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.
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 lifes 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.

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

lead experts 2 chairman and ceo report 4 Q&as 6 our structure 8 our advocacy and research work 10 our reconciliation action plan 11 towards 2020 12 our strategy towards 2020 service excellence 14 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 skills 30 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 sustainaBly 44 a sustainaBle future 46 concise financial report
Mission AustrAliA AnnuAl report 2011 B

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)

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 theyre all good kids.

1) name and image have been changed to protect identity. 2) ABs and AiHW (2008). The Health and Welfare of Australias Aboriginal and Torres Strait Islander Peoples. Mission AustrAliA AnnuAl report 2011 leAD eXperts

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

Chairman and CEO Report

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 Im ready to study. I hope my future goals come together.
amelia, hobart
1

in 201011 Mission Australia reentered 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 sydneys redfern, construction began on our $16 million Annie Green Court for aged people who are homeless, based on our awardwinning Charles Chambers Court in surry Hills. Meanwhile, the Community Connections program began addressing rising homelessness in the states southeast. We continued to support families in areas of high disadvantage, including Brisbanes southwest, 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 dropout factor with fresh ways to reengage 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 Australias employment solutions (es) division worked with 154,929 job seekers and delivered a $17.7 million surplus. es again scored highly in the Australian Governments JsA ratings, with over 90 per cent of our 96 sites receiving three stars or better.
working smarter

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 casemanagement 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 noncash 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 201011 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 Australias 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 popup park is a tangible reminder that business and environmental initiatives can coexist 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. theres 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.

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 its 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 peoples 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 Farms great work. they are among the 14 programs we run that aim to prevent incarceration and reoffending particularly among Aboriginal people.

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 floodaffected 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.

ewen crouch Chairman

toby hall Ceo of Mission Australia

1) name changed to protect clients identity. Mission AustrAliA AnnuAl report 2011 leAD eXperts

Q&As

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, nondenominational charity inspired by Jesus Christs 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 Australias 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 learnings collapse. GoodStart is a notforprofit 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 noncash transaction meaning it doesnt 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 lowtomoderate 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.

Why does Mission Australia seem to have such a big surplus this year?
While we reported a surplus of almost $125 million in 201011, 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 noncash 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.
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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 fixedterm 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 Australias acquittal team submits project profit and loss statements to the relevant government funding body. in 201011 the team prepared over 600 acquittals, with KpMG auditing when required. At the end of each projects life, we have to retender for the contract if government chooses to continue to offer this service.
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Will recent not-for-profit reforms affect your taxexempt and charity status?
in recent years, Mission Australia recognised the need for greater transparency and smarter regulation in the notforprofit sector, and worked with the Community Council of Australia to achieve reform.

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 201011 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.

2020
10, 000 DWELLINGS

We welcomed the Australian Governments 2011 Budget announcement regarding the establishment of the Australian Charities and NotforProfits Commission (ACNC), better targeting of notforprofit 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 taxexempt status and all notforprofits 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.

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Our structure

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

together Mission Australias 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 workready 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 Australias 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 servicedelivery divisions.

our Board

the Mission Australia Board ensures compliance with the organisations vision, mission and objectives, and guides the development, execution and modification of the organisations strategy. Mission Australias Constitution requires no less than six and no more than 12 Directors, who are independent nonexecutive 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 Australias corporate governance, see the Directors Report from page 46.
our executive leadership team (elt)

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 Australias Ceo, toby Hall, serves on its Board. our organisation also provides administrative support to Many Rivers Microfinance, a notforprofit 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 welfaretowork programs in the united Kingdom.

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 Australias 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.

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 national voice for change

Mission 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 Australias 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

other advocacy highlights for the year included:

a clearer picture

> 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 notforprofit sector, we welcomed the establishment of the Australian Charities and Notforprofits Commission. When operational in July 2012, it will determine notforprofit 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 precommitment recommendations made in the Productivity Commissions Report into Gambling and encouraged supporters to sign Andrew Wilkie Mps 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 decisionmakers, the sector and wider community.

MACSIMS enables us to clearly articulate what we do, how we do it and how much we do.
in order to deliver effective programs, its important to gain a thorough understanding of the needs of those we support. For this reason, we created Mission Australias 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, webbased 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 systems benefits: theres 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 Australias Youth services in new south Wales winning around $3.6 million in new business. in 201011 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.

in the leadup 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 notunexpected 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 longoverdue reforms to the mental health system through our participation on the Minister for Mental Healths expert Working Group. the reforms announced in the 2011 Budget, which recognised the importance of early intervention and integrated support, received bipartisan support.

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.
photo:the hobart mercury (newspix)

knowledge experts

our research and social policy unit (rspu) is key to Mission Australias capacity to advocate for a fairer Australia and develop evidencebased 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 201011 rspu undertook over 100 projects and made 11 submissions to government these included: children and families: the unit published Facilitating childrens 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 Governments Agenda for Children and Young People Consultation Paper; > Productivity Commissions Study of Australias 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 201011 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 nonvocational 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 outofhome 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 Governments Review of the Territory Youth Justice System.

1) Mission Australia (2010). National Survey of Young Australians: Key and Emerging Issues. Mission AustrAliA AnnuAl report 2011 leAD eXperts

Our Reconciliation Action Plan

Mission Australias 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 201011 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 allAboriginal client base. At 45 of our services, over half of the clients identified as being Aboriginal.

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 Australias 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 201011 he forged relationships with Aboriginal leaders, organisations and communities, and raised awareness of cultural issues within the organisation.

Were on target to achieve our goal of exceeding the proportion of Atsi employees to nonAboriginal 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. theyve also attended or organised awarenessraising 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 Melbournes 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 Australias Aboriginal and Torres Strait Islander Peoples.

10

Towards 2020

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

By 2020 Australias 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 Australias 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 10year 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:

our strategy is underpinned By four goals:

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.

> 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 longterm, sustainable solutions to community issues.

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.

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.
1) Huntley and salt (2010). Future Focus. 2) ABs (2008). Population projections, Australia, 2006-2101. Mission AustrAliA AnnuAl report 2011 leAD eXperts

throughout this report you will learn how during 201011 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.

11

mission australia our strategy towards 2020

our mission:

walking alongside people in need, we help them discover pathways:

early childhood

teenage years

to strong families and healthy, happy children

early learning families and children services

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

through a successful youth

youth Justice, drug and alcohol programs youth education, skills + leadership program

away from homelessness

for life and work-ready skills

to sustainaBle employment

prevention we work to help people successfully reach their potential.

early intervention we 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

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

service excellence

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

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adulthood

on track

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

our future:

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

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

homelessness services affordaBle housing

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

social enterprise

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

employment services

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

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

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. 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.

