Annual Report 11-12 - Aboriginal Hostels Limited

Transcription

Aboriginal Hostels Limited
ANNUAL REPORT
2011–12
Better Lives, Better Futures…
Cover pictures (from left to right):
IYMP participant Chelsi Rolton graduating as a police officer
David Scobie staying at Ayiparinya Hostel in Alice Springs NT
Kardu Darrikardu Numida boarding facility, Wadeye NT
Sven Mick, staff member at the Northern Australia Regional Office
Aboriginal Mothers Accommodation, Darwin NT
Miriam Byrnes with her daughter Joan from Peppimenarti NT. Miriam participated in the community engagement
meetings for the new Boarding Facility in Wadeye NT
2011–12 graduates from Grey Street Secondary Student Hostel in Dubbo, NSW. Left to right: Duane Gordon,
Leighlan Brown, Aaron Williams, Chloe Wighton and Demi Edwards
South Hedland Hostel, WA
Kununurra Secondary Education students on excursion
Maggie Yangki and Maringka Bennet, residents of Topsy Smith Hostel, Alice Springs NT
AHL design watermark represents the ‘Rainbow Serpent’
www.ahl.gov.au
Aboriginal Hostels Limited (AHL) is
alert to the cultural sensitivities of
featuring the images or names of
people who may have recently died.
AHL has made every effort to ensure
that these images are not featured.
If, however inadvertently, any
image or name in this report causes
distress, the company offers its
sincere apologies.
ii
| Aboriginal Hostels Limited | Annual Report 2011–12
An authentic measure for determining whether
AHL has achieved its objective of enabling ‘Better
Lives, Better Futures’ for Aboriginal and Torres
Strait Islander people can be seen in the individual
case studies provided in Section 2 of this annual
report. Each case study describes the personal
achievements of one or more of our clients, which
have been made possible through the enterprise
of AHL as a company and by the efforts of our
enthusiastic and committed staff.
• At the annual Strategic Planning Day in
May 2012, the AHL Board, Executive and
Regional Manager representatives reviewed
progress against the key strategies outlined
in the 2011–13 Corporate Plan, and agreed
on priorities for the upcoming year. This
targeted focus will position AHL to continue
to improve delivery of its services and make
operational efficiencies.
• A joint working party consisting of AHL Board
members and the Executive reviewed rates
and started a process of review of its tariff
policy to ensure AHL provides value for
money services balanced with consideration
of the individual’s capacity to pay. It is
anticipated that a contemporary tariff policy
will be released in the next 12 months.
Our highlights
Our highlights and
achievements in 2011–12
• AHL has undertaken research on
homelessness, in particular the role that
hostel accommodation plays in the pathway
from being homeless to finding longer term
accommodation and housing. The AHL
Chairperson, Mr Kevin Smith, presented a
paper on homelessness at an AIATSIS event
as part of a series of talks on this subject.
AHL worked collaboratively with FaHCSIA
to explore the key issues relating to hostel
accommodation to inform future policy
development in this area.
• An assessment was conducted of AHL’s
asset management practices to ensure its
capital base is used for efficient and effective
delivery of community benefits. Options
include facility ownership, sale, leasing back,
and incorporating other accommodation
models such as visitor parks. A consultant
team in conjunction with AHL staff
identified a number of asset management
business enhancement projects which will
contribute significant benefits to a range of
business areas.
Kardu Darrikardu
Numida
Boarding Facility,
Wadeye, NT
Our highlights | Aboriginal Hostels Limited | Annual Report 2011–12
iii
• The demand for accommodation supporting
access to renal dialysis and support services
continues. Construction of a 40-bed
medical/renal facility in the health precinct
of South Hedland, Western Australia, was
completed and began operations in May
2012. The facility represents a joint initiative
between AHL, other Australian Government
agencies, and the Western Australian
Government. The facility is a fully owned
and operated company hostel, which
gives people accessing renal dialysis and
medical treatment the option of living in
accommodation closer to home than would
otherwise be the case. The single‑storey
model together with dietician approved
menus affirms AHL’s role in providing a quality
service and its responsiveness in meeting the
needs of this vulnerable customer group.
• AHL had oversight of the construction of
the Aboriginal Mothers Accommodation,
adjacent to the Royal Darwin Hospital. This
facility is a joint initiative between AHL, other
Australian Government agencies and the
Northern Territory Government. Construction
was completed in May 2012. It is a 16-bed
facility for expectant and new mothers and
their babies who need to access prenatal and
postnatal services.
• The construction of the Kardu Darrikardu
Numida facility breaks new ground as a
secondary education accommodation model.
It will be the first large scale facility that
AHL operates within a remote Indigenous
community and the first AHL will run as a
large‑scale boarding facility.
• The Hetti Perkins aged care facility in Alice
Springs was transferred to Frontier Services
in November 2011. Community‑operated
services to the aged in central Australia
will be achieved with Frontier Services, an
experienced aged care provider with an
existing network of services.
• 97 per cent of respondents to AHL’s Annual
Client Survey indicated their satisfaction
with their stay at hostels. This is 10 per cent
higher than the 88 per cent rate recorded
in 2010–11.
• AHL began the reshaping of its Community
Hostels Grants Program into a more
contemporary program that supports
community and corporate partnership
opportunities. The program provides an
opportunity for community organisations
and business to work in partnership with
AHL to provide accommodation services for
Indigenous Australians.
Opportunities, challenges and
priorities for 2012–13 and beyond
Opportunities
• AHL continues to deliver services which
support the Closing the Gap agenda, working
closely with FaHCSIA, DEEWR, and state and
territory governments.
iv
• AHL is working with its Australian Government
partners including FaHCSIA, DEEWR and DoHA
to provide new accommodation services for
secondary education.
Opportunities, challenges and priorities | Aboriginal Hostels Limited | Annual Report 2011–12
• AHL’s commitment to continuous
improvement of its operations through the
establishment of a quality framework will
ensure that staff have appropriate training to
develop their individual skills and contribute
to the achievement of AHL’s priorities.
Challenges
• In collaboration with key government
agencies and community organisations, AHL
is developing service linkages to address
the long periods of homelessness often
experienced by Indigenous people.
• AHL is improving the quality of its
accommodation and properties by
strengthening the property and asset
management framework.
• One of the underlying challenges for AHL is
to have the resources to continually maintain
a high quality of its hard infrastructure and
to develop the capability needed to operate
in a tight financial environment to meet the
changing needs of Indigenous Australians.
• Recent additions to the suite of
accommodation options provided by AHL,
such as the Apmere Mwerre Visitors Park
and the Kardu Darrikardu Numida boarding
facility are demonstrating AHL’s agility and
responsiveness to meeting client needs in
specific markets. AHL intends to continue to
develop strategies that evolve the models of
accommodation facilities so that they meet
the greatest need of clients.
Priorities
As part of reviewing progress against the key
strategies of the 2011–13 Corporate Plan, the
AHL Board, Executive and Regional Manager
representatives agreed to focus on five strategic
priorities for the 2012–13 financial year.
Opportunities, challenges and priorities
• AHL is strengthening existing partnerships
with the Department of Health and Ageing
and state health authorities to maximise
access to medical and renal dialysis services
with support provided by the Australian
Government’s Tackling Indigenous Smoking
initiative.
In 2012–13, AHL will:
• build the capability of its people and systems
to support its networked operations through
providing a work environment which will
enable individuals and teams to reach their
potential through work‑based experiences,
learning and development opportunities
• consolidate services and strengthen its
service delivery network by aligning the
regional office network with areas of high
business activity, and improve administrative
support processes
• develop a consistent and standard approach
to managing its properties through a planned
major maintenance program and progressive
completion of thorough condition reports on
all AHL-owned properties
• target strategic partnerships on
accommodation to support customer access
to education and employment opportunities,
including vocational training, by reviewing
accommodation models alongside client and
market needs in areas of current and forecast
demand
• establish an evaluation framework which
will include customer and community
demographics, market demand, growth,
cost and ongoing viability, and commence
a rolling review program of operations
across its network with each hostel being
comprehensively reviewed every three years.
Opportunities, challenges and priorities | Aboriginal Hostels Limited | Annual Report 2011–12
v
Letter of transmittal
The Hon. Jenny Macklin MP
Minister for Families, Community Services and Indigenous Affairs
Parliament House
Canberra ACT 2600
Dear Minister
On behalf of the Board of Aboriginal Hostels Limited (AHL), I am pleased to submit our
Annual Report for the financial year ended 30 June 2012. The report has been prepared in
accordance with section 36 of the Commonwealth Authorities and Companies Act 1997
(CAC Act) and Chapter 2M of the Corporations Act 2001 (Corporations Act).
Under section 36 of the CAC Act AHL is required to give you its annual report that includes
its financial report (with the audited financial statements), directors' report and auditor’s
report. A company is required under Chapter 2M of the Corporations Act to prepare these
reports.
This Annual Report was approved by a resolution of AHL’s Board on 28 September 2012.
On behalf of the AHL Board I commend this report to you and thank you for your continued
support during the year.
Yours sincerely
Kevin Smith
Chairperson
28 September 2012
Better Lives, Better Futures…
National Office • PO Box 30 • Woden ACT 2606
p 6212 2001 • f 6212 2022 • www.ahl.gov.au
vi
Letter of transmittal | Aboriginal Hostels Limited | Annual Report 2011–12
Contents
Contents
Our highlights and achievements in 2011–12
iii
Opportunities, challenges and priorities for 2012–13 and beyond
iv
Opportunitiesiv
Challengesv
Prioritiesv
Letter of transmittal
vi
1Company overview
3
1.1
Message from the Chairperson and Chief Executive Officer3
1.2
Governance summary6
1.3
Who we are and what we do11
1.4
How we performed13
1.5
What our residents think23
2
Better Lives, Better Futures—a focus on our services
29
2.1
Enabling access to education29
2.2
Enabling access to training and tertiary education for employment32
2.3
Enabling access to health services36
2.4
Assisting Indigenous Australians with temporary accommodation40
2.5
Assisting community-based organisations to provide accommodation 44
3AHL operations
49
3.1
Performance measures49
3.2
Collaboration52
3.3
Our people56
3.4
Internal audit63
4Corporate governance
67
4.1
Corporate governance statement67
4.2
Directors’ Report71
5Financial statements
85
Contents | Aboriginal Hostels Limited | Annual Report 2011–12
vii
6Appendices
127
Appendix 1: Figures and tables127
Appendix 2: Extract from the Statement of Corporate Intent 2010–11128
Appendix 3: Freedom of information128
Appendix 4: Code of Conduct129
Appendix 5: Disability reporting129
Appendix 6: Hostel addresses130
Appendix 7: Abbreviations and acronyms138
Appendix 8: Compliance index 139
Appendix 9: Ecologically sustainable development compliance143
Index144
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Contents | Aboriginal Hostels Limited | Annual Report 2011–12
Company overview
1
Section 1
COMPANY OVERVIEW
1.1Message from the Chairperson and
Chief Executive Officer
3
1.2Governance summary
6
1.3Who we are and what we do
11
1.4How we performed
13
1.5What our residents think
23
Rosalina Stewart, the first baby at the new Aboriginal Mothers Accommodation, Darwin NT
2
Company overview | Aboriginal Hostels Limited | Annual Report 2011–12
1Company overview
1.1Message from the
Chairperson and Chief
Executive Officer
AHL continued to deliver diverse services
to Indigenous individuals, families, students
and those pursuing life opportunities
that are otherwise not accessible in their
home communities. Over 500,000 nights of
accommodation have been provided and over
1.5 million nourishing meals served. These basic
services have been augmented with a range of
wrap-around supports.
Every day, AHL touches the lives of those who
choose to stay in one of our 68 accommodation
facilities located across the country. Residents
range from those who must travel away
from home to access services and economic
opportunities to those who find themselves
without a safe, comfortable and affordable place
to call home for a time. Many other Indigenous
Australians are assisted through accommodation
options provided by community-based
organisations, which AHL continues to support
through a small grants program, the Community
and Corporate Partnerships Program (formerly
known as the Community Hostels Grants
Program).
Company overview
1
In the following pages of this report you will read
about these through the powerful stories of our
residents.
This year AHL ceased to operate a facility in
Canberra and one in Sydney and transferred the
Hetti Perkins Home for the Aged in Alice Springs
to Frontier Services. Three new facilities were
established, adding a further 96 beds across three
locations. The new facilities were:
• a 40‑bed secondary boarding facility at
Wadeye, Northern Territory
• a 40‑bed medical and renal facility in South
Hedland, Western Australia
• a 16‑bed Aboriginal Mothers
Accommodation facility in Darwin, Northern
Territory.
