of Mission Australia

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Q&As

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Why does Mission Australia seem to have such a big surplus this year?While we reported a surplus of almost $125 million in 2010‑11, this figure includes the value of the 494 dwellings transferred to MA Housing through the nation Building economic stimulus plan stage 2. this is a non‑cash component, representing $106 million of the total surplus. However, as of 30 June 2011, our actual cash balance – or “money in the bank” – was $9 million. At the same time we had $19 million in loans, including $10.8 million borrowed to purchase social housing properties, in accordance with the terms of a new south Wales land and Housing Corporation grant.

As such, we must continue to astutely manage and grow our resources if we are to support 500,000 people a year by 2020. For more see ‘A sustainable future’ on page 44 and the Concise Financial Report from page 46.

Mission Australia is a Christian charity. Is it affiliated with any church?our Christian foundations stretch back to 1859, when the Brisbane town and Country Mission was established. A year later sydney City Mission, with its “need, not creed” motto, came into being. over time, other City Missions emerged across the nation. in 1997, they came together to form Mission Australia, a national, non‑denominational charity inspired by Jesus Christ’s compassion and advocacy for people in need.

Although we are not affiliated with any one church, we connect with churches that share our vision of a fairer Australia by engaging congregations in volunteer and fundraising activities.

Mission Australia’s Chaplaincy plays a core role by supporting our employees and clients in a manner that is respectful of their diverse faiths and beliefs. our 16 Chaplains, working with volunteers from Chaplaincy Australia, encompass a range of Christian theological perspectives. Learn more about our Chaplains’ work on pages 21 and 36.

You are part of GoodStart. Where does Mission Australia Early Learning Services fit in?Goodstart Childcare ltd was established in 2010 when Mission Australia, with the Benevolent society, the Brotherhood of st laurence and social Ventures Australia, saw an opportunity to transform childcare in the wake of ABC learning’s collapse. GoodStart is a not‑for‑profit consortium limited by guarantee that operates 661 former ABC learning centres nationwide. our Ceo, toby Hall, serves on its Board.

Mission Australia recognises 28.5 per cent of the share of GoodStart profits, which is a non‑cash transaction – meaning it doesn’t affect our cash inflows or outflows. Operating surpluses are invested into initiatives that support children in their early years. Goodstart reported a $5.6 million surplus in 2011.

in May 2009 Mission Australia invested in 29 centres formerly operated by ABC learning. these are now run as Mission Australia early learning services (els), a business unit that is part of our Community services division. els works to ensure all children and their families receive the best possible start in life. For more see page 17.

What is your relationship with MA Housing? Is it governed and funded separately?MA Housing was established in 2008 to help supply affordable housing to people on low‑to‑moderate incomes. it is a controlled entity within the Mission Australia Group, with its own Board made up of Mission Australia executives and an independent director.

MA Housing operates as MA Housing (ViC) limited in Victoria and MA Housing limited in all other states. During its formative years, Mission Australia provided financial and administrative support to help MA Housing become a viable housing provider. Given it now owns and manages over 1,000 homes, largely awarded from a competitive nation Building economic stimulus plan (nBesp) tender in new south Wales, MA Housing is becoming less reliant on investment from its parent entity, and will leverage its assets to provide more homes for people in need (see graphic, below).

in order to increase affordable housing, MA Housing aims to secure 10,000 dwellings by 2020, funded through capital grants from government and the private sector. For more see page 59.

MA Housing works with Mission Australia and other organisations to ensure tenants can access support. For more on MA Housing see page 24.

5Mission AustrAliA AnnuAl report 2011 leAD eXperts

How do I know my donation goes towards helping people in need?Mission Australia strives to be transparent in everything we do – including fundraising. in 2011 our commitment to transparent reporting was recognised with a pwC transparency Award.

Mission Australia is a member of the Fundraising institute of Australia (FiA). As members we adhere to the principles and standards of Fundraising practice, the charity code of conduct guiding ethical, accountable and transparent fundraising.

if we are to continue to support disadvantaged Australians, Mission Australia has to spend money. in 2010‑11 more than 81.5 per cent of our total revenue was spent on delivering services. our fundraising costs amounted to $4.6 million, which included printing, event and campaign expenses. For more see our ‘How donations are used’ graphic on page 41.

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Will recent not-for-profit reforms affect your tax-exempt and charity status?in recent years, Mission Australia recognised the need for greater transparency and smarter regulation in the not‑for‑profit sector, and worked with the Community Council of Australia to achieve reform.

We welcomed the Australian Government’s 2011 Budget announcement regarding the establishment of the Australian Charities and Not‑for‑Profits Commission (ACNC), better targeting of not‑for‑profit concessions and the introduction of a Statutory Definition of Charity.

From July 2012 the ACnC will ensure that only organisations providing true charity can benefit from the tax‑exempt status and all not‑for‑profits must now be endorsed by the Australian Taxation Office to claim exemptions. As a public benevolent institution, Mission Australia will continue to receive tax exemptions. our status as a deductible gift recipient (DGr) also remains unchanged, so our supporters can continue to claim tax deductions on donations made to Mission Australia.

How do you secure government funds?Mission Australia operates 349 Community services, most of which are supported by government funding arrangements and operated like individual businesses. We also receive funds to deliver Department of employment, education and Workplace relations (DeeWr) programs, including the Job services Australia program.

To win these fixed‑term contracts, we engage in a rigorous, highly competitive tender process. Government must be highly transparent regarding the awarding of tenders, disclosing publicly how many service providers applied for funds and any recommendations made by assessment panels. if we win a tender, we are funded to operate a service on behalf of government (at times, a combination of state and federal).

to ensure we effectively run a community service, Mission Australia’s acquittal team submits project profit and loss statements to the relevant government funding body. in 2010‑11 the team prepared over 600 acquittals, with KpMG auditing when required.

At the end of each project’s life, we have to re‑tender for the contract if government chooses to continue to offer this service.

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Our structure

together Mission Australia’s three divisions work across the following five pathways to create a fairer Australia:

> pathways to strong families and healthy, happy children

> pathways through a successful youth

> pathways away from homelessness

> pathways to sustainable employment

> pathways for life and work‑ready skills.

our Community services division also includes the early learning services (els) business unit, which is governed by its own Board.

MA Housing, which was established in 2008, operates as a separate controlled entity and also has its own Board.

Mission Australia’s Human resources, Group shared services (consisting of Marketing; social Advocacy and public Affairs; it; property; legal and environmental sustainability), Finance and Chaplaincy teams provide vital support to our service‑delivery divisions.

our Board

the Mission Australia Board ensures compliance with the organisation’s vision, mission and objectives, and guides the development, execution and modification of the organisation’s strategy.

Mission Australia’s Constitution requires no less than six and no more than 12 Directors, who are independent non‑executive Directors. As of 30 June 2011 our Board consisted of nine Directors, including Chairman ewen Crouch.

they bring with them a wealth of experience and expertise, particularly with regards to corporate stewardship.

To learn more about the members of our Board and Mission Australia’s corporate governance, see the ‘Directors’ Report’ from page 46.

our executive leadership team (elt)

Mission Australia employment solutions, Community services and MA Housing divisions are headed by executives who, along with our Chief Operating Officer, Chief Financial Officer, Executive Leader people and national Chaplain, and led by Chief Executive Officer (CEO) Toby Hall, make up the executive leadership team (elt).

the elt provides professional management leadership that plans, organises and controls Mission Australia’s activities in pursuit of the organisational vision and objectives.

To learn more about our ELT members and their skills and areas of expertise, see page 47.

Mission Australia delivers more than 550 community and employment services through three key divisions – Community Services, Employment Solutions and MA Housing.

associations

Mission Australia is one of four members of the Goodstart Childcare ltd consortium, along with the Benevolent society, the Brotherhood of st laurence and social Ventures Australia.

this consortium operates 661 former ABC learning centres across the nation. Mission Australia’s Ceo, toby Hall, serves on its Board.

our organisation also provides administrative support to Many Rivers Microfinance, a not‑for‑profit microenterprise development organisation that exists to help Aboriginal and other Australians to establish and develop micro and small businesses through business support and small loans.

in addition, Mission Australia is a key stakeholder in Working links, which is the largest provider of welfare‑to‑work programs in the united Kingdom.

stay in the loop:

to learn more about the organisation, including information about new services, people and ways of working, visit www.missionaustralia.com.au. this site is updated regularly.

You can also follow Mission Australia on twitter @MissionAust and Facebook at facebook.com/missionaust

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Our advocacy and research work

“ If we want to see significant change happening in the areas we work in, we need to be a powerful voice for change.”

mission australia ceo toby hall

a clearer picture

“ MACSIMS enables us to clearly articulate what we do, how we do it and how much we do.”

in order to deliver effective programs, it’s important to gain a thorough understanding of the needs of those we support. For this reason, we created Mission Australia’s Community services information Management system – or MACsiMs – which is proving to be a valuable and rich information source for our case workers and the organisation.

Developed in partnership with FlowConnect, this secure, web‑based client management system enables our Community services staff to easily record, access, share and edit client records with the aim of better serving individuals and families in need. it also enables us to identify support gaps in the community, capture data to inform social policy and provide evidence for advocacy, service planning, tenders and program development.

Linda Griffiths, Services Manager at lemongrove lodge in western sydney, which provides secure accommodation and support for young people who are disadvantaged, at risk or homeless, is convinced of this system’s benefits:

“there’s been a real improvement in how we can assess clients as well as record and measure our goals,” said linda. “MACsiMs also helps us in terms of winning new business as it enables us to clearly articulate what we do, how we do it and how much we do. it was certainly a key part of Mission Australia’s Youth services in new south Wales winning around $3.6 million in new business.”

in 2010‑11 MACsiMs was implemented in 62 services (including nine in the northern territory), bringing the total number using this system to 132. By June more than 500 of our employees were using the system to help 28,000 individuals build better lives.

over the next year, we aim to roll MACsiMs out to 160 more types of services and integrate further enhancements into the system to cater for more service types.

a national voice for changeMission Australia has a long history of speaking out about poverty and disadvantage. As part of Our Strategy Towards 2020, we aim to become a recognised thought leader by our peers in the sector, government, the media and wider community.

in 2010‑11 we began to examine how we could more effectively harness our research and expertise, our influence in the sector, relationships with government and business representatives, as well as our media profile to transform lives across the nation.

this need to identify and respond to social needs in a more focused manner led to the formation of our social Advocacy and public Affairs unit, which brought Mission Australia’s Government relations, Media, Communications and research and social policy teams together. this integrated approach has already strengthened our capacity to highlight, examine and act on issues that impact many Australians across our fields of work, including:

welfare and mental health reform in the lead‑up to the 2011 Budget we pushed strongly for welfare reform, particularly on the need to better support people on the Disability support pension to participate in the workforce – and in turn, the community. our stance attracted media attention, and not‑unexpected opposition, yet we remain convinced of the positive impact that assisting people with physical disabilities and mental health issues into work will have on the community.

We also helped shape long‑overdue reforms to the mental health system through our participation on the Minister for Mental Health’s expert Working Group. the reforms announced in the 2011 Budget, which recognised the importance of early intervention and integrated support, received bi‑partisan support.

other advocacy highlights for the year included:> Working with other housing providers

to secure an ongoing commitment from the Australian Government to the national rental Affordability scheme, which was in danger of being cut earlier in 2011. By speaking out in the media and communicating with the government, we helped preserve this key plank in the fight against homelessness;

> Having worked with the Community Council for Australia to reform the not‑for‑profit sector, we welcomed the establishment of the Australian Charities and Not‑for‑profits Commission. When operational in July 2012, it will determine not‑for‑profit status, educate and support the sector, and streamline reporting for charities. Mission Australia was also represented on the Australian taxation Office Charities Consultative Committee;

> supporting poker machine reform to address problem gambling, which affects an estimated 125,000 Australians a year. We publicly called on state and federal governments to implement the pre‑commitment recommendations made in the Productivity Commission’s Report into Gambling and encouraged supporters to sign Andrew Wilkie Mp’s gambling reform petition, circulated by Getup;

> Contributing to policy outcomes for the unemployed, youth, people who are homeless, families and children through the participation of senior management on state and territory government advisory committees and sector groups;

> Having 17 opinion pieces by our Ceo, state Directors and executive leaders published across Australian newspapers and online opinion websites. these articles – heavily informed by our research – conveyed our views on issues such as youth unemployment and housing affordability to decision‑makers, the sector and wider community.

9Mission AustrAliA AnnuAl report 2011 leAD eXperts

Following the release of our National Survey of Young Australians 1, 18-year-old student Noni Hyland told The Hobart Mercury the stress of study in Year 12 while she had glandular fever made it a “very difficult time” for her. The survey found 29 per cent of Tasmanian respondents listed stress as a significant issue of personal concern, compared with 18 per cent the previous year.

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knowledge expertsour research and social policy unit (rspu) is key to Mission Australia’s capacity to advocate for a fairer Australia and develop evidence‑based services. since 2004 it has been supported by the Macquarie Group Foundation, which is currently providing $1.5 million in funding over three years.

rspu works with universities, other community service providers and government agencies on research and policy projects. its reports and submissions help inform government, business, the media and the general community about social issues and ways to address them. in 2010‑11 rspu undertook over 100 projects and made 11 submissions to government – these included:

children and families:

the unit published Facilitating children’s transitions to school from families with complex support needs in collaboration with Charles sturt university, the university of Western sydney and nsW Department of Community services.

submissions were made to the:

> Standing Committee on Legal and Constitutional Affairs Inquiry into the Commonwealth Commissioner for Children and Young People Bill 2010;

> Tasmanian Government’s Agenda for Children and Young People Consultation Paper;

> Productivity Commission’s Study of Australia’s Early Childhood Development Workforce.

homelessness

our research into the Michael project, an innovative service model for homeless men, continued. A profile of homeless men was established in the Increasing our understanding of homeless men report and early results were published in How homeless men are faring. For more on The Michael Project see page 22.

rspu began investigating the costs of youth homelessness, in collaboration with swinburne university, the university of Western Australia, the Australian Catholic university and the salvation Army.

employment and skills

in 2010‑11 rspu completed a project for employment solutions that examined the utilisation of the employment pathway Fund (epF) – a fund available to Job services Australia providers that can be used to address vocational or non‑vocational barriers to employment faced by job seekers.

We also made submissions to the:

> Inquiry into Social Security Legislation Amendment (Job Seeker Compliance) Bill 2011;

> Department of Education, Employment and Workplace Relations’ National Consultation on the Social Enterprise Development and Investment Funds;

> Department for Families, Housing, Community Services and Indigenous Affairs’ Draft Indigenous Economic Development Strategy consultation.

youth

in late 2010 more than 50,000 participants aged from 11 to 24 took part in our National Survey of Young Australians. the survey asked young people what they value, their concerns, the challenges we faced as a nation and their level of optimism. Body image, family conflict and coping with stress were the top personal concerns, while the most pressing issues facing Australia were the environment, alcohol and drugs, and crime, safety and violence. When launched in november 2010, the results received widespread media coverage.

Mission Australia also presented the survey findings to government, philanthropic and corporate representatives and published two survey snapshot reports – Insights into the concerns of young Australians and Hearing directly from vulnerable young Australians, which found youth who are homeless, in juvenile justice or out‑of‑home care are more likely than their peers in stable housing to be concerned about body image, alcohol and bullying.

We also made a submission to the Northern Territory Government’s Review of the Territory Youth Justice System.

1) Mission Australia (2010). National Survey of Young Australians: Key and Emerging Issues.

Our Reconciliation Action Plan

Mission Australia’s vision for reconciliation is that the Aboriginal and Torres Strait Islander people of this country will be restored to a place of equity, dignity and respect.

in 2010‑11 we assisted over 22,000 Aboriginal people and more than 3,000 families. We delivered 33 programs specifically for Aboriginal people, while 19 of our services had an all‑Aboriginal client base. At 45 of our services, over half of the clients identified as being Aboriginal.

We’re on target to achieve our goal of exceeding the proportion of Atsi employees to non‑Aboriginal employees in each state compared with the corresponding proportion of Atsi people in the general population. in June, almost five per cent of our staff identified as being Aboriginal, and we exceeded our targets in the northern territory, Western Australia, Queensland, New South Wales and Victoria. For more see page 37.

our people have built warm and strategic relationships with local Aboriginal communities. they’ve also attended or organised awareness‑raising events such as nAiDoC Week celebrations, and the Welcome and Acknowledgement of Country are now standard practice at our events. Many sites run cultural appreciation programs to provide an understanding of Aboriginal history, values and lifestyles.

through our annual Community services Census and MACsiMs data management system, we are better equipped to identify, plan for and work with Aboriginal people.

in May we held our second taste of Reconciliation Dinner at Melbourne’s Sofitel, catered for by our Charcoal lane social enterprise restaurant. it brought over 300 Melbourne businesspeople and Aboriginal leaders together to discuss ways to provide opportunities for Aboriginal Australians. the keynote speaker was stephen roberts, Chief Country Officer Citi Australia, and the event was supported by the Victorian Government, Reconciliation Australia, Sofitel Melbourne, Accor, Citi Australia and red letter Management.

These are the first steps in a journey of learning, communication, action and advocacy that will hopefully lead to Aboriginal and torres strait islanders enjoying the same quality of life and opportunities as their fellow Australians.

1) ABs and AiHW (2008). The Health and Welfare of Australia’s Aboriginal and Torres Strait Islander Peoples.

In 2009 we became the first welfare organisation in Australia to launch a reconciliation Action plan (rAp) – a strategy to reduce the gap in living standards between Aboriginal and torres strait islanders and their fellow Australians. the rate of homelessness and unemployment for Aboriginal people is still three times higher than that of other Australians, while the gap in life expectancy is 11.5 years lower for men and almost 10 years lower for women 1.

Developed under the auspices of reconciliation Australia’s rAp program and in consultation with Aboriginal employees and clients, our plan is underpinned by the themes of relationships, respect and opportunities.

our rAp steering Group has worked to embed policies in existing organisational processes, such as staff selection, position descriptions and running events. six of its 10 members are Aboriginal, including steve Cochrane, our national Aboriginal Advisor. in 2010‑11 he forged relationships with Aboriginal leaders, organisations and communities, and raised awareness of cultural issues within the organisation.

10

11leAD eXpertsMission AustrAliA AnnuAl report 2011

Towards 2020

1) Huntley and salt (2010). Future Focus.2) ABs (2008). Population projections, Australia, 2006-2101.

By 2020 Australia’s population is projected to reach at least 24.5 million, and approximately four million people will be aged over 65. 2

if Mission Australia is to meet the needs of a growing population, a clear guiding vision that articulates our goals, strategies and how we will create a strong, sustainable future is vital.

Our Strategy Towards 2020 was developed by Mission Australia’s Board and our executive leadership team after extensive consultation across our key service streams and built on the Our Vision Strategy created in 2007. launched in october 2010, it outlines our 10‑year strategic direction, identifies our key client groups, our core business and priorities.

Our Strategy Towards 2020 aims to ensure our organisation is in top shape to take on the anticipated challenges of the next decade. Importantly, this strategy defines what we do best, and how.

our core expertise:

> prevention: We work to stop problems before they start so people can reach their potential;

> evidence-based best practice: We learn from and share what works well for us and other organisations to ensure we deliver best outcomes for individuals, families and communities;

> early intervention: We provide support early on to prevent things from getting worse;

> case management for individuals: We work with clients to coordinate services that help them along appropriate pathways to get back on track;

> place-based community development: We work in partnership to help find long‑term, sustainable solutions to community issues.

“ Not everything about the future is entirely speculative; some things are pretty well known. Or at least this is the case when it comes to many demographic trends over a 10-year time frame.1” 1 Lead experts in our fields

By advocating for disadvantaged people, influencing government, developing outstanding managers and engaging with the Christian community.

2 service excellence By striving for best practice and involving our clients and communities in service development, we will deliver better outcomes for disadvantaged Australians.

3 sustainable growth By focusing on new business that is financially, socially and environmentally sustainable, we will strengthen our capacity to help Australians in need.

4 working smarter By working smarter we will be more effective, better serve people and deliver value for money for all our stakeholders.

our strategy is underpinned By four goals:

In June Petra Stride and Michael Wilson from our Employment Solutions (ES) site in St George, Queensland, received our first Reconciliation Action Plan Award for their work with Aboriginal job seekers – who make up two-thirds of their caseload. In 2011 they also mentored Tianca Stanley (pictured with Michael and Petra), who participated in our school-based trainee program. An initiative of ES staff in Queensland, it provides Aboriginal students with the opportunity to undertake a Certificate II or III and gain workplace skills. In 2011 22 students took part, with a student at each ES site in the state.

throughout this report you will learn how during 2010‑11 we worked towards achieving these four key goals and used our core expertise across five pathways. The Our Strategy Towards 2020 graphic on the following pages outlines where Mission Australia will be positioned in 2020 if we continue to strive to reach these goals.

early learning

youth Justice, drug and alcohol programs

youth education, skills + leadership program

families and children services

mission australia our strategy towards 2020

away from homelessness

through a successful youth

for life and work-ready skills

to strong families and healthy, happy children

to sustainaBle employment

our mission:

walking alongside people in need, we help them discover pathways: early childhood teenage years

evidence-Based Best practicewe acquire and share our knowledge to achieve best outcomes for individuals, families and communities.

prevention we work to help people successfully reach their potential.

early interventionwe provide early support to prevent things getting worse.

our organisation:

we deliver on our vision by pursuing four organisational goals:

lead experts in our fields

service excellence

sustainaBle growth

our vision to see a fairer australia by enabling people in need to find pathways to a better life.

our values compassion, integrity, respect, perseverance and celebration.