Mission AustrAliA AnnuAl report 2011

leAD eXperts

13

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.

5,331

numBer of families we helped 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 familys 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 colocated or networked services within the community. these include:
gateway, tasmania

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 201011 the Gateway service helped 1,526 families and 5,169 individuals (parents, children and guardians).
communities for children

78,908

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

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 tasmanias south east and north West.

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.

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families and children

CfC projects include supported playgroups, mens parenting groups, antinatal parenting courses, nutrition education and early learning and literacy initiatives. through CfC we have also developed resources, such as a childfriendly 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 Governments 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, afterschool 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 Australias CfC and Cf C plus services helped 41,787 children, parents and guardians.

Amelia1 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 Hobarts 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. Shed 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 id 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 wasnt 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 couldnt be prouder. amelia was like a sponge, soaking up every bit of information she could, said client manager shelley moore. shes really moving forward and still keeps in touch with us were 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. Mission AustrAliA AnnuAl report 2011 service excellence

15

Pathways to strong families and healthy, happy children

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 prevention turns 10

other highlights of 2010-11:

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 childrens experience of school. Representatives from Griffith University, Queenslands Minister for Communities and Housing and Minister for Women, the Honourable Karen struthers, philanthropist John Barnes pathways to Preventions most significant supporter staff and 125 locals (including members of the local Vietnamese community, pictured above) celebrated the milestone together. Following Januarys 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 models 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.

> 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.

Early Learning Services

Its 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.

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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 worlds 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 cant wait to get outside when they arrive. its 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

photo: the dandenong leader (newspix)

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

In March the outdoor area of Mission Australias 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.

In the second half of the financial year our els centres underwent national Childcare Accreditation Council (nCAC) accreditation. NCAC is a notforprofit, Australian Governmentfunded organisation that is responsible for administering Child Care Quality Assurance for long day care centres.

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 Aimn 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. Mission AustrAliA AnnuAl report 2011 serViCe eXCellenCe

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Pathways through a successful youth

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

24,779
incidences of youth support provided in 2010-11

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

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

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 201011 100 young people completed the residential program while 64 young people who completed the program the previous year received postresidential support.
staying on track

18,214

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 twofifths 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 persons life. triple Care Farm, our threemonth residential program for 16 to 24yearolds, 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.

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 18yearolds learn routine rural responsibilities while providing them with tailored therapy, counselling and education programs.

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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

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 postrelease 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.

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 pianists debut live performance a rendition of gospel tune I Wont 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 thats 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.

1 Chamberlain and MacKenzie (2008). Counting the Homeless 2006 2 rosenthal, Mallet and Myers (2006). Why do homeless young people leave home? Mission AustrAliA AnnuAl report 2011 service excellence

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Pathways through a successful youth

You made me realise there are people who care and want to help me and to me thats very special.
Beth, a former resident at our Fairfield Youth Connections accommodation service in western Sydney.

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.

learning and earning

driving change

last october Melbournes northwest achieved the dubious distinction of having the worst youth unemployment rate in Victoria. Fiftyfive per cent of 15 to 19yearolds were not in fulltime 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 201011 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 reinvigorates disadvantaged communities through greening projects such as the popup 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 tasmanias south the Flex program reengaged students.

in December 2010 our tasmanian uturn 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 10week training course in car maintenance and body work, delivered under contract to tasmania police, is based in Moonah. And in April, one of our uturn graduates received a skills institute encouragement Award for his commitment to his mechanical apprenticeship. in March, thanks to funding from the tACs 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 learners 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.

84 16
20

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

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

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

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 casemanagement support and independent living skills, while liaising with agencies to organise longterm accommodation. service Manager eric nordberg was delighted with Beds for Christmas: its 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 Australias 35th Christmas lunch in the park.
street smart

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 northeast of Adelaide through involvement in the HiVe youth innovation centre.
other highlights:

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 perths 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 hasnt 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 australias 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.

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 blacktie 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.

> Developed partnership agreements with MA Housing to provide 10 more properties for people exiting our youth accommodation support services in southwest 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 tAFeaccredited 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 Brisbanes north. in 201011 it helped 150 families of children aged nine to 17 to change their lives.

Mission AustrAliA AnnuAl report 2011

serViCe eXCellenCe

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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.

26,688 3,068

numBer of people our homelessness services helped in 2010-11

Mission Australia seeks to address the underlying causes of longterm 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 longterm housing rather than just crisisdriven accommodation.
the michael proJect and misha

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 (Michaels intensive supported Housing Accord), a threeyear housingfirst initiative funded by the Michael projects benefactor. this integrated program in sydneys west provides longterm 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

numBer of families our homelessness services helped in 2010-11

We have gained valuable insights into the complex nature of homelessness through the Michael project. running from late 2007, this threeyear initiative aimed to improve the social inclusion of homeless men in sydney through intensive case management and wraparound support from 11 specialist services, including dental, podiatry, psychology, drug and alcohol counselling, literacy and Aboriginalspecific 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 mediumterm accommodation, about one in five had entered longterm housing. the number employed rose from 6.5 to 19.6 per cent.

45,451

instances of homelessness services delivered in 2010-11

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 coemployed by st Vincents Hospital and Mission Australia to give medical care to sydneys rough sleepers. some of our clients have been homeless for up to 40 years, he said on receiving the honour. they dont have the right forms, may be illiterate or dont have Medicare cards. they need help to reach a healthier place.

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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 longterm 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 201011 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

homes

Homelessness is so often associated with people sleeping rough on a city street, but thats 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 southeast 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 southeast, 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. im 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 its the first real home theyve 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.

1) chamberlain and mackenzie (2003 and 2008). Counting the Homeless 2001 and 2006. Mission AustrAliA AnnuAl report 2011 service excellence

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Pathways away from homelessness

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.

new light, new day

in June prime Minister Julia Gillard opened a new $8.3 million, 78bed 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 longterm 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 postrelease 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

Despite natural disasters marking 2011, there was still cause to celebrate. We launched the street to Home service in Cairns to help people experiencing longterm homelessness to move into housing. Funded through the national Affordable Housing Agreement, it aims to provide stable housing and wraparound 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 Governmentfunded service assisted nine young men.
other highlights

MA Housing
MA Housing seeks to offer a pathway away from homelessness by providing goodquality, affordable housing. in 201011, 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

> We began the public tenancy support service in Meekatharra, in Western Australias Mid West, as part of the Department for Child protections 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 perths 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; > eightynine people participated in the CatalystClemente 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.