The new services illustrate the variety of ways in
which AHL meets the needs of our diverse
communities. For some of our residents their stay
with us is short. For others, a longer stay is needed,
while they complete their education, receive
treatment for a long‑term medical condition, or
transition out of homelessness and await more
permanent housing.
On the eve of a 40 year milestone, AHL has
proudly grown into an organisation with an
extensive portfolio of accommodation facilities
that blend functionality with respect for cultural
uniqueness where services are delivered with an
abiding commitment to excellence.
AHL is determined to provide strong pathways
to support the aspirations of our residents for a
better life with opportunities for independence
and achievement. The past year has seen
many exciting opportunities for AHL to make
a significant contribution to the government’s
agenda for Closing the Gap between life
outcomes for Indigenous and other Australians.
AHL CEO Joy Savage and AHL Chairperson Kevin Smith
officially opened the new National Office in May 2012
3
AHL’s approach to supported temporary
accommodation recognises that a bed and three
meals are not enough to ensure that people have
the opportunity to pursue pathways to greater
independence. AHL places a strong emphasis on
‘wrap-around’ services, ensuring that our residents
have access to other services when they are in
residence. We work with service providers at
the local level to provide tailored ‘wrap-around’
services that assist individuals and families to
develop their capacity for independent living and
realise their aspirations.
We have re-affirmed the strategic and operational
imperatives of AHL and commenced a restructure
of the National Office together with a realignment
of our Regional Office network. This will allow us
to provide even stronger support to our people
and even better delivery of services on the
ground.
The Board of Directors, senior management and
staff worked tirelessly over the past year.
There is now a direct line of sight between the
strategic intent and operational activities of
AHL, including a significant strengthening of
our approach to good governance. In particular,
we have established a Business Integrity Unit
and sections which will lead best practices in
procurement and assets management.
AHL has risen to face unexpected challenges from
a difficult economic environment and will be
continuing to transform and consolidate core
services and reinvigorated organisation
fundamentals at the same time.
AHL continued its strong record in Indigenous
employment, with more than 70 per cent
engagement of Indigenous Australians in our
workforce which is well ahead of the APS-wide
Indigenous employment participation rate.
AHL CEO Joy Savage with payroll team member Taylor Cameron in National Office, Phillip ACT
4
Company overview
1
Nathaniel Laklak and Taryn Ratja, staying with their parents at Silas Roberts Hostel, Darwin NT
While it has been a highly productive year, we
believe we will achieve even greater things in the
year ahead. We look forward to continuing to lead
the organisation through this exciting period of
transformation and acknowledge the
contributions to excellence in service delivery
made possible by the support and feedback of our
clients, the contributions of our partners and the
hard work of our staff.
Kevin Smith
Chairperson
Joy Savage
5 October 2012
5
1.2Governance summary
Governance committees
Legislation
The company operates within a governance
framework, following the Australian National
Audit Office’s Better Practice Guide on Corporate
Governance.
Aboriginal Hostels Limited is a public company
limited by guarantee. The Australian Government,
through the Minister for Families, Community
Services and Indigenous Affairs, is the sole
member. AHL’s constitution is in accordance with
the Corporations Act 2001.
At 30 June 2012, AHL also operated in compliance
with the following legislation:
Table 1 indicates the number of Board and
governance committee meetings held during the
year.
Table 1: Board and committee
meetings 2011–12
Committee name
• Public Service Act 1999
Board
7
Audit and Risk Management
5
• Auditor-General Act 1997
• Privacy Act 1988
• Aboriginal and Torres Strait Islander Act 2005
Executive Management
48
• Commonwealth Electoral Act 1918
Senior Managers
48
• Freedom of Information Act 1982
Operations Management
5
• Archives Act 1983
Regional Managers
6
• Fair Work Act 2009.
National Work Health and
Safety
3
• Work Health and Safety Act 2011
Further information regarding the above
legislation can be found on the Comlaw website
located at www.comlaw.gov.au.
Georgina
McKenzie, CFO
and Company
Secretary; Jeff
Svigos, General
Manager Business
Development;
Russell Lane,
General Manager
Operations
6
Number of
meetings
• Commonwealth Authorities and Companies
Act 1997
Company overview
1
The Executive Management Team comprises the
Chief Executive Officer, the CFO and Company
Secretary, and the two other General Managers,
who meet weekly to discuss current and future
challenges, issues and the progress of national
initiatives.
The Senior Managers Meeting (which is held
directly after the Executive Management Meeting)
comprises the Executive and the five divisional
managers within National Office.
The Operations Management Committee
comprises the General Managers, divisional
managers and regional managers. The committee
discusses company matters, including the
construction and works program, policies,
research and evaluation, and the performance of
company hostels. The committee also discusses
Community and Corporate Partnerships Program
(formerly Community Hostels Grants Program)
matters, including new submissions and
performance.
The Regional Managers forum coincides with
the Management Committee and comprises the
General Manager Operations, the Director, Hostel
Support Division, and regional managers.
The work health and safety committees comprise
nine regional subcommittees and one national
committee. The national committee comprises
the General Manager Business Development, a
regional manager, a section manager and the
national work health and safety official.
Community consultations
AHL promotes community involvement, and
in 2011–12 continued to strengthen its good
relationships with Indigenous communities.
Discussion of issues of concern to communities
played a pivotal role in AHL’s decision-making.
Regional managers continued to play an active
part in community events at many locations as
part of their work.
In 2011–12, community barbecue meetings were
held in conjunction with AHL board meetings.
Hostel open days and NAIDOC functions were
held at many locations to increase community
knowledge of AHL and its hostels and to provide
opportunities for community input. Other hostels
extended a welcome to community members
through local events.
Regional managers are members of community
advisory groups such as shelter and health
providers and through that participation they
provide advice and support to organisations
addressing homelessness issues within their
regions.
Specific community reference groups are also
established from time to time. The local Advisory
Committee for the Wadeye Secondary Boarding
facility is an example of an active community level
consultation mechanism that informs the design
and implementation of a new facility.
Strategic framework
AHL’s services and priorities continue to be guided
by the renewed commitment of the Council
of Australian Governments’ ‘Closing the Gap’
targets relating to life expectancy, infant mortality,
education and employment.
The AHL Board released a new 2011–13 Corporate
Plan in September 2011, which recognised that
AHL required significant business transformation
and that realignment of resources, people and
effort is required to achieve the objectives of the
three key themes:
• facilitate ‘wrap‑around’ services to lead to
independent living
• develop partnerships with the public and
private sectors
• provide pathways to education, training and
employment.
7
Corporate planning
Complaints mechanism
AHL is geared to closing the gap on Indigenous
disadvantage through helping Indigenous
Australians to access education and economic
opportunities, and to access medical and
community services. Through the strategies
outlined in the 2011–13 Corporate Plan and
through the establishment of a new approach
to business planning internally for the 2012–13
financial year onwards, these activities will allow
AHL to implement quality processes to ensure
the business runs more efficiently and invest in
wrap‑around services to meet the diverse range of
our customer needs.
AHL’s complaints handling system encourages
public feedback on our service delivery. The
system includes a 24-hour complaints hotline and
an email address, which are advertised on the
company’s website and monitored daily.
AHL continues to undertake regular review of all
activities and programs, to ensure that existing
and new services are aligned with the seven
building blocks for Closing the Gap, and with
strategic objectives and priorities agreed by the
AHL Board.
As part of this ongoing review, AHL’s annual
Strategic Planning Day was held in May 2012
to review progress against the 10 key strategies
outlined in the Corporate Plan. Participants
included the AHL Board of Directors, the Executive
Team and two regional manager representatives.
Jointly, they determined a tightened focus on five
strategic priority areas for the company for the
year ahead.
Social justice and equity
AHL’s aim is to provide safe, comfortable, culturally
appropriate and affordable accommodation to
Indigenous Australians. The company’s tariffs are
set at affordable levels for Indigenous Australians
in receipt of Australian government income
support. A higher rate is charged for employed
persons.
Customer Service Charter
AHL continues to operate under its Customer
Service Charter, which includes a service
guarantee and a commitment to listen and
respond to customer views. The charter contains
a detachable portion, ‘What do you think of our
services?’, through which customers can provide
positive and negative feedback directly to AHL.
Copies of the charter are available in printed form
and on the company’s website.
8
During 2011–12 the Hostel Support Division had
direct management of the complaints system and,
when required, investigated significant breaches
of company policies.
81 complaints were received by AHL over the
course of 2011–12. All complaints were addressed
and all complainants informed of any action taken,
except if the complaint was made anonymously.
Most complaints related to resident dissatisfaction
with the way staff interacted with them. Other
complaints related to service standards, resident
issues and tariffs. Some of the more complex
complaints required the involvement of a regional
manager and, on occasion, national office staff.
AHL aims to respond to all complaints within 24
hours. For further information about complaints,
see the AHL Complaints Policy, which is available
on the company’s website.
Management of
ethical standards
Directors are required to follow best-practice
principles of corporate governance, consistent
with the Australian National Audit Office’s Better
Practice Guide on Corporate Governance.
Our employees are bound by standards of ethical
behaviour communicated in the APS Values
and Code of Conduct for employees. For more
information, see Appendix 4: Code of Conduct.
Commonwealth Ombudsman
Anyone with concerns about the company’s
actions is entitled to make an individual complaint
to the Commonwealth Ombudsman. The
Ombudsman will determine whether the
company has incorrectly, through unjust,
discriminatory or unfair actions, disadvantaged a
person, and may recommend the implementation
of alternative administrative processes.
During 2011–12, the Commonwealth
Ombudsman investigated four complaints. The
first related to the company’s services; the second
concerned payment of tariff by a resident and the
Company overview
1
Students Sunema
Gizu and Priscilla
Mene at Canon
Boggo Pilot
Hostel, Thursday
Island QLD
third and fourth related to administrative issues. In
all cases, the Ombudsman was satisfied with AHL’s
responses to its investigation. Further information
on the role of the Commonwealth Ombudsman
can be obtained from the Ombudsman’s website
located at www.ombudsman.gov.au.
Privacy
AHL seeks to comply with the 11 Information
Privacy Principles established under section 14
of the Privacy Act 1988. Australian Government
agencies must comply with the principles in
their handling of personal information in their
possession. Like other government agencies, AHL
is required to maintain a record setting out:
• the nature of the various types of records of
personal information kept by the agency
• the purpose for which the records are kept
• the class of individuals to which the records
apply
• the period for which the records are kept
• details of how individuals can get access to
records about themselves.
The records, called Personal Information Digests,
can be found on the website of the Office of the
Privacy Commissioner located at
www.privacy.gov.au.
Internal audit and fraud
AHL has procedures and processes for the
prevention, detection, investigation and reporting
of fraud. All matters referred to or detected by the
Business Integrity Unit are properly evaluated for
further investigation.
Risk management
AHL’s risk management strategy is based on
methods described in the AS/NZS 4360:2004
risk management standard. The standard is the
international leader in providing generic guidance
on risk management for every enterprise, large or
small, public or private.
Competitive tendering and
contracting for accommodation
The company adheres to the Australian
Government’s contestability policy and the
requirement for value for money in service
delivery. AHL does not compete with community
organisations in tender or similar processes. AHL
prefers community organisations to provide
accommodation in identified areas of need.
However, there are instances when AHL is the
preferred provider, usually when there is no
suitable community provider or where a market
gap exists.
Figure 1 shows the company structure.
9
Figure 1: Company structure
BOARD OF DIRECTORS
Kevin Smith – Chairperson
Vanessa Elliott Wayne Jackson PSM Hugo Johnston Kerrynne Liddle Gina Smith Pat Watson
CHIEF EXECUTIVE OFFICER
AUDIT AND RISK
MANAGEMENT
COMMITTEE
Joy Savage
DIRECTOR INTERNAL AUDIT
John Higgins
GENERAL MANAGER – OPERATIONS
Russell Lane
CHIEF FINANCIAL OFFICER/
COMPANY SECRETARY
GENERAL MANAGER –
BUSINESS DEVELOPMENT
Georgina McKenzie
Jeff Svigos
DIRECTOR
HOSTEL SUPPORT
DIRECTOR
FINANCE
DIRECTOR
BUSINESS STRATEGY
DIRECTOR
PEOPLE
A/g Robyn Dass
Vrishal Raj
New Position
A/g Jude Barlow
REGIONAL MANAGERS
REGION 1
REGION 2
REGIONS 3 AND 4
Western Australia
Tina Pickett
Northern Australia
Brenton Rigney
Northern and Southern Queensland
David Collins
REGION 5
REGION 6
REGIONS 7 AND 8
New South Wales and ACT
A/g Karen Brown
Victoria and Tasmania
Rita Stewart
Central and South Australia
Jean Ah Chee
HOSTELS AND HOUSE MANAGERS
10
Company overview
1
1.3Who we are and what we do
• efficiency (delivering quality accommodation
outcomes at an affordable cost)
AHL is a company wholly owned by the Australian
Government. It operates within the Families,
Housing, Community Services and Indigenous
Affairs (FaHCSIA) portfolio. At 30 June 2012, AHL
had an independent non-executive board of
seven directors.