12

homelessness services

affordaBle housing

mission australia our strategy towards 2020

social enterprise

employment services

We have a service offering for every job seeker and actively influence policy and practice in the sector.

we target our expertise on prevention and early intervention in supporting families and children in disadvantaged communities.

we use our expertise to help young people at risk engage positively with education, employment, family and community.

we are regarded as the foremost organisation for prevention, early intervention and crisis support for australians who are homeless. we are a large-scale provider of affordable housing, a landlord and partner of choice within the housing sector.

we run best-practice social enterprises and innovative programs that enable individuals to participate more fully in the community and the workplace.

our future:

in 2020 we help half-a-million australians to transform their lives.

we are:

seen as a passionate, knowledge-driven organisation and preferred partner that invests in local communities.

known for our quality and high-performance services and programs in every state and territory.

A financially sustainable organisation and preferred employer with an outstanding reputation in our chosen fields.

a leader in our sector for research and social policy development and active advocates of social justice for all australians.

adulthood on track

evidence-Based Best practicewe acquire and share our knowledge to achieve best outcomes for individuals, families and communities.

case management for individualswe coordinate services and help clients to get back on track.

place-Based community developmentwe partner for long-term, sustainable solutions to community issues.

our organisation:

we deliver on our vision by pursuing four organisational goals:

working smarter

our founding purpose inspired by Jesus christ, mission australia exists to meet human need and to spread the knowledge of the love of god.

13Mission AustrAliA AnnuAl report 2011 leAD eXperts

14

Pathways to strong families and healthy, happy children

Mission Australia believes all Australian children should experience a safe, healthy and happy childhood and that providing opportunities for emotional, social and physical development in the early years is fundamental to health and wellbeing later in life.

numBer of families we helped in 2010-11

5,331

78,908numBer of parents, carers and children we worked with in 2010-11

We recognise, however, that some families face challenges in creating safe, nurturing environments within which children can thrive and build strong foundations for life.

to overcome these challenges, we work with the existing strengths of children, their families and communities. our programs range from informal playgroups that bring communities together to residential programs that help families through their toughest times. What they have in common is a focus on prevention and early intervention.

First, we seek to understand the family’s situation and identify areas that could be improved.

We then help them to implement strategies to overcome their more immediate challenges and build resilience, strong relationships and safe environments.

We respond to community need through innovation, community development and advocacy to best meet the needs of children and families. Many of our services are delivered within integrated service hubs – either physically co‑located or networked services within the community. these include:

gateway, tasmania

Mission Australia Gateway is a state Government service that provides vulnerable families and professionals supporting them with access to family and disability support services in tasmania’s south east and north West.

it assists individuals and families through the provision of information, brief intervention and referral to services, including our local Area Coordination (lAC), which assesses and refers people with disabilities; our integrated Family support service (iFss); targeted Youth support service (tYss) and Family support for Grandparents and relatives raising Children programs.

Mission Australia also works closely with fellow Gateway service providers, including Baptcare.

in August 2010 Gateway and iFss celebrated their first year of service delivery, and by May we had opened a new office in Burnie to support Gateway activities.

in 2010‑11 the Gateway service helped 1,526 families and 5,169 individuals (parents, children and guardians).

communities for children

Communities for Children (CfC) takes a collaborative approach to supporting parents and children in disadvantaged communities. Working with local organisations, CfC aims to start children on a path that will lead them away from school difficulties, welfare dependency and poor physical and mental health.

We deliver this Department of Families, Housing, Community services and indigenous Affairs initiative in Dandenong in Victoria; Cairns south and inala to Goodna in Queensland; Miller, Blacktown and Mt Druitt in sydney; taree in new south Wales, and Mirrabooka, Western Australia.

As a facilitating partner, we engage organisations to deliver a range of activities in their communities, oversee the development and implementation of strategies and activities, and manage funding allocation.

Mission AustrAliA AnnuAl report 2011

 

Amelia 1 is a 23-year-old single mum of two children under five who recently turned her life around through our Parents Staying Connected (PSC) program at Mission Australia Centre Chigwell House, our neighbourhood service hub in Hobart’s northern suburbs. when amelia started attending psc – which aims to increase social inclusion, build parents’ confidence and provide links to learning – her self-esteem was at a low. She’d just left a difficult relationship and was living from place to place.

“ I was nervous at first as I thought everyone there had normal relationships, a house and everything was sweet,” she recalled. “i felt so alone and depressed, but said to myself, ‘just open up’. The kids and I played and I had a really good time that first day.

“ staff made me feel that i’d always been a part of the group and i chatted with other mums. As time went by I made close friends who had been through the same things. I finally wasn’t going through it alone… At PSC I did first aid and Save a Mate courses while my kids played – and my confidence grew stronger every day.”

amelia has since secured a job in childcare and is privately renting through the national rental affordability scheme. staff at chigwell house couldn’t be prouder.

“ amelia was like a sponge, soaking up every bit of information she could,” said client manager shelley moore. “she’s really moving forward and still keeps in touch with us – we’re so happy for her.”

in the 2010-11 year 179 parents and young children attended parents staying connected, and mission australia centre chigwell house helped 3,315 parents and children.

1) name and image have been changed to protect identity.

families and

children

CfC projects include supported playgroups, men’s parenting groups, anti‑natal parenting courses, nutrition education and early learning and literacy initiatives. through CfC we have also developed resources, such as a child‑friendly community map and talking book in eight languages about caring for children.

in March our CfC in Mt Druitt celebrated the opening of a renovated building, complete with a playroom and outdoor play area, funded by the nsW Government’s Community Building partnership program.

A month later, in partnership with Anglicare and the ngala parenting service, we launched CfC plus in the Midland region of Western Australia. Collectively known as the swan Alliance, the three organisations are receiving $3.3 million over three years to support children aged up to 12 in 11 highly disadvantaged communities. CfC playgroups, after‑school and holiday activities and events encourage social interaction between parents from culturally and linguistically diverse backgrounds.

As the largest CfC provider in Australia, in 2011 we conducted an internal evaluation of this program.

in 2010‑11 Mission Australia’s CfC and CfC plus services helped 41,787 children, parents and guardians.

15service excellence

16

In 2011 we delivered 107 services throughout the nation to help families overcome challenges such as financial hardship, unemployment, homelessness, mental health issues, domestic violence and poor literacy skills. We also provided childcare from our 29 ELS centres.

Pathways to strong families and healthy, happy children

Early Learning Services “It’s time for our children

to again grow up a little dirtier but a lot happier.”

The Wisdom of Nature, nancy rosenow and susan wirth, 2010.

early childhood is a time of great discovery and growth, where the foundations for life and a love of learning are formed. this is why Mission Australia early learning services (els) centres are designed to be stimulating, natural environments that foster a sense of wellbeing, wonder and belonging.

els was founded in 2009 when we purchased 29 former ABC learning childcare centres in areas of high disadvantage in new south Wales, the northern territory, Victoria, south Australia and Western Australia.

its second full year of operation saw the development of new branding that reflects a focus on the natural environment; positive accreditation results and closer collaboration with our Community services programs. in June 2011, 5,000 children attended our centres.

pathways to prevention turns 10

in May 2011 our pathways to prevention program celebrated a decade of providing support to children and families in the inala and Carole park areas of Brisbane.

this partnership between Mission Australia, Griffith University and Education Queensland promotes positive parenting, healthy family relationships and enhances children’s experience of school.

Representatives from Griffith University, Queensland’s Minister for Communities and Housing and Minister for Women, the Honourable Karen struthers, philanthropist John Barnes – pathways to Prevention’s most significant supporter – staff and 125 locals (including members of the local Vietnamese community, pictured above) celebrated the milestone together.

Following January’s devastating floods, Mission Australia staff in the inala area had the added challenge of locating and reconnecting with local families.

over the past decade, pathways has touched the lives of over 4,200 individuals from more than 1,130 families in the local community. the model’s success also led to the 2009 implementation of the Circles of Care school and community support program in south Cairns. We plan to roll this program out to more locations over the next decade.

other highlights of 2010-11:

> Helped 735 families in new south Wales through Brighter Futures, a voluntary program for families encountering problems that impact on their ability to care for their children. this service is delivered in five locations;

> launched the Family and Carer Mental Health program (FCMHp) in northern new south Wales. supporting families and carers of people with a mental illness, it aims to ensure they receive appropriate information, education and skill development to care for others and themselves. it is delivered in partnership with northern new south Wales and Mid north Coast local Health networks;

> took 100 children and carers to Adelaide Zoo to visit the pandas – a first for many – and once again hosted our Family Day at the Zoo for disadvantaged Victorian children in partnership with Zoos Victoria, Metlink and V/line;

> Celebrated five years of operating MoolaBiz in the northern territory. this Australian Government initiative helps Aboriginal people living in remote communities to manage their money;

> Developed the playford secure Families early intervention program based at our elizabeth Vale early learning services centre in south Australia, and began recruiting volunteers to support young families in their homes.

17Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

In March the outdoor area of Mission Australia’s Early Learning Services centre in Springvale South, in south-east Melbourne, was transformed into a discovery garden with raised garden beds, picnic tables, a bike track, play equipment, sandpits and swings.

It was the first of seven projects at our early childcare centres funded by The Abbott Foundation. In April, the outdoor area of our the Shell Cove centre in New South Wales received a green makeover, with Cranbourne East in Victoria and Elizabeth Vale, South Australia, following in Spring 2011. Three more centres will be transformed in 2011-12.

These projects are part of our ongoing commitment to developing natural learning environments.

a natural progression

A 2011 study commissioned by planet Ark 1 found only 35 per cent of children play outside daily. A generation earlier, 64 per cent of children enjoyed climbing trees, playing hopscotch, skipping and exploring nature on a regular basis.

And as our national Director Marie Howard discovered at the World Forum on early Care and education in May, it only takes as little as four minutes in a natural environment to reduce stress, improve mood and steady the vital signs. the conference also examined the natural world’s potential to reduce childhood obesity and have a positive impact on ADHD (Attention deficit hyperactivity disorder) and learning.

Guided by this thinking, we are gradually “naturalising” our els centres by adding gardens, replacing plastic equipment with timber and using paint hues inspired by nature.

Ms Howard said that initiatives such as vegetable gardens were already making a difference to young lives: “the children can’t wait to get outside when they arrive. it’s a small but important way we can start reconnecting children with nature.”

the new els logo (right), branding elements and website (www.maearlylearning.com.au), introduced at the end of the financial year, echo this philosophy.

accreditation

In the second half of the financial year our els centres underwent national Childcare Accreditation Council (nCAC) accreditation. NCAC is a not‑for‑profit, Australian Government‑funded organisation that is responsible for administering Child Care Quality Assurance for long day care centres.

to be accredited a centre must achieve a rating of “satisfactory” or higher on all seven of the NCAC’s Quality Areas, including staff relationships with children and peers; partnerships with families; programming and evaluation; children’s experiences and learning; protective care and safety, health, nutrition and wellbeing, as well as managing to support quality.

twenty‑two of our centres achieved a “high quality” rating – the best ranking available – while four (Corrimal in new south Wales, Hilton in Western Australia, Gray in the northern territory and springvale south in Victoria) received “good quality” ratings. We are working towards full accreditation at our centres in parmelia in Western Australia, as well as Officer and Cranbourne East in Victoria.

supporting communities

Children play a unique role in our communities, which is why we work with families to ensure our youngest citizens are given even opportunity to flourish. Early learning services is increasingly connecting parents and carers with support services that can help them build better futures.

A great example of this occurred in early 2011 when els saw an opportunity to support local teenage mothers in Dandenong with their studies while providing childcare at our Doveton centre. the resulting Aim’n High program, developed with Hallam senior secondary College and south east local learning and employment network, also provided parenting education to 10 young mums while caring for their children during school hours.

1) planet Ark (2011). Climbing Trees: Getting Aussie Kids Back Outdoors.

photo: the dandenong leader (newspix)

18

Pathways through a successful youth

The transition can be difficult for many people, but for some issues such as drug and alcohol abuse, family breakdown, unemployment, homelessness and mental illness compound the challenges of adolescence. our youth services are driven by the conviction that, if given appropriate support, all young people have the capacity to steer their lives in a positive direction.

the whole person

in August 2011 we published The cares and concerns of vulnerable young people, based on the responses of 649 National Survey of Young Australians participants aged 11 to 24 who identified as being homeless or living in insecure housing, a juvenile justice centre, prison or foster care.

Alcohol was a top personal concern for over two‑fifths of the respondents who were homeless or in juvenile justice facilities (around 42 per cent). And when asked to identify issues of national concern, more than 30 per cent in each group identified alcohol and drugs.

over the years we have had success addressing alcohol and drug use as one of many interconnecting aspects of a young person’s life. triple Care Farm, our three‑month residential program for 16 to 24‑year‑olds, has taken this holistic approach since 1989.

Based in the southern Highlands of new south Wales and supported by the sir David Martin Foundation, it incorporates case management and counselling, living skills, education, vocational training, sport and recreation and a medical clinic. importantly, students have to actively participate in their own treatment.

Mission Australia believes all young people should have the opportunity to successfully move into adulthood, well prepared for life ahead.

According our Triple Care Farm: A Safe Place for Change 1989-2009 report, launched by professor patrick McGorry in July 2011, of the 160 program participants surveyed:

> 88 per cent used drugs chronically before starting the program. six months after completing the farm program, 45 per cent abstained from drugs and 52 per cent from alcohol;

> 79 per cent used cannabis at chronic levels on arrival. six months after completing the farm program, only four per cent did;

> 31 per cent were homeless before arrival. six months after completing the farm program, only one person (under one per cent) was homeless.

In its first 20 years Triple Care Farm worked with 1,700 young people. in 2010‑11 100 young people completed the residential program while 64 young people who completed the program the previous year received post‑residential support.

staying on track

in June 2011, in partnership with Juvenile Justice in nsW, we began operating a youth rehabilitation centre on the banks of the Macquarie river in regional new south Wales. Drawing on our work at triple Care Farm, it helps 13 to 18‑year‑olds learn routine rural responsibilities while providing them with tailored therapy, counselling and education programs.

incidences of youth support provided in 2010-11

18,214

24,779numBer of young lives our youth services transformed in 2010-11

Mission AustrAliA AnnuAl report 2011

to the east of the state, our north Coast post release support program worked with 104 youths aged from 10 to 18 who had been in a Juvenile Justice Custody Centre. this program aims to reduce barriers to reintegration and link youth with supports that address literacy and numeracy, substance abuse, living skills, mental health issues, family breakdown and homelessness.

it is one of 11 post‑release services for juveniles Mission Australia operates in Tasmania, Queensland and New South Wales. in May, we also began our new opportunities project, which aims to integrate our approach to providing employment and community services to vulnerable people, including young offenders.

one of our advocacy priorities is to change the way young people are dealt with in the justice systems nationwide, with the aim of reducing incarcerations and increasing juvenile justice support services.

1 Chamberlain and MacKenzie (2008). Counting the Homeless 2006

2 rosenthal, Mallet and Myers (2006). Why do homeless young people leave home?

Each night, young people under the age of 25 make up 43 per cent of the 105,000 homeless Australians 1. Family conflict is a leading cause of youth homelessness 2.

youth

19

One of the highlights of the year was Urban Quest NT, a talent competition that saw young Territorians raise money for their homeless peers. in march heats were held in darwin, palmerston and katherine for artists aged up to 19 years across vocal, street, rap and beat-boxing categories. ten acts then had the opportunity to attend a workshop with Mark Holden ahead of the finals.

Tevita Moala, a 16-year-old Darwin High School student, outperformed other finalists at the darwin entertainment centre in april to win the competition. the singing pianist’s debut live performance – a rendition of gospel tune I Won’t Complain – brought many in the sold-out crowd to tears, and impressed guest judge deni hines.

Operations Manager Brad McIver said the night was a huge success, lifting the profile of youth homelessness in the territory and enabling mission australia services to connect with more schools and communities.

“ we exceeded our expectations for urban Quest and raised over $17,500 from ticket sales alone,” mr mciver said. “the money will help us to develop new accommodation for northern territory youth who are homeless and expand our current services and programs.

“ every little bit helps and if we can make a difference to the lives of even one of the 5,000 kids who are homeless, then that’s what this event was all about.”

urban Quest 2011 led to local partnerships being formed with Bendigo Bank and channel ten. it will become an annual fundraiser on the mission australia nt calendar.

service excellence

20

learning and earning

last october Melbourne’s north‑west achieved the dubious distinction of having the worst youth unemployment rate in Victoria. Fifty‑five per cent of 15 to 19‑year‑olds were not in full‑time work or education. And the state had the worst youth unemployment rate in the country at 28 per cent.

Mission Australia Victoria is targeting this problem with integrated programs that offer structured work experience, support to overcome personal barriers and training that meets local industry requirements.

these include our Getting to Work program in Dandenong, which over three months provides accredited training, work experience, mentoring, traineeship placement and personal support. in 2010‑11 it helped 30 highly disadvantaged people of African, Afghan, Burmese and iraqi backgrounds on the pathway to employment.

social enterprises like our urban renewal landscaping and construction enterprise, which combines a business with personal support and training, also target youth unemployment. urban renewal re‑invigorates disadvantaged communities through greening projects such as the pop‑up park. this initiative with Vicurban saw 27 participants build two soccer pitches, barbecue facilities and a community garden in Dandenong, with support from the our place, My Future Community Development project. (For more see page 29)

Meanwhile, we continued to offer alternative education programs for young people who had disengaged from mainstream education. our learning unlimited suite of services in south Australia, for example, helped 433 young people in elizabeth to rediscover the value of learning. similarly, in tasmania’s south the Flex program re‑engaged students.

driving change

in December 2010 our tasmanian u‑turn program was recognised at the Australian Crime and Violence prevention Awards for its work with young people who have been involved in, or who are at risk of becoming involved in, motor vehicle theft. this 10‑week training course in car maintenance and body work, delivered under contract to tasmania police, is based in Moonah. And in April, one of our u‑turn graduates received a skills institute encouragement Award for his commitment to his mechanical apprenticeship.

in March, thanks to funding from the tAC’s Community road safety Grant, Mission Australia launched our ignition driver training program online at www.maignition.com.au. Designed to be used by young Victorians with low literacy and numeracy skills, the program presents the road rules in an interactive, flexible manner to help them prepare for their learner’s permit – and take the first step towards employment.

Also in Victoria, our Aboriginal Driver education program (ADep) in Bairnsdale was a major contributor to changing the government identification processes and policy for Aboriginal people without a birth registration.

In Queensland our Reconnect program harnessed horse power in the form of equine therapy to help teenagers overcome violence and anger issues. Delivered in toowoomba with Groundwork therapy and funded by the teen spirit Foundation, managed by perpetual, the Youth on the Ground program worked with 17 young people – most of whom were in care and at risk of homelessness, and many who had lost a parent.

reconnect Manager Annette Hawkless said the program, which was conducted four times over 10 weeks each, achieved good results: “Doing groundwork activities with horses – animals that mirror those handling them – they learned to deal with relationships, which is vital to maintaining housing, setting goals and developing coping strategies. it was also a good introduction to other support services.”

Plenty of encouraging findings came out of our 2010 National Survey of Young Australians. More than 70 per cent of respondents said they valued family relationships more than anything else in their lives, followed by friendships and physical and mental health.

the percentage of 20 to 24-year-olds who had completed year 12 or eQuivalent in 2009.

8415 to 19-year-olds who are not fully engaged in either work or study 1

16

%

%

1) Foundation for Young Australians (2010). How young people are faring.

“You made me realise there are people who care and want to help me and to me that’s very special.”

Beth, a former resident at our Fairfield Youth Connections accommodation service in western Sydney.

Pathways through a successful youth

21Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

Youth Beat was part of a revitalisation of our youth services in south Australia, which included the launch of tricycle, a program that works with major service providers to help youth in west Adelaide overcome homelessness, substance use and unemployment. We also established a footprint in the north‑east of Adelaide through involvement in the HiVe youth innovation centre.

other highlights:

> Developed partnership agreements with MA Housing to provide 10 more properties for people exiting our youth accommodation support services in south‑west sydney;

> Assisted students at Victorian schools affected by the 2009 bushfires through our Arise Youth Bushfire Mentoring program;

> launched Holiday From Yourself CD, created by our Creative Youth initiatives (CYi) sounds of the street tAFe‑accredited music program in sydney. in December, CYi Artworks graduates showed their art at an exhibition at ultimo tAFe;

> secured Department of education, employment and Workplace relations (DeeWr) funding for Youth Connections and Department of Families, Housing, Community services and indigenous Affairs (FaHCsiA) funding for personal Helpers until 2013;

> operated project Circuit Breaker, our free, voluntary mobile prevention and early intervention service in Brisbane’s north. in 2010‑11 it helped 150 families of children aged nine to 17 to change their lives.

early in 2011 our western australia chaplain, Scott Vawser, accompanied five colleagues and 11 aboriginal students from our on track and making tracks programs on a six-day trip to karijini national park.

on track provides an alternative to police custody for young people on perth’s streets after curfew. with their families, they can opt to take part in our making tracks early intervention program.

during the pilbara camp, the teens abseiled, took part in workshops on drugs and alcohol, and healthy relationships, and learned about the land from an elder.