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.

in Brisbane we ended 2010 on a high note, hosting 140 guests for Christmas lunch at Caf one on Wickham our Fortitude Valley caf 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.

24

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 Australiaowned land in Kingswood, western sydney. these have been allocated to social housing tenants, with support provided by Mission Australias Fairfax House. Construction also began on a 104home integrated social housing project in sydneys Camperdown. MA Housing will be the lead agency and asset and tenancy manager for this development, projectmanaged 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 lowincome 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 wraparound support services. in 201011 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

part of MA Housings strength is its ability to leverage off Mission Australia and link it to the organisations 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

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 Housings 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.

state nsW tasmania Victoria total

2009-10 85 33 66 184

2010-11 961 34 76 1,071

Because MA Housing utilises Mission Australias corporate services, it is able to operate with a relatively lean structure. in 201011 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.

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

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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.

15

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

in recent years Mission Australia has concentrated on providing free vocational and skillbuilding 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 201011, Mission Australias 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 entrylevel training right through to an Advanced Diploma. Qualification areas include aged care, automotive, business, childrens 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 201011 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, nonvocational benefits for example, enabling parents to write notes for their childs teacher or independently grocery shop. in 201011 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.

25
26

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

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.

skills

photo: courtesy of george fetling, published in womans day in June 2011

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 bachelors degree and seven to 11 per cent of those with a diploma 2.

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 citizenships 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.

Mission AustrAliA AnnuAl report 2011

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Pathways for life and work-ready skills

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

Im really proud of myself Ive 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.

meeting the need

green skills

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 parttime 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 relations (DeeWr) new enterprise incentive scheme (neis) program in Victoria and tasmania, Mission Australia trialled a new elearning program for individuals in regional locations keen to establish their own small businesses. For more on NEIS see page 31.

over the past two years Mission Australia operated the Australian Governments 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 24yearolds a combination of work experience, skill development and accredited training to equip them for future employment. in 201011 the second year of our twoyear 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 handson 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 energysaving retrofitting program came to an end after two years. Funded by Jobs Fund, it conducted energysaving retrofits in more than 1,500 lowincome households in Dandenong and Casey in southeast Melbourne. over the life of our Greener Futures contract, 84 longterm unemployed undertook sixmonth work placements. of these, 80 per cent transitioned into permanent employment or study.

17

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

2,276

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

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

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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 bestpractice 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 popup 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. eightythree per cent of urban renewal graduates moved into employment or training in 201011. charcoal lane is our restaurant in Melbournes 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 nonAboriginal 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 wouldnt have the confidence I have. Ive been able to meet great people who have inspired me to have careers like them, she said. saltwater kitchen in Darwin caters for school canteens, businesses and government. Food is prepared by trainees, mainly Aboriginal youth, who receive onthejob training, support and practical skills. All undertake or complete a Certificate II in Hospitality. During their 26week traineeship they work between three school canteens to provide healthy food to students. in 201011 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 fasttracked 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 DEEWRs Jobs Fund, in 201011 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 Governments 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.

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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 halls Budget response in the age, may 2011.

70 21
30

poor children in australia living in JoBless families 1

steady employment makes a tremendous difference to a persons 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. 201011 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. 201011 saw employment solutions achieve a financial surplus of $17.7 million.
from good to great

these models were created using proven processes developed with pwC through a JsA endtoend project called the e2e process review. With process maps for assigning caseloads, case management, reviews, job matching, postplacement 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 201112, with a project team rolling it out across our Australian Apprenticeships and Disability Management services programs. in the 201011 year 210 employment solutions teams delivered nine programs from the following locations across the nation:
Job services Australia Australian Apprenticeships Disability Management services the ACCess program new enterprise incentive scheme JCA indigenous employment programs offender Management programs national Green Jobs Corps 74 (with 22 outreach) 27 6 (nsW only) 13 9 58 5 2 1

unemployed people in australia who have never worked Before 2

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

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

employment

photo: centre left, the sunday mail. this page, the australian (newspix).

JoB services australia

Mission Australia began the Australian Governments 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 nonvocational 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. Were 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 its 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 governments midterm assessment process. the new business is the result of a strong team performance in the JsA contract to date and reflects the governments 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 mens 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 davids. 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 hasnt looked back. hes 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. ive 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.

Mission AustrAliA AnnuAl report 2011

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Summary of our year

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.

136

services 1

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

families and children

atsi 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.

94

services

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

youth

17 105
32
services
homes

services

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

skills

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

1) excludes 29 Mission Australia early learning services centres.

3,551
people employed By mission australia

164 214

557

headcount By division division employment solutions Community services Housing early learning services Human resources Many Rivers Microfinance sir David Martin Foundation Finance/Corporate services Group shared services Chaplaincy executive unit total headcount 1,125 1,579 28 533 52 13 3 58 140 16 4 3,551 % 31.7 44.5 0.8 15.0 1.5 0.4 0.1 1.6 3.9 0.4 0.1 100.0

203 1,966 317 130

81.5%
of revenue was spent on delivery of service

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

programs

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%

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.

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 oneoff 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.

Mission AustrAliA AnnuAl report 2011

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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

disaBility management services (dms)

636,800
the numBer of people we aim to help annually in the next three years.

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 threeyear extension of this contract, and is now well placed to support the Australian Governments drive to reengage individuals with physical or intellectual disabilities, and transition them into employment. in 201011 the DMs program worked with 1,011 job seekers, 86 of whom have remained in sustained employment.
australian apprenticeships

Among our ACCess participants were 11 young men from southeast Queensland who put their newfound skills from their solid Wall and Ceiling plastering course to good use by spending a week restoring a floodaffected 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

164,000

in 201011 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 seekers 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 nongovernment 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 201011 we delivered npA from 14 locations.

employment solutions is the largest provider of the governments 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 201011 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 prevocational training, support and assistance to obtain and maintain an Australian Apprenticeship or move into employment, further education or training. in 201011 the ACCess program helped 3,377 job seekers into prevocational training, with 3,017 completing training in 201011 and a further 870 gaining meaningful employment (that is, for more than 13 weeks) as an apprentice on completion of their training.
1) ABs (2011). Labour Force Australia, August 2011.

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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%

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 201011, the website features site locations, downloadable brochures, online forms for employers to lodge job vacancies, program application forms and downloadable fact sheets.
ratings

We also consistently achieved aboveindustry standards in our JSA contracts, reflected once again in the Australian Governments 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 longterm. 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 201112 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

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 goalsetting, 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.