• results (seeking the best results for our
clients).
AHL was established in 1973 as a national network
of hostels providing safe, comfortable, culturally
appropriate and affordable accommodation
for Indigenous Australians who must live away
from home to access services and economic
opportunity.
Today, AHL continues to assist individuals to
improve their lives and change their futures. It
does so through the efforts of each and every
staff member, many of whom have first-hand
experience of the difficulties Indigenous
Australians face in attaining independence,
self‑reliance, education and employment. With
an increased emphasis on supporting Indigenous
Australians to achieve better economic and social
outcomes for themselves and their families, AHL
remains committed to meeting its customers’
needs.
AHL’s key vision is to improve Indigenous quality
of life through the delivery of accommodation and
wrap-around support services that give clients
access to education, employment, health and
other services. It does this informed by values of:
• communication (listening to communities
and planning with them to achieve quality
outcomes for Indigenous Australians)
At 30 June 2012, AHL directly operated and
administered 68 hostels and houses, and
provided additional grant funding for 46
community‑operated hostels.
AHL provided more than 500,000 person nights
of accommodation to people living away from
home. It provided three meals a day to most of its
customers and ensured that they made contact or
engaged with the services they needed.
Our hostels and houses offer safe, secure
accommodation where positive behaviour in a
social and learning environment is encouraged.
Hostels are able to provide access to interpreter
services where necessary, including for residents
who need information about their rights and
responsibilities while staying in one of our hostels.
All residents pay a tariff in advance. AHL has a
‘no‑pay, no-stay’ policy. Residents are charged a
tariff that is affordable for recipients of Australian
government income support. The Australian
Government provides funds to cover the gap
between tariff income and the cost of providing
the hostel services.
AHL is one of the largest providers of employment
and training for Aboriginal and Torres Strait
Islander people. At 30 June 2012, AHL had 522
employees, of whom 73 per cent were Indigenous.
• access (giving Indigenous Australians access
to services to enhance their life quality)
• responsiveness (seeking to understand
and respond to Indigenous individual and
community needs)
• equity (giving Indigenous Australians a fair
and reasonable opportunity to reach life
goals)
11
Table 2 highlights the reasons people stay with us.
Table 2: Why AHL residents stay with us
Reason
Description
Needing short-term
accommodation
AHL provides short-term accommodation in towns and cities for
individuals and families seeking permanent employment and housing,
taking up employment, or meeting general business and other
commitments away from their homes and communities. Many residents
in these hostels stay with us until they are able to access long-term
accommodation.
AHL provides crisis management accommodation for homeless
Indigenous youth and adults, helping them to attain the necessary life
skills for independent living within a wider community.
Needing accommodation
while accessing secondary
or tertiary education
AHL provides secondary and tertiary students with accommodation
which is located relatively close to the educational facility they attend.
AHL encourages students to complete their high school education
and go on to tertiary studies. Hostel staff provide transitional support
to students who wish to access additional training and potential
employment pathways.
AHL provides longer term accommodation for tertiary students who
have enrolled in certificate and degree courses.
Seeking training and
employment options
AHL provides accommodation and other necessary support to
Indigenous Australians aged between 16 and 24 years, particularly those
from rural and remote areas, who are participating in apprenticeships,
traineeships and higher education.
Needing accommodation
while accessing health
services
AHL provides hostels that cater specifically for Indigenous Australians
who require access to renal dialysis treatment at local renal medical
centres and hospitals.
AHL also provides temporary accommodation and support for
individuals and families who must leave their communities to access
health services, including antenatal and postnatal care.
Sarita Brown with her
newborn, Rosalina
Stewart, staying at the
new Aboriginal Mothers
Accommodation, Darwin NT
12
Company overview
1
1.4How we performed
This section provides information on resources, expenditures and results achieved.
Financial summary
Figure 2: Sources of AHL’s income
1.1%
1.4%
2.9%
$m
Per
cent
(%)
46.8
72.6
2.5
3.9
11.7
18.1
Gain on sale of PP and E
0.9
1.4
Interest
0.7
1.1
Discontinued operations
1.9
2.9
64.5
100
Where the money comes
from
Commonwealth
Government
18.1%
General operations, Tackling
Indigenous Smoking, IYMP
and grants received for
construction activities for
other agencies
3.9%
72.6%
Commonwealth Government
State and Territory Governments
Hostel accommodation
State and Territory
Governments
Grants received for
construction activities for
other agencies
Gain on sale of PP and E
Hostel accommodation
Interest
Residents are charged a tariff
that is affordable for recipients
of Centrelink benefits
Total
IYMP = Indigenous Youth Mobility Program,
PP and E = property, plant and equipment
13
Figure 3: Ratio of AHL’s expenses
4.4%
$m
Per
cent
(%)
55.9
68.1
4.8
5.8
11.0
13.4
3.6
4.4
6.8
8.3
82.1
100
Where the program money
is spent
$m
Per
cent
(%)
Western Australia
6.4
7.8
Northern Territory
32.0
39.0
Queensland
11.6
14.1
New South Wales
7.0
8.5
3.2
3.9
South Australia
3.3
4.0
National Office (ACT)
18.6
22.7
Total
82.1
100
8.3%
How the money was spent
13.4%
Programs
Company‑operated hostels
5.8%
68.1%
Company-operated hostels
Community-operated hostels
Kardu Darrikardu Numida
boarding facility
Aboriginal Mothers
Accommodation
Community‑operated
hostels
Construction on behalf of
other agencies
Kardu Darrikardu Numida
boarding facility (Wadeye
secondary education hostel)
Aboriginal Mothers
Accommodation (Darwin
Women’s Medical Hostel)
Total
Figure 4: AHL’s Program expenditure by region
6.4m
18.6m
3.3m
32.0m
3.2m
7m
11.6m
Western Australia
Northern Territory
Queensland
New South Wales
South Australia
National Office (ACT)
14
a
a ACT (National Office) includes the following:
Administration expenses 6,439.261
Depreciation 1,192,671
Employee benefits 8,006,707
Finance expenses 28,561
Hostel accommodation expenses 314
Property operating expenses 2,919,893
Income and Expenses
AHL’s total income in 2011–12 of $64.5m was
$7.7m less than last year but total expenses in
2011–12 of $82.1m were $13.4m more than last
year. The main reason for the movements in
income and expenses over the past two years
is that the majority of the funding to construct
the Kardu Darrikardu Numida Hostel in Wadeye
and the Aboriginal Mothers Accommodation
was provided to AHL in 2010–11 but most of the
expenditure on these projects was incurred in
2011–12 at the time of completion.
Company overview
1
Table 3: Financial comparison 2008–09 to 2011–12
2008–09
2009–10
2010–11
2011–12
$’000
$’000
$’000
$’000
41,009
45,280
38,476
38,481
6,472
3,790
6,920
0
0
0
17,999
10,767
Hostel Accommodation income
9,775
9,887
11,076
11,694
Other income
1,749
1,785
1,967
1,629
59,005
60,742
76,438
62,571
7,933
6,166
5,491
4,822
Employee benefits
23,905
24,759
26,285
29,549
Other company expenses
18,967
23,521
36,881
47,764
50,805
54,446
68,657
82,135
Contributed Equity
77,371
81,161
88,081
88,081
Fair value of property, plant and equipment assets
owned by AHL
62,927
75,412
77,182
84,562
Income and equity funding
Operational funding from governmenta
Commonwealth government equity injection
Project funding from Commonwealth, State
and Territory Governments
Total funding
Expenses
Community and Corporate Partnerships
Program b
Total Expenses
a The Operational funding from government received in 2008–09 and 2009–10 included funding for specific projects
which has been separately reported in 2010–11 and 2011–12
b The Community and Corporate Partnerships Program was renamed in 2011–12, it was previously known as the
Community Hostels Grants Program.
For further information on AHL’s finances, see Section 5: Financial statements.
15
Portfolio Budget Statements
The 2011–12 Portfolio Budget Statements provide
information on how AHL’s resources are used to
contribute to its outcome and output group.
Figure 5 provides a summary of AHL’s program
contributions to Outcome 1. Table 4 shows
performance aganst the Portfolio Budget
Statements.
Figure 5: Outcome and programs
OUTCOME 1
Improved access to education, employment, health and other services for Aboriginal and Torres
Strait Islander people travelling or relocating through the operation of temporary hostel
accommodation services
PROGRAM 1.1
COMPANY OPERATED HOSTELS
To provide temporary accommodation at
company operated hostels that assist
Indigenous Australians who must live
away from home to access services and
economic opportunity
16
PROGRAM 1.2
COMMUNITY OPERATED HOSTELS
To provide temporary accommodation at
community operated hostels that assist
Indigenous Australians who must live
away from home to access services and
economic opportunity
Company overview
1
Table 4: Performance against Portfolio Budget Statements deliverables and key performance
indicators for 2011–12
Outputs
Program 1.1
Program 1.2
Target
70%
70%a
Actual
74%
71%a
Target
1,655b
973c
Actual
1,462d
694e
Target
75%
75%
Actual
97%
95%
PBS deliverables
Average number of residents per night (occupancy percentage)
Number of actual residents per night
Percentage of residents satisfied with accommodation
PBS key indicators
Average operating cost per resident per night
Target
$36f
Actual
$87
Average revenue per person per night
Target
$7g
Actual
$23
aNot a PBS deliverable but provided for information.
bDescribed in the PBS as ‘Number of actual guest nights’.
cDescribed in the PBS as ‘Number of beds’.
dIncludes capacity of South Hedland Hostel and Aboriginal Mothers Accommodation Darwin, opened in May 2012.
eFunding for 10 community-operated hostels ceased in 2011–12 which represents the loss of 360 beds per night.
fDescribed in the PBS as ‘Average operating cost per person’.
gDescribed in the PBS as ‘Average revenue per person’.
17
Operating resources and expenditure
Table 5 shows how AHL was resourced and how these funds were spent:
Table 5: AHL’s operating income and expenses 2011–12
Budget
2011–12
Actual
2011–12
Variation
$’000
$’000
$’000
38,481
38,481
0
From portfolio department - Department of Families,
Housing, Community Services and Indigenous Affairsa
1,640
2,485
845
From other Commonwealth Departmentsb
5,833
7,560
1,727
From State and Territory Governmentsc
2,169
2,478
309
14,203
13,532
(671)
62,326
64,536
2,210
67,397
77,313
9,916
5,478
4,822
(656)
72,875
82,135
9,260
(10,549)
(17,599)
7,050
Income
Operational Funding
Ordinary Annual Services – Department of Families,
Housing, Community Services and Indigenous Affairs
Project Funding
AHL generated income
Hostel accommodation and other income
Total annual income
Expenses
Program 1.1 – company-operated hostels and housesd
Program 1.2 – community-operated hostelse
Total annual expenses
Net deficitf
aThis revenue was received to construct the new Aboriginal Mothers Accommodation ($1.6m), to assist with the
disposal of Hetti Perkins Home for the Aged ($775k) and to upgrade security at the Ayiparinya Hostel ($70k).
bThis includes funding from the (i) Department of Health and Ageing to operate Hetti Perkins Home for the Aged
($981k), which AHL ceased operating on 30 November 2012 and from the Tackling Indigenous Smoking program
($259) and( ii) Department of Education, Employment and Workplace Relations under the Indigenous Youth Mobility
Program ($2.4m) and to fund the construction ($2.6m) and operation ($1.2m) of Kardu Darrikardu Numida secondary
education boarding facility in Wadeye ($3.9m).
cThis includes funding of (i) $1.9m from the Northern Territory Government to fund the operations of the following
hostels which they own but have contracted AHL to operate on their behalf: Akanagkentye Hostel, Apmere Mwerre
and Allyerre Hostel and (ii) $214k from the Victorian Government under the Supported Accommodation Assistance
Program.
dProgram 1.1 budget figures did not include the $2.1m payment made on the disposal of the Hetti Perkins Home for
the Aged, the full amount of expenditure incurred in constructing the Kardu Darrikardu Numida secondary education
boarding facility in Wadeye ($11.0m) or the Aboriginal Mothers Accommodation ($3.6m). Much of this construction
expenditure was originally budgeted to be spent in the prior year.
eProgram 1.2 budget figures were not adjusted to reflect AHL’s decision to cease funding 10 community-operated
hostels during 2011–12.
fThe most significant factor influencing AHL’s $17.6m deficit this year is the timing and amount of periodic payments
provided by Commonwealth government departments to construct hostels on their behalf and to undertake specific
projects within AHL. A significant amount of expenditure incurred in 2011–12 was funded from revenue received by
AHL in 2010–11.