“i received wonderful feedback from one young man in particular,” said scott.

“on returning, he went back to school and hasn’t missed a day since – his life blossomed. when i asked him what made him change, he said the leaders on the camp ‘kept saying good things about me’, and he started to believe them. that shows the power of positive words.”

one of mission australia’s 16 chaplains, scott splits his week between supporting staff, and helping secondary and tertiary students in perth who are taking part in our indigenous youth development and mentoring program to set and achieve their goals. funded by Bhp Billiton iron ore, this program also works with students, apprentices and trainees from port hedland and newman.

Beds for christmas, wa

in December more than 80 volunteers from Woodside energy (above) spent two days redecorating six bedrooms for residents at our Youth Accommodation support service (YAss). As part of the Beds for Christmas project, they painted and fitted lighting, floor coverings, beds, linen, desks and blinds.

in 2010‑11 YAss provided crisis accommodation for 12 weeks each to 56 young people who were either homeless or at risk of homelessness. it also offered case‑management support and independent living skills, while liaising with agencies to organise long‑term accommodation.

service Manager eric nordberg was delighted with Beds for Christmas: “it’s about providing an attractive environment and making the young people feel that someone cares.”

in 2010 Mission Australia and Woodside energy celebrated 10 years of working together. Woodside energy employees also raised over $50,000 for our Christmas Appeal and supported Mission Australia’s 35th Christmas lunch in the park.

street smart

to help protect vulnerable young people on the streets at night, Mission Australia operates Youth Beat mobile outreach services in the northern territory and tasmania. run by trained youth workers, the services provide young people affected by drink or drugs with support and transport to care, reducing risk to their safety and demands on local police. last year our Youth Beat services in Hobart, Darwin, palmerston and Katherine helped 7,565 young people.

Building on this success, in 2011 we began working towards setting up a Youth Beat service in Adelaide. A black‑tie fundraiser hosted by David and Janet rice in the Adelaide Hills and money raised through FebFast helped ensure our new Youth Beat service was launched in september.

22

Pathways away from homelessness

Mission Australia believes all Australians should be able to live in safe, secure and affordable housing and is committed to eliminating homelessness. We recognise that people become homeless due to a range of issues, including unemployment, mental illness, drug and alcohol abuse, and family breakdown.

Mission Australia seeks to address the underlying causes of long‑term homelessness and disadvantage. To do so, first we must understand the reasons why people find themselves in their situations, and support them to overcome challenges and change their lives for good.

We believe a focus on preventing homelessness will have lasting outcomes, so planning needs to concentrate on providing long‑term housing rather than just crisis‑driven accommodation.

the michael proJect and misha

We have gained valuable insights into the complex nature of homelessness through the Michael project. running from late 2007, this three‑year initiative aimed to improve the social inclusion of homeless men in sydney through intensive case management and wrap‑around support from 11 specialist services, including dental, podiatry, psychology, drug and alcohol counselling, literacy and Aboriginal‑specific support.

In August 2010, we released the first results from the Michael project study. Based on an initial survey of 253 homeless men, it was the most comprehensive profile of homeless adult men in Australia to date.

the second wave of results, released in April, showed how 147 of the first men surveyed were faring three months into the project. of those in short to medium‑term accommodation, about one in five had entered long‑term housing. the number employed rose from 6.5 to 19.6 per cent.

numBer of people our homelessness services helped in 2010-11

numBer of families our homelessness services helped in 2010-11

26,688

3,068

instances of homelessness services delivered in 2010-11

45,451

A third of men in the first survey said they lacked the skills or education to find a job. three months on, only 15 per cent still felt that way and 11.4 per cent were receiving a wage – up from 6.5 per cent. these results will inform policies and programs for years to come.

in late 2010 we launched MisHA (Michael’s intensive supported Housing Accord), a three‑year housing‑first initiative funded by the Michael project’s benefactor. this integrated program in sydney’s west provides long‑term accommodation for 70 men while supporting residents to build the lives they would like to live.

Working with community housing organisations, case managers, a psychologist and outreach engagement worker, MisHA helps chronically homeless men to achieve housing stability and gain the skills to live within the community.

it is hoped the MisHA research will inform government policy around housing and homelessness.

our nurse of the year

in May Missionbeat team member paul esplin – who joined us in 2008 as the Michael project nurse (Medibeat nurse) – was named HestA nurse of the Year. paul is co‑employed by st Vincent’s Hospital and Mission Australia to give medical care to sydney’s rough sleepers.

“some of our clients have been homeless for up to 40 years,” he said on receiving the honour. “they don’t have the right forms, may be illiterate or don’t have Medicare cards. they need help to reach a healthier place.

Mission AustrAliA AnnuAl report 2011

“Mental illness, drugs and alcohol play a huge part, but the common thread is poverty and a lack of opportunities. However, there are positive stories, like the long‑term homeless person i worked with who has started a technical course and is loving life again.”

Missionbeat vans and bikes patrol the streets daily, seeking out people in distress and transporting them to support services. in 2010‑11 Missionbeat service recorded 12,000 instances of service.

in March the iconic vans were updated thanks to funding from supporters – including HsBC. they now include improved safety and visibility features.

rural support

Homelessness is so often associated with people sleeping rough on a city street, but that’s only part of the picture. Families and individuals in rural areas are also increasingly finding themselves without stable accommodation.

Years of drought and lack of housing have led to a rise in homelessness in the south‑east of new south Wales. According to the 2006 Census, 65 people per 10,000 were homeless in this region, compared to 42 per 10,000 for the state as a whole.

April 2011 saw the launch of Community Connections, an integrated program we operate as part of the nsW Homelessness Action plan. spanning 13 lGAs in the south‑east, it helps people address personal challenges and offers social housing support. By the end of June it had assisted 114 individuals and 72 families – almost triple its target.

For Jill Bicknell, our Operations Manager Aged Care, 2011 was a milestone year. Charles Chambers Court, the aged homeless facility in inner-city Sydney she manages, won the state Aged and Community Services Association (ACSA) Organisational Excellence Award. Then in September it won the HESTA and ACSA National Organisational Award for leadership, innovation and excellence in service delivery.

during the year the surry hills service provided permanent accommodation and care for 80 frail, aged people who had previously been living on the streets or in crisis accommodation.

“ i’m extremely proud of the staff, the way in which they deliver high-quality care to the residents and the respect and dignity they show them,” Jill said. “for many residents it’s the first real home they’ve had in years.”

charles chambers court is the model for annie green court – a $16 million facility we are building in redfern. funded by the australian department of health and ageing, construction began in may. on opening in 2012, it will offer a permanent home for 72 residents, providing medical assistance, psychiatric support and allied health intervention.

the majority of residents will have a mental illness and have high levels of illness due to years of homelessness and malnutrition. the centre will provide each of them with a room and ensuite, with a dining room, lounge area, recreational space and clinics on each floor, and topped by a roof garden.

“ most elderly homeless people have no contact with family and limited social networks,” said Jill, “so building a sense of community is so important to their wellbeing.”

Between 2001 and 2006, the number of over 55-year-olds in australia who were homeless jumped 30 per cent 1.

homes

1) chamberlain and mackenzie (2003 and 2008). Counting the Homeless 2001 and 2006.

23service excellence

24

Pathways away from homelessness

new light, new day

in June prime Minister Julia Gillard opened a new $8.3 million, 78‑bed transitional accommodation facility in Alice springs, operated by Mission Australia. Meaning “new light, new day”, Aherlkeme aims to relieve the pressure of overcrowding in town camps and help Aboriginal people gain the skills to make the transition to long‑term housing.

the opening topped off a year of great activity in the territory, with Mission Australia operating new homeless services on behalf of the Australian and nothern territory governments. these services – MA supported Accommodation and the tenancy sustainability program in Darwin – were complemented by programs such as our post‑release support service top end (Darwin and Katherine) and Alice springs, which respectively guided 100 and 95 people exiting prison away from homelessness.

there was also strong corporate support for our homeless services. in Darwin, the Mantra pandanus, Crown plaza and travelodge donated linen while Danila Dilba Health service provided $22,000 of whitegoods. the Crowne plaza Alice springs also generously provided televisions and furniture to our three local transitional housing programs.

reaching out in Queensland

in Brisbane we ended 2010 on a high note, hosting 140 guests for Christmas lunch at Café one on Wickham – our Fortitude Valley café that provides healthy meals and tailored support to homeless and disadvantaged people. Within a month, with flood waters rising, our staff were busy seeking out many of these guests to ensure their safety.

Despite natural disasters marking 2011, there was still cause to celebrate. We launched the street to Home service in Cairns to help people experiencing long‑term homelessness to move into housing. Funded through the national Affordable Housing Agreement, it aims to provide stable housing and wrap‑around support. street to Home reached capacity in six weeks and by June, 60 per cent of clients has accessed and sustained private rental properties.

in townsville we ran the supervised Community Accommodation service to help young men leaving detention avoid homelessness through supervised accommodation and holistic support. In its first seven months this Queensland Government‑funded service assisted nine young men.

other highlights

> We began the public tenancy support service in Meekatharra, in Western Australia’s Mid West, as part of the Department for Child protection’s national partnership Agreement. through it we developed key local relationships and helped 10 individuals and their families to maintain tenancies;

> our 35th Christmas lunch in the park 2010, held in perth’s Wellington square park, was a huge success thanks to over 500 volunteers from the Western Australian community who helped on the day and corporate volunteers from BHp Billiton, Bankwest and the united Community Credit union, who gave hundreds of homeless people a reason to celebrate;

> eighty‑nine people participated in the Catalyst‑Clemente free learning program in Brisbane, sydney, Adelaide, Melbourne and perth. Designed for people who have experienced barriers to education, including homelessness, it is delivered in partnership with the Australian Catholic university and edith Cowan university. each student is supported by a volunteer learning partner, often recruited from our corporate partners.

MA HousingMA Housing seeks to offer a pathway away from homelessness by providing good‑quality, affordable housing. in 2010‑11, after two years of laying the foundations for the business, MA Housing experienced significant growth. it took into management a further 887 properties through a variety of national and state funding arrangements – notably, the nation Building economic stimulus plan (nBesp) social Housing initiative in new south Wales.

plans turn into properties

in 2009 the Australian Government committed to construct 19,600 new social dwellings through its nation Building economic stimulus plan (nBesp) stage 2, with 6,300 homes to be delivered in new south Wales by June 2012. A large portion of these were transferred to the community housing sector and MA Housing secured 1,059 dwellings – in western sydney and on the Mid north Coast.

in April staff and Board members – including new Director evelyn Horton – celebrated the title transfer of 494 of these homes. the remaining nBesp dwellings will be brought into management and ownership in 2012.

During the past year, MA Housing also received the remaining $2.4 million under the social Housing Growth Fund (sHGF) from the new south Wales land and Housing Corporation, adding to the $14.9 million received in 2010. the grant contributed to the purchase of 107 social and affordable dwellings in penrith, Blacktown, Bankstown, parramatta and Coffs Harbour.

in addition, MA Housing supported Housing tasmania by temporarily managing its nBesp dwellings.

MA Housing aims to provide 10,000 affordable dwellings by 2020, building up housing stock using capital grants from government and private sector funding. For more see page 59.

The Australian Community Sector Survey 2011 of 745 welfare services revealed that in 2009-10 demand for homelessness support jumped 21 per cent from the previous year. On average, 135 people were turned away from homeless services on any given day in 2009-10.

25Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

Building a future

MA Housing gained registration in new south Wales as a Class 1 Growth provider. this tick of confidence was critical to securing the capital injection from Housing nsW. MA Housing was also accredited against the national Community Housing standards (2003).

Another milestone was achieved when MA Housing completed its first development project, constructing six townhouses on Mission Australia‑owned land in Kingswood, western sydney. these have been allocated to social housing tenants, with support provided by Mission Australia’s Fairfax House.

Construction also began on a 104‑home integrated social housing project in sydney’s Camperdown. MA Housing will be the lead agency and asset and tenancy manager for this development, project‑managed by Housing nsW and built by Grocon. When open in late 2011 it will accommodate people who were formerly homeless as well as social housing tenants and low‑income earners under the national rental Affordability scheme (nrAs). the Camperdown project is based on the innovative Common Ground model, which seeks to provide housing first, along with wrap‑around support services.

in 2010‑11 MA Housing Victoria ltd took 10 more dwellings into management, as part of a broader partnership with providence Housing. they are among 1,296 dwellings providence will secure with nrAs funding. A further 401 nrAs allocations have been awarded for the Casey Gardens development in narre Warren.

solid foundations

Because MA Housing utilises Mission Australia’s corporate services, it is able to operate with a relatively lean structure. in 2010‑11 it built up a strong core of direct service delivery employees – the majority based at its Blacktown office, which opened in February. A regional office in Taree followed in April.

part of MA Housing’s strength is its ability to leverage off Mission Australia and link it to the organisation’s community and employment services, as well as external service providers and land councils.

in 2012 MA Housing plans to:

> Appoint additional independent directors and senior managers;

> Continue to work with governments to creatively deliver affordable housing;

> Complete the development and delivery of the remaining sHGF dwellings and leverage its nBesp assets to build more homes in new south Wales;

> upgrade its registration status in Western Australia to Growth provider and gain full accreditation against the national Community Housing standards (2010);

> Commence tenant participation activities and engage in local community initiatives.

properties operated By ma housing

state 2009-10 2010-11

nsW 85 961

tasmania 33 34

Victoria 66 76

total 184 1,071

For more information download the MA Housing Annual Report at www.mahousing.com.au

Throughout the year, MA Housing hosted eight welcome events for new residents. One of them, Jennifer (above), received star treatment.

As the tenant of MA Housing’s 500th home, she was the guest of honour at the Seven Hills celebration in February.

Before receiving the keys, Jennifer was desperate to find a place for herself and her dog, Tazzo. She had rented in Lalor Park for seven years when her landlord sold up.

Unable to find anything affordable, she verged on being homeless. Eventually, she found costly and substandard accommodation at the back of a house.

Jennifer was elated when MA Housing offered her a unit in Seven Hills: “I now have money left over each week to do a proper grocery shop. I still pinch myself when I wake up.”

26

Pathways for life and work-ready skills

We believe in helping people to discover and develop their own strengths and abilities so they can be more independent, participate in the community and find lasting employment. Through our vocational programs and social enterprises, Mission Australia provides opportunities for people to gain skills, qualifications and confidence.

1) shomos (2010). Links Between Literacy and Numeracy Skills and Labour Market Outcomes.2) Marks (2011). Education and training and the avoidance of financial disadvantage.

in recent years Mission Australia has concentrated on providing free vocational and skill‑building programs for people who are at risk of being entrenched in a cycle of poverty and disengagement.

We offer direct pathways to work and community participation through a range of activities, including government initiatives delivered in partnership with external organisations, social enterprises and innovative programs created by Mission Australia to target specific skill shortages and local pockets of disadvantage.

As a registered training organisation, registered with the nsW Vocational education and training Accreditation Board, we have national recognition for a range of courses and qualifications across several industry sectors. it also means we must abide by strict registration guidelines, including the Australian Quality Training Framework (AQTF).

While no external government AQTF compliance audits were carried out in 2010‑11, Mission Australia’s rto conducted internal AQTF audits on currently delivered courses and provided our staff and subcontractor staff with assessment advice and support.

through our range of courses, people who may have experienced barriers to learning and employment can gain qualifications from a Certificate I for entry‑level training right through to an Advanced Diploma.

Qualification areas include aged care, automotive, business, children’s services, construction, horticulture, hospitality, retail and youth work as well as english language and adult literacy.

language and literacy

the 2006 international Adult Literacy and Life Skills Survey (Alls) found that approximately 60 per cent of unemployed Australians had poor or very poor literacy, language and numeracy skills – well below the level needed to cope with the complex demands of a modern workplace or to gain a Certificate III.

in 2010‑11 Mission Australia rolled out a further 29 language, literacy and numeracy programs (llnp) in south Australia, new south Wales and Western Australia, in addition to existing services in tasmania and the northern territory. However, we lost our LLNP contracts in Queensland.

providing up to 800 hours of language, literacy and numeracy training, this Department of education, employment and Workplace relations program is available to job seekers aged 15 to 64. the program aims to help build students’ verbal and written english skills, in turn opening doors to employment, study and community participation. it assists those who have english as a second language and native english speakers who have had disrupted or minimal access to formal education.

enhancing literacy and numeracy skills has plenty of everyday, non‑vocational benefits – for example, enabling parents to write notes for their child’s teacher or independently grocery shop.

in 2010‑11 approximately 1,800 people commenced training across 35 Mission Australia llnp sites. Fifteen of these were operated at a site also providing other Mission Australia Community services or employment solutions.

rise in likelihood of workplace participation for women who improve their literacy and numeracy skills

15the estimated minimum increase in hourly wage as a result of improving literacy and numeracy 1

25

%

%

Mission AustrAliA AnnuAl report 2011

Each week Shorooq takes an hour away from her housework and caring for her daughter to talk to Rachel. As a Home Tutor Scheme volunteer, Rachel visits the young mum in her home in western Sydney to help improve her spoken English and grammar skills. over the year the women formed a strong friendship. rachel has also helped shorooq, who is originally from iraq, to study for her driving test and become more involved with the local community.

the scheme is part of the department of immigration and citizenship’s adult migrant english program (amep). operated by mission australia in sydney for 12 years, it trains volunteers to teach english to migrants and refugees who are unable to attend formal classes. it is run in tandem with our enhancement program, which assists community agencies such as libraries and church groups to set up conversation classes.

in the 2010-11 year 80 per cent of our students were women, with arabic the dominant first language. About a third were refugees, mainly from Iraq and Afghanistan.

with 500 tutors, amep has the largest volunteer base of any of our programs:“ our volunteers extend the hand of friendship to newly arrived migrants and refugees,” said service manager shakti sah-raj. “often our volunteers are the only people students know outside their own community. our tutors become actively involved in their lives, which makes for a more inclusive and cohesive society.”

in 2010-11 we secured amep in six regions in sydney for three more years. it now operates throughout the metropolitan regions as part of a consortium led by navitas english.

Obtaining post-school qualifications reduces the risk of income poverty and financial stress. Between 2001 and 2008, 15 to 20 per cent of people with less than a Year 12 qualification were living in poverty in a single year, compared with four to six per cent of those with a bachelor’s degree and seven to 11 per cent of those with a diploma 2.

skills

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27service excellence

28

Employers experienced greater difficulty recruiting skilled workers in 2010-11 than during the previous year. There were fewer suitable applicants per vacancy and a lower proportion of vacancies were readily filled. Employers in regional Australia had more difficulty recruiting skilled workers than their counterparts in capitals. 1

Pathways for life and work-ready skills

numBer of people we worked with through these services in 2010-11

2,276

17numBer of training and skill-Building services we provided in 2010-11

meeting the need

one advantage of having local employment solutions throughout the nation and operating as an rto, is being able to identify local employment trends and needs and quickly respond by providing job seekers with suitable training.

in late 2010, for example, our employment solutions (es) team in Hervey Bay, Queensland, went out to local employers to gauge labour gaps. They identified a need for trained hospitality staff, particularly housekeepers and baristas.

es and our rto worked together to launch a Certificate II in Hospitality for unemployed people in the local area. Funded by the Department of education and training Queensland, 16 people completed work placements and gained valuable experience as well as a qualification. Similarly, nine gained certificates of attainment and part‑time work at local cafes during the Christmas period.

Another example of innovative training responses occurred when, in collaboration with the Department of education, employment and Workplace relation’s (DeeWr) new enterprise incentive scheme (neis) program in Victoria and tasmania, Mission Australia trialled a new e‑learning program for individuals in regional locations keen to establish their own small businesses. For more on NEIS see page 31.

green skills

over the past two years Mission Australia operated the Australian Government’s national Green Jobs Corps (nGJC) contract throughout Victoria to help unemployed people to take advantage of opportunities in the growing climate change and green industries. nGJC offers jobless 17 to 24‑year‑olds a combination of work experience, skill development and accredited training to equip them for future employment.

in 2010‑11 – the second year of our two‑year contract – 28 nGJC teams conducted 17 projects throughout Victoria, assisting 120 young people to conserve, protect and rejuvenate the natural environment and cultural heritage. these projects ran for 26 weeks, with participants spending an average of 25 hours per week doing hands‑on work experience.

Another example of our Community services and employment solutions divisions working together, our nGJC projects were made possible thanks to partnerships with royal Botanic Gardens Cranbourne, Maroondah City Council, the City of Greater shepparton and parks Victoria in shepparton.

in June our Greener Futures household energy‑saving retrofitting program came to an end after two years. Funded by Jobs Fund, it conducted energy‑saving retro‑fits in more than 1,500 low‑income households in Dandenong and Casey in south‑east Melbourne. over the life of our Greener Futures contract, 84 long‑term unemployed undertook six‑month work placements. of these, 80 per cent transitioned into permanent employment or study.