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 fourfifths of all job seekers and twothirds of employers were satisfied with Mission Australias employment solutions; > High levels of satisfaction were found across every aspect of service delivery, with more than threequarters satisfied with our tailored service and more than fourfifths satisfied with their treatment.

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 preand postrelease support. With our national footprint, diverse range of services, evidencebased 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.

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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.

welcoming employees

During 201011 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 organisations values, breadth of services and operational processes. overall completion rates of our induction program rose from 62 to 83 per cent in 201011. Facetoface 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 rollout commenced. this training is designed to ensure all employees understand their rights and obligations about antidiscrimination, bullying and harassment in the workplace. Hr is also planning to pilot a development program for new managers.
retaining and supporting

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 201011 participation in this program decreased by 0.95 per cent, with 9.29 per cent of staff contacting the service.
our chaplaincy

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%

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

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%

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, onthejob development for employees is paramount.

During 201011 a new enterprise agreement was finalised for Mission Australia Early Learning Services (ELS) after significant consultation with staff. this threeyear 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.

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%

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learning and development

in 201011 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 enterprisewide 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)

a level playing field

celeBrating staff

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. Hrs 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 nt WA Queensland nsW Victoria sA tasmania 2011(%) target (%) 44.4 5.0 3.1 3.6 2.0 2.1 0.0 31.6 3.8 3.6 2.2 1.2 1.7 3.4

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 Brisbanes 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, theyre greeted with compassion, whether its 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.

in 201011 we launched safe@Heart a safety reporting and data management system for managers. Webinars and facetoface training were rolled out nationally, and resulted in increased awareness of workplace risks and incidents, and bestpractice oH&s solutions. During the year 559 safetyrelated incidents were reported, up from 385 in 200910. of these, 306 resulted in injury, compared to 247 in 200910.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 notforprofits. For 201011 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 200910, there were no nonconformance findings. There were 541 workplace inspections at sites.

1) As of April 2011. Mission AustrAliA AnnuAl report 2011 WorKinG sMArter

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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 farm this youth rehabilitation program is the Foundations 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 drugtaking 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 program research 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 southwest 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 program over the past two years, a post release support program has been helping young people in sydneys 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 reenters the community. the case worker continues to support them for 12 weeks after their release. With the help of their donors in 201011, the sir David Martin Foundation provided funding to continue and expand this lifechanging program.

the shopfront youth legal centre the 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 sydneys 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, oneonone and group tuition while sots is a tAFeaccredited music course.
sir david martin foundation scholarships

amBassadors

the Foundations Ambassadors provided wonderful support in 201011. they include: > lady Martin, sir Davids widow > Geoff Huegill, olympic swimmer > Jim Williams, Assistant Coach for the QANTAS Wallabies > Andrew lock, highaltitude 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 oFarrell, premier of new south Wales Board of governors Mr 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

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 2010 in 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 sydneys 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 Foundationfunded event runs over two days in october. navy association charity golf day the 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 Foundationsupported programs.
sdmf revenue 2010-11

In thousands of AUD Appeals and gifts Major gifts Bequests other total

2009-10 2010-11 903 1,549 280 314 3,046 1,737 76 164 355 2,332

1) name has been changed to protect identity.

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Our volunteers

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 thats 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 Clubs Melbourne Cup Community Fund and raised $247,000 for urban renewal and Charcoal lane. through the year volunteers from Chaplaincy Australia on 140hour placements provided pastoral support to employees and clients.
supporting Queenslanders

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

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 thats what lifes 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 its the first time in their lives that theyve been rewarded for something theyve 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.

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 bodys national standards for involving Volunteers in Not for Profit Organisations. in 201011 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 skillsset 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 thankyou events at our service sites across the nation and sent out certificates of appreciation to 1,200 longserving volunteers. to volunteer with Mission Australia, visit www.missionaustralia.com.au/volunteering or call 1800 11 05 78.

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 1,000plus calls from people eager to help out in affected areas.

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

1) Including from other notforprofits and students. Mission AustrAliA AnnuAl report 2011 working smarter

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photo: george fetling/womans day

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

Fundraising in thousands of AUD Appeals regular giving (includes community fundraising) Bequests Corporate partnerships (inc. corporate trusts and foundations) Major gifts (inc. private trusts and foundations) other total Capital total, including capital

fy 08-09 3,818 6,274 7,524 4,798 2,848 22 25,284 1,879 27,163

09-10 3,806 7,781 4,451 4,513 3,606 282 24,439 1,280 25,719

10-11 3,517 8,429 5,097 5,146 4,572 26,761 1,437 28,198

growth (8)% 8% 15% 14% 27% (100)% 10% 12% 10%

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 201011 Mission Australias 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 costefficiencies 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 years roi of $4 generated for every $1 invested.

media and communications support

private sector engagement

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 egifts) 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 thankyou events.

Despite the challenging economic environment in 201011, 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 201011 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 Caf one on Wickham in Brisbane. Another longtime 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.

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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

ILD A BETTER C BU

HELPI NG

if we are to continue to transform lives, we need to spend money to attract support and raise awareness of disadvantage in Australia. During 201011 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 201011 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 facetoface 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 Australias 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.

TY UNI MM O

SUPPORTING C OM MU NI HO FAMILIE ME TI S AN L ES E DC SS N H

U ALS MM APPE R CO GULA RATE S RE RPO GIFT CO JOR A M

ILD ES ND WORK-R RE S LIFE A EAD YO UT N YS H KI LL S

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Mission AustrAliA AnnuAl report 2011

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DRAISIN FUN G MA

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Our major supporters

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

australian government

Attorney Generals 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

Queensland Department of Communities Department of education and training Queensland Health Queensland Department of Community Safety south australia Department of education and Children Department for Families and Communities (including SA Community Benefit) Attorney Generals Department Department of Further education, employment, science and technology Department of Health tasmania Department of education Department of Health and Human services Department of police and emergency Management victoria Department of education and early Childhood Development Department of Human services Department of innovation, industry and regional Development Department of planning and Community Development sustainability Victoria ViC roads western australia Department for Child protection Department of Housing and Works Department for Communities Department of Corrective services Drug and Alcohol Office lotterywest local government Adelaide City Council (sA) parramatta Council Community Development support expenditure scheme (nsW)

trusts, foundations and individual supporters

new south wales nsW 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 Health NSW Office of Fair Trading (Department of services, technology and Administration) NSW Office of Liquor, Gaming and Racing nsW local Government: parramatta Council Community Development support expenditure scheme northern territory Department of Health Department Children and Families nt Department of Housing, local Government and regional services (territory Housing) nt Department of Justice