18
Table 6: Performance comparison, company-operated hostels and houses, 2008–09 to 2011–12
Company-operated hostels and houses
2008–09
2009–10
2010–11
2011–12
Number of hostels
50
53
55
55
Number of houses
22
14
14
13
Total hostels and houses
72
67
69
68
Guest capacity—hostels (beds per night)
1,581
1,655
1,870
1,878
Guest capacity—houses (beds per night)
199
120
123
107
Total beds
1,780
1,775
1,993
1,985
Total subsidy—hostels (per bed per night)
$47.60
$56.98
$54.31
$53.72
Total cost—hostels (per bed per night)
$58.97
$74.19
$60.44
$86.02
Average bed occupancy—hostels (per night)
76%
72%
78%
75%
Average bed occupancy—houses (per night)
63%
45%
48%
59%
Company overview
1
Table 6 summarises the performance of AHL’s hostels and houses for the four years to 2011–12.
Table 7 summarises the performance of community-operated hostels for the four years to 2011–12.
Table 7: Performance comparison, community-operated hostels and houses,
2008–09 to 2011–12
Number of hostels
Guest capacity (beds per night)
Average bed occupancy (per night) (%)
2008–09
2009–10
2010–11
2011–12
66
51
47
46
1,387
1,125
819
973
72
67
82
71
For community-operated hostels the Portfolio Budget Statements show a target of 1,333 available beds per
night. The actual number of community-operated beds available during 2011–12 was 973. The reduction
occurred because AHL ceased funding for 10 community-operated hostels during the financial year.
19
Daisy Yarmirr Hostel, Darwin NT
Nhulunbuy Hostel NT
Hostels
In 2011–12, the bed occupancy rates of
company‑operated hostels and houses were
75% for company-operated hostels and 59%
for company-operated houses. The Australian
Bureau of Statistics undertakes regular surveys of
the hospitality industry. AHL’s occupancy rate of
75 per cent compares favourably with the average
accommodation occupancy rate across Australia
which, in the 12 months to September 2010 was
72.7 per cent.
During the 2011–12 financial year, AHL operated
three new hostels but only for part of the
reporting period resulting in lower than estimated
occupancy numbers.
For community-operated hostels, the occupancy
rate was 71 per cent in 2011–12, compared
to 82 per cent in 2010–11. This lower average
occupancy rate was partly due to the closure
of several community-operated hostels in the
substance use rehabilitation category, which
traditionally had high occupancy rates but were
closed because of external constraints.
Table 8: Occupancy rate per night, comparison by program, 2008–09 to 2011–12 (%)
Program
20
2008–09
2009–10
2010–11
2011–12
Program 1.1—company-operated hostels
76
72
78
75
Program 1.1—company-operated houses
63
45
48
59
Program 1.2—community-operated
hostels
72
67
82
71
1
Company overview
Figure 6: The strategic reach of AHL
Thursday Island
Nhulunbuy
Darwin
Wadeye
Katherine
Wyndham
Kununurra
Cairns
Derby
Palm Island
Broome
Townsville
Tennant Creek
Port Hedland
Mount Isa
Mackay
Rockhampton
Alice Springs
Meekatharra
Dalby
Brisbane
Geraldton
Moree
Gongolgan
Kalgoorlie
Coolgardie
Tamworth
Whyalla
Perth
Dubbo
Port Augusta
Gibson
Ballina
Armidale
Adelaide
Cessnock
Wyong
Mildura
Canberra
Toolamba
Coffs Harbour
Kempsey
Newcastle
Sydney
Shepparton
Melbourne
AHL-operated
Community-operated
Regional offices
Hobart
National Office
Regional Managers
Tina Pickett
Brenton Rigney
Western Australia Northern Australia
David Collins
Queensland
Karen Brown
New South Wales
and ACT
Rita Stewart
Victoria and
Tasmania
Jean Ah Chee
South Australia and
Central Australia
21
Main picture (left to right: Vrishal Raj, Director Finance; Geoff Curnow; Director
Hostel Support; Monika Cerda-Cid, Director People Strategy; Rae Mammino,
Director Business Strategy. Inset: John Higgins, Director Internal Audit
Staff
At 30 June 2012, AHL had 522 employees, a decrease of 7 per cent from 2010–11. The number of
Indigenous staff decreased by 5 per cent. Table 9 shows movements in staff numbers over the past four
years, from 2008–09 to 2011–12.
Table 9: AHL staff statistics 2008–09 to 2011–12
2008–09
2009–10
2010–11
2011–12
520
559
559
522
Proportion of Indigenous staff (%)
82
78
77
73
Proportion of female staff (%)
65
65
66
64
Number of staff
22
Students (left to right)
Jaydene Laurie (year 11),
Sarima Laurie (year 9) and
Alannah Retchford (year
11) staying at Kununurra
Secondary Education Hostel
to attend the Kununurra
District High School. The
girls are all from Bulla, a
remote community in the
Kimberley region, WA
1.5What our residents think
Determining how well the needs of residents are
understood and met is a key part of the business
of any organisation. The AHL Annual Client Survey
is one of a number of methods AHL uses to
gauge satisfaction with company-operated and
community-operated facilities.
The survey is conducted annually in all regions
across Australia. Responses were received from
73 of the 100 hostels and houses operating at the
time of the survey. The total number of completed
responses received was 1,013. In the past three
years, the participation rate has grown from
661 in 2009 to 1,191 in 2011. While this year’s
response shows a decline of 178 responses, the
overall participation rate continues the trend of
exceeding the three‑year rolling average.
Secondary and tertiary education students were
asked to complete the survey online and other
respondents were given the option of completing
the survey online or by paper. This year, 48
per cent of the total number of respondents
completed the survey online (a significant
increase from 18 per cent in 2010–11).
Survey questions referred to hostel premises,
amenities, staff, management and wrap-around
service advice. Specific questions were asked on
the type of accommodation, food, safety and
security, and the cultural environment.
As in previous years, the large majority of
respondents were happy with their stay at AHL
hostels and houses. A very small number of
respondents expressed dissatisfaction with a
particular AHL hostel service, and remedial action
was taken to address hostel service concerns.
Figure 7 indicates survey respondents’ overall
satisfaction ratings.
Company overview
1
Figure 7: Respondents’ overall
satisfaction rating (company and
community-operated facilities)
3%
97%
Satisfied with hostel stay
Unsatisfied with hostel stay
The survey results included the following:
• Respondents cited three main reasons for
staying at a hostel
medical (38 per cent)
education (19 per cent)
waiting for permanent housing (19 per
cent).
• Some 47 per cent of all respondents had
never stayed in a hostel before. This was a
significant change from the previous year,
when the figure was 72 per cent.
• Some 38 per cent of all respondents had
stayed at a hostel for less than one month, 36
per cent for between one and five months,
and 26 per cent for six months or longer.
23
Topsy Smith Hostel residents, Alice Springs NT
• Respondents accessing long-term medical
services, including renal dialysis, and
education facilities typically stayed for
longer periods at both AHL and Community
Hostels Grants Program funded hostels (now
known as the the Community and Corporate
Partnerships Program). However, Indigenous
people visiting urban areas to access medical
services and appointments were also well
represented among respondents who stayed
at the hostels for less than one month,
suggesting that hostels provide a service
needed by people with both chronic and
more acute medical problems.
• Some 48 per cent of all respondents became
aware of a hostel through a family member
or friend, while 32 per cent were referred to a
hostel by medical services, welfare agencies
and other agencies.
• Some 97 per cent of respondents were
happy with their stay at the hostel, while the
remaining 3 per cent were not happy. The
comparable figures for 2010–11 were 88 per
cent and 4 per cent, respectively.
Waiting for housing
An important aspect of AHL’s business is the
provision of wrap-around services to clients. In
2012, 30 per cent of survey respondents staying
at AHL hostels were either waiting for housing or
identified ‘homeless’ as the reason for staying at
the hostel. Of these respondents, 27 per cent had
been waiting more than one year for permanent
housing, 36 per cent had been waiting between
three and 12 months, and 27 per cent had been
waiting less than three months. The remaining 10
per cent indicated that they were not waiting for
housing and identified ‘homeless’ as their reason
for staying at the hostel.
Some 47 per cent of the respondents who were
waiting for permanent housing while staying
at AHL-operated hostels stated that they had
sought assistance with housing or life skills from a
government or community organisation.
Some 35 per cent of respondents who were
waiting for housing or identified ‘homeless’ as their
reason for staying at the hostel stated that hostel
staff had helped them to get in touch with or
access other services.
A sample of survey respondents’ comments on
company-operated hostels and houses follows:
24
What our residents say about us:
‘We are very happy with our stay
at Allawah Grove Hostel.’
(FEMALE AGED 25–49, TEMPORARY VISITOR)
‘Thank you for helping me and my family out.’
(MALE AGED 25–49, AWAITING PERMANENT HOUSING)
‘I don’t know what I would have done if AHL
was not here. Please keep up the good work.’
(FEMALE AGED 25–49 WITH CHILDREN, TEMPORARY VISITOR)
‘Decent accommodation, good home-style
cooking and everyone is treated well.’
(MALE AGED 50–64, HOMELESS)
‘I’m happy with this hostel.’
(MALE STUDENT, UNDER 15)
‘Your services are good and overall
improving young lives.’
(FEMALE AGED 18–24, INDIGENOUS YOUTH MOBILITY PROGRAM PARTICIPANT)
What residents say about
community-operated hostels:
‘It’s real good here.’
(MALE AGED 25–49, ACCESSING REHABILITATION SERVICES)
‘I’m pleased that I’ve come to this
facility for betterment …’
(MALE AGED 25–49, ACCESSING REHABILITATION SERVICES)
26
A focus on our services
2
Section 2
BETTER LIVES, BETTER FUTURES —
A FOCUS ON OUR SERVICES
2.1Enabling access to education
29
2.2Enabling access to training and tertiary
education for employment
32
2.3Enabling access to health services
36
2.4Assisting Indigenous Australians with temporary
accommodation
40
2.5Assisting community-based organisations to
provide accommodation
44
Taryn Ratja, resident at Silas Roberts Hostel, Darwin NT
28
A focus on our services | Aboriginal Hostels Limited | Annual Report 2011–12
2Better Lives, Better Futures—
a focus on our services
education hostels are equipped with modern
computer technology, which is a must in today’s
technology‑savvy society.
2.1Enabling access
to education
During 2011–12, AHL operated 12 hostels
that provided accommodation for students
undertaking secondary and tertiary education
studies. Nine hostels were designated for
secondary students and three were for tertiary
students. In addition, through its Community
Hostels Grants Program AHL provided funding
for a further six community-operated hostels
that primarily focused on secondary student
accommodation.
The ability of rural and remote Indigenous
students to access further education is a
priority for AHL. Our secondary and tertiary
2
AHL’s Houseparents are required to provide
leadership, mentoring, counselling and nurturing
skills to help guide and assist our young
Indigenous students with their further education
and the development of life skills.
Our tertiary education hostel managers also need
the practical knowledge and wisdom that enable
our tertiary students to maintain their enthusiasm
to complete their studies and to go on to achieve
fulfilling careers. For many mature Indigenous
students, completing tertiary education is a
lifelong ambition, and having a safe, secure and
affordable home to return to is a very important
element of focused study.
Ainslie Orcher and Teoka Ellis,
Biala Hostel
Biala Hostel provides accommodation for
students attending local high schools in
Sydney. Ten girls, generally from regional New
South Wales, call the hostel home. Biala Hostel
is well known for welcoming and caring for
students, enabling them to achieve their full
potential.