1) DeeWr (2011). Skills Shortages – Summary 2010-11.

“ I’m really proud of myself – I’ve never been in such a good place before in my life. I love my job and I feel good about myself and my life. Urban Renewal helped me get there.”

an urban renewal trainee.

29Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

saltwater kitchen in Darwin caters for school canteens, businesses and government. Food is prepared by trainees, mainly Aboriginal youth, who receive on‑the‑job training, support and practical skills. All undertake or complete a Certificate II in Hospitality.

During their 26‑week traineeship they work between three school canteens to provide healthy food to students. in 2010‑11 36 people trained at this business, operated as part of the Changing places innovation Fund, delivered by the Department of education, employment and Workplace relations (DeeWr).

Big heart enterprises in Bellambi, new south Wales, diverts thousands of tonnes of clothing from landfill through its seven op shops in the illawarra and Campbelltown.

in March the Big Heart warehouse suffered an arson attack, which destroyed clothes, mattresses and televisions. Within hours, the community and volunteers rallied to its help. Within weeks, the iMB Building society fast‑tracked a $24,000 grant to help Big Heart launch Bags for rags. this project now provides rags to service stations, mechanics and manufacturers, and employs nine trainees with disabilities.

Also at Bellambi is soft landing, which strips mattresses of recyclable parts such as metal, foam and timber – diverting 1,040 tonnes from landfill a year. Funded by DEEWR’s Jobs Fund, in 2010‑11 it provided jobs for 12 trainees and 10 casual staff, who work in a team of 51.

in June we received $600,000 from the Australian Government’s innovation Fund to operate Featherweight from Bellambi. it now trains and employs 60 people with disabilities to strip cotton from mattresses to fill punching bags.

Three years ago, Graeme was socially isolated and drinking heavily. He has since transformed his life through our Soft Landing mattress recycling program – even winning a NSW Training Award in the Certificate II asset maintenance category in June.

During his 12-month traineeship, Graeme obtained his car and truck licences as well as OH&S, forklift, Certificate II in asset maintenance, first aid and fire safety qualifications.

He was one of eight trainees who graduated from Soft Landing in 2011, who collectively processed over 30,000 mattresses in 12 months. At the graduation, Southern NSW/ACT Operation Manager Bill Dibley presented Graeme with our Trainee of the Year Award, and called him “truly inspirational”.

Graeme is now completing his Certificate III while mentoring other participants in the program.

our social enterprises

A social enterprise is a business venture that trades to achieve a social outcome and generate enough income to cover the running costs.

our social enterprise Working Group (seWG) is developing a clearer understanding of our current businesses and evaluating opportunities in order to realise our goal of operating 10 best‑practice social enterprises by 2020.

in 2010-11 we operated the following social enterprises:

urban renewal is a landscaping, gardening and light construction business that trains unemployed people in disadvantaged areas of Melbourne.

in 2010‑11 urban renewal constructed a pop‑up park for Vicurban in Dandenong, which included a sports field, barbecue area, community garden and orchard. it saw 17 trainees complete Certificate II in Landscaping, delivered with Chisholm tAFe and MeGt ltd.

other projects included the plenty river Bike path for the City of Banyule, east reservoir Community Garden for the City of Darebin and the Hastings immediate Improvement Works for Office of Housing properties. eighty‑three per cent of urban renewal graduates moved into employment or training in 2010‑11.

charcoal lane is our restaurant in Melbourne’s Fitzroy that specialises in modern cuisine infused with native flavours. in partnership with the Victorian Aboriginal Health service and the William Angliss institute of tAFe, it provides Aboriginal and non‑Aboriginal youth with real education, training and work opportunities.

Among the 27 trainees who gained accreditation was Marley Kennedy (pictured, top left at our taste of reconciliation Dinner in May), who graduated with a Certificate III in Hospitality and was a Koorie student of the Year finalist in the Victorian Training Awards: “Without Charcoal lane i wouldn’t have the confidence I have. I’ve been able to meet great people who have inspired me to have careers like them,” she said.

30

Pathways to sustainable employment

“A fair Australia must have an adequate safety net that provides unemployed, sick, disabled and vulnerable people with the support they need. But outside of that the system should provide people with an opportunity to return to independence. There are few better ways of achieving that than through a job.”ceo toby hall’s Budget response in the age, may 2011.

steady employment makes a tremendous difference to a person’s outlook on life and their ability to participate in and contribute to their local community. At Mission Australia we believe that when someone is engaged in lasting and meaningful employment, the positive impact is widespread.

For more than 33 years, this belief has driven us to help people discover pathways to sustainable employment, provide vocational guidance and link individuals with training opportunities and apprenticeships. Key to this belief is helping people to overcome the barriers that might prevent a job seeker from finding – and keeping – work.

2010‑11 marked the second year of Mission Australia delivering support to job seekers under the employment solutions title and service delivery model, which was born out of a major restructure of employment programs by the Australian Government and a period of internal change.

2010‑11 saw employment solutions achieve a financial surplus of $17.7 million.

from good to great

in recent years the challenge has been to bring greater stability to the organisation in order to provide consistent, high‑quality service to job seekers and employers. With this in mind, in December 2010 our employment solutions leadership team implemented best‑practice models of service delivery across our Job services Australia (JsA) sites with the aim of moving team performances from “good” to “great”.

these models were created using proven processes developed with pwC through a JsA end‑to‑end project called the e2e process review. With process maps for assigning caseloads, case management, reviews, job matching, post‑placement support and employer engagement, e2e ensures the job seeker is kept at the heart of all activity with their needs being correctly identified and met.

the e2e process has also helped to clarify roles within employment solutions teams and enabled our staff to more effectively pull together to help job seekers overcome barriers to employment.

the review is continuing in 2011‑12, with a project team rolling it out across our Australian Apprenticeships and Disability Management services programs.

in the 2010‑11 year 210 employment solutions teams delivered nine programs from the following locations across the nation:

Job services Australia 74 (with 22 outreach)

Australian Apprenticeships 27

Disability Management services 6 (nsW only)

the ACCess program 13

new enterprise incentive scheme 9

JCA 58

indigenous employment programs 5

offender Management programs 2

national Green Jobs Corps 1

poor children in australia living in JoBless families 1

70unemployed people in australia who have never worked Before 2

21

%

%

1 Whiteford (2009). Family joblessnes in Australia.2 ABs (2011). Job Search Experience Australia July 2010.

Mission AustrAliA AnnuAl report 2011

JoB services australia

Mission Australia began the Australian Government’s Job services Australia (JsA) contract in July 2009.

previously known as the Job network, JsA is a network of organisations contracted through the Department of education, employment and Workplace relations (DeeWr) to provide vocational and non‑vocational tailored support to job seekers. today, employment solutions operates 105 JsA programs from 96 locations in 32 employment service Areas (esAs), which are Australian Government geographical boundaries.

in 2010‑11 we assisted 95,000 job seekers with training and support through the JsA program, placing 16,165 people into work lasting more than 13 weeks. We also provided 23,706 employers with staff.

“We’re not trying to just put someone in a job,” said employment Advisor Crystal Hall from our Eden ES office (pictured top right on the opposite page with colleague Regina Moulds and Lacey, a job seeker they worked with earlier this year who is now permanently employed as a counsellor). “We like to make sure that it’s the right person for the right job so both the employer and employee are happy. then we keep in touch with them afterwards to make sure that it is a happy employment situation.”

in May 2011 we were awarded additional business as part of the government’s mid‑term assessment process. the new business is the result of a strong team performance in the JsA contract to date and reflects the government’s confidence in our capacity to deliver outcomes.

‘pathways to sustainable employment’ continued on page 34.

In 2010-11 our 210 Mission Australia Employment Solutions (ES) service teams helped 154,929 job seekers to train for and gain employment, and placed 55,158 job seekers in work.among them was matthew. not long ago he was unemployed and living in an adelaide men’s shelter with his brother, david, who has schizophrenia. existing on just $3 a day after bills and rent, matthew was desperate to change his life for his own sake and david’s.

the turning point came when he attended a mission australia new enterprise incentive scheme (neis) presentation. neis provides job seekers with information, advice and practical support to help them start their own businesses. during the year 491 people successfully completed our neis program.

Within a week of finding out about NEIS, Matthew was learning business management skills and working on a business plan. after a month matthew was ready to put the theory to the test and, with the support of his mission australia mentor, meagan, the chemistry graduate set up a business that provides laboratory glassware and related products.

since launching science supply early in 2011 matthew hasn’t looked back. he’s made enough money to move into a city apartment, which he shares with david.

“ i always wanted to work for myself but never had the opportunity or motivation. now i feel energised and can see a long-term future. i have never felt happier,” he said. “the neis training enabled me to transfer my thoughts into reality. i’ve grasped concepts such as tax and self-management to confidently move forward in business and within myself.

“ neis has the power to change people lives. Because of it, david and i are now safe, cosy, and pretty darn happy.”

31

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In 2010-11 Mission Australia Community Services delivered 349 services 1, assisted 133,807 individuals and 8,568 families, and provided 103,728 instances of service.2 Employment Solutions worked with 154,929 job seekers.

community services also assisted 22,226 aboriginal and torres strait islander australians (atsi) and 3,077 atsi families. at least 16 per cent of our individual clients were identified as being atsi as were 36 per cent of the families we helped.

helped 78,908 individuals and 5,331 families. we also provided 18,675 instances of service.

helped 24,779 individuals and provided 18,214 incidences of support.

helped 26,688 individuals who were homeless and 3,068 families, and provided 45,451 instances of service

for training and skill-building helped 2,276 individuals.

families and

children

atsi

skills

136 services 1

94services

17services

youth

105services

Summary of our year

homes

1) excludes 29 Mission Australia early learning services centres.

33Mission AustrAliA AnnuAl report 2011

3,551

community services also assisted 22,226 aboriginal and torres strait islander australians (atsi) and 3,077 atsi families. at least 16 per cent of our individual clients were identified as being atsi as were 36 per cent of the families we helped.

were delivered by 210 employment solutions teams who helped 154,929 job seekers.our community services division also delivered 26 services aimed to assist people into lasting employment.

1) A service is the formal delivery of one or more activities that directly assists our clients to reach predefined outcomes. some services, such as triple Care Farm, encompass a range of smaller support programs within the broader holistic service.

2) An incidence of service is usually support provided by our street support teams, community events or transport services that typically work with a high volume of clients, often on a one‑off basis. As our MACsiMs data management system is rolled out throughout all our Community services, our ability to capture data (something that has traditionally been a challenge within the sector) will improve.

WHERE THE FUNDS WERE SPENT EMPLOYMENT SOLUTIONS 40.43% COMMUNITY SERVICES 35.91% EARLY LEARNING SERVICES 7.15% FUNDRAISING AND CORPORATE PARTNERSHIPS 3.44% MARKETING 1.47% ADMINISTRATION 5.13% MA HOUSING 2.13% OTHER 4.34%

employment9programs

WHERE THE FUNDS CAME FROM AUSTRALIAN GOVERNMENT 58.13% STATE AND LOCAL GOVERNMENT 20.00% FUNDRAISING AND CORPORATE PARTNERSHIPS 11.17% OTHER 10.70%

81.5%

of revenue was spent on delivery of service

164

214

203

557

1,966

130

317

people employed By mission australia

headcount By division

division headcount %

employment solutions 1,125 31.7Community services 1,579 44.5Housing 28 0.8early learning services 533 15.0Human resources 52 1.5Many Rivers Microfinance 13 0.4sir David Martin Foundation 3 0.1Finance/Corporate services 58 1.6Group shared services 140 3.9Chaplaincy 16 0.4executive unit 4 0.1

total 3,551 100.0

34

disaBility management services (dms)

launched in March 2010, DMs is delivered across six sydney sites. this program tailors services to the requirements of job seekers who have a disability while supporting employers to hire them.

employment solutions has received a three‑year extension of this contract, and is now well placed to support the Australian Government’s drive to re‑engage individuals with physical or intellectual disabilities, and transition them into employment.

in 2010‑11 the DMs program worked with 1,011 job seekers, 86 of whom have remained in sustained employment.

australian apprenticeships

employment solutions is the largest provider of the government’s Australian Apprenticeships program, and has been for the past six years. this program guides employers through the process and paperwork involved in hiring an apprentice or trainee, and ensures they receive the financial incentives they are entitled to.

in 2010‑11 we supported the sign up of 30,496 Australian Apprentices.

access

Delivered from sites in Queensland, new south Wales, Victoria and south Australia, ACCess offers disadvantaged job seekers pre‑vocational training, support and assistance to obtain and maintain an Australian Apprenticeship or move into employment, further education or training.

in 2010‑11 the ACCess program helped 3,377 job seekers into pre‑vocational training, with 3,017 completing training in 2010‑11 and a further 870 gaining meaningful employment (that is, for more than 13 weeks) as an apprentice on completion of their training.

Among our ACCess participants were 11 young men from south‑east Queensland who put their new‑found skills from their solid Wall and Ceiling plastering course to good use by spending a week restoring a flood‑affected house in the Ipswich suburb of Bundamba. Significantly, all the young men (pictured on page 30, top left) who began the course finished – and within two months seven started apprenticeships with group training company Apprenticeships Queensland.

other programs

in 2010‑11 Mission Australia assisted 261 young job seekers through 17 national Green Job Corps environmental projects. this program will cease in December 2011. For more see page 28.

Over the past financial year Employment solutions conducted 21,719 Job Capacity Assessments, which identified a job seeker’s ability to work and any barriers that might prevent them from gaining work. the Australian Government chose to discontinue delivery of the Job Capacity Assessment program through the non‑government sector effective 30 June 2011.

As a member of the national panel of Assessors we also worked with job seekers, their employers and disability services providers to conduct assessments for the supported Wage system panel, ongoing Support and Workplace Modifications. In 2010‑11 we delivered npA from 14 locations.

Pathways to sustainable employment

By 2014 our goal is to assist as many people through our other ES programs as we do through our JSA contracts.

unemployed australians in august 2011 1

636,800

164,000the numBer of people we aim to help annually in the next three years.

1) ABs (2011). Labour Force Australia, August 2011.

35Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

in July 2011 employment solutions introduced its own Allied Health/psychological services to sites in New South Wales, Queensland, Victoria and Western Australia to provide additional counselling and support to job seekers facing barriers to employment.

For more information on programs offered by Mission Australia employment solutions, visit www.employmentsolutions.com.au. launched in 2010‑11, the website features site locations, downloadable brochures, online forms for employers to lodge job vacancies, program application forms and downloadable fact sheets.

ratings

our 1,140 dedicated and understanding employment and apprenticeship consultants, qualified allied health professionals, skills development advisors and mentors, sales people and administrators are the key to the success of Mission Australia employment solutions.

research conducted by orima in november 2010 highlighted strong satisfaction across all areas of service delivery, particularly with respect to “tailored service”, “treatment” and “understanding”. it found that:

> More than four‑fifths of all job seekers and two‑thirds of employers were satisfied with Mission Australia’s employment solutions;

> High levels of satisfaction were found across every aspect of service delivery, with more than three‑quarters satisfied with our tailored service and more than four‑fifths satisfied with their treatment.

tackling unemployment together

According to a 2006 ABS report, Aboriginal people are three times more likely to be unemployed than non-Aboriginal Australians.

In June Mission Australia partnered with the Queensland Reds Super Rugby team to tackle Aboriginal unemployment in south Brisbane.

Together we are working with 25 young Aboriginal people to create long-term educational and employment benefits. Participants in the 18-month Indigenous Employment Program learn about goal-setting, employer expectations, nutrition, fitness, good health and career planning.

Funded by DEEWR, the initiative is an Australian first, and one Mission Australia hopes to roll out across the nation in coming years.

We also consistently achieved above‑industry standards in our JSA contracts, reflected once again in the Australian Government’s quarterly star ratings, which recognise the speed at which a person finds a job, the number of people placed in jobs and whether they maintained their positions long‑term.

results achieved in the star ratings for the period ending 30 June 2011:

> 95 per cent of sites were at three stars;

> 42 per cent of sites were at four and five stars, achieving at least 20 per cent above the national average.

in the 2011‑12 Budget, the Australian Government announced its procurement approach for employment solutions contracts as of July 2012. it is anticipated that our high level of service to date will serve us well in the open market.

looking ahead

over the next three years employment solutions aims to deliver more – and a greater variety of – services in partnership with other Mission Australia divisions, including Community services and MA Housing, with a particular focus on Aboriginal and youth unemployment, and pre‑and post‑release support.

With our national footprint, diverse range of services, evidence‑based approach and wealth of knowledge gained from decades of experience, Mission Australia is uniquely placed to enable more people to actively participate in work and community life.

EMPLOYMENT SOLUTIONS JOB SEEKERS VULNERABLE YOUTH 0.03% ABORIGINAL AND TORRES STRAIT ISLANDERS 7.40% CULTURALLY AND LINGUISTICALLY DIVERSE 19.50% REFUGEES 3.90% MATURE AGE 8.60% OTHER 60.57%

36

Our people

As of June 2011 Mission Australia had 3,551 employees across the nation, including social workers, youth workers, psychologists, counsellors, community development workers, childcare workers, teachers, allied health workers, trainers, managers, administrators and fundraisers.

HEADCOUNT BY AGE GROUP <18 0.8% 18 TO 24 11.1% 25 TO 34 30.5% 35 TO 44 24.7% 45 TO 59 27.4% 60+ 5.5%

HEADCOUNT BY TENURE 0 TO 1 YEAR 36.5% 1 YEAR TO 2 YEARS 19.8% 2 YEARS TO 3 YEARS 12.3% 3 YEARS TO 5 YEARS 14.8% 5 YEARS TO 10 YEARS 12.4% 10 YEARS + 4.2%

HEADCOUNT BY STATUS PERMANENT FULL-TIME 57.3% PERMANENT PART-TIME 17.0% FIXED TERM FULL-TIME 6.6% FIXED TERM PART-TIME 4.4% CASUAL 13.5% TRAINEE 1.2%

welcoming employees

During 2010‑11 Mission Australia developed its central recruitment team. Candidate Developers (internal recruitment consultants) in our talent Acquisition team partner with each business and service to ensure robust, compliant and contemporary hiring practices are applied to all areas of the organisation. this enables us to hire the best people for the needs of Mission Australia and those we support. With an average “time to fill” of 27.4 days in 2011, we are strongly positioned in the sector.

orientation and induction of new employees is a significant influencing factor in how people engage with a new organisation. For this reason, our Human resources (Hr) unit reviewed online and printed induction programs to ensure all new employees have a solid understanding of the organisation’s values, breadth of services and operational processes.

overall completion rates of our induction program rose from 62 to 83 per cent in 2010‑11. Face‑to‑face induction programs were also run in conjunction with our Chaplaincy.

A Good Working relationships mandatory learning module for all employees and additional workshops for managers were also developed and roll‑out commenced. this training is designed to ensure all employees understand their rights and obligations about anti‑discrimination, bullying and harassment in the workplace. Hr is also planning to pilot a development program for new managers.

retaining and supporting

the community services sector is experiencing a skills crisis, and with the demand expected to rise over the next decade, skilled staff will continue to be in high demand. Yet despite a tightening of the labour market, our attrition rates remained steady (at 24 per cent).

We aim to retain our employees through career and succession planning, greater flexibility to move between services and a high level of support for professional and leadership development. Mission Australia has many opportunities for fulfilling careers and our ability to create interesting, on‑the‑job development for employees is paramount.

In the immediate aftermath of the Queensland floods in early 2011, for example, the Hr team worked closely with employment solutions to deploy a number of staff from the southern states to support teams in affected communities.

our employee Assistance program (eAp), which provides confidential counselling, also continued. in 2010‑11 participation in this program decreased by 0.95 per cent, with 9.29 per cent of staff contacting the service.

our chaplaincy

our 16 Chaplains, along with volunteers from Chaplaincy Australia, continued to provide encouragement and support to employees during periods of stress, grief or difficulty.

Working across the nation, they compassionately listen to employees’ concerns and help them to explore the spiritual dimensions in life through personal and group reflections. our Chaplains also support people accessing our services. in 2012 the Chaplaincy plans to extend its pastoral care into growth areas of New South Wales and Queensland.

encompassing a range of Christian theological perspectives, our Chaplains are sensitive to the many faiths and cultures within Mission Australia and the wider community.

new agreements

During 2010‑11 a new enterprise agreement was finalised for Mission Australia Early Learning Services (ELS) after significant consultation with staff. this three‑year agreement will enable us to build a stable base to deliver quality childcare.

our fourth Community services enterprise Agreement was also negotiated. endorsed by 82.5 per cent of voters, the agreement enhances pay and conditions for Community services employees, helping us to remain a leading employer within the sector.

During the year, Mission Australia actively participated in the equal pay case before Fair Work Australia (FWA) in support of equal remuneration in the community.