the Abbott Foundation Annetta Adami Charitable trust ANZ QCF AN Carmichael Memorial Fund, managed by AnZ trustees the Backstop Foundation John Barnes Foundation ltd Joan Marion Barnet paul Bide the Bryan Family Foundation limited the William Buckland Foundation, managed by AnZ trustees Walter Campbell Memorial trust the Collie Foundation, managed by AnZ trustees eleanor Dunn/edcadun pty limited the Alfred Felton Bequest, managed by AnZ trustees the Fogarty Foundation Friends in Giving society Global Foundation Kerry Harmanis r ingham Ao Clem Jones Foundation Key Foundation ltd rob Koczkar and Heather Doig Matana Foundation for Young people ian potter Foundation The Profield Foundation raymond e purves Foundation John t reid Charitable trusts thyne reid Foundation talbot Family Foundation teen spirit Foundation, managed by perpetual the syliva and Charles Viertel Charitable Foundation, managed by AnZ trustees W A and H J Webster Wind over Water Foundation

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corporate supporters

BeQuests received in 2010-11

Accenture Australia Foundation Accor Asia Pacific Alcatel lucent American express AGl employees Community Fund sA energy Albert Music AMp AnZ Banking Group Apache energy Australian executor trustees Bankwest Bayer Baulderstone pty ltd BHp Billiton iron ore British American tobacco Australia ltd Castrol Citi Australia Chrisco Civil Contractors Federation the Coca Cola Foundation Count Charitable Foundation Csr sugar CunA Mutual Freehills Hart sport Hazel Brothers HsBC iMC Financial Markets Johnson & Johnson Macquarie Wealth Management Macquarie Group Foundation Mallesons stephen Jaques Medibank private Middletons Minter ellison noni B nrMA insurance optus (including optus Workplace Giving) pwC Qantas Foundation QBE Group rACt insurance random House stateless systems sydney Water telstra tenix Foundation Victoria racing Club Vodafone Wesfarmers West Adelaide Football Club Westpac Group Woodside Xstrata Coal

elizabeth Asmus Ann Bateson shirley Winsome Binns Margery Grace Black Mary elizabeth Brown Joyce eugene Browne John Meikle Bruce Harold Carlton Bryant tatiana Buks Jean Burton suzanne Butterworth thelma May Cameron laurette Chartres DAH Chisholm Mary Colley leonard Arthur Dobbs William robert Drylie David Waring Duff Joan ellen Dutton evelyn Dorothy earl Victor Allen edgeloe roy and Marjory edwards Bequest Daisy Dick Farquhar patricia and Cynthia Gaden ruth lily Gledhill Mollie Gowing Douglas Haig Griffith thomas Horton Bassett Haines William Charles John Hill Michael Julian Hirst Betty Grace James olga Victoria Juchau ilma Karppinen Alice Jean Keir elizabeth Mildred Kelly eileen Kevin olive ruth King Margaret Florence lane eileen Clare langford thelma Joan lord Margaret Davison Mackie Frances lorraine Graham Millard earl Millward Michael raymond Moody George Clare Moss suzanne Mourot Mona Frances nesbitt Charles thomas nightingale Betty Marcelle noble emma Georgina norton Margaret leonie oConnor Marjorie Winifred overett Mary Janette pearce nancy pierson

trixie eileen prowse lady Katie Hilda roberts Harold louis roy Valerie Muriel scott Audrey Ailsa shaw John oswald shepherd Judith Wendy simons ernest Mantova smith phyllis Agnes smith lorna Gladys somerville Glady souter Kenneth stark William Kirk tootill Marjory louise tout William George tyner Dora isabel Warwick Merle Watts Dorothy Cecilia Wilkinson Mary isabell Macleod Wilson Carolina Woerdeman
income received from perpetual trusts

Kenneth Gordon Anderson and edith Anderson Memorial trust Ar Knights Annuity Fund Jean G. Baker Memorial trust HM (Bill) & CJ (Joy) Barrie Foundation nsW Brook Foundation Albert Arlen & nancy Brown Charitable trust Harry Frederick Carter Charitable trust Cater Charitable trust Fund Helen Champney penny trust Ashleigh John Chown 1961 settlement leslie Hocking Cocks Dickinson Charitable trust paul Finlay Foundation Hart Family perpetual trust ronald and thelma Henderson perpetual Charitable trust Dorothy Hooper trust n&M Hurll Charitable trust sarah Jenyns trust William Moore sarah rose rasey Marjorie scott trust eric storm Charitable trust Jeanie Moffat Waddell Foundation

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A sustainable future

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.

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.

Furthermore, following a review of our communityfunded 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 201011 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.

five-year financial results at a glance

In thousands of AUD income employment solutions 1 Community services 1 training services 1 early learning services 1 MA Housing 1 Fundraising and corporate partnerships 1 Gain on disposal of fixed assets 1 other 1 Housing grant total revenue use of funds employment solutions 1 Community services 1 training services 1 early learning services 1 MA Housing 1 Fundraising and corporate partnerships Marketing Administration other operating expenditure Operating surplus / (deficit) mission australia percentage of revenue spent on delivery of service

06-07 156,353 50,871 6,048 22,413 5,218 12,934 253,837 147,942 72,523 15,007 7,761 3,338 9,086 6,062 261,718 (7,881) 92.76%

07-08 179,709 69,423 9,904 24,162 5,824 5,177 294,199 147,439 80,297 16,025 6,904 3,439 37,237 6,776 298,117 (3,918) 82.86%

08-09 184,798 79,573 11,562 990 222 27,164 4,261 308,570 154,619 88,961 16,261 1,715 905 6,550 3,355 32,036 480 304,882 3,688 85.06%

09-10 137,805 87,897 80 14,543 1,540 25,202 252 12,972 14,921 295,212 112,343 93,873 193 20,140 2,229 8,313 4,219 31,075 1,178 273,563 21,649 81.62%

10-11 155,995 105,504 159 18,653 6,387 26,761 108,441 19,236 441,136 127,890 113,609 421 22,608 6,725 10,883 4,653 16,244 13,307 316,340 124,796 81.53%

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

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were 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 201011 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 Brisbanes 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 powermanagement 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.
greener communities

Mission Australia is committed to helping the people we serve to adapt to the worlds 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 lowincome households with water and energy saving measures such as draftproofing, fitting CFL globes and lowflow 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 Mens 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.

We know that we wont 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.