Hostel staff assist students with school work
by providing tutorials to help reinforce what
they learn during the day. Separate study areas
are provided for senior students, as staff are
well aware of the need for quiet areas where
students can study effectively to support good
academic outcomes.
While emphasis is placed on school
participation and study, extracurricular
activities are also important for the students.
Lara Ruttley, Senior Houseparent at Biala, and
her team ensure that students attend weekend
sporting events, including netball, soccer,
Ainslie Orcher
29
for a week. Ainslie Orcher experienced what
it was like to work in such an important and
demanding area of government, and how
partnerships are created between schools,
families and communities. Her principal at
Mackellar Girls High School believes Ainslie
was the perfect girl for the job, saying, ‘Ainslie
is an excellent role model and demonstrates
considerable leadership potential.’
Teoka Ellis
touch football and basketball. When homework
and chores are completed, the girls are often
rewarded with trips to football matches at
nearby Brookvale Oval, home of the Manly
Warringah Sea Eagles.
One Biala student was recently recognised
for her hard work and commitment to school
when she was given the opportunity to
‘shadow’ the Director-General of the NSW
Department of Education and Communities
Another outstanding achievement is that of
Teoka Ellis. Teoka arrived at Biala Hostel in
May 2009. She was a very shy young girl but
soon overcame this to become a confident,
self‑assured, mature young woman. Teoka
is calm under pressure, has shown great
leadership qualities and is a great role model
and mentor to younger students at the hostel
and school.
Teoka has given the Welcome to Country
at many Principals’ conferences in recent
years and has received many accolades for
her efforts. Among her many awards is the
prestigious Regional Directors Aboriginal
Student Achievement Award, which she
recently received for her achievements at
school and in sport. Teoka is looking forward to
starting university next year.
Dylan Risk’s move to Kirinari
Hostel, Garden Suburb,
Newcastle
For many Indigenous families, just the thought
of sending one of their children to a secondary
school far away from their family home is
upsetting—but when a young student is
imbued with sporting talent, it is a definite sign
of a bigger and brighter future, as the story of
Dylan Risk’s move to Kirinari, Newcastle, shows!
Kirinari Hostel is home to 14 young men,
generally from the regional towns and areas of
New South Wales, including Walgett, Moree,
and Ballina. The hostel maintains close links
to local sporting institutions, and students
participate in many sporting activities after
school and on the weekend.
The hostel is staffed by friendly and
experienced staff who enjoy seeing the boys
grow up and support each other along the
30
Dylan Risk
way. Peter Gander, Senior Houseparent at
Kirinari, notices that, while in the hostel, ‘the
boys make lasting lifelong friendships’.
During the week, Kirinari students and staff
focus on schoolwork, and extra academic
support is provided to students if they need it.
Additional support for sporting excellence is
provided through monthly meetings hosted by
the Hunter Academy of Sport. These meetings
encourage keen sports and athletic students to
excel, stressing the importance of diet, exercise,
training and commitment. These regular
information sessions, and the ongoing support
from staff at the hostel, have helped many
Kirinari students to succeed both at school
and in their chosen sport, with many students
reaching state and even national level in their
field.
Dylan Risk moved further than most away
from family and friends. He travelled to Kirinari
from Darwin after being accepted into Hunter
Sports High School’s Targeted Sports Program.
A talented athlete, Dylan is also a popular
leader amongst his school peers, who have
voted him school vice-captain for 2012.
2
Tony Mundine Hostel, Sydney
AHL operates three hostels that cater
specifically for tertiary students. The hostels
range from self-contained units to more
familiar communal-style accommodation,
where students receive three meals a day and
share common facilities, such as recreation
rooms.
Many Indigenous people, both young and
more mature, are keen to take advantage of
the life-changing opportunities that university
can bring. For many this means leaving home
and family, a difficult decision at the best of
times. When faced with this decision, one
of the first questions that comes to mind is
‘Where will I live?’
AHL’s tertiary education hostels can be a
perfect solution to the accommodation
dilemma. One such hostel is Tony Mundine
Hostel, in Leichhardt, a suburb of Sydney. This
hostel provides an ideal option for Indigenous
people who must leave their home to study or
start a new job in Sydney. The hostel provides
comfortable, affordable accommodation
for students undertaking tertiary education
courses at nearby colleges and universities.
The hostel also provides a stable base for
people who are involved in traineeships,
apprenticeships and cadetships.
Residents come from the country and from
regional cities to stay at the hostel and enjoy
the friendly atmosphere. The hostel residents
learn to develop better study habits and gain
invaluable life skills which can support better
outcomes in education, further study and
employment.
The staff at Tony Mundine Hostel help residents
with the transition from their own
communities by providing a friendly,
supportive environment and by making sure all
residents feel welcome and comfortable at the
hostel.
Hostel Manager Liz Simpson and her team
at Tony Mundine Hostel play a critical role in
ensuring that students attend classes and work,
on time. They make sure students understand
hostel rules so that there is a fair and mature
environment. Liz, who is originally from
Brewarrina, knows the importance of providing
a relaxed, happy and homely environment
for the residents, and she thoroughly enjoys
interacting with the students. It is not
surprising that several members of the same
family often choose to stay at Tony Mundine
when they are ready for the big step of tertiary
education: it has proven to be a great place to
live, study and grow.
Tony Mundine Hostel, Sydney NSW
31
2.2Enabling access to training
and tertiary education for
employment
During 2011–12, AHL operated 13 houses for
people participating in the IYMP. The program
aims to equip young Indigenous people aged
between 16 and 24 with skills and knowledge
that will lead to sustainable employment,
and contribute to closing the gaps between
Indigenous and non-Indigenous Australians.
AHL employs qualified residential youth workers in
each house to provide a holistic approach to the
care of young people, at a time of major transition
in their young lives. Strong bonds are formed
between house staff and participants because the
IYMP house really is their home.
Most people who stay in the houses so that they
can undertake tertiary or vocational training
graduate successfully. The following four case
studies provide insights into their individual
achievements.
Chelsi Rolton
The importance of the relationship between
residential youth workers and the young people
they work with should not be underestimated.
Such youth workers not only have an innate
appreciation of the trials and tribulations that
our young Indigenous people endure, but also
provide strong leadership and mentoring in a
culturally appropriate environment. Their ability to
link our young people with prospective employers
for training and future employment enables us
to maintain high-quality connections with the
business and local community.
Chelsi Rolton, Warrina Hostel, Dubbo
Ever since she was a young girl, Chelsi Rolton
had dreamt of becoming a police officer. Now,
after two years of hard work and study, she
is on her way to achieving her goal. Together
with more than 200 cadets, Chelsi graduated
from the NSW Police Academy in December
2011, in front of her proud family and
supportive friends.
Chelsi, now a mature young woman of 26, was
first exposed to the diversified work of police
officers while she was in primary school. She
says, ‘I remember being mesmerized by the
way they spoke, the confidence they had and
the passion they felt—it was inspirational.’
32
When a close friend joined the Indigenous
Police Recruitment Our Way Delivery (IPROWD)
Program, Chelsi knew that she too could
give it her best shot. She gained entry to the
Police Academy through IPROWD, a training
program that helps Aboriginal and Torres Strait
Islander people to gain entry to the NSW Police
Academy. Students enrolled in the 18-week
IPROWD program must complete a Certificate
III in Vocational and Study Pathways through
their local TAFE. They also receive mentoring in
areas such as fitness and communication, and
spend an orientation week at the NSW Police
Academy in Goulburn.
2
After being accepted into the program,
Chelsi made the long journey from her
small home town of Menindee, near
Broken Hill, to Dubbo, where she stayed at
Warrina. Warrina provides accommodation
to young people needing a place to stay
while undertaking study at TAFE or working
in apprenticeships. The friendly, caring
environment suited Chelsi perfectly. She
observed that ‘the staff and other residents
at Warrina were unbelievable—they were
always there when you needed that little
extra bit of support’.
Chelsi was determined to fulfill her dream,
although she admits she had lots of
obstacles in her way: ‘I was overweight, had
low self-esteem and I lived in the middle
of nowhere!’ Acknowledging the help of
the staff and residents at Warrina, as well as
IPROWD workers, Chelsi says the support of
everyone around her helped her overcome
these barriers. ‘They helped me smash
down those barriers and were a great
support throughout my time in the college,’
she said.
Chelsi is now serving in the Tweed-Byron
Local Area Command on the New South
Wales far north coast, a 20-hour drive from
home. Even though she is away from her
family, she knows that the support of the
friends that she made at Warrina and the
Police Academy will help her through. She
says, ‘The friends I’ve made through this
journey are for life!’
Chelsi is enjoying putting into practice the
things she learnt throughout her course,
contributing to the community and
undertaking a range of practical tasks. She is
well on the way to achieving success in her
chosen career.
Dylan Appleby
Dylan Appleby, IYMP Arthur
Located in Coffs Harbour on the New
South Wales mid-north coast, IYMP
Arthur provides an ideal option for young
Indigenous people who must leave
their home to study or start a new job,
in a new location. The house provides
comfortable, affordable accommodation
while students undertake study at local
colleges and universities. IYMP Arthur also
provides a stable base for people who are
involved in traineeships, apprenticeships
and cadetships. Staff at the hostel help
residents with the transition from their
own communities by providing a friendly,
supportive environment and by making
sure all residents feel welcome and
comfortable.
When Dylan Appleby completed Year 12,
he was unsure of the next step to take. He
knew the opportunities in his home town
of Stanthorpe in Queensland were limited,
so he researched his options and made the
decision to move to Coffs Harbour. Since
making the move, Dylan has called IYMP
Arthur home.
When he first moved to Coffs Harbour,
Dylan started a pre-vocational course at
Southern Cross University. After studying
hard, and successfully completing the
course, he realised university study was not
for him so he tried his hand at studying at
TAFE. Enrolling in a Certificate III in Events
Management, Dylan found a practical job
33
with a local Coffs Harbour events company,
which exposed him to different working
environments and offered him an insight
into the dynamic ‘events’ industry. While
managing local events certainly kept him
busy, he quickly realised his goal was to
become an electrician. Scanning the local
papers, he came across advertisements
for apprenticeships with Essential Energy,
the major supplier of energy for the north
coast of New South Wales. Dylan began the
five-month long application process, which
involved online assessments, questionnaires
and interviews.
After successfully completing all the
assessments Dylan was invited to attend an
interview. This proved to be a stressful, yet
positive experience for him. Knowing there
were 18 other applicants, Dylan nervously
waited for three weeks until he was offered
an apprenticeship with Essential Energy.
Staff and residents at IYMP Arthur know
that Dylan will be prepared for the work
and study that an apprentice’s life brings:
they have seen how focused and positive
Dylan has remained while he works hard to
achieve his long-term goal of becoming an
electrician.
Dylan has certainly proved that persistence
and hard work pay off! The support and
security of the IYMP program and staff have
helped keep Dylan on track so that he has
been able to achieve his dreams.
34
Joyce RalphRivers
Joyce Ralph‑Rivers,
Thornton IYMP
At just 24 years of age, Joyce Ralph-Rivers
has big dreams for her future. Joyce, who
recently graduated from Charles Darwin
University with a Bachelor of Education,
was acknowledged for her hard work and
commitment with the university’s Award for
Excellence in Professional Knowledge and
a scholarship that helped her complete her
university studies.
Joyce was born in Darwin, but grew up
in Broome, Western Australia. Her mother
is a Bardi woman from One Arm Point
community on the Dampier Peninsula and
her father is a Kija man from Halls Creek.
Growing up, Joyce loved going to school,
hanging out with friends and family, and
playing netball. She developed a strong love
of learning, especially reading and writing,
supported by good teachers who made
school fun, and encouraged by her parents,
who instilled in her an appreciation of the
importance of education and of hard work
and persistence. It seems fitting that when
Joyce started her university studies in 2006,
she enrolled in a bachelor of education
2
pre-service degree. Her choice of university
was Charles Darwin University in Darwin at the
Casuarina campus.
Two of Joyce’s main challenges were
financing her studies and finding a place to
stay. ABSTUDY was a great help with money
matters, supplemented by assistance from
Joyce’s parents to help her buy resources and
material for classes. When Joyce first moved
to Darwin to attend university, she lived with
her cousin, who had three sons. While she
loved living with them, Joyce found it hard
to concentrate on her studies. Fortunately
she heard about the IYMP and the hostels
and houses that AHL runs, and she moved to
Thornton IYMP house.
Joyce believes that staying at AHL’s Thornton
house really helped her to get to where she
is now. ‘They provided me with affordable
accommodation and meals, a safe and happy
environment, and gave me freedom to do
things independently which not only helped
me complete my studies but allowed me to
make friends with other people from different
places,’ she says.