37Mission AustrAliA AnnuAl report 2011 WorKinG sMArter

learning and development

in 2010‑11 Hr conducted a training needs analysis survey with employees to inform our learning and development priorities for the next three years. A learning and Development Forum has been established, with representation from every division to coordinate initiatives for employees and managers.

Hr continues to implement performance and development planning activities. As an enterprise‑wide approach is embedded, it will ensure all employees receive the support required to enjoy a successful career at Mission Australia. these foundations will be used to support new career planning and talent management strategies in the near future.

occupational health & safety (oh&s)

in 2010‑11 we launched safe@Heart – a safety reporting and data management system for managers. Webinars and face‑to‑face training were rolled out nationally, and resulted in increased awareness of workplace risks and incidents, and best‑practice oH&s solutions.

During the year 559 safety‑related incidents were reported, up from 385 in 2009‑10. of these, 306 resulted in injury, compared to 247 in 2009‑10. the increase demonstrates the move to a healthy reporting culture.

injury Management Advisors handled 305 notifications of injury through Safe@Heart, with 107 resulting in Workers Compensation claims, and 199 as notifications to the insurer. Physical injuries were the highest reported injury, which is consistent with other not‑for‑profits. For 2010‑11 the lost time injury Frequency rate was 7.7 – down from 16.5 the year before.

Mission Australia completed seven oH&s internal audits, with an overall rating of 74.2 per cent compliance across sites. the broker, Marsh, completed six site audits, finding them completely conformant with eight elements and partially conformant with eight. unlike 2009‑10, there were no non‑conformance findings. There were 541 workplace inspections at sites.

a level playing field

Women make up 75.53 per cent of our employees, and the principles of equal opportunity for Women are well aligned with our organisational values.

Hr’s new interview guides are designed to ensure all applicants are assessed on their competencies, and not gender or background. our March 2011 equal opportunity for Women in the Workplace Agency public report Form revealed that women represent:

> 68 per cent of the workforce in the area of middle management;

> 58.1 per cent of senior management;

> 28.5 per cent of senior executives.

As part of our reconciliation Action plan, we aim to ensure the number of Aboriginal and torres strait islander (Atsi) employees at least corresponds with the population composition in each state and territory. See page 33 for the number of employees by location.

percentage of staff identifying as aboriginal or torres strait islander (atsi) by state 1

state/territory 2011(%) target (%)

nt 44.4 31.6 WA 5.0 3.8 Queensland 3.1 3.6 nsW 3.6 2.2 Victoria 2.0 1.2 sA 2.1 1.7 tasmania 0.0 3.4

celeBrating staff

we continued to acknowledge employee dedication through quarterly celebrate awards, presented to 125 individuals in 2010-11. additional on-the-spot celebrate awards were also given and we introduced team, oh&s and reconciliation action plan (rap) awards. For more on our RAP see page 10.

employees at Brisbane’s roma house (pictured with some of their clients), a residential support service for people who are homeless, was one of 14 teams to receive a celebrate award for displaying our values.

“ when residents enter roma house, they’re greeted with compassion, whether it’s an offer of a meal, a kind word or a handshake,” said acting services manager kelly sciacca.

“ we provide a warm welcome that creates the sense of safe belonging. central to our work is integrity.

“ through honest conversations we can challenge residents in a respectful way, viewing each as an individual with their own hopes and dreams. perseverance is a value demonstrated by workers in pushing past barriers and viewing people as deserving. They find inspiration from the perseverance of residents who, despite repeated trauma and grief, continue to hope for a better life.”

1) As of April 2011.

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Sir David Martin Foundation

Founded in 1990 by the New South Wales Governor, the Sir David Martin Foundation was set up to support specific Mission Australia programs that assist young people to regain their health, develop a new sense of self-belief and turn their lives around.

programs supported include:

triple care farmthis youth rehabilitation program is the Foundation’s major focus. located in the southern Highlands of new south Wales, triple Care Farm offers a holistic approach to drug and alcohol addiction, mental health issues and homelessness.

the farm has been transforming young lives for over 20 years. Among them is natalie 1, who entered the program in May: “Before, i constantly put myself in unsafe situations. i was so caught up in drug‑taking and that lifestyle there was no chance for me to think about what i was doing… since coming to triple Care Farm i can see there are other options to explore.” For more on Triple Care Farm see page 18.

preventing youth crime programresearch has consistently found that there are much better outcomes when support is provided to young people before they enter the court system, rather than on their release.

operated in the south‑west of sydney, the preventing Youth Crime program offers education, training, accommodation, life skills and medical support to prevent young people from entering the juvenile justice system.

post-release support programover the past two years, a post release support program has been helping young people in sydney’s Campbelltown. six weeks before their release from detention, a Mission Australia case worker helps the young person to examine why they offended and develop ways to avoid doing so again.

the program organises accommodation, clothing, medical help, government assistance and training before the youth re‑enters the community. the case worker continues to support them for 12 weeks after their release.

With the help of their donors in 2010‑11, the sir David Martin Foundation provided funding to continue and expand this life‑changing program.

the shopfront youth legal centrethe shopfront is a joint initiative between Freehills, Mission Australia, the salvation Army and the sir David Martin Foundation. it provides free legal advice and counselling services to some of sydney’s most disadvantaged youth – many experiencing homelessness, mental illness and substance abuse problems.

creative youth initiatives (cyi)CYi helps young people to develop skills in visual arts, music, performance, writing and computer usage through two main programs – Artworks! and sounds of the streets (sots). Artworks! focuses on visual arts and provides materials, one‑on‑one and group tuition while sots is a tAFe‑accredited music course.

sir david martin foundation scholarships

each year the sir David Martin Foundation awards 20 scholarships to young people who completed one of the programs they funded. this funding enables them to continue their studies and pursue a career.

fundraising events

urban descent 2010in spring 2010 over 100 participants combined their sense of adventure with their desire to make a difference by abseiling off the top of the AMp building in sydney’s Circular Quay. The event was a huge success that secured widespread media coverage and raised over $230,000 for Mission Australia youth programs. now known as Abseil for Youth, the AMp Foundation‑funded event runs over two days in october.

navy association charity golf daythe ninth sir David Martin Foundation Golf Day was hosted by the naval Golf Association in september 2010. Held at the rosnay Golf Club, it welcomed golfers of all levels and raised over $11,000 for Foundation‑supported programs.

amBassadors

the Foundation’s Ambassadors provided wonderful support in 2010‑11. they include:

> lady Martin, sir David’s widow> Geoff Huegill, olympic swimmer> Jim Williams, Assistant Coach for the

QANTAS Wallabies> Andrew lock, high‑altitude mountaineer> John Mangos, media personality

thank you

sir David Martin Foundation thanks its major sponsor, the property industry Foundation, and is also grateful to the royal Australian navy, our donors, ambassadors, supporters and staff.

patron: Her excellency, the Governor of new south Wales, professor Marie Bashir, AC, CVo

vice patron:the Hon Barry o’Farrell, premier of new south Wales

Board of governorsMr David Wills (Chairman), Mr tony Dickin, lady Martin oAM, rear Admiral tony Horton, Ao, rAn (rtd), Mrs Maggi Morgan, Mr David Adams, rear Admiral Chris oxenbould Ao rAn (rtd).Mr robert Ho, oAM, Mr Michael Crowley

For more information visit www.sdmf.org.au

1) name has been changed to protect identity.

sdmf revenue 2010-11

In thousands of AUD 2009-10 2010-11

Appeals and gifts 903 1,737 Major gifts 1,549 76Bequests 280 164 other 314 355

total 3,046 2,332

Mission AustrAliA AnnuAl report 2011

every week hundreds of people from all walks of life generously donate their time, knowledge and energy to Mission Australia.

they come from the wider community, the corporate world and Christian groups. Among them are students, retirees, migrants wanting to contribute to their new country and highly skilled professionals.

While our volunteers vary in backgrounds, ages and beliefs, they all share the desire to make a difference. they do gardening, teach yoga, undertake administrative tasks, tutor new arrivals, give legal advice, mentor parents and young people, support students and sell items in our Big Heart op shops – and that’s just to name a few roles.

in 2010‑11 1,766 volunteers gave their time to 82 of our Community services programs and collectively contributed an average of 30,000 hours of their time per month.

Volunteers also helped us to stage events and raise funds. in november 2010 over 400 sold commemorative badges at the Melbourne Cup Carnival through the Victoria racing Club’s Melbourne Cup Community Fund and raised $247,000 for urban renewal and Charcoal lane.

through the year volunteers from Chaplaincy Australia on 140‑hour placements provided pastoral support to employees and clients.

supporting Queenslanders

In January Volunteering Queensland (part of Volunteering Australia) had the mammoth job of responding to people wanting to help flood victims. Given the enormity of the task, Mission Australia offered phone support and within 24 hours set up a fully operational call centre set up in our National Office to take calls on behalf of Volunteering Queensland. Over two days 30 generous volunteers – many we recruited using social media – took 1,000‑plus calls from people eager to help out in affected areas.

Our volunteers

1) Including from other not‑for‑profits and students.

Queenslanders participating in our programs also gave back to those affected by natural disasters. For example, seven young indigenous employment program participants from Cairns gave their time to help elderly residents of Gordonvale and Mission Beach clean up their properties after Cyclone Yasi.

Better processes and recognition

Mission Australia has a duty of care to those who donate their time to our cause. As members of Volunteering Australia, we adhere to this body’s national standards for involving Volunteers in Not for Profit Organisations.

in 2010‑11 we worked to improve the way we induct volunteers. in order to ensure their time with us is as fulfilling as possible, our national Volunteering team is developing a skills‑set database to match volunteers’ talents and interests with available opportunities.

We also recognise their contributions, and during the year awarded nine volunteers with Mission Australia Celebrate Awards. in May Mission Australia hosted thank‑you events at our service sites across the nation and sent out certificates of appreciation to 1,200 long‑serving volunteers.

to volunteer with Mission Australia, visit www.missionaustralia.com.au/volunteering or call 1800 11 05 78.

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when lesley east decided to help out at triple care farm, our residential youth program in the southern highlands of new south wales, she never thought this remarkable program would still be part of her life 12 years on.

“ i think that’s what life’s about,” the retired teacher said. “if you have skills in an area you should use them to help others.”

although her expertise is in remedial reading, over the years lesley has helped with catering, craft work, shopping and even taught forklift driving theory.

“ graduation ceremonies are the best thing,” she said. “the young people get the chance to speak, receive a certificate and enjoy a barbecue. I think it’s the first time in their lives that they’ve been rewarded for something they’ve done… Achieving something like this sets the tone for the future, for future successes.”

in september 2010 triple care farm volunteers also attended the launch of the Buralga building, which serves as a space for workshops, a training area for hospitality students, a reception area for families and carers on their first visit, and a consultation space. the building was funded by the sir david martin foundation in partnership with the property industry foundation.

WHO VOLUNTEERS? COMMUNITY VOLUNTEERS 74.5% CORPORATE VOLUNTEERS 16.9% OTHER VOLUNTEERS 1 8.6%

39working smarter

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Raising funds and awareness

Mission Australia is grateful for the funding we receive from government, our corporate partners, trusts and foundations, and from members of the public who respond to our regular appeals and events, and also leave gifts in their wills.

mass market fundraising

2010‑11 was a challenging year for fundraising, with so much need for support created by natural disasters such as the tsunami in Japan, the Wellington earthquake, floods in Queensland, Northern New South Wales and Victoria, Cyclone Yasi and famine in Africa.

Despite competing demands for their assistance, 51,634 generous donors supported our work. in 2010‑11 Mission Australia’s Mass Market fundraising team generated $11.95 million through six appeals and four newsletters, regular giving and community fundraising programs such as Winter sleepout and FebFast. this represents a growth of three per cent on the previous year.

We grew our base of regular giving supporters by six per cent and income from the regular giving program by 5.9 per cent year on year. importantly, the proportion of loyal donors (those who have been contributing for more than a year) grew by almost eight per cent, indicating an increasingly stable donor base.

Improved cost‑efficiencies resulted in a better return on investment (roi) for our existing donors. this was particularly demonstrated in the Christmas Appeal 2010, which delivered an roi of $7.70 for every $1 spent to attract donations from existing donors, up significantly from the previous year’s roi of $4 generated for every $1 invested.

media and communications support

our strong media coverage, growing advocacy work as well as increased social media and online presence supported our fundraising activities. Monthly active users engaging with us on Facebook rose 700 per cent year on year, and our twitter followers almost doubled to reach 3,635 at the end of the financial year.

During the year 1,961 online (including e‑gifts) donations contributed $328,686, which is up 12 per cent on the previous year. in addition, our Call Centre took 9,342 calls from supporters, a rise of nine per cent on last year. the team also made 62,366 outgoing calls, including those made to personally thank donors for their generosity.

We are currently working to improve the way we communicate with donors both online, via print, by phone and recognising their efforts through thank‑you events.

private sector engagement

Despite the challenging economic environment in 2010‑11, we strengthened existing relationships, growing our bequest, corporate partnerships and major gift streams.

Significantly, Westpac continued to support our efforts to overcome family homelessness and deliver more affordable housing in the next decade. Mission Australia also received support from BHp Billiton in the pilbara and Woodside energy for youth projects in Western Australia, continued to work with Telstra, Qantas and PwC, and further developed our partnership with Accor Asia Pacific.

We ended the 2010‑11 financial year on a high note when Citi Australia named Mission Australia as its charity partner for the 2011 presidents Cup.

throughout the year Mission Australia also enjoyed strong support from many individuals, trusts and foundations, including loyal supporters such as the talbot Family Foundation, which funded a new refrigerated van for Café one on Wickham in Brisbane. Another long‑time supporter, Friends in Giving, continued to help us to turn young lives around at triple Care Farm through fundraising activities such as their annual Gold Ball.

For our full list of major supporters please see pages 42 and 64.

Fundraising in thousands of AUD fy 08-09 09-10 10-11 growth

Appeals 3,818 3,806 3,517 (8)%regular giving (includes community fundraising) 6,274 7,781 8,429 8%Bequests 7,524 4,451 5,097 15%Corporate partnerships (inc. corporate trusts and foundations) 4,798 4,513 5,146 14%Major gifts (inc. private trusts and foundations) 2,848 3,606 4,572 27%other 22 282 — (100)%total 25,284 24,439 26,761 10%

Capital 1,879 1,280 1,437 12%total, including capital 27,163 25,719 28,198 10%

41Mission AustrAliA AnnuAl report 2011 WorKinG sMArter

In 2010 Mission Australia hosted its 35th Christmas Lunch in the Park at Wellington Square Park in East Perth – an event giving disadvantaged, lonely or isolated people a reason to celebrate.

A few weeks before the big day, BHP Billiton Iron Ore volunteers generously wrapped gifts to give out to guests who, in many cases, would otherwise celebrate Christmas alone. Volunteers from Bankwest and the United Community credit union also helped to wrap and collect presents for the event.

A big thanks to everyone who supported the event with monetary and in-kind donations, including major sponsors BHP Billiton, the Government of Western Australia, Lotterywest, the City of Perth, Bankwest, Woodside Energy, The Fogarty Foundation, Perth Airport, Woolworths and United Community.

how donations are used

if we are to continue to transform lives, we need to spend money to attract support and raise awareness of disadvantage in Australia.

During 2010‑11 we generated over $28 million in donations from our regular appeals, corporate contributions, bequests and major gifts, including those from trusts and foundations. We spent almost $4.6 million on fundraising expenses such as printing, events and campaigns – activities that enable us to raise funds for and awareness of our services.

in 2010‑11 almost 82 per cent of our total revenue went directly towards delivering services to Australians in need.

As members of the Fundraising institute of Australia (FiA), Mission Australia adheres to the principles and standards of Fundraising practice, which guides ethical, accountable and transparent fundraising. our appeals, community fundraising and face‑to‑face fundraising are governed by legislation, including:

> The Privacy Act 1988;

> Charitable Fundraising Act (and the relevant Charitable and Collections Acts in Queensland, Western Australia, South Australia, the nt and ACt and Victoria);

> Trade Practices Act.

Mission Australia’s website complies with the payment Card industry (pCi) Data security standard (pCi Dss), which means online donations are secure.

Donors can call our Fundraising support team on 1800 888 868 or send an email to donorservices@missionaustralia.com.au with feedback about our direct mail appeals, email campaigns or advertising.

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australian government

Attorney General’s Department Department of education, employment and Workplace relations (DeeWr)Department of Health and Ageing (DoHA) Department of Families, Housing, Community services and indigenous Affairs (FaHCsiA) Department of immigration and Citizenship (DiAC)

state and territory governments

new south walesnsW Department of education and training (Det) nsW Human services (Housing nsW, nsW Juvenile Justice, nsW Department of Disability and Home Care and Department of Community services (DoCs) nsW Department of HealthNSW Office of Fair Trading (Department of services, technology and Administration)NSW Office of Liquor, Gaming and RacingnsW local Government: parramatta Council Community Development support expenditure scheme

northern territoryDepartment of Health Department Children and Familiesnt Department of Housing, local Government and regional services (territory Housing) nt Department of Justice

QueenslandDepartment of CommunitiesDepartment of education and training Queensland HealthQueensland Department of Community Safety

south australiaDepartment of education and ChildrenDepartment for Families and Communities(including SA Community Benefit)Attorney General’s DepartmentDepartment of Further education, employment, science and technologyDepartment of Health

tasmaniaDepartment of education Department of Health and Human servicesDepartment of police and emergency Management

victoriaDepartment of education and early Childhood DevelopmentDepartment of Human servicesDepartment of innovation, industry and regional DevelopmentDepartment of planning and Community Developmentsustainability VictoriaViC roads

western australiaDepartment for Child protectionDepartment of Housing and Works Department for CommunitiesDepartment of Corrective servicesDrug and Alcohol Officelotterywest

local governmentAdelaide City Council (sA)parramatta Council Community Development support expenditure scheme (nsW)

trusts, foundations and individual supporters

the Abbott Foundation Annetta Adami Charitable trustANZ QCF AN Carmichael Memorial Fund, managed by AnZ trusteesthe Backstop FoundationJohn Barnes Foundation ltdJoan Marion Barnetpaul Bidethe Bryan Family Foundation limitedthe William Buckland Foundation, managed by AnZ trusteesWalter Campbell Memorial trust the Collie Foundation, managed by AnZ trusteeseleanor Dunn/edcadun pty limitedthe Alfred Felton Bequest, managed by AnZ trusteesthe Fogarty FoundationFriends in Giving societyGlobal Foundation Kerry Harmanisr ingham AoClem Jones FoundationKey Foundation ltdrob Koczkar and Heather DoigMatana Foundation for Young peopleian potter FoundationThe Profield Foundationraymond e purves FoundationJohn t reid Charitable truststhyne reid Foundationtalbot Family Foundationteen spirit Foundation, managed by perpetual the syliva and Charles Viertel Charitable Foundation, managed by AnZ trusteesW A and H J WebsterWind over Water Foundation

Our major supporters

Mission Australia gratefully acknowledges the generosity of the following major supporters in 2010-11.

43Mission AustrAliA AnnuAl report 2011 WorKinG sMArter

corporate supporters

Accenture Australia FoundationAccor Asia PacificAlcatel lucent American expressAGl employees Community Fund sA energyAlbert MusicAMpAnZ Banking GroupApache energyAustralian executor trusteesBankwestBayer Baulderstone pty ltdBHp Billiton iron oreBritish American tobacco Australia ltdCastrolCiti AustraliaChriscoCivil Contractors Federationthe Coca Cola FoundationCount Charitable FoundationCsr sugarCunA Mutual FreehillsHart sport Hazel BrothersHsBCiMC Financial MarketsJohnson & JohnsonMacquarie Wealth ManagementMacquarie Group FoundationMallesons stephen JaquesMedibank privateMiddletonsMinter ellisonnoni BnrMA insuranceoptus (including optus Workplace Giving)pwCQantas FoundationQBE GrouprACt insurancerandom Housestateless systemssydney Watertelstratenix FoundationVictoria racing ClubVodafone WesfarmersWest Adelaide Football ClubWestpac GroupWoodsideXstrata Coal

BeQuests received in 2010-11

elizabeth AsmusAnn Batesonshirley Winsome BinnsMargery Grace BlackMary elizabeth BrownJoyce eugene BrowneJohn Meikle BruceHarold Carlton Bryanttatiana BuksJean Burtonsuzanne Butterworththelma May Cameronlaurette ChartresDAH ChisholmMary Colleyleonard Arthur DobbsWilliam robert DrylieDavid Waring DuffJoan ellen Duttonevelyn Dorothy earlVictor Allen edgeloeroy and Marjory edwards BequestDaisy Dick Farquharpatricia and Cynthia Gadenruth lily GledhillMollie GowingDouglas Haig Griffiththomas Horton Bassett HainesWilliam Charles John HillMichael Julian HirstBetty Grace Jamesolga Victoria Juchauilma KarppinenAlice Jean Keirelizabeth Mildred Kellyeileen Kevinolive ruth KingMargaret Florence laneeileen Clare langfordthelma Joan lordMargaret Davison MackieFrances lorraine Graham Millardearl MillwardMichael raymond MoodyGeorge Clare Mosssuzanne MourotMona Frances nesbittCharles thomas nightingaleBetty Marcelle nobleemma Georgina nortonMargaret leonie o’ConnorMarjorie Winifred overettMary Janette pearcenancy pierson

trixie eileen prowselady Katie Hilda robertsHarold louis royValerie Muriel scottAudrey Ailsa shawJohn oswald shepherdJudith Wendy simonsernest Mantova smithphyllis Agnes smithlorna Gladys somervilleGlady souterKenneth starkWilliam Kirk tootillMarjory louise toutWilliam George tynerDora isabel WarwickMerle WattsDorothy Cecilia WilkinsonMary isabell Macleod WilsonCarolina Woerdeman

income received from perpetual trusts

Kenneth Gordon Anderson and edith AndersonMemorial trustAr Knights Annuity FundJean G. Baker Memorial trustHM (Bill) & CJ (Joy) Barrie Foundation nsWBrook FoundationAlbert Arlen & nancy Brown Charitable trustHarry Frederick Carter Charitable trustCater Charitable trust FundHelen Champney penny trustAshleigh John Chown 1961 settlementleslie Hocking CocksDickinson Charitable trustpaul Finlay FoundationHart Family perpetual trustronald and thelma Henderson perpetualCharitable trustDorothy Hooper trustn&M Hurll Charitable trustsarah Jenyns trustWilliam Mooresarah rose raseyMarjorie scott trusteric storm Charitable trustJeanie Moffat Waddell Foundation

44

A sustainable future

Furthermore, following a review of our community‑funded activities from strategic, program, outcomes, financial and client levels, the shortfall in community program funding for specific services is clearly outlined at the beginning of each financial year.

surplus funds in any of our divisions are used to top up services with limited funds or are held in trust to ensure the longevity of key programs relied upon by Australians in need.