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Concise financial report

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

our directors the Directors of the Company all being nonexecutive 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 nonexecutive Director of sydney symphony orchestra. mr martin g watkins BEcon (Hons), CA, MIPC Vice 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 Studies Appointed 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, CA Appointed in 2005, Jennifer is Group Chief Financial Officer of Valad Property Group, a Member of the Australian institute of Company Directors (GAiCD) and a nonexecutive Director of Mosman Church of england preparatory school. mr stephen e anson Appointed 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, ACA Appointed in 2008, nicholas is cofounder and Director of Board Benchmarking and Gender Worx, Chairman of Ansvar insurance ltd and insync surveys pty ltd, and an expartner of KpMG.

dr karin n sowada PhD (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, am Appointed 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.

48 53 54 55 56 57 58 59 62 63

directors report our directors declarations statements of comprehensive income statements of financial position statements of changes in eQuity statements of cash flows operating segments housing grants investment property auditors report

the Concise Financial report, from pages 46 to 62 of this annual report, is an abridged version of Mission Australias 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

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our executive leadership team (elt) our elt plans, organises and controls Mission Australias 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, MBA Chief 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 uKs largest provider of welfare to work programs and a Director of Goodstart Childcare limited. Bruce eagles Grad Dip Christian Ministry national Chaplain Having 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 Tech Chief 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 Comm executive 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 MRICS Chief Executive Officer (CEO), MA Housing Andrew amassed 15 years experience with three uK Housing Associations and the stonebridge Housing Action trust, one of londons 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. ACA Chief 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 specialpurpose 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, FACS executive leader, employment solutions prins joined us in 2010, working on Mission Australiawide 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 BEc executive leader, people lucinda was appointed as executive leader Human resources (now people) in May 2010. she was formerly with nestl 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 LLB Chief 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.

In 2010-11 Mission Australias Executive Leadership Team developed the following ELT Charter:
our purpose

As custodians of Mission Australias 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 integrity

> We place the needs of the individuals we work with at the heart of our decision making > We have constructive, factbased discussions > We take a wholeoforganisation perspective > We deliver on our decisions and commitments > We speak, hear and address tough issues with honesty and care > We lead by example > We maintain a solution focus for both corporate and divisionally based issues > 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

respect perseverance Celebration

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Directors Report

company secretary

Mr timothy Morrissmith ACA was appointed to the position of Company secretary in February 2009. Mr timothy Morrissmith 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: director Mr ewen G W Crouch Mr Martin G Watkins prof Donald W robertson Ms ruth Armytage Ms Jennifer lambert Mr stephen e Anson Mr nicholas s Barnett Dr Karin n sowada Mr Grant A Dempsey Board meetings a B 6 6 6 6 5 4 5 6 3 6 6 6 6 6 6 6 6 6 Board audit and risk committee meetings a B 4 3 4 4 4 4 remuneration committee meetings a B 1 1 1 1 nomination committee meetings a B 1 1 1 1 1 1

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 notforprofit nonlisted 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 notforprofit 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 riskmanagement system and overseeing policies governing Group operations, including those for social, environmental sustainability as well as ethics and transparency; > evaluating the Boards 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 managements performance by: > selecting, appointing, guiding and monitoring the performance of the Chief Executive Officer; > Approving Mission Australias annual budget and financial statements; > Formulating Mission Australias 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 Australias financial performance, viability, solvency and long and shortterm sustainability.

> Assigning responsibility to Board subcommittees to oversee particular aspects of Mission Australias operations and administration in areas such as finance, audit, risk, compliance, Board nominations and executive remuneration. each subcommittee 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 Australias daytoday 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 decisionmaking responsibilities and financial contractual thresholds for appropriate levels throughout Mission Australia. no delegate is permitted to authorise an expenditure that affects them personally.

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An induction process for senior executives provides an understanding of the financial position, strategies, operations, health and safety and riskmanagement 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 nonexecutive Directors. Mission Australias Constitution requires no less than six and no more than 12 Directors. there were nine Directors at 30 June 2011. the Board Chairmans 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 reelection. 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 nonexecutive Directors elected by Mission Australias 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 subcommittees 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 Australias 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 decisionmaking 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 Australias 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 nonexecutive 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 Australias insurance coverage.

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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 enterprisewide 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 Australias systems, policies, processes, practices and procedures. internal audits 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 auditors 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 notforprofit 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 Australias riskmanagement 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 enterprisewide riskmanagement 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 watersaving 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 risktreatment 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 highquality, 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 cosigned by the Chief Executive Officer and the Chief Financial Officer and provided to the Board. A riskmanagement 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, enterprisewide riskmanagement 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 riskmanagement processes. these executive declarations provide support for attestations by the Chief executive Officer and the Chief Financial Officer to the Board prior to signoff 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 nonexecutive Directors: > Mr e G W Crouch (Chair) > Mr M G Watkins

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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

review of operations In thousands of AUD revenue expenditure underlying surplus

directors interests

2011 321,421 315,467 5,954

2010 274,841 272,879 1,962 4,160 606 14,921 21,649

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

Share of profit of equity accounted investees 8,512 Net finance income 1,889 revenue from housing grants restricted 108,441 net surplus for the year 124,796

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.

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

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).

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 Groups balance sheet equivalent to the fair value of properties received. the same amount will be recognised in the Groups 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.

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Directors Report

non-audit services

During the year, KpMG, the Companys auditor, has performed certain other services in addition to its statutory duties. the Board has considered the nonaudit 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 nonaudit 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 nonaudit 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 nonaudit 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 auditors own work, acting in a management or decisionmaking 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 nonaudit 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:

In AUD

consolidated 2011 2010

registered office

audit services: Audit and review of financial reports 194,550 services other than statutory audit: Other services other assurance services 1,050 other services 1,050

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

171,000

17,000 14,000 31,000

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

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

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 Australias changing social needs.
founding purpose

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 auditors independence declaration

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:

the lead Auditors 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

ewen g w crouch president and Chairman

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 Groups concise financial statements.

martin watkins Vice president Dated at sydney this 27th day of october 2011.