Joyce has now completed her degree and
is teaching young Indigenous children at
Millner Primary School in Darwin. She herself
hasn’t stopped learning; for instance many
children in her class have hearing problems, so
Joyce has learnt sign language to help her to
communicate with them. She is also thinking
of returning to university to do a master’s
degree in education.
Selena Brown, Thornton IYMP
Another inspiring IYMP participant is Selena
Brown, who is doing well at her nursing and
midwifery studies at the Batchelor Institute of
Indigenous Tertiary Education. Selena, who is
well known to many as a former contestant
on a TV reality show, is, like many students,
encountering both challenges and rewards in
her studies. But with her determination to keep
healthy and focus on successes rather than
obstacles, and the support she is receiving
from staff and other residents at Thornton IYMP
house, she is on track to achieve her dream
and gain the skills and qualifications which will
enable her to make a real difference to others.
Selena Brown
35
2.3Enabling access to
health services
During 2011–12, AHL operated 11 hostels which
provided accommodation for residents who
require access to medical services. They included
four hostels supporting people undergoing renal
dialysis treatment; one hostel designed for women
(including new mothers and babies); five hostels
for people accessing a range of medical services,
including renal; and, for part of the year, one
hostel designed specifically for aged Indigenous
residents. The following case studies describe
some of these situations.
In most cases, these hostels provide post-hospital
support, including meals appropriate for people’s
dietary requirements. Hostel managers collaborate
with other service providers, such as Mission
Australia, which provides transport for patients in
our renal accommodation facilities.
AHL relies heavily on the life experience, social and
management skills of our staff to help residents
who need access to professional medical services.
For example, our renal residents require long-term
accommodation, so the hostel provides family
home-style comfort. The long distances travelled
by many residents seeking medical attention can
be a concern for them. Where possible our staff
encourage residents to keep in contact with their
families and communities.
Alyerre Hostel, Alice Springs
Alyerre Hostel in Alice Springs commenced
operations on 29 June 2011. The hostel is a
collaborative partnership between AHL, other
Australian Government agencies, and the
Northern Territory Government with $4.6m
in funding from the Australian Government’s
Social Housing Initiative.
With 34 rooms, the medical hostel caters
mainly for residents undergoing renal dialysis
treatment. Each single room has access to
a bathroom and is wheelchair friendly. The
grounds are beautifully landscaped for minimal
maintenance and have multiple relaxation
areas which can be split into women’s and
men’s areas if required. To assist residents
with maintaining independence, there is a
fully equipped residents’ laundry and outdoor
clothesline.
Residents receive regular support from
hospitals and other community organisations,
with a daily visit from healthcare
representatives. The Alice Springs Renal Unit
provides a door-to-door bus service each day.
Alyerre is located in the central business district
36
of Alice Springs, giving residents easy access
to shops and essential local services. Alyerre
residents greatly enjoy the privacy of their
single rooms and the close proximity to the
town centre.
Nancy, a resident of Alyerre while waiting for
a renal dialysis treatment vacancy to become
available in her home town of Tennant Creek,
explained that the comfort of the hostel and
its excellent location made a big difference
to her. She said, ‘It only takes a few minutes to
walk to the bank.’ A number of single residents
relocated from Topsy Smith Hostel, also in Alice
Springs, to Alyerre Hostel due to the attractions
of single-room accommodation and the
hostel’s central location.
Indeed, the opening of Alyerre Hostel fulfilled
a real need for accommodation targeting
residents’ circumstances as the freeing up of
shared rooms in Topsy Smith Hostel created
new opportunities for people accompanied by
family members. Now, both single people and
those accompanied by partners or carers can
be accommodated more appropriately.
2
Alyerre
Hostel, Alice
Springs NT
‘Because we have shared rooms at Topsy
Smith Hostel,’ says Natasha Appo, Hostel
Manager, ‘we are now able to focus on
providing accommodation for renal patients
accompanied by partners or full-time carers.
A lot of our residents are from remote
communities. Accessing dialysis means
relocating to Alice Springs—not just the
patient but, in many cases, their partner or
carer too. We have found that companionship
is important in keeping these residents strong
and happy. They feel more secure and less
stressed when a partner or carer is with them.’
Menus at Alyerre are designed in collaboration
with dieticians from Alice Springs Hospital and
reflect the nutritional needs of residents with
diabetes or renal disease. Meloney Ford, who is
the full-time cook at Alyerre Hostel, previously
worked at Topsy Smith Hostel. She has
considerable experience in working to provide
a menu for patients with renal disease, and
takes pride in serving meals that are nutritious
and tasty, and that residents enjoy.
South Hedland Hostel
Opened in May 2012, the South Hedland
Hostel in Western Australia provides 40 beds to
help Indigenous Australians to access medical
services, with a priority for renal outpatients.
It is located near the Hedland Health Campus.
This $11m AHL facility is a collaborative
partnership between the Australian
Government which provided the capital and
the Western Australian Government.
South Hedland’s first resident was Mr Watson
from Jigalong Community near Newman in
Western Australia. He had previously been a
resident in other AHL hostels—for example,
Derbal Bidjar and Allawah Grove in Perth. At
that time, he needed to make the long journey
to Perth in order to access medical treatment
at the Royal Perth Hospital. Now, he can stay
at the South Hedland Hostel while receiving
treatment at the local hospital.
Mr Watson explained that he is ‘so happy
to be the hostel’s first resident and to be so
close to his Homelands and Country’, as this
is important. He believes that other residents
who come from nearby communities will
benefit greatly from the new hostel location
and facilities.
Ms Katrina Khan was the first pregnant resident
at South Hedland Hostel. The staff and Mr
Watson welcomed her into the hostel as an
expectant mother. All were delighted when
she gave birth to a healthy baby boy at
Hedland Health Campus. Katrina was very
appreciative of the extra attention and helpful
assistance given by hostel staff. Katrina
37
explained that she was ‘very happy that AHL
provided accommodation in South Hedland
because it is within walking distance to the
local hospital and the hostel facilities are great’.
Both Mr Watson and Katrina were impressed
with the new hostel facilities, rooms, buildings
and landscaped gardens, and the fact that
they feel that the hostel is a safe and secure
environment for all residents.
Aboriginal mothers’ facilities
Katherine. Like Katherine Women’s Medical
Hostel, it will help ensure that women from
remote communities can give birth safely, with
culturally appropriate support services and
comfortable accommodation while awaiting
birth and, later, pending return to their
communities.
AHL hostels that provide accommodation
specifically for mothers and babies are
designed to ensure an optimum environment
at this special and sensitive time.
During 2011–12, the company operated one
hostel catering specifically for the antenatal
and postnatal care of Indigenous mothers and
babies. The Katherine Women’s Medical Hostel
in the Northern Territory is reassuringly close
to the local maternity hospital. It has a long
tradition of welcoming expectant mothers
from remote areas so they may safely give birth
when the time comes. It also welcomes new
mothers. Visitors, especially the new baby’s
brothers and sisters, are welcome whenever
possible. As well as supporting good birth
outcomes for women and babies, this aspect
of the hostel’s functions strengthens family
functioning and is much appreciated by
residents.
A new service, Aboriginal Mothers
Accommodation, formerly known as the
Indigenous Mothers Accommodation, will
open in Darwin in early 2012–13. This hostel
will carry on the fine tradition of specialist
service to mothers and babies established in
38
AHL supports a number of additional services
specifically designed for mothers and babies,
including around the time of childbirth.
As well as providing specific maternity
accommodation and hospital transfer in
Katherine, and, soon, in Darwin, AHL hostels
can provide links to other health, parenting
skills and child development services (such as
playgroups for accompanying children) that
provide support through the early childhood
period.
As well as operating its own mother and
baby hostels, AHL provides funding for the
community-operated Mookai Rosie Bi-Bayan
hostel in Edmonton, which caters for mothers
from Cape York, the Torres Strait, and other
remote areas of Queensland.
2
Derbal Bidjar Hostel
Derbal Bidjar is a 30-bed medical hostel in
Perth. It caters for many residents from remote
areas of Western Australia who must travel to
Perth for medical care, including major surgery.
Recently, Derbal Bidjar hosted a work
placement for Lydia Taban, a student at
Polytechnic West Balga Campus. As part of her
studies in community services, Lydia undertook
a 60-hour supervised field placement at Derbal
Bidjar. As well as meeting and interacting with
residents, and generally assisting the Hostel
Manager, Lydia undertook a wide range of
tasks, including administration, kitchen-hand
duties and domestic work.
Part of the learning experience for Lydia was
interviewing some of Derbal Bidjar’s residents
about their family and cultural backgrounds,
linguistic skills, and work achievements.
Resident Gail Smiler, from Fitzroy Crossing,
explained to Lydia that she speaks five different
languages, and has worked extensively as an
interpreter, a career that has taken her all over
the world to translate for her people. Another
resident, Marcia Ashwin, from the mining town
of Wiluna, was missing her daughter Joelle,
who works as a truck driver at the mine site,
and said that she was keen to return home and
resume life in the community.
Meeting and talking with residents like Gail
and Marcia helped Lydia to gain a more
accurate idea of the culture and way of life of
Indigenous people, and their achievements
in the modern world. In fact, the hostel,
the college and Lydia herself believe that
the placement was so successful that they
are planning opportunities for other nonIndigenous and Indigenous students to gain
similar practical experience at the hostel.
Derbal Bidjar
Hostel, Perth WA
39
2.4Assisting Indigenous
Australians with temporary
accommodation
AHL assists Indigenous Australians who need
temporary accommodation for various reasons.
Residents may be homeless, seeking access to
government housing, using medical services,
or visiting family and friends. Many hostels are
designated as ‘multipurpose’, assisting residents
with a variety of needs.
A beacon for travellers to Darwin
For more than 30 years Galawu Hostel in
Darwin has been providing accommodation
for Indigenous people from remote areas
and communities in the Northern Territory.
The hostel allows residents better access to
important facilities such as health, education,
employment and government services.
Located near the centre of Darwin, Galawu
Hostel was originally opened in 1976, yet has
maintained its iconic status and history in the
vibrant, continually changing city of Darwin.
During 2011–12, AHL operated 68 hostels
and houses designated for use as temporary
accommodation. It provided funding to help
community organisations to run a further 46
hostels. The hostels are located in rural, remote
and metropolitan areas of Australia.
The occupancy level at each hostel can vary
considerably depending upon the season and
the reason for clients’ visits. According to the 2012
resident survey, most residents in multipurpose
hostels were seeking access to medical services
and government housing.
Originally from Milingimbi Island, Ruth Mula
Gaykamayu calls Galawu home while she
undergoes renal dialysis treatment. A proud
family woman, Ruth misses her family and
home, but has plenty of friends at the hostel, as
well as her brother and other relatives, to keep
her company. She finds time and energy to
teach her language to missionaries and she
goes hunting for delicious mud crabs and fish
in the mangroves that surround Darwin.
With 34 rooms, the multipurpose hostel is
home to residents from all over the Northern
Territory, from Bathurst Island to Arnhem
Land. It caters for many families who stay
at the hostel for short periods and also for
residents undergoing renal dialysis treatment.
If necessary, residents receive support from
the local hospital staff, including regular visits
from healthcare representatives. The Darwin
renal unit provides a daily bus service which
provides door-to-door transport to and from
the hostel.
Galawu Hostel, Darwin NT
40
photo supplied by Peter Buosi
Iris Clay Hostel, Townsville Qld
2
Alma Luke and Michael Johnson. Michael is
Chairperson of the Wulgurukaba Aboriginal
Corporation and delivered a Welcome to
Country at the Townsville book launch.
Bush medicine comes to the city
Iris Clay Hostel is located in Townsville,
Northern Queensland. It provides affordable
short-term accommodation for Aboriginal
and Torres Strait Islander people needing
accommodation. The hostel offers residents a
convenient place to stay and is close to major
services, shops and other facilities. Access to
public transport is easy and shops and schools
are only a short distance away.
The hostel was named in honour of Iris
Clay, one of AHL’s founding directors and
a courageous campaigner for rights for
Indigenous people throughout northern
Queensland, particularly Palm Island, from the
1950s to the 1970s.
Situated in Townsville’s city centre, the
hostel offers residents affordable short-term
accommodation, including meals, with modern
bathrooms, laundry facilities, and a relaxing
environment. Family harmony is enhanced
by the outdoor play area and barbecue
facilities. Healthcare workers regularly visit the
hostel and link residents with local services,
supplementing the constant efforts made by
the staff to initiate and maintain links with key
Indigenous organisations in Townsville.