By maintaining and building our capability we are able to attract, develop and retain the people who will deliver our vision. During 2010‑11 our Human resources team invested in improving its processes in order to attract and retain quality staff over the coming decade. For more see ‘Our people’, page 36.

With a strong asset base, prudently managed investments and a diversity of income streams (including government funding, corporate sponsorship, donations and social enterprises), Mission Australia is well on the road to becoming financially sustainable.

We minimise overheads through resource economies of scale, avoiding task duplication and ensuring efficient workflows.

our structure guarantees maximum funding is directed to resources at service level, while ensuring value for money by offering centralised organisational services that provide Human resources management, asset management, IT and financial support such as accounts management, budgeting, acquittals and service audits. these core teams have been set up to absorb further business growth without adding costs.

One of our 2020 organisational goals is to become financially, socially and environmentally sustainable. We will achieve this by honing our business focus and strengthening our capability to support people in need well into the future.

five-year financial results at a glance

In thousands of AUD 06-07 07-08 08-09 09-10 10-11

income employment solutions 1 156,353 179,709 184,798 137,805 155,995Community services 1 50,871 69,423 79,573 87,897 105,504training services 1 6,048 9,904 11,562 80 159early learning services 1 — — 990 14,543 18,653MA Housing 1 — — 222 1,540 6,387Fundraising and corporate partnerships 1 22,413 24,162 27,164 25,202 26,761Gain on disposal of fixed assets 1 5,218 5,824 — 252 —other 1 12,934 5,177 4,261 12,972 108,441Housing grant — — — 14,921 19,236total revenue 253,837 294,199 308,570 295,212 441,136

use of fundsemployment solutions 1 147,942 147,439 154,619 112,343 127,890Community services 1 72,523 80,297 88,961 93,873 113,609training services 1 15,007 16,025 16,261 193 421early learning services 1 — — 1,715 20,140 22,608MA Housing 1 — — 905 2,229 6,725Fundraising and corporate partnerships 7,761 6,904 6,550 8,313 10,883Marketing 3,338 3,439 3,355 4,219 4,653Administration 9,086 37,237 32,036 31,075 16,244other 6,062 6,776 480 1,178 13,307operating expenditure 261,718 298,117 304,882 273,563 316,340

Operating surplus / (deficit) (7,881) (3,918) 3,688 21,649 124,796

mission australia percentage of revenue spent on delivery of service 92.76% 82.86% 85.06% 81.62% 81.53%

1) These figures used to calculate percentage spent on service delivery.

45Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

we’re green@heart

Mission Australia recognises the reality of climate change and has begun work to reduce both its energy consumption and its carbon emissions to help contribute to the management of global warming.

During 2010‑11 Mission Australia made a concerted effort to decrease our impact on the environment. in october we launched our Green@Heart sustainability program. this initiative aims to build a stronger understanding of the environmental impact of our measurable transport use – fleet vehicles and air travel.

As of 30 June 2011 Mission Australia had 801 vehicles in our combined fleet, which travel over 12 million kilometres in any given year. the average Co2 emission from our vehicles is 201.79gms/km, compared to the european union goal of 120gms/km – and each year our fleet produces at least 2.4 kilo tonnes of Co2.

project Circuit Breaker – a free, mobile prevention and early intervention service based in Brisbane’s north – was one of our first services to actively reduce its carbon footprint. By incorporating energy savings into its daily tasks, this team cut its electricity bill by $2,088 over two years.

We are deploying a pC power‑management tool to help us reduce our energy bill by enforcing new power settings and monitoring our computer use. in combination with the upgrade of our office software to Windows 7 and Office 2010, this will substantially reduce the energy consumption of our it operations.

“We know that we won’t turn ourselves into a ‘green machine’ overnight but each small step we make takes us further along the pathway and builds a groundswell of support and commitment that drives further improvements.”

anthony ogilvie, mission australia sustainability manager.

greener communities

Mission Australia is committed to helping the people we serve to adapt to the world’s new social and environmental realities.

in south Australia, in partnership with AGl, we delivered energy Matters – a program providing financial counselling, energy auditing and budgeting services to people experiencing difficulty paying their energy bills.

And in Victoria, urban renewal participants retrofitted 3,000 low‑income households with water and energy saving measures such as draft‑proofing, fitting CFL globes and low‑flow shower heads. it has been estimated that each household fitted with these improvements will save $114 a year on utility bills.

Big Heart enterprises in Bellambi, new south Wales, continued to recycle some 500 tonnes of clothing, office furniture, returned merchandise and electronic equipment from entering land fill annually. This included more than 350 pallet loads of salvaged shop returns from Myer, Target, Kmart and Officeworks, which were fixed, tested and resold via our retail outlets or online.

in the three months from February 2011 alone, our soft landing program recycled 19,643 mattresses, resulting in 156 tonnes of foam being reused as carpet underlay. A further 362 tonnes of metal was resold on the commodities market, while 39 tonnes of timber was turned into wood chips for gardens, used to make toys or donated to Men’s sheds. All up, soft landing helped save 14, 597.25 cubic metres of reusable materials going into landfill. For more on Big Heart see page 29.

46

Concise financial report

our directors

the Directors of the Company – all being non‑executive Directors – at any time during or since the end of the financial year are:

mr ewen g w crouch BEc (Hons), LLB (Syd) president and Chairman of the Board Appointed president and Chairman in november 2009 and a Director since 1995, ewen is Chairman of partners at Allens Arthur robinson. He is a Fellow of the Australian institute of Company Directors, a member of the takeovers panel, Chairman of Westpac staff superannuation plan pty ltd and a non‑executive Director of sydney symphony orchestra.

mr martin g watkins BEcon (Hons), CA, MIPCVice president Appointed Vice president in 2001 and a Director since 1996, Martin is a Chartered Accountant and Director of Richfield Consulting and Carbon Careers executive recruitment companies.

prof donald w robertson BA (Crim), MA (Ed), Dip Env StudiesAppointed in 1992, Donald was formerly an Associate professor and Director at the university of Western sydney, and is now a crime prevention consultant.

ms Jennifer lambert BBus, MEc, CAAppointed in 2005, Jennifer is Group Chief Financial Officer of Valad Property Group, a Member of the Australian institute of Company Directors (GAiCD) and a non‑executive Director of Mosman Church of england preparatory school.

mr stephen e ansonAppointed in 2007, stephen has a background in leadership within the employment services and healthcare sectors. He is the executive Chairman of an international website development company, Vortala pty ltd, which develops chiropractic and dental websites.

mr nicholas s Barnett BEc, ACAAppointed in 2008, nicholas is co‑founder and Director of Board Benchmarking and Gender Worx, Chairman of Ansvar insurance ltd and insync surveys pty ltd, and an ex‑partner of KpMG.

from left: donald robertson, ruth armytage, stephen anson, ewen crouch, nicholas s. Barnett, dr karin sowada, grant dempsey, Jennifer lambert and martin watkins.

48 directors’ report 53 our directors’ declarations 54 statements of comprehensive income 55 statements of financial position 56 statements of changes in eQuity 57 statements of cash flows 58 operating segments 59 housing grants 62 investment property 63 auditor’s report

dr karin n sowadaPhD (Syd), BA Hons (Syd), ANZIIF (Assoc).Appointed in 2008, Karin is Chief Executive Officer of Anglican Deaconess Ministries limited.

mr grant a dempsey B Comm (Melb)Appointed in 2009, Grant is Managing Director and Head of investment Banking at Jp Morgan and is based in Melbourne.

ms ruth armytage, amAppointed in 1995, ruth is a Company Director with several community service organisations. ruth is retiring from the Board this year. We thank ruth for her many years of dedicated service and for her wonderful contribution to the organisation.

the ‘Concise Financial report’, from pages 46 to 62 of this annual report, is an abridged version of Mission Australia’s Financial Report 2010-11. To obtain a full understanding of our financial performance and position from our complete financial report please visit www.missionaustralia.com.au

47Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

our executive leadership team (elt)

our elt plans, organises and controls Mission Australia’s activities in pursuit of our activities and vision.

led by Ceo toby Hall, it meets fortnightly to review operations, identify our priorities and plan for the future. the elt also comes together for an annual planning workshop and yearly staff roadshow in capital cities and regional areas. At any time during or since the end of the financial year the ELT consisted of:

toby hall GAICD, ICMA, MBAChief Executive Officer (CEO)toby has been our Ceo since 2006. prior to joining us, he was Chief Operating Officer of World Vision Australia. A qualified accountant with an MBA, toby is passionate about helping people “be the best they can be”. He is a Director of Working links – the uK’s largest provider of welfare to work programs – and a Director of Goodstart Childcare limited.

Bruce eagles Grad Dip Christian Ministrynational ChaplainHaving served as our WA state Chaplain, Bruce became national Chaplain in 2009. Before joining us, he was a clergyman for 25 years and worked in the employment services sector and as a family counsellor.

leisa hart Post Grad Dip Mgmt and TechChief Operating Officer (COO)With a background in telecommunications and it, culminating as the Coo of KAZ business, leisa joined the elt in 2008 as executive leader employment solutions. in 2010 she was appointed head of Group shared services.

lincoln hopper Grad Cert Commexecutive leader, Community services lincoln began working with Mission Australia in 1990, first with disadvantaged and homeless youth, then in a range of service delivery and management roles. A Director of Mission Australia early learning services, MA Housing and Many Rivers Microfinance Limited, he also acted as executive leader employment Solutions early in the financial year.

andrew mcanulty MRICSChief Executive Officer (CEO), MA HousingAndrew amassed 15 years’ experience with three uK Housing Associations and the stonebridge Housing Action trust, one of london’s most successful regeneration companies, prior to moving to Australia in 2007. in late 2009, after two years in development consultancy advising on affordable and social housing, urban renewal and partnerships, he took the helm of MA Housing.

tim morris-smith BA Hons. ACAChief Financial Officer (CFO)tim joined us as CFo in 2008. He is a uK Chartered Accountant with 20 years’ experience providing strategic financial leadership and controllership in us, european and Australian companies, including special‑purpose entities, superannuation funds and trusts. tim provides oversight for ethics, risk management, compliance and corporate governance, ensuring compliance with government obligations and regulatory requirements.

dr prins ralston DJS, LLM, LLB, BBus (Acc), BBus (IT), FCPA, FAICD, FACSexecutive leader, employment solutionsprins joined us in 2010, working on Mission Australia‑wide projects coming out of the Business plan. in september 2010 he was appointed to our elt. prins has extensive experience in the sector. in 2006 he established the esH Group, applying his commercial experiences to helping people achieve their potential. He was its Group Chief executive and Managing Director of esH until october 2009.

lucinda warren BEcexecutive leader, peoplelucinda was appointed as executive leader Human resources (now people) in May 2010. she was formerly with nestlé Australia and is a member of the Work and organisational studies Advisory Board for the Faculty of Business at the university of sydney.

catherine yeomans LLBChief Operating Officer (COO)Catherine joined us in July 2011. previously holding senior management roles with thomson reuters and lexisnexis, she now heads our Group shared services.

To learn more go to page 6 or visit www.missionaustralia.com.au.

our purpose

As custodians of Mission Australia’s vision and purpose, elt provides stewardship for our people, assets and resources and leadership and spiritual strength to Mission Australia to ensure the organisation delivers the vision and lives its values.

our values our responsiBilities

Compassion > We place the needs of the individuals we work with at the heart of our decision making

integrity > We have constructive, fact‑based discussions > We take a whole‑of‑organisation perspective> We deliver on our decisions and commitments

respect > We speak, hear and address tough issues with honesty and care> We lead by example

perseverance > We maintain a solution focus for both corporate and divisionally based issues

Celebration > our decisions and choices are collectively supported and we openly advocate for each other

> We inspire, motivate and empower our people and celebrate their achievements

In 2010-11 Mission Australia’s Executive Leadership Team developed the following ELT Charter:

48

Directors’ Report

company secretary

Mr timothy Morris‑smith ACA was appointed to the position of Company secretary in February 2009. Mr timothy Morris‑smith is the Chief Financial Officer of Mission Australia.

directors’ meetings

the number of Directors’ meetings (including meetings of committees of Directors) and the number of meetings attended by each of the Directors of the Company during the financial year were:

Board audit and remuneration nomination director Board meetings risk committee meetings committee meetings committee meetings

a B a B a B a B

Mr ewen G W Crouch 6 6 — — 1 1 1 1Mr Martin G Watkins 6 6 4 4 1 1 1 1prof Donald W robertson 6 6 — — — — — —Ms ruth Armytage 6 6 — — — — 1 1Ms Jennifer lambert 5 6 3 4 — — — —Mr stephen e Anson 4 6 — — — — — —Mr nicholas s Barnett 5 6 4 4 — — — —Dr Karin n sowada 6 6 — — — — — —Mr Grant A Dempsey 3 6 — — — — — —

A – number of meetings attended.B – Number of meetings held during the time the Director held office during the year.

corporate governance

Mission Australia is a not‑for‑profit non‑listed company limited by guarantee with no tradeable securities. the Board endorses the Corporate Governance principles and recommendations established by the Australian stock exchange (AsX) Corporate Governance Council. Mission Australia has no obligation to adopt these principles. However, as a leading not‑for‑profit organisation it is committed to good corporate governance and adopts the AsX Good Corporate Governance principles and recommendations.

foundations for management and oversight the role of the Board is summarised in the Board Corporate Governance Charter, which can be viewed at www.missionaustralia.com.au. it includes:

> providing strategic guidance for Mission Australia and its controlled entities and effective oversight of management;

> Appointing the Chief Executive Officer, approving succession plans, monitoring and evaluating the performance of the Chief Executive Officer and determining the goals and objectives for the setting of senior management remuneration policies and practices;

> Monitoring financial results and the effectiveness of risk‑management system and overseeing policies governing Group operations, including those for social, environmental sustainability as well as ethics and transparency;

> evaluating the Board’s effectiveness and aspiring to excellence in corporate governance, and

> the Board is the guardian of the founding purpose for which Mission Australia was established and is accountable to members for the pursuit of that purpose and the performance of the Mission Australia Group.

the Board oversees and monitors management’s performance by:

> selecting, appointing, guiding and monitoring the performance of the Chief Executive Officer;

> Approving Mission Australia’s annual budget and financial statements;

> Formulating Mission Australia’s strategic plan together with the Chief Executive Officer and senior management;

> Meeting at least six times during the year to:

> Monitor progress in achieving the strategic plan and performance against operating and capital budgets, and

> Receive detailed financial and other reports and input from management to verify Mission Australia’s financial performance, viability, solvency and long and short‑term sustainability.

> Assigning responsibility to Board sub‑committees to oversee particular aspects of Mission Australia’s operations and administration in areas such as finance, audit, risk, compliance, Board nominations and executive remuneration. each sub‑committee operates under approved charters that are regularly reviewed and updated. they can be viewed at www.missionaustralia.com.au;

> Monitoring internal control, health and safety, risk management, compliance and quality control frameworks and management information systems, as well as reviewing delegations, policies and procedures;

> reporting to stakeholders on a regular basis, including financial reports;

> overseeing Mission Australia compliance with relevant legislation and regulations, and

> Advocating for Mission Australia whenever and wherever appropriate.

the Board delegates responsibility for Mission Australia’s day‑to‑day operations and administration to the Chief executive Officer and executive management. A Commitments policy sets out the principles for what is a Board matter and what is delegated to management. A comprehensive schedule of delegated authority sets out staff decision‑making responsibilities and financial contractual thresholds for appropriate levels throughout Mission Australia. no delegate is permitted to authorise an expenditure that affects them personally.

49Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

An induction process for senior executives provides an understanding of the financial position, strategies, operations, health and safety and risk‑management practices, as well as the respective rights, duties, responsibilities and roles of the Board and senior executives. Annual performance evaluation of senior executives took place during the year. the Board evaluated its own performance for the year in accordance with process detailed in the Board Corporate Governance Charter.

Board structure

Board members, including the Chair, are independent non‑executive Directors. Mission Australia’s Constitution requires no less than six and no more than 12 Directors. there were nine Directors at 30 June 2011. the Board Chairman’s role is articulated in the Board Corporate Governance Charter. the role includes providing leadership, facilitating effective contribution of all Directors and promoting constructive and respectful relationships between Directors and between the Board and management.

three Directors must retire each Annual General Meeting, with those longest in office selected by rotation. They are eligible for re‑election. Directors must retire after the age of 72 unless otherwise agreed. no employee of Mission Australia, including the Chief Executive Officer, can be the Chair or a Director on the Board of Mission Australia, although they may be Directors of subsidiaries of Mission Australia.

the Board appointed a nomination Committee to oversee selection for appointment and the induction process for Board and Committee members. recommendations for appointment are made to ensure the Board has the right mix of skills, experience and expertise. Board members are all independent non‑executive Directors elected by Mission Australia’s members. the nomination Committee consults informally during the year and meets at least once on a formal basis. the nomination Committee has the following members:

> Mr e G W Crouch (Chair)> Ms r Armytage> Mr M G Watkins

Members of the Board and sub‑committees receive written advice of the terms and conditions of their appointment and complete an induction program when first appointed. Board and Committee members’ knowledge of Mission Australia is maintained by regular visits to operations, management presentations and through access to continuing education programs.

performance of individual Board and Committee members, the Board and Board Committees is assessed annually. the Board sets performance criteria for the Chief Executive Officer and annually assesses the outcome.

the skills, experience and expertise of Directors and executives are listed at www.missionaustralia.com.au. there is a procedure agreed by the Board for Directors to take independent professional advice at the expense of Mission Australia if needed.

ethical and responsible decision making

A Code of Conduct applies to the Board, management and staff of Mission Australia. It specifies practices necessary to maintain confidence in Mission Australia’s integrity, including taking into account legal obligations and reasonable expectations of stakeholders. the Code can be accessed at www.missionaustralia.com.au.

the Code outlines expectations for personal and professional behaviour, including how to manage receipt of gifts and benefits and how to resolve a conflict of interest. Conflicts of interest and conduct are specifically mentioned in the Board Corporate Governance Charter. A separate, more detailed Conflict of interest policy is also enforced. essentially, anyone with a potential conflict of interest is required to declare it and step outside the decision‑making process.

Directors are required to apply their independent judgement to Board decisions, to question and seek information or raise any issue of concern to them in order to fully canvas all aspects of major issues confronting the Mission Australia Group. Directors are required to keep Board discussions confidential and to support the letter and spirit of Board decisions outside the boardroom.

An ethics Committee has been established to deal with strategic and specific ethical issues. Mission Australia has established a Whistleblower policy. An internal ombudsman‑type function independent of operational activity exists to receive, inquire and investigate reports of unethical practices and wrongdoing. support and protection for speaking up about wrongdoing is available to staff, volunteers, contractors and clients. An integrity Hotline has been established to receive reports of possible wrongdoing. Details are displayed at www.missionaustralia.com.au.

Commitment to protection is demonstrated with Protection Officers, comprising two senior executives as well as the Chair and independent ex officio member of the Board Audit and risk Committee. internal investigative capacity and legal review exists independently of operational, administrative, financial and technological activities.

Board members, senior executives and staff are expected to comply with relevant laws and codes of conduct of relevant professional bodies, and to act with integrity, compassion and respect at all times when dealing with colleagues, clients and others involved in our mission. Board members, executives and staff are made aware of Mission Australia’s ethical standards and Code of Conduct during induction and are regularly reminded of the necessity to preserve these values and expectations.