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Our Directors Declarations

directors declarations

chairmans declaration

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:

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

ewen g w crouch president and Chairman

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.

martin watkins Vice president Dated at sydney, 27th october 2011

ewen g w crouch president and Chairman Dated at sydney, 27th october 2011

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Statements of comprehensive income

For the year ended 30 June 2011

consolidated In thousands of AUD revenue from rendering services revenue from housing grants restricted income from fundraising income from rental income from sale of goods Distributions received from controlled entities Gain on sale of property plant and equipment other income total revenue for the year personnel expenses occupancy and accommodation expenses Depreciation and amortisation expenses Client expenses transport and equipment hire expenses Communication expenses insurance expenses impairment expense other expenses total expenses for the year results from operating activities Finance income Finance costs Net finance income Share of profit of equity accounted investees net surplus for the year other comprehensive income revaluation of property, plant and equipment Effective portion of changes in fair value of cash flow hedges total comprehensive income for the year net surplus attributable to: Members of the Company surplus for the year total comprehensive income attributable to: Members of the Company comprehensive income for the year Attributed to cash flow hedge reserve Attributed to property revaluation reserve Attributed to accumulated surplus Attributed to restricted accumulated surplus total comprehensive income for the year 2011 275,717 108,441 30,554 6,552 3,229 5,369 429,862 (191,527) (27,913) (4,676) (27,353) (15,492) (14,206) (761) (33,539) (315,467) 114,395 2,762 (873) 1,889 8,512 124,796 1,989 (328) 126,457 124,796 124,796 126,457 126,457 (328) 1,989 13,645 111,151 126,457 2010 234,809 14,921 28,647 3,750 2,216 255 5,164 289,762 (166,255) (24,546) (5,540) (18,978) (13,663) (12,652) (1,670) (1,371) (28,204) (272,879) 16,883 1,291 (685) 606 4,160 21,649 604 22,253 21,649 21,649 22,253 22,253 604 6,728 14,921 22,253 2011 254,284 28,198 2,792 3,229 947 5,922 295,372 (171,934) (21,137) (4,620) (26,633) (14,881) (13,471) (444) (36,661) (289,781) 5,591 2,694 (469) 2,225 7,816 1,989 9,805 7,816 7,816 9,805 9,805 1,989 7,816 9,805

company 2010 219,503 25,187 2,745 2,216 1,500 255 7,102 258,508 (151,803) (20,007) (5,332) (17,502) (13,400) (12,091) (1,487) (34,695) (256,317) 2,191 2,182 (485) 1,697 3,888 (461) 3,427 3,888 3,888 3,427 3,427 (461) 3,888 3,427

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Statements of financial position

As at 30 June 2011

consolidated In thousands of AUD assets Cash and cash equivalents trade and other receivables investments prepayments other assets total current assets trade and other receivables investments in equity accounted investees investments in equity accounted investees restricted investment property investment property restricted property, plant and equipment property, plant and equipment restricted intangible assets total non-current assets total assets liabilities Bank overdraft trade and other payables loans and borrowings Employee benefits Deferred income total current liabilities other payables loans and borrowings Employee benefits total non-current liabilities total liabilities net assets equity Cash flow hedging reserves Asset revaluation reserves Accumulated surplus restricted accumulated surplus total equity 2011 8,952 19,324 16,737 3,638 14 48,665 5,750 13,891 3,585 18,051 132,666 65,913 6,609 246,465 295,130 20,557 2,267 13,364 21,893 58,081 5,479 16,940 3,396 25,815 83,896 211,234 (328) 18,739 65,876 126,947 211,234 2010 2,259 14,711 15,453 2,516 28 34,967 5,000 8,089 875 2,680 74,929 15,142 5,389 112,104 147,071 3,634 17,515 80 11,513 14,414 47,156 5,326 9,354 1,958 16,638 63,794 83,277 16,750 51,606 14,921 83,277 2011 7,226 18,167 16,737 3,292 14 45,436 13,472 6,000 2,595 65,411 6,609 94,087 139,523 19,843 8,215 12,649 19,912 60,619 4,830 1,040 3,044 8,914 69,533 69,990 17,674 52,316 69,990

company 2010 1,503 13,967 15,453 2,218 28 33,169 10,840 6,000 2,680 60,742 5,389 85,651 118,820 3,634 16,642 6,845 10,887 13,889 51,897 5,326 1,120 1,792 8,238 60,135 58,685 15,685 43,000 58,685

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Statements of changes in equity

For the year ended 30 June 2011

In thousands of AUD consolidated Balance at 1 July 2009 Total comprehensive income for the year surplus transfer (to) / from reserves other comprehensive income revaluation increment total other comprehensive income total comprehensive income for the year Balance at 30 June 2010 Balance at 1 July 2010 Adjustment to accumulated surplus 200910 Total comprehensive income for the year surplus transfer to restricted accumulated surplus other comprehensive income effective portion of changes in fair value of cash flow hedges revaluation increment total other comprehensive income total comprehensive income for the year Balance at 30 June 2011 company Balance at 1 July 2009 Adjustment to accumulated surplus 200809 Total comprehensive income for the year surplus transfer (to) / from reserves Other comprehensive income revaluation decrement total other comprehensive income total comprehensive income for the year Balance at 30 June 2010 Balance at 1 July 2010 Adjustment to accumulated surplus 200910 Total comprehensive income for the year surplus Other comprehensive income revaluation increment total other comprehensive income total comprehensive income for the year Balance at 30 June 2011

Cash flow hedge reserve

Asset revaluation reserve 16,146 604 604 604 16,750 16,750

Restricted capital reserves 1,000 (1,000) (1,000)

accumulated surplus 43,878 6,728 1,000 7,728 51,606 51,606 1,500 13,645 (875)

Restricted accumulated surplus 14,921 14,921 14,921 14,921 111,151 875

total equity 61,024 21,649 604 604 22,253 83,277 83,277 1,500 124,796

(328) (328) (328) (328)

1,989 1,989 1,989 18,739 16,146 (461) (461) (461) 15,685 15,685 1,989 1,989 1,989 17,674

1,000 (1,000) (1,000)

12,770 65,876 38,461 (349) 3,888 1,000 4,888 43,000 43,000 1,500 7,816 7,816 52,316

112,026 126,947

(328) 1,989 1,661 126,457 211,234 55,607 (349) 3,888 (461) (461) 3,427 58,685 58,685 1,500 7,816 1,989 1,989 9,805 69,990

1) Nation Building Economic Stimulus Plan.