Sometimes the reason for requiring temporary
accommodation can be a little out of the
ordinary. In early 2012, staff at Iris Clay
welcomed Kunjen elder Alma Luke and her
daughter Myrtle to the town because they
were visiting the region to promote Alma’s new
book, Uw Oykangand Oy berr—Traditional
Bush Medicine from the Kunjen of Kowanyama.
Written as a collaborative effort between
Alma, her daughter Myrtle, Alma’s niece Annie
Patterson and artist Bernadette Boscacci, the
book features 16 of the most commonly used
plant-derived medicines from Errk Iygow
country near Kowanyama on Cape York, in far
north-west Queensland. Co-author Bernadette
reports that the ‘launch went really well, there
was a good size crowd and the staff at AHL
made sure the women were comfortable, so
thank you AHL!’
41
Jane Arnold Hostel, New Farm QLD
Seaman Dan
Seaman Dan finds a berth at
Kuiyam Hostel
Kuiyam Hostel in Cairns is a 70-bed
multipurpose hostel catering for Indigenous
people who are starting employment,
awaiting housing or in town for other
reasons. One of its regular guests is Seaman
Dan, a very well known and respected
performer from Thursday Island in the Torres
Strait. Whenever he is in Cairns to perform,
record or visit family and friends, Seaman
Dan stays in one of the comfortable rooms
at Kuiyam. He is a fan of the outdoor areas,
including two gazebos and a barbecue
where guests meet and exchange stories.
‘The service at Kuiyam is really good,’ says
Seaman Dan; ‘I will always return to Kuiyam
when in Cairns: it’s my second home.’
42
A turning point at Jane Arnold
Hostel
Jane Arnold Hostel is a 30-bed
multipurpose hostel in New Farm, Brisbane.
One former resident has explained how
he learnt a number of valuable life skills
while at the hostel. Over the years prior to
moving to Jane Arnold, he had developed a
drinking problem, mainly due to the social
interactions that this behaviour provided.
The hostel’s strict ‘no drinking on the
premises’ policy greatly helped this resident
to manage his addiction to a point where
he no longer feels the need to go out to
pubs or nightclubs, or, more importantly, to
drink at home.
‘The service AHL provides has not only
helped myself but it also helps and
educates each and every one of the other
residents that stay here. I am happy to
have lived at one for the past year. I am
now moving on and I certainly will miss
the hostel, and the people that made the
wheels of the place, turn,’ says this now
former resident.
2
William’s journey
William T Onus hostel in Melbourne is
a multipurpose hostel which provides
short-term accommodation for Indigenous
people who are starting employment,
awaiting housing or in town for other
reasons. One of its residents, Mr William
Young, is testament to the difference some
support and assistance on the path to
greater independence can make.
William Young
When Mr Young arrived, he was homeless,
had a number of health problems and
was finding it hard to get work. During his
stay, Mr Young showed his determination
to improve his circumstances. He paid his
tariff regularly, learnt basic cooking skills,
and attended medical appointments which
gave him much-needed assistance in
improving his health. Hostel staff supported
him in all of this, while encouraging the
maximum possible independence as Mr
Young established daily routines.
Mr Young has now moved out of the hostel,
and has his own room, bathroom, and
access to cooking facilities. He is enrolled
in a literacy course and is determined to
secure employment as his skills improve. He
maintains regular contact with hostel staff,
and often visits to share a meal and update
staff on his progress.
Both Mr Young himself and hostel staff see a
bright future ahead for this now ex-resident.
43
2.5Assisting communitybased organisations to
provide accommodation
AHL assists organisations to operate hostels and
may contribute funding for a variety of innovative
approaches to provide accommodation for
Indigenous Australians.
AHL’s Community and Corporate Partnerships
Program is designed to provide an opportunity for
community organisations and business to work in
partnership with AHL to provide accommodation
services for Indigenous Australian communities.
The program enables organisations to meet
accommodation needs which are not catered
for in AHL’s operations, by increasing local
participation and control and building community
capacity.
The program contributes funds to approved
organisations to operate hostels. If there is no
Aboriginal and Torres Strait Islander organisation
in the area and there is a demonstrated need for
accommodation in mainstream services under the
Community and Corporate Partnerships Program,
it may also contribute funding to a provider of
identified or reserved beds.
AHL is particularly interested in partnering with
organisations to provide accommodation that:
• accesses other wrap-around services that
help clients progress to independent living
• provides pathways to education and/or
employment and
• services areas of high need and extends
services to locations where AHL has no
presence.
Clontarf Aboriginal College foyer, Fremantle WA
44
2
Clontarf Aboriginal College
As well as directly providing accommodation
in hostels around Australia, AHL provides
non-government organisations which provide
similar services with funding assistance under
the Community and Corporate Partnerships
Program (formerly the Community Hostels
Grants Program). One hostel that receives
this kind of funding assistance is the Clontarf
Aboriginal College, which operates in
partnership with the Clontarf Academy in
Western Australia.
The Clontarf Academy provides students not
only with a sporting program, but with school
and employment options. The academy works
hand in hand with other hostels and a number
of schools by working closely with key staff
to ensure all students are attending school,
understand hostel rules and are working
towards achieving their life goals.
In order to remain in the academy, members
must be self-disciplined. They are required
to attend school regularly, apply themselves
to the study of an appropriate course and
embrace the academy’s requirements to
exhibit positive behaviour and a sense of
community at all times. Upon completing
the Clontarf program, graduates are assisted
by specialist employment officers from
Ben Ward presenting a Clontarf football
to Her Majesty Queen Elizabeth II
the Clontarf Foundation who provide
regular support and advice in the pursuit of
sustainable employment.
Clontarf College received a very special visit
from Her Majesty, Elizabeth the Second in
October 2011. Her Majesty was given a tour of
the college and officially opened the new onsite boarding hostel, which accommodates up
to 80 Clontarf Academy participants. After the
tour, student Ben Ward presented the Queen
with one of Clontarf’s footballs in appreciation
of her visit.
Bruce Adams, Stagpole Street Hostel
Stagpole Street Hostel in the tropical city
of Townsville has seen many people deal
with difficult issues of addiction. One such
resident, Bruce Adams, tells a powerful story of
determination and healing.
My story I believe is a powerful and
inspirational journey that I went through
during the period when I was drinking, getting
into trouble with the law also spending a lot of
my younger years in prison.
‘My name is Bruce Adams. I am a Lardil man
from Gununa, Mornington Island and a
proud one.
I started drinking at 13 years of age and I’d say
that I was an alcoholic by the time I was legally
old enough to walk into a pub to buy my own
45
grog. I guess it was just boredom and people
drinking all around me. I had lost a lot of
respect within myself and others. The only life I
led was drinking, getting drunk or going to
prison. I’d say I have been doing that for the last
25 years of my life. I would say that in prison it
did make me feel a lot better with having a
good feed also getting my health back, but as
soon as I got released I was back to square one
and it was an ongoing thing. So the last time I
was in jail, I said this was it I’ve had enough,
and I thought about making a better life for
myself, but as soon as I got out I got back onto
the old cycle again.
But one day, and I remember that day very
clearly—it was January 4th 2010—I decided
to walk into the gates of Stagpole Street Drug
and Alcohol Rehab Unit in West End, here in
Townsville. I felt safe and secure and I knew
that this was the best decision I ever made.
From that time I’ve never looked back. I am
now working at the Rehab as a Community
Engagement Officer. My role is going out
46
Bruce Adams
and talking to the people in the parks also
doing programs at the Cleveland Youth
Detention centre. I have been also a guest
speaker at conferences sharing my story. I am
currently doing a Certificate III in Community
Development and am a member of the
Townsville Community Justice Group. So I have
come a long way and now living the life I really
wanted. But I will always be there to help my
people no matter what.’
AHL operations
3
Section 3
AHL OPERATIONS
3.1Performance measures
49
3.2Collaboration
52
3.3Our people
56
3.4Internal audit
63
Children of residents in the playground after school, Neville Bonner Hostel, Rockhampton QLD
48
AHL operations
3
3AHL operations
3.1Performance measures
AHL is constantly looking for better ways to
measure and improve on the extent to which
its facilities provide safe, culturally appropriate,
affordable and comfortable special purpose or
temporary accommodation and tailored support
services. Its prime objective is to focus on client
needs. Figure 8 shows the basic elements of client
accommodation needs.
• accessing government and business
representatives for specific purposes, such as
emergency and waiting list housing
• using the flexibility in the AHL business
model to actively seek new business
opportunities.
d
an
le le
ab ab
rd rt
fo fo
Af com
fe
ap and
pr cu
op lt
ria ura
te lly
• building quality relationships with
educational organisations and teaching staff
for the benefit of our student residents
• creating a community-style environment
within which clients can benefit from each
other’s experiences
Figure 8: AHL client needs
ec
i
te al p
m ur
po po
ra se
ry o
Sp
t s
or ed
pp ne
su t
g ien
rin cl
ilo to
Ta ces
i
rv
se
Each year AHL aims to surpass the target
requirements set out in the Portfolio Budget
Statements for each program. Complementing
the corporate governance, priority setting and
evaluation processes undertaken by AHL, the
organisation aligns its service offerings towards
achieving specific Closing the Gap targets.
r
Sa
• networking with the local business
community to enable job training and
apprenticeships
AHL goes one step further in providing quality
accommodation to Indigenous Australians by
value-adding to each of its services to meet clients’
needs. In particular, AHL provides regional and
hostel managers with appropriate training and
support services to ensure that they can and do
meet the needs of clients. In this regard, AHL acts
as an enabler, assisting clients towards a better life
and better future.
Staff at AHL work in many different ways to
enhance business activities, including by:
• direct contact with local health and medical
services and support networks
AHL’s provision of accommodation and associated
support services is pivotal for many people
being able to access the services that will close
the disadvantage gap. AHL is determined to
strengthen its role in this area by being an active
partner with Commonwealth, state and territory
governments, business and non-government
organisations, and in the implementation of
National Partnership Agreements between
the Australian Government and state/territory
governments.
Measuring the benefit of social policy initiatives
can sometimes be difficult, as much of the
information is garnered through anecdotal
discussions about the success or failure of a
policy. Table 10 identifies each Closing the Gap
building block outcome and describes how AHL
participates in achieving the objectives.
AHL operations | Aboriginal Hostels Limited | Annual Report 2011–12
49
Table 10: Closing the Gap building blocks
50
Building blocks
AHL participation
Early childhood
Katherine Women’s Medical Hostel and the Aboriginal Mothers
Accommodation at Royal Darwin Hospital provide antenatal and postnatal
care for mothers and babies. Other AHL hostels provide links to important
services such as health, parenting skills and child development services that
provide support through the early childhood period.
Schooling
AHL encourages all school-age children to attend a local school while they
are in temporary accommodation. For example, staff at Silas Roberts Hostel
in Darwin encourage parents to send their school-age children (primary
and secondary) to school to build the children’s understanding, confidence,
and learning abilities.
Health
AHL has hostels which provide support for residents who require renal
dialysis treatment. The need for renal services continues to grow and AHL
continues to be asked to provide more accommodation in this sector. Renal
hostels assist residents with their individual dietary requirements, help
residents to lead active lives through supervised exercise programs, and
help residents to schedule regular trips to the local hospital, ensuring that
important medical check-ups and treatments are completed.
Economic participation
Residents can build upon their educational knowledge and life skills, in
preparation for mapping out their career path. For residents engaged in
seasonal work, hostels throughout Australia provide quality short-term
accommodation.
Healthy homes
The external environment of hostels and houses is as important as the
internal area. Garden sanctuaries are a prominent feature of some hostels
and houses, promoting pride and comfort in people’s surroundings. The
healthy atmosphere created (internally and externally) by caring staff
enhances our residents’ experience.
Safe communities
Hostel and house staff develop and maintain an appropriate level of safety
for each of our resident communities. Being respectful and acknowledging
the value of one another’s contributions to the hostel and house
environment are an important element of our residents’ stay.
Governance and
leadership
AHL continues to engage community stakeholders as a means to assess the
level of support to access the accommodation facility. This is an important
mechanism in ensuring the facility remains appropriate to the purpose
determined during the original feasibility and planning period.
AHL operations
3
Facilitating and enabling Indigenous Australians
to achieve their best is of paramount concern to
staff in AHL facilities. In addition, residents can
influence each other. Whether residents and staff
are providing general support to one another
or providing more specific information about
government housing, educational opportunities
or health advice, staff and residents consistently
try to help one another.
As an example, residents who have successfully
completed their secondary and tertiary studies
sometimes return to their hostel or house to share
their experiences. This follow-up activity allows
new students to directly hear inspirational stories
of achievement by former students, providing
confidence that they are on a similar path to
achieving their best. AHL appreciates feedback,
as it enables the company to better service
the needs of clients. Moreover, new business
developments can be driven in a positive way.
Figure 9 shows how AHL goes about changing
the everyday lives and futures of our Indigenous
residents.
Figure 9: AHL—enabling Better
Lives, Better Futures…
Evaluation and reviews
AHL continues to evaluate and review its suite of
accommodation facilities. In particular it looks at
‘fit for purpose’ criteria which enable the company
to identify whether a specific hostel is operating
at an optimal level and meeting the needs of the
community. If not, alternatives may be considered,
such as:
• reconfiguring internal furniture (bed, study
and communal facilities)
• changing the hostel type (for example, from
short-term accommodation to renal dialysis
accommodation)
• redeveloping or refurbishing the hostel
• closing the hostel.
As part of AHL’s quality assurance systems,
regional managers or their delegates make regular
scheduled visits to hostels in their regions. During
these visits the regional managers assess hostels
based on what they experienced on that day,
viewing hostels from a resident’s perspective and
discussing good performance or improvements
with hostel managers and their staff. Managers
subsequently send a quality assurance report to
National Office for action. During 2011–12, AHL
made quality assurance visits to 48 company
hostels.
Facilitate
'wrap-around'
services to lead
to independent living
AHL enabling
Better Lives,
Better
Futures…
Develop
partnerships with
the public and
private sector
Provide
pathways to
education, training
and employment
51
3.2Collaboration
Government initiatives
Through effective partnerships with other
Australian Government agencies, AHL contributes
wholeheartedly to government initiatives.
Tackling Indigenous Smoking
In 2011, AHL and the Department of Health
and Ageing formed a partnership to reduce
the prevalence of smoking in Indigenous
communities as part of the Tackling Indigenous
Smoking campaign. The campaign aims
to improve the overall level of health and
wellbeing of Indigenous people and is one of
the many initiatives the Australian Government
is currently undertaking to help close the gap
in Indigenous health outcomes.
In February 2012 a dedicated campaign
manager was recruited to implement the
initiatives of the campaign. In the months that
followed, AHL continued to build relationships
with community organisations, Aboriginal
medical services, other government agencies
and Indigenous print and electronic media.
One of the first activities undertaken by the
campaign was to host a community breakfast
on World No Tobacco Day, 31 May 2012.
The event sought to facilitate an important
conversation on the benefits of not smoking
and the support available to people who wish
to quit smoking. Key speakers included Dr Tom
Calma, National Health Coordinator, Tackling
52
Dr Tom Calma, National Health Coordinator
for Tackling Indigenous Smoking
Indigenous Smoking; the Hon. Tanya Plibersek,
Minister for Health; and the Hon. Warren
Snowdon, Minister for Indigenous Health.
In the period from March to 30 June 2012,
other activities included:
• hosting an Indigenous youth design
competition ‘Name the Campaign; Design
the Logo’
• producing a ‘Statement of commitment
on Tackling Indigenous Smoking’
• creating a Smoke-Free Support and Action
Network and convening regular meetings
• developing an AHL GovDex page on the
project
• creating a page on the AHL website
• utilising a range of print and electronic
mediums to spread messages on the
benefits of not smoking.
AHL continues to facilitate a conversation
on the benefits of being smoke-free and,
through the wider hostel network, seeks to
further promulgate important information
to Indigenous communities. As part of the
commitment, AHL will embed and strengthen
smoke-free practices in the culture of the
agency as a whole.
AHL operations
3
Stakeholder management
and partnerships
Kardu Darrikardu Numida, Wadeye NT
AHL’s extensive experience in providing temporary
accommodation for Indigenous Australians has
led to its recognition as a much sought after
partner in the provision of hostel accommodation.
While interest in traditional hostel facilities
remains strong, partners and potential partners
are approaching AHL when they are considering
different models of accommodation provision
suited to the needs of particular client groups.
AHL can offer assistance at various stages of a
project, including feasibility studies, community
consultation, design concept and construction
support, and indicative cost estimates. It
can also help by sharing its knowledge of
operational models and best practice; identifying
potential funding sources; and developing
funding applications. Four new and varied
accommodation facilities illustrate a diversity of
approaches.
KARDU DARRIKARDU NUMIDA, WADEYE
In 2010–11, AHL entered into an agreement with
the Department of Education, Employment and
Workplace Relations (DEEWR) under the
Indigenous Education (Targeted Assistance) Act
2000 to construct a 40‑bed boarding facility on
land at Wadeye NT. The land is subject to a
five‑year lease under section 31 of the Northern
Territory Emergency Response Act 2007. The
Wadeye regional boarding facility was completed
in the final two months of 2011–12 as part of the
Commonwealth’s commitment to provide quality
educational opportunities for Aboriginal and
Torres Strait Islander students, and to close the
gap in education outcomes between Aboriginal
and Torres Strait Islander and other Australian
students.
community consultation, establishing a local
advisory committee and working to complete
arrangements to make the facility operational.
Three key milestones were achieved during the
year:
• The facility name was selected. This name
was provided by the traditional owners of
Wadeye, the Kardu Diminin clan. ‘Kardu
Darrikardu Numida’ means ‘One Family –
One People’.
• The traditional smoking of the facility
was carried out. This reflected a strong
commitment from the community and the
surrounding region to support their youth in
achieving better educational outcomes.
• A 12-month operating agreement was
signed, committing AHL to the initial
operations of the facility, with a view to
extension.
Commencement of operations will see AHL
managing accommodation in its most remote
locality within Australia. Known to be isolated
for up to eight months of the year, during the
wet season Wadeye is accessible only by air.
Kardu Darrikardu Numida will provide access to
secondary education for students in the Wadeye
and Daly River region. AHL expects to take the
first students in term four of 2012, progressing
towards a larger cohort of students for the 2013
academic year.
As well as managing the construction of the
facility, throughout 2011–12 AHL cemented its
partnership with DEEWR by collaborating in
53
Aboriginal Mothers
Accommodation, Darwin NT
SOUTH HEDLAND HOSTEL, PORT HEDLAND
The 40-bed medical/renal hostel in South Hedland
was completed in February 2012. This $11 million
modern facility opened in May 2012 and has
already allowed several long-term dialysis patients
who formerly had to travel to Perth to access
accommodation and services closer to home.
The local community has shown keen interest
in supporting the hostel. AHL is working to form
partnerships with Hedland Health Campus,
Wirraka Maya Health Service and the WA Country
Health Service. In developing these partnerships,
AHL has been able to better understand the high
need for supported accommodation for people
with medical problems who have to travel to Port
Hedland to access appointments and treatment.
54
ABORIGINAL MOTHERS ACCOMMODATION,
DARWIN
In 2010 AHL entered into an agreement with
the Northern Territory government to manage
the construction of a 16‑bed hostel for mothers
requiring medical treatment in Darwin. The
facility was completed in March 2012 at a cost of
$4.38m and was a shared initiative between the
Australian Government and the Northern Territory
Government. AHL secured an operating lease and
will commence operating the facility in July 2012.
AHL operations
3
Tenders, submissions
and market failure
Apmere Mwerre Visitor Park,
Alice Springs NT
APMERE MWERRE VISITOR PARK, ALICE
SPRINGS
This joint initiative between AHL and the
Northern Territory Government is the first of its
kind in the Northern Territory. There is a variety
of accommodation types, including traditional
hostel-type accommodation, self-contained
cabins, tents and campsites. The facility provides
150 beds per night for visitors to Alice Springs.
AHL is recognised as being the largest and most
capable organisation in its area of business
and is often the first organisation approached
when needs must be met. AHL believes that its
correct place as a government-owned entity is
as a provider of services where there is market
failure. AHL has the view that non-government
organisations that are willing and able to provide
such services should be allowed to do so. AHL
does not seek to compete with or supplant
any other prospective provider of appropriate
accommodation or related services.
Should AHL be invited to operate a new facility,
its long running experience in operations,
construction and strong relationships with
government, service providers and the
community will be a valuable contribution to
ensuring optimal outcomes.
During the last 12 months the facility has
established many working partnerships with local
service providers. In particular, it has arranged
for residents to have onsite access to Centrelink
services and to outreach support services such
as community and government housing, health
checks and medical services.
This new model of accommodation has helped
AHL staff in Alice Springs to develop their
capabilities, by broadening the scope of duties
and responsibilities of lower level staff. Newly
developed ‘Accommodation Worker’ positions
allow staff to improve their skills and assist in
succession planning and career development.
55
3.3Our people
Kayla Websdale, Corporate Services
Administrative Officer, in the
Perth Regional Office, WA
2011–12 was a time of change for our staff. The
changes included the following:
• The National Office divisional teams
were restructured to provide a greater
level of support to the regional network.
An alignment of the regional network
commenced in May to provide a strong
presence in areas of higher activity.
business functionality, enabling AHL to better
showcase its history, achievements and
services in supporting the network of regions
and hostel accommodation.
Staffing profile
• A new enterprise agreement was successfully
negotiated. It received wide support, as
indicated by the 92 per cent affirmative vote.
AHL employs a workforce dedicated to delivering
hostel services and contributing to the Council of
Australian Governments’ Closing the Gap policy
agenda. At 30 June 2012 AHL employed 522 staff
(336 ongoing and 186 non-ongoing employees),
which equates to a full-time equivalent staff of
414. A breakdown is shown in Table 11.
• After 20 years at Bonner House, AHL relocated
its National Office to more suitable and
modern premises in the Canberra suburb of
Phillip. The facilities provide greater space and
Table 11: Staff profile at 30 June 2012 , by APS level
APS level
Total
staff Female
FullMale time
Parttime Ongoing
Nonongoing
Indigenous
NonIndigenous
Agency
Head
1
1
0
1
0
1
0
1
0
SES 1
3
1
2
3
0
3
0
1
2
EL 2
5
2
3
5
0
5
0
1
4
EL 1
17
9
8
17
0
16
1
10
7
APS 6
23
15
8
22
1
12
11
13
10
APS 5
24
15
9
22
2
19
5
17
7
APS 4
30
26
4
11
19
8
22
21
9
APS 3
93
59
34
81
12
78
15
81
12
APS 2
57
37
20
28
29
32
25
44
13
APS 1
269
168
101
136
133
162
107
191
78
Total
522
333
189
326
196
336
186
380
142
Proportion of
total staff
(%)
100
64
36
62
38
64
36
73
27
SES = Senior Executive Service; EL = Executive Level; APS = Australian Public Service
56
AHL operations
3
Recruitment and retention
AHL’s key recruitment and retention strategy is to
create an environment that will attract, develop
and retain a skilled workforce. This has remained a
focus for AHL in the 2011–12 financial year.
Sven Mick, Indigenous Youth Mobility
Program Project Manager, Darwin NT
A review of recruitment practices and processes
was conducted during the year. As an immediate
outcome, and in advance of whole-ofgovernment reforms to recruitment practices
aimed at reducing advertising costs, AHL made
significant changes to its recruitment advertising
arrangements. These changes helped achieve a
reduction in recruitment advertising costs from
$289,163 in 2010–11 to $167,737 in 2011–12.
Workplace diversity profile
AHL has a strong track record in workplace
diversity. Over the past five years we have
averaged 76 per cent Indigenous employment.
This represents the highest proportion
of Indigenous employees across the
Commonwealth.
Table 13 shows recruitment, separation and
turnover statistics for the four years to 2011–12.
AHL will continue to actively seek employment
opportunities for Indigenous Australians at
all levels of its organisation. This year AHL’s
Indigenous employment dipped slightly. This
decline is not considered statistically significant.
Table 12 provides further information on diversity.
Table 12: Diversity of AHL
employees, 30 June 2012
Group
Proportion of total
AHL employees (%)
Indigenous
73
Women
64
Aged 46 years and
over
53
Under 25 years of age
7
From non-English
speaking background
7
Have a disability
3
Pictured left to right are Stephen Sedgwick AO,
APS Commissioner; Taylor Cameron; Cindle
Longford; Jessica Donnelly and the Hon. Gary
Gray, Special Minister of State. Taylor, Cindle
and Jessica completed a traineeship