Safeguarding integrity in financial reporting

A Board Audit and risk Committee is established, with three non‑executive Directors that have accounting or related financial expertise and one ex officio member who is independent of the Board, executive, management and staff of Mission Australia. the Board Chair has a standing invitation to attend meetings but is not a member of the Committee and cannot chair the Committee. Committee members during the year were:

> Mr M G Watkins (Chair)> Ms J lambert> Mr n s Barnett> Mr G Wayling (Ex officio from 30 March 2011)

the Committee has a formal Charter with responsibility to assist the Board to fulfil their corporate governance responsibilities, particularly in relation to its oversight of the:

> Maintenance of an effective framework of risk management, including compliance and internal controls;

> reliability and integrity of the financial statements and external financial communication;

> effectiveness of the external audit and internal audit functions, and

> Adequacy of Mission Australia’s insurance coverage.

50

Directors’ Report

A Compliance Committee constituted under a charter approved by, and reporting to, the Board Audit and risk Committee captures key compliance issues across the Group and is mandated to create a network of compliance officers to assist compliance cohesion, consistency and learning. the Compliance Committee is chaired by the head of internal audit whose role is facilitation without any voting power. the Compliance Committee meets regularly to provide reports to the Board Audit and risk Committee and the executive leadership team and provides enterprise‑wide oversight of the compliance systems.

Mission Australia has a management system of progressive signed declarations attesting to the reliability and integrity of financial information. An internal audit function is established with a formal Charter to review Mission Australia’s systems, policies, processes, practices and procedures. internal audit’s independence and objectivity is safeguarded by a direct reporting line to the Chair of the Board Audit and risk Committee if needed.

timely and balanced disclosure

Mission Australia is not subject to the AsX listing rule disclosure requirements but adopts these principles to report to members. Mission Australia has media policies, vetting and authorisation processes designed to ensure that announcements:

> Are made in a timely manner and are factual;

> Do not omit material information whether positive or negative, and

> Are expressed in a clear and objective manner.

respecting rights of members

Mission Australia does not have shareholders but does have members. A communication policy advocates providing open, regular and timely information to members using electronic and other means. this includes providing the annual report to members prior to the Annual General Meeting. the external auditor attends the meeting and is available to answer members’ questions about the conduct of the audit, the status of internal control and the preparation and content of the auditor’s report.

Mission Australia has many stakeholders, including our clients and their families, those we fund to provide services, our donors and benefactors, our staff and volunteers, the broader community, our suppliers and the government agencies who provide us with funds and regulate our operations. We adopt a consultative approach in dealing with our stakeholders. We are involved in not‑for‑profit forums, conduct research, receive feedback from forums and regular surveys, ensure government at all levels is aware of our main concerns and achievements and remain abreast of industry developments that affect us.

recognising and managing risk

the Board is responsible for oversight of material business risk and is assisted by the Board Audit and risk Committee in this role. oversight includes ensuring the establishment, implementation and annual review of Mission Australia’s risk‑management system, designed to protect reputation and manage risks that may preclude goals and objectives from being achieved or cause opportunities to be missed. Management has established and implemented an enterprise‑wide risk‑management system that regularly assesses, monitors and manages material operational, financial reporting and compliance risks.

principles for a national framework of quality assurance in community services have been developed to ensure compliance with laws, regulations and contractual obligations, as well as best practice. Mission Australia is dedicated to social responsibility in the very nature of its activities and is conscious of its environmental impact. energy and water‑saving initiatives and recycling mechanisms are in use and environmentally sustainable practices are continually under review. environmental risks are included in risk assessments conducted during the year and are contained in the strategic risk register where appropriate. The Group is not subject to any significant environmental legislation.

strategic risk registers for all Group entities are reviewed at least annually to address material business risks with risk‑treatment action plans that align with executive annual strategic performance plans to sustain and grow activities. there are targets, objectives, milestones and performance criteria which are assessed regularly. Key risks include securing ongoing funding for our work; credibility and reputational damage potential; retaining high‑quality, skilled staff; client, staff and volunteer safety; fraud or theft exposures; environmental damage to assets and capacity to respond to change and funding obligations.

executive management reports to the Board and gives assurance that there is a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks. A declaration attesting to this is co‑signed by the Chief Executive Officer and the Chief Financial Officer and provided to the Board.

A risk‑management policy and framework have been developed to embed risk management practices into existing management processes and procedures. Every person responsible for a financial project code is required to at least annually assess risk in the context of the project as part of an integrated, enterprise‑wide risk‑management system. Annual attestations from those project managers are provided to support declarations by executive managers relating to the reasonableness of the internal control environment and risk‑management processes. these executive declarations provide support for attestations by the Chief executive Officer and the Chief Financial Officer to the Board prior to sign‑off of the annual financial statements and annual report.

remunerating fairly and responsibly

Directors serve on a voluntary basis and do not receive remuneration. reimbursement is made to Directors for reasonable expenses directly related to Board activities such as travel, accommodation and meals. the Board has established a remuneration Committee that sets remuneration strategies and approves remuneration levels for the Chief executive and senior executives. the remuneration Committee consults informally on a regular basis and meets at least once during the financial year. The Committee members are independent non‑executive Directors:

> Mr e G W Crouch (Chair)> Mr M G Watkins

51Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

diversity

Women make up 75.53 per cent of our employees. the principles of equal opportunity for Women and other groups in our community are well aligned with our organisational values.

interview guides for new employees are designed to ensure all applicants are assessed on a level playing field, based on their competencies and not gender or background. A survey conducted in March 2011 by equal opportunity for women in the Workplace Agency public report Form revealed that women represent:

> 68.0 per cent of the workforce in the area of middle management;

> 58.0 percent of senior management;> 28.5 per cent of senior executives, and> 33.3 percent of Board members.

principal activities and oBJectives

the principal activities of Mission Australia during the financial year were to supply material aid and Christian love and support to needy people in the community regardless of creed. such activities included accommodation care, family support services, child care, aged care, youth and employment services. No significant changes in the nature of these activities occurred during the year.

operating and financial review

overview of the group

Reference in this financial report to the Company relates directly to Mission Australia, whereas reference to Consolidated relates to the consolidated results of Mission Australia, Mission Australia Housing limited, Mission Australia Housing (ViC) limited, Mission Australia early learning services limited, Mission international limited, Many Rivers Microfinance Limited, Sir David Martin Foundation and Mission Australia Foundation.

operating results

the consolidated underlying surplus of the Group for the year was $6.0 million (2010: $2.0 million). net surplus, including the grant received for housing in 2011, was $124.8 million (2010: $21.7 million).

review of operationsIn thousands of AUD 2011 2010

revenue 321,421 274,841expenditure 315,467 272,879

underlying surplus 5,954 1,962

Share of profit of equity accounted investees 8,512 4,160Net finance income 1,889 606revenue from housing grants – restricted 108,441 14,921

net surplus for the year 124,796 21,649

Significant impacts on the 2011 result were:

> $106.4 million of restricted income recognised in the ‘statement of Comprehensive income’ representing the fair value of 494 dwellings that were received during the year as part of the nation Building economic stimulus plan (nBesp). For more see ‘Housing grants from page 59’;

> Share of profit from equity accounted associates of $8.5 million;

> receipt of grant from new south Wales land and Housing Corporation of $2 million.

events suBseQuent to reporting date

there has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material and unusual nature likely, in the opinion of the Directors of the Company, to affect significantly the operations of the Group, the results of those operations, or the state of affairs of the Group in future financial years.

likely developments

Mission Australia Housing limited is expecting to receive a capital grant of approximately 561 dwellings from Housing nsW as second instalment under nBesp scheme. For more on the NBESP in 2012 see ‘Housing grants’ from page 59. this capital grant will have a significant impact on the 2012 financial statements of the Group as a result of recognising assets in the Group’s balance sheet equivalent to the fair value of properties received. the same amount will be recognised in the Group’s income statement as capital grant income.

in the opinion of the Directors, there are no other likely changes in the operations of the Group that will adversely or significantly affect the results of the Group in subsequent financial years.

directors’ interests

the Directors had no interests in contracts or proposed contracts with Mission Australia during the course of the financial year other than that noted in the statutory information of this report.

indemnification and insurance of officers and directors

As Mission Australia is a company limited by guarantee, none of the Directors hold an interest but each, as a member, is liable to the extent of their undertaking under the Constitution of Mission Australia.

Mission Australia pays premiums to insure the Directors against liabilities for costs and expenses incurred by them in defending any legal proceedings arising out of their conduct while acting in the capacity of Director other than conduct involving a wilful breach of duty.

premiums were paid for each of the Directors listed on page 46.

to the extent permitted by law, Mission Australia indemnifies every person who is or has been a Director or officer against any liability to any person incurred while acting in that capacity in good faith and against costs and expenses incurred by that person in that capacity in defending legal proceedings and ancillary matters, and operates to the extent that the loss or liability is not covered by a valid and current insurance policy.

Mission Australia has, during the financial year, paid an insurance premium in respect of an insurance policy for the benefit of the Directors and officers of Mission Australia. the insurance is in the normal course of business and grants indemnity for liabilities permitted to be indemnified by Mission Australia under section 199 of the Corporations Act 2001. in accordance with commercial practice, the insurance policy prohibits disclosure of the terms of the policy, including the nature of the liability insured against and the amount of the premium.

52

Directors’ Report

non-audit services

During the year, KpMG, the Company’s auditor, has performed certain other services in addition to its statutory duties.

the Board has considered the non‑audit services provided during the year by the auditor and, in accordance with written advice provided by resolution of the Board Audit and Risk Committee, is satisfied that the provision of those non‑audit services during the year by the auditor is compatible with, and did not compromise, the auditor independence requirements of the Corporations Act 2001 for the following reasons:

> All non‑audit services were subject to the corporate governance procedures adopted by the Company and have been reviewed by the Board Audit and risk Committee to ensure they do not affect the integrity and objectivity of the auditor, and

> the non‑audit services provided do not undermine the general principles relating to auditor independence as set out in Apes 110 Code of Ethics for Professional Accountants as they did not involve reviewing or auditing the auditor’s own work, acting in a management or decision‑making capacity for the Company, acting as an advocate for the Company or jointly sharing risks and rewards.

Details of the amounts paid to the auditor of the Company, KpMG, and its related practices for audit and non‑audit services provided during the year are set out at the top of the next column. in addition, amounts paid to other auditors for other assurance services have been disclosed:

consolidatedIn AUD 2011 2010

audit services:Audit and review of financial reports 194,550 171,000services other than statutory audit:Other servicesother assurance services 1,050 17,000other services — 14,000

1,050 31,000

KpMG also provided audit services for approximately 186 projects that require an audited acquittal statement by the funding bodies. the cost of the acquittal audit services provided by KpMG in 2011 was $130,720. these costs were acquitted to the individual projects.

performance measurements

the Group monitors its performance against the budget and a rolling forecast. the budget is approved by the Board of Directors prior to commencement of the financial year. Quarterly results are presented to the Board of Directors by senior management of the Group. the Board uses this information for future planning, tracking progress over time and determining whether agreed objectives or standards have been met.

the Board reviews performance based on business segments, which are identified by the type of services being provided. For more on the performance of individual business segments see page 58.

lead auditor’s independence declaration

the ‘lead Auditor’s independence Declaration’ is set out on page 63 and forms part of the ‘Directors’ Report’ for the financial year ended 30 June 2011.

disclosures for parent

the Company is of a kind referred to in ASIC Class order 10/654, dated 26 July 2010, and in accordance with that class order, the Board has decided to include the parent entity financial statements in the concise financial statements prepared in accordance with Chapter 2M of the Corporation Act 2001. As a result, summarised parent entity information otherwise required by regulation is not presented in this set of the Group’s concise financial statements.

registered office

The registered office and principal place of business is level 7, 580 George street, sydney, nsW 2000.

Bankers

Westpac Banking Corporation is the primary banker of Mission Australia and its controlled entities.

founder

Benjamin short founded the antecedent organisation of Mission Australia (sydney City Mission) in 1862. in 1859, the town and Country Mission (later to be known as the Brisbane City Mission) was established. in 1997, the “Mission family” officially came together as Mission Australia – a single, unified organisation that provides an integrated approach to meet Australia’s changing social needs.

founding purpose

inspired by Jesus Christ, Mission Australia exists to meet human need and to spread the knowledge of the love of God without reference to denomination or other distinction.

notice of meeting

the Annual General Meeting of Mission Australia will be held on 22 november 2011 at level 6, 580 George street, sydney, new south Wales, where this report will be presented.

this report is made in accordance with a resolution of the Directors:

ewen g w crouchpresident and Chairman

martin watkinsVice president

Dated at sydney this 27th day of october 2011.

53Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

Our Directors’ Declarations

directors’ declarations

in the opinion of the Directors of Mission Australia (“the Company”) the accompanying concise financial report of the Company and the Group, comprising Mission Australia and its controlled entities, for the financial year ended 30 June 2011, set from pages 54 to 62:

a) has been derived from or is consistent with the full financial report for the year; and

b) complies with Australian Accounting standard AAsB 1039 Concise Financial Reports.

signed in accordance with a resolution of the Directors:

ewen g w crouchpresident and Chairman

martin watkinsVice president

Dated at sydney, 27th october 2011

chairman’s declaration

Declaration to be furnished under the Charitable Fundraising Act 1991. This declaration is made in accordance with Authority Conditions 7(4) and 7(5) issued by the Minister under Section 19 of the Charitable Fundraising Act 1991.

i, ewen G W Crouch, president and Chairman of the Board of Mission Australia, declare that in my opinion:

a) the financial statements and concise financial statements give a true and fair view of all income and expenditure of Mission Australia with respect to fundraising appeals; and

b) the statements of Financial position give a true and fair view of the state of affairs with respect to fundraising appeals; and

c) the provisions of the Charitable Fundraising Act 1991, the regulations under the Act and the conditions attached to the fundraising authority have been complied with by Mission Australia; and

d) the internal controls exercised by Mission Australia are appropriate and effective in accounting for all income received and applied by Mission Australia from any of its fundraising appeals.

ewen g w crouch president and Chairman

Dated at sydney, 27th october 2011

54

Statements of comprehensive incomeFor the year ended 30 June 2011

consolidated company

In thousands of AUD 2011 2010 2011 2010

revenue from rendering services 275,717 234,809 254,284 219,503 revenue from housing grants – restricted 108,441 14,921 — — income from fundraising 30,554 28,647 28,198 25,187 income from rental 6,552 3,750 2,792 2,745 income from sale of goods 3,229 2,216 3,229 2,216 Distributions received from controlled entities — — 947 1,500 Gain on sale of property plant and equipment — 255 — 255 other income 5,369 5,164 5,922 7,102

total revenue for the year 429,862 289,762 295,372 258,508

personnel expenses (191,527) (166,255) (171,934) (151,803)occupancy and accommodation expenses (27,913) (24,546) (21,137) (20,007)Depreciation and amortisation expenses (4,676) (5,540) (4,620) (5,332)Client expenses (27,353) (18,978) (26,633) (17,502)transport and equipment hire expenses (15,492) (13,663) (14,881) (13,400)Communication expenses (14,206) (12,652) (13,471) (12,091)insurance expenses (761) (1,670) (444) (1,487)impairment expense — (1,371) — — other expenses (33,539) (28,204) (36,661) (34,695)

total expenses for the year (315,467) (272,879) (289,781) (256,317)

results from operating activities 114,395 16,883 5,591 2,191

Finance income 2,762 1,291 2,694 2,182 Finance costs (873) (685) (469) (485)

Net finance income 1,889 606 2,225 1,697

Share of profit of equity accounted investees 8,512 4,160 — —

net surplus for the year 124,796 21,649 7,816 3,888

other comprehensive incomerevaluation of property, plant and equipment 1,989 604 1,989 (461)Effective portion of changes in fair value of cash flow hedges (328) — — —

total comprehensive income for the year 126,457 22,253 9,805 3,427

net surplus attributable to:Members of the Company 124,796 21,649 7,816 3,888

surplus for the year 124,796 21,649 7,816 3,888

total comprehensive income attributable to:Members of the Company 126,457 22,253 9,805 3,427

comprehensive income for the year 126,457 22,253 9,805 3,427

Attributed to cash flow hedge reserve (328) — — — Attributed to property revaluation reserve 1,989 604 1,989 (461)Attributed to accumulated surplus 13,645 6,728 7,816 3,888 Attributed to restricted accumulated surplus 111,151 14,921 — —

total comprehensive income for the year 126,457 22,253 9,805 3,427

55Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

Statements of financial positionAs at 30 June 2011

consolidated company

In thousands of AUD 2011 2010 2011 2010

assets Cash and cash equivalents 8,952 2,259 7,226 1,503 trade and other receivables 19,324 14,711 18,167 13,967 investments 16,737 15,453 16,737 15,453 prepayments 3,638 2,516 3,292 2,218 other assets 14 28 14 28

total current assets 48,665 34,967 45,436 33,169

trade and other receivables 5,750 5,000 13,472 10,840 investments in equity accounted investees 13,891 8,089 6,000 6,000 investments in equity accounted investees – restricted 3,585 875 — — investment property 18,051 2,680 2,595 2,680 investment property – restricted 132,666 — — — property, plant and equipment 65,913 74,929 65,411 60,742 property, plant and equipment – restricted — 15,142 — — intangible assets 6,609 5,389 6,609 5,389

total non-current assets 246,465 112,104 94,087 85,651

total assets 295,130 147,071 139,523 118,820

liabilities Bank overdraft — 3,634 — 3,634 trade and other payables 20,557 17,515 19,843 16,642 loans and borrowings 2,267 80 8,215 6,845 Employee benefits 13,364 11,513 12,649 10,887 Deferred income 21,893 14,414 19,912 13,889

total current liabilities 58,081 47,156 60,619 51,897

other payables 5,479 5,326 4,830 5,326 loans and borrowings 16,940 9,354 1,040 1,120 Employee benefits 3,396 1,958 3,044 1,792

total non-current liabilities 25,815 16,638 8,914 8,238

total liabilities 83,896 63,794 69,533 60,135

net assets 211,234 83,277 69,990 58,685

equity Cash flow hedging reserves (328) — — — Asset revaluation reserves 18,739 16,750 17,674 15,685Accumulated surplus 65,876 51,606 52,316 43,000 restricted accumulated surplus 126,947 14,921 — —

total equity 211,234 83,277 69,990 58,685

56

1) Nation Building Economic Stimulus Plan.