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Statements of cash flows

For the year ended 30 June 2011

consolidated In thousands of AUD Cash flows from operating activities Cash receipts from customers Cash paid to suppliers and employees cash generated from operations interest received interest paid external donations paid net cash from operating activities Cash flows from investing activities subordinated notes purchased in Goodstart Childcare limited loans advanced to subsidiaries Dividend received Proceeds from sale of fixed assets Payments for fixed assets and investment properties payments for intangibles Dividends received from investments proceeds from sale of investment properties proceeds from sale of investment in shares net cash used in investing activities Cash flows from financing activities loans from subsidiaries Payment of finance lease liabilities proceeds from bank borrowings repayment of borrowings Net cash from (used in) financing activities net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at 1 July cash and cash equivalents at 30 June 2011 359,308 (335,741) 23,567 440 (795) (1,318) 21,894 180 9 (18,726) (2,803) (21,340) 10,800 (1,027) 9,773 10,327 (1,375) 8,952 2010 317,241 (298,912) 18,329 222 (630) (756) 17,165 (2,500) 287 18 (20,533) (2,576) 899 2,275 2,467 (19,663) (1,117) (123) (1,240) (3,738) 2,363 (1,375) 2011 326,540 (302,688) 23,852 25 (18) (1,295) 22,564 (7,022) 175 9 (5,802) (2,803) (15,443) 2,316 (80) 2,236 9,357 (2,131) 7,226

company 2010 280,799 (273,720) 7,079 (217) (722) 6,140 (2,500) (7,715) 287 18 (5,028) (2,576) 899 2,525 2,467 (11,623) 2,411 (1,117) (123) 1,171 (4,312) 2,181 (2,131)

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Operating segments
For the year ended 30 June 2011

information aBout reportaBle segments

In thousands of AUD 2011 external revenues intersegment revenues interest income interest expense Depreciation expense Amortisation expense Reportable segment surplus / (deficit) Share of profit of equity method investees Other material non-cash items: Fair value of properties received under nBesp 1 reportable segment assets investment in associates Capital expenditure reportable segment liabilities 2010 external revenues intersegment revenues interest income interest expense Depreciation expense Amortisation expense Reportable segment surplus / (deficit) Share of profit of equity method investees Other material non-cash items: impairment on goodwill reportable segment assets investment in associates Capital expenditure reportable segment liabilities

employment community services services 155,995 9,885 (805) (61) 17,741 220 161 (3,702) 105,504 19,856 111 (424) (972) (8,386) 1,904 3,630 (14,010)

housing services 114,828 (14) 5 (755) (34) 107,453 106,437 150,949 11,458 (297)

early learning services 18,653 333 1 (1) (22) (5,095) 927 154 (1,702)

training services fundraising 159 14 (304) 1 (29) 21,590 (4,018) (1) (3) 8,056 4 (1,167)

other consolidated 13,133 24,639 1,073 (117) (1,798) (556) 5,331 8,512 121,775 17,476 6,126 (61,116) 429,862 50,695 1,190 (873) (3,084) (1,592) 124,796 8,512 106,437 275,780 17,476 21,529 (82,023)

137,805 10,422 (1,159) (25) 11,500 223 1,984 (1,133)

87,897 16,864 81 (1) (500) (572) (8,172) 1,003 (10,500)

16,461 (511) (209) 13,667 31,586 15,470 (10,219)

14,543 5 (2) (6,904) 1,371 844 23 (1,726)

80 19 (24) (230) (197)

16,815 (1,510) (1) (5) 6,931 2 (778)

16,161 21,885 141 (172) (2,337) (706) 4,857 4,160 98,992 8,964 2,345 (28,427)

289,762 47,685 222 (684) (4,232) (1,308) 21,649 4,160 1,371 132,650 8,964 19,822 (52,980)

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Housing grants

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; > highquality, affordable housing. Mission Australia delivers highquality, 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 placedbased 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 affordablehousing 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 Australias 2011 financial statements is guided by the principles of an investmentbased 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 In thousands of AUD Grant received social Housing Growth Fund Fair value of properties received under nBesp (refer below) total revenue from housing grants restricted
nation Building economic stimulus plan (nBesp) grant

company 2010 2011 2010

2011 2,004 106,437 108,441

14,921 14,921

Background in December 2009 Housing nsW invited tender applications to identify nongovernment 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 highlevel 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 lowtomoderate 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.

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Housing grants

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 reinvest 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 nonsocial 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 longterm 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 nonsocial 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.

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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. In thousands of AUD sHGF grant received Amount withdrawn from bank loan facility Total cash inflow under agreement of SHGF grant property purchased from sHGF grant for social housing Total cash outflow under agreement of SHGF grant Net cash inflow / (outflow) consolidated 2011 2010 2,004 10,800 12,804 11,087 11,087 1,717 14,921 14,921 15,142 15,142 (221) total 16,925 10,800 27,725 26,229 26,229 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 reclassified 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.

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Investment property
For the year ended 30 June 2011

consolidated ma-owned properties purchased from shgf 1 received under nBesp 2 ma-owned properties

company purchased received from under shgf 1 nBesp 2 restricted 4,272 (2,049) 457 2,680 2,680 1,584 11,087 106,437 (85) 29,014 150,717 4,272 (2,049) 457 2,680 2,680 (85) 2,595 4,272 (2,049) 457 2,680 2,680 (85) 2,595

In thousands of AUD fair value Balance at 1 July 2009 purchased purchased using grant funding received as grants Disposals Change in fair value Balance at 30 June 2010 Balance at 1 July 2010 purchased purchased using grant funding received as grant Change in fair value Reclassified from PPE Balance at 30 June 2011
1) social Housing Growth Fund. 2) nation Building economic stimulus plan.

total

total

restricted 4,272 (2,049) 457 2,680 2,680 1,584 (85) 13,872 18,051 11,087 15,142 26,229

106,437 106,437

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 200910 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 nonsocial housing providers/individuals. However, as stated above, proceeds from such sales must be invested back into properties used for social housing.

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independent auditors 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 report The 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. Auditors responsibility Our 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 auditors 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 entitys 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 entitys 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 auditors 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. Independence in conducting our audit, we have complied with the independence requirements of the Corporations Act 2001. Auditors opinion In 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 travers partner sydney, 27 october 2011

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Our major partners

Mission Australia thanks all of our major partners for working with us to create a fairer Australia for all.

The Abbott Foundation

ANZ QCF AN Carmichael Memorial Fund

Managed by ANZ Trustees

The Bryan Family Foundation

Walter Campbell Memorial Trust

Kerry Harmanis

Macquarie Group Foundation

Managed by ANZ Trustees

established in 1950 Mission Australias 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.

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Mission AustrAliA AnnuAl report 2011

designdavey

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, wellmanaged, sustainable plantation forests. Monza is produced using completely renewable resources in wood. Mission AustrAliA AnnuAl report 2011 leAD eXperts

There are many ways you can help us to create a fairer Australia

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this report and our full 2011 Financial report is available at www.missionaustralia.com.au You can order print copies by emailing MACommunications@missionaustralia.com.au