Statements of changes in equityFor the year ended 30 June 2011

Cash flow Asset Restricted Restricted hedge revaluation capital accumulated accumulated In thousands of AUD reserve reserve reserves surplus surplus total equity

consolidatedBalance at 1 July 2009 — 16,146 1,000 43,878 — 61,024 Total comprehensive income for the yearsurplus — — — 6,728 14,921 21,649 transfer (to) / from reserves — — (1,000) 1,000 — — other comprehensive incomerevaluation increment — 604 — — — 604

total other comprehensive income — 604 — — — 604

total comprehensive income for the year — 604 (1,000) 7,728 14,921 22,253

Balance at 30 June 2010 — 16,750 — 51,606 14,921 83,277

Balance at 1 July 2010 — 16,750 — 51,606 14,921 83,277 Adjustment to accumulated surplus 2009‑10 — — — 1,500 — 1,500 Total comprehensive income for the yearsurplus — — — 13,645 111,151 124,796 transfer to restricted accumulated surplus — — — (875) 875 — other comprehensive incomeeffective portion of changes in fair value of cash flow hedges (328) — — — — (328)revaluation increment — 1,989 — — — 1,989

total other comprehensive income (328) 1,989 — — — 1,661

total comprehensive income for the year (328) 1,989 — 12,770 112,026 126,457

Balance at 30 June 2011 (328) 18,739 — 65,876 126,947 211,234

companyBalance at 1 July 2009 — 16,146 1,000 38,461 — 55,607 Adjustment to accumulated surplus 2008‑09 — — — (349) — (349)Total comprehensive income for the yearsurplus — — — 3,888 — 3,888 transfer (to) / from reserves — — (1,000) 1,000 — — Other comprehensive incomerevaluation decrement — (461) — — — (461)

total other comprehensive income — (461) — — — (461)

total comprehensive income for the year — (461) (1,000) 4,888 — 3,427

Balance at 30 June 2010 — 15,685 — 43,000 — 58,685

Balance at 1 July 2010 — 15,685 — 43,000 — 58,685 Adjustment to accumulated surplus 2009‑10 — — — 1,500 — 1,500 Total comprehensive income for the yearsurplus — — — 7,816 — 7,816 Other comprehensive incomerevaluation increment — 1,989 — — — 1,989

total other comprehensive income — 1,989 — — — 1,989

total comprehensive income for the year — 1,989 — 7,816 — 9,805

Balance at 30 June 2011 — 17,674 — 52,316 — 69,990

57Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

Statements of cash flowsFor the year ended 30 June 2011

consolidated company

In thousands of AUD 2011 2010 2011 2010

Cash flows from operating activities Cash receipts from customers 359,308 317,241 326,540 280,799 Cash paid to suppliers and employees (335,741) (298,912) (302,688) (273,720)

cash generated from operations 23,567 18,329 23,852 7,079

interest received 440 222 25 — interest paid (795) (630) (18) (217)external donations paid (1,318) (756) (1,295) (722)

net cash from operating activities 21,894 17,165 22,564 6,140

Cash flows from investing activities subordinated notes purchased in Goodstart Childcare limited — (2,500) — (2,500)loans advanced to subsidiaries — — (7,022) (7,715)Dividend received 180 287 175 287 Proceeds from sale of fixed assets 9 18 9 18 Payments for fixed assets and investment properties (18,726) (20,533) (5,802) (5,028)payments for intangibles (2,803) (2,576) (2,803) (2,576)Dividends received from investments — 899 — 899 proceeds from sale of investment properties — 2,275 — 2,525 proceeds from sale of investment in shares — 2,467 — 2,467

net cash used in investing activities (21,340) (19,663) (15,443) (11,623)

Cash flows from financing activities loans from subsidiaries — — 2,316 2,411 Payment of finance lease liabilities — (1,117) — (1,117)proceeds from bank borrowings 10,800 — — — repayment of borrowings (1,027) (123) (80) (123)

Net cash from (used in) financing activities 9,773 (1,240) 2,236 1,171

net increase/(decrease) in cash and cash equivalents 10,327 (3,738) 9,357 (4,312)Cash and cash equivalents at 1 July (1,375) 2,363 (2,131) 2,181

cash and cash equivalents at 30 June 8,952 (1,375) 7,226 (2,131)

58

Operating segmentsFor the year ended 30 June 2011

information aBout reportaBle segments early employment community housing learning training In thousands of AUD services services services services services fundraising other consolidated

2011external revenues 155,995 105,504 114,828 18,653 159 21,590 13,133 429,862

inter‑segment revenues 9,885 19,856 (14) 333 14 (4,018) 24,639 50,695 interest income — 111 5 1 — — 1,073 1,190 interest expense — — (755) (1) — — (117) (873)Depreciation expense (805) (424) (34) (22) — (1) (1,798) (3,084)Amortisation expense (61) (972) — — — (3) (556) (1,592)

Reportable segment surplus / (deficit) 17,741 (8,386) 107,453 (5,095) (304) 8,056 5,331 124,796

Share of profit of equity method investees — — — — — — 8,512 8,512

Other material non-cash items:

Fair value of properties received under nBesp 1 — — 106,437 — — — — 106,437 reportable segment assets 220 1,904 150,949 927 1 4 121,775 275,780 investment in associates — — — — — — 17,476 17,476 Capital expenditure 161 3,630 11,458 154 — — 6,126 21,529 reportable segment liabilities (3,702) (14,010) (297) (1,702) (29) (1,167) (61,116) (82,023)

2010 external revenues 137,805 87,897 16,461 14,543 80 16,815 16,161 289,762

inter‑segment revenues 10,422 16,864 — 5 19 (1,510) 21,885 47,685 interest income — 81 — — — — 141 222 interest expense — (1) (511) — — — (172) (684)Depreciation expense (1,159) (500) (209) (2) (24) (1) (2,337) (4,232)Amortisation expense (25) (572) — — — (5) (706) (1,308)

Reportable segment surplus / (deficit) 11,500 (8,172) 13,667 (6,904) (230) 6,931 4,857 21,649

Share of profit of equity method investees — — — — — — 4,160 4,160

Other material non-cash items:

impairment on goodwill — — — 1,371 — — — 1,371 reportable segment assets 223 1,003 31,586 844 — 2 98,992 132,650 investment in associates — — — — — — 8,964 8,964 Capital expenditure 1,984 — 15,470 23 — — 2,345 19,822 reportable segment liabilities (1,133) (10,500) (10,219) (1,726) (197) (778) (28,427) (52,980)

59Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

Mission Australia Housing Limited entered into two significant and material transactions during the year. This note provides full disclosure in relation to these transactions, both of which relate to government grants received during the year.

strategic context

One of the strategic pathways Mission Australia pursues in fulfilment of its founding purpose is the provision of pathways away from homelessness.

our strategies focus on the following key activities to help overcome homelessness in Australia:

> prevention and early intervention;

> crisis support for people who are experiencing homelessness;

> high‑quality, affordable housing.

Mission Australia delivers high‑quality, affordable housing through its controlled entities – Mission Australia Housing limited and Mission Australia Housing (ViC) limited (MA Housing) – and has developed the following pathway strategies as part of Our Strategy Towards 2020:

> grow our prevention programs nationally;

> build our affordable housing portfolio to 10,000 dwellings by 2020;

> develop placed‑based urban regeneration ventures.

to give effect to this, MA Housing invests in the provision of housing in the social and affordable rental sector – an area where traditionally the private market does not invest. the MA Housing philosophy is to create sustainable developments that integrate private sector investment in areas of social deprivation.

A key challenge that Mission Australia faces in achieving its goals is to build and invest in a large portfolio of affordable‑housing stock. to secure 10,000 dwellings by 2020, Mission Australia will require capital grants from government and private sector funding.

receipt of capital grants from government and securing private sector funding are interlinked. Mission Australia recognises that any substantial receipt of a capital grant from government will almost certainly require that we use the capital grant in a manner that will facilitate successful sourcing of private sector funding to increase our portfolio of affordable housing. in addition, private sector funding is assisted by our ability to show a strong financial position.

The accounting treatment adopted in Mission Australia’s 2011 financial statements is guided by the principles of an investment‑based approach.

our activities in relation to social and affordable housing are set within the context of our existing strategies to provide pathways away from homelessness for Australians in need. these are achieved through operational services, advocacy and the provision of housing. investing in social and affordable housing helps Mission Australia to fulfil these strategies.

government grants received during the year

consolidated company

In thousands of AUD 2011 2010 2011 2010

Grant received – social Housing Growth Fund 2,004 14,921 — —Fair value of properties received under nBesp (refer below) 106,437 — — —

total revenue from housing grants – restricted 108,441 14,921 — —

nation Building economic stimulus plan (nBesp) grant

Background

in December 2009 Housing nsW invited tender applications to identify non‑government organisations to take on the ownership and management of 4,551 dwelling units with an estimated value of $1.4 billion. the units are located in 287 projects being delivered in stage 2 of the nsW nation Building economic stimulus plan (nBesp), a social Housing initiative. per the requirement of this tender, successful applicants were to receive title to a given number of units and, in return, were required to:

> deliver property and management services to clients eligible for public housing, including people with high‑level housing needs;> allocate the accommodation to particular client groups in accordance with specified target quotas;> use the properties to leverage financial resources in partnership with private sector institutions; and> use those resources to create additional affordable housing targeted to low‑to‑moderate income households experiencing housing stress.

Mission Australia Housing limited was successful and became entitled to receive a total of 68 nation Building stage 2 property sites containing 1,055 dwelling units. The title to 494 of these units (as a first instalment) was vested to Mission Australia Housing Limited on 18 April 2011.

Housing grants

60

accounting treatment of properties received under nBesp

Recognition in ‘Statements of financial position’

Mission Australia has recognised the properties received under the NBESP grant as investment property in its ‘Statement of financial position’. in line with our strategic purpose, these properties will be used for earning rental and capital appreciation purposes. this is to maximise and re‑invest all the future economic benefit generated by these properties back in to social and affordable housing.

The agreement with Housing NSW requires that these properties are to be used by Mission Australia Housing Limited to leverage financial resources in partnership with private sector institutions to support the future growth of the social housing sector.

recognition of these properties as investment property is consistent with the requirements of AAsB 116 Property, plant and equipment and AAsB 140 Investment property.

Considering the scale of this transaction and no relevant precedent in the social and affordable housing sector in Australia, the Directors have determined the accounting treatment based on the current Australian Accounting Framework.

recognition in ‘statements of comprehensive income’

properties received under nBesp were treated as capital grants and the fair value of these properties ($106 million) was recognised in accordance with AAsB 1004 Contributions as grant income (restricted) in 2011. Mission Australia Housing limited engaged external valuers to independently assess the open market value of these properties. the basis of valuation of these properties is open Market Value, as the agreement with Housing nsW provides that these properties can be sold at market value to non‑social housing providers, however, the proceeds must be used by Mission Australia Housing limited to purchase or invest in more social housing properties within new south Wales.

As the proceeds from sale of nBesp properties must be used in a restricted and agreed purpose, the surplus resulting from the recognition of $106 million revenue is recognised as restricted accumulated surplus in the ‘statement of Financial position’.

Reclassification (of existing properties used for social housing purposes)

prior to receiving properties under the nBesp (as discussed above), Mission Australia Housing limited and Mission Australia Housing (ViC) limited owned properties that were funded by Mission Australia and social Housing Growth Fund (sHGF) grants (refer page 61). these properties were initially recognised as property, plant and equipment. However, subsequent to the receipt of properties received under the nBesp, these properties were also reclassified as investment property. This reclassification aligns the use of portfolio of all existing properties owned by MA Housing to achieve its long‑term strategy.

It is noted that all properties received under the NBESP are classified as restricted assets as the agreement with Housing NSW provides that these properties can be sold to non‑social housing providers, however, the proceeds must be used to purchase or invest in more social housing properties within new south Wales.

refer to the full Mission Australia Financial Report 2011, note 16 – Investment property and note 18 – Property, plant and equipment for this classification and reclassification. The full financial report can be accessed at www.missionaustralia.com.au

repair and maintenance obligations

it is also noted that Mission Australia Housing limited is required to set aside resources for scheduled repairs and maintenance per its draft strategic management plan, which is reviewed under the auspices of nsW registrar of Housing. the plan is currently under further development, and to ensure operating effectiveness Mission Australia Housing limited is investing in a new tenancy and Asset Management system. Housing stocks with appropriate and timely repairs and maintenance are expected to keep, and potentially (having regard to trends in land prices) increase their fair value over the longer term.

Housing grants

61Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

social housing growth fund (shgf)

During the year Mission Australia Housing limited received a grant from the new south Wales land and Housing Corporation (the Corporation) of $2.0 million (2010: $14.9 million) to purchase properties that could be affordably rented by people in need. By June 2011 Mission Australia Housing limited had utilised the full $16.9 million provided over two years – referred to as the sHGF grant from this point – by purchasing properties that are now being used for social housing purposes.

One of the grant conditions provided that Mission Australia Housing Limited secures additional finance worth $14 million from the bank, by using the properties purchased from the SHGF grant as a security. In the current financial year, Mission Australia Housing Limited has entered into a $14 million loan facility agreement with our bankers. out of the total loan facility amount, $10.8 million has been used to purchase more properties that are being used for social and affordable housing purposes. the table below summarises the transactions occurring in 2011 and 2010 regarding the sHGF grant and the loan facility.

the table below further illustrates the relationship between government grants and private sector funding whereby Mission Australia Housing Limited has used properties purchased from government grants to secure private sector loan finance. This dependency on government grants to secure private sector funding is key to increasing social housing stock in Australia. Hence, the accounting treatment adopted by the Mission Australia Group acknowledges this relationship between government grants and private sector funding.

consolidated

In thousands of AUD 2011 2010 total

sHGF grant received 2,004 14,921 16,925Amount withdrawn from bank loan facility 10,800 — 10,800

Total cash inflow under agreement of SHGF grant 12,804 14,921 27,725

property purchased from sHGF grant for social housing 11,087 15,142 26,229

Total cash outflow under agreement of SHGF grant 11,087 15,142 26,229

Net cash inflow / (outflow) 1,717 (221) 1,496

Properties purchased in 2010 were initially recognised as property, plant and equipment, but were subsequently reclassified as investment property in the 2011 financial year. Refer to page 60 (‘Reclassification’) for details on the nature of this reclassification.

Refer to the full Mission Australia Financial Report 2011, Note 16 – ‘Investment property’ and Note 18 – ‘Property, plant and equipment’ for this classification and reclassification. The full financial report can be accessed at www.missionaustralia.com.au

accounting treatment of shgf grant

The Group has recognised the entire grant amount ($16.9 million) as revenue from a housing grant in the financial year it was received (per AAsB 118 Revenue) on the basis that the significant risks and rewards associated with the grant have been transferred to the Group; the significant act underlying the grant agreement has been fulfilled through the purchase of the properties; and the grant funds have been expended for the grant purpose in the current year.

the funds borrowed from the bank ($10.8 million) are recognised as loans and borrowings in 2011.

accounting treatment of assets purchased from shgf grant

All properties purchased using the sHGF grant and the funds borrowed from the bank (as disclosed in the table above) are recognised as investment property – restricted at 30 June 2011. these properties were initially recognised as property, plant and equipment under AAsB 116 Property, plant and equipment in 2010, but were subsequently re‑classified to investment property (refer to page 60 ‘Reclassification’).

the sHGF grant is subject to certain conditions by which Mission Australia Housing limited must abide. the grant agreement stated that the funds will not become repayable to the Corporation unless, within the period until 31 December 2050, Mission Australia Housing limited:

> terminates the agreement by giving three months notice to the Corporation;> sells the properties acquired with grant funds, or> Any other event of default as per the agreement occurs.

Mission Australia Housing limited has assessed the likelihood of any of the above events occurring to be less than remote. therefore, whilst Mission Australia Housing Limited has ownership of these properties, they are recognised as restricted assets in the financial statements, as Mission Australia Housing limited is not entitled to sell these properties until the grant agreement expires. refer to the full Mission Australia Financial Report 2011, Note 16 – ‘Investment property’ and Note 18 – ‘Property, plant and equipment’ for this classification and reclassification. The full financial report can be accessed at www.missionaustralia.com.au.

62

consolidated company

purchased received purchased received ma-owned from under ma-owned from under In thousands of AUD properties shgf 1 nBesp 2 total properties shgf 1 nBesp 2 total

fair value restricted restricted

Balance at 1 July 2009 4,272 — — 4,272 4,272 — — 4,272purchased — — — — — — — —purchased using grant funding — — — — — — — —received as grants — — — — — — — —Disposals (2,049) — — (2,049) (2,049) — — (2,049)Change in fair value 457 — — 457 457 — — 457

Balance at 30 June 2010 2,680 — — 2,680 2,680 — — 2,680

Balance at 1 July 2010 2,680 — — 2,680 2,680 — — 2,680purchased 1,584 — — 1,584 — — — —purchased using grant funding — 11,087 — 11,087 — — — —received as grant — — 106,437 106,437 — — — —Change in fair value (85) — — (85) (85) — — (85)Reclassified from PPE 13,872 15,142 — 29,014 — — — —

Balance at 30 June 2011 18,051 26,229 106,437 150,717 2,595 — — 2,595

1) social Housing Growth Fund.2) nation Building economic stimulus plan.

mission australia-owned properties

Mission Australia (the parent) owns three separate investment properties that are held for capital appreciation purposes with market value of $2.6 million (2010: $2.7 million). these properties are vacant pieces of land and are separate to properties held for rental and social housing purposes.

properties held for rental and social housing purposes by the Group are owned by Mission Australia Housing limited and Mission Australia Housing (ViC) limited. the purchase of these properties was funded by the parent and borrowings from bank loans. no grants were received from any external stakeholders for these properties and their use (currently being used for social housing purposes) by the Group remains unrestricted.

properties purchased from the social housing growth fund (shgf) grant

Mission Australia Housing Limited purchased additional properties at a cost price of $11.1 million (2010: $15.1 million) in the current financial year. these properties are funded by the sHGF grant received from the new south Wales land and Housing Corporation of $2 million (2010: $14.9 million). A further $10.8 million (2010: nil) was borrowed from Westpac to fund these purchases. Mission Australia Housing limited maintains a $14 million loan facility with Westpac, which is also a party to the agreement under which Mission Australia Housing limited received the sHGF grant from the new south Wales land and Housing Corporation.

These properties are classified as restricted investment properties as their use is subject to conditions provided in the SHGF grant agreement. Properties purchased in 2009‑10 financial year using the SHGF grant were initially recognised as property, plant and equipment but were subsequently reclassified to investment property in the current financial year.

refer to ‘Housing grants’ from page 60 for more detailed disclosure on background, accounting treatment and the restricted nature of this transaction.

properties received under nation Building economic stimulus plan

Mission Australia Housing limited became entitled to receive a total of 68 nation Building stage 2 property sites containing 1,055 dwelling units after a successful tender application under Stage 2 of the NSW Nation Building Economic Stimulus Plan. The title to 494 of these units (as first instalment) was vested to Mission Australia Housing limited on 18 April 2011.

These properties are classified as investment properties under AASB 140 Investment property. properties are determined to be restricted investment properties by the Group as they are required to be used for social housing purposes only (per the tender guidelines of nBesp which governs the use of these properties by the social housing providers). Any proceeds from sale of these properties are required to be invested back into properties used for social housing.

Mission Australia Housing limited engaged independent external valuers to assess the fair value of these properties for accounting purposes. Fair value is based on the Open market value approach as Mission Australia Housing limited can sell these properties to non‑social housing providers/individuals. However, as stated above, proceeds from such sales must be invested back into properties used for social housing.

Investment propertyFor the year ended 30 June 2011

63Mission AustrAliA AnnuAl report 2011 GroWinG sustAinABlY

independent auditor’s report to the members of mission australia

Report on the concise financial report

We have audited the accompanying concise financial report of the Group comprising Mission Australia (the Company) and its controlled entities which comprises the statement of financial position as at 30 June 2011, the statement of comprehensive income, statement of changes in equity, statement of cash flows and notes relating to segment information, housing grants and investment property for the year then ended derived from the audited financial report of Mission Australia for the year ended 30 June 2011. The concise financial report does not contain all the disclosures required by Australian Accounting Standards and accordingly, reading the concise financial report is not a substitute for reading the audited financial report.

Directors’ responsibility for the concise financial reportThe directors of the Company are responsible for the preparation and presentation of the concise financial report in accordance with Australian Accounting standard AAsB 1039 Concise Financial Reports and the Corporations Act 2001 and for such internal control as the directors determine are necessary to enable the preparation of the concise financial report.

Auditor’s responsibilityOur responsibility is to express an opinion on the concise financial report based on our audit procedures which were conducted in accordance with Auditing standard AsA 810 Engagements to Report on Summary Financial Standards. We have conducted an independent audit in accordance with Australian Auditing Standards, of the financial report of Mission Australia for the year ended 30 June 2011. We expressed an unmodified audit opinion on the financial report in our report dated 27 October 2011. The Australian Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report for the year is free of material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the concise financial report. The procedures selected depend on the auditor’s judgement, including the risk of material misstatement of the concise financial report, whether due to fraud or error. in making those risk assessments, the auditor considers internal control relevant to the entity’s preparation of the concise financial report in order to design procedures, that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Our procedures included testing that the information in the concise financial report is derived from, and is consistent with, the financial report for the year, and examination on a test basis, of evidence supporting the amounts and other disclosures which were not directly derived from the financial report for the year. These procedures have been undertaken to form an opinion whether, in all material respects, the concise financial report complies with Australian Accounting Standard AASB 1039 Concise Financial Reports.

The concise financial report and the audited financial report do not reflect the effects of events that occurred subsequent to the date of the auditor’s report on the audited financial report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Independencein conducting our audit, we have complied with the independence requirements of the Corporations Act 2001.

Auditor’s opinionIn our opinion, the concise financial report of Mission Australia and its controlled entities for the year ended 30 June 2011 complies with Australian Accounting standard AAsB 1039 Concise Financial Reports.

kpmg

anthony traverspartner

sydney, 27 october 2011

64 Mission AustrAliA AnnuAl report 2011

Our major partners

Macquarie Group Foundation

The Bryan Family Foundation

ANZ QCF AN Carmichael Memorial FundManaged by ANZ Trustees

Walter Campbell Memorial Trust

Kerry Harmanis

The Abbott Foundation

Managed by ANZ Trustees

Mission Australia thanks all of our major partners for working with us to create a fairer Australia for all.

Mission Australia’s high standard of reporting and public accountability was recognised with the 2010 pwC transparency Award (in the greater than $20m revenue category).

our 2010 Annual report was recognised with a silver Australasian reporting Award in 2011.

established in 1950

Mission AustrAliA AnnuAl report 2011 leAD eXperts

this publication contains images of Aboriginal and torres strait islander Australians. permission for these images to be used was obtained at the time of publication.

This report is printed on Monza Recycled paper. The pulp for this paper is sourced from certified, well‑managed, sustainable plantation forests. Monza is produced using completely renewable resources in wood.d

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There are many ways you can help us to create a fairer Australia

donate You can help us with a single donation or by joining our monthly giving program.

make a BeQuestYou can leave a lasting legacy by including a bequest in your Will.

fundraiseYou can organise and run your own fundraising event for Mission Australia.

Become a corporate partnerHelp us to transform even more lives by becoming a corporate partner and providing financial support, in‑kind goods and services, pro bono work and employee engagement.

call: 1800 88 88 68 visit: www.missionaustralia.com.au

give the gift of employment

Your local Mission Australia employment Solutions office can help you to find suitable staff. For your nearest location:

call: 13 11 24 visit: www.employmentsolutions.com.au

volunteershare your time and talents to make a difference in your community.

call: 1800 11 05 78 email: volunteering@missionaustralia.com.au

follow ustwitter: @MissionAust facebook: www.facebook.com/missionaust

www.missionaustralia.com.au

this report and our full 2011 Financial report is available at www.missionaustralia.com.auYou can order print copies by emailing MACommunications@missionaustralia.com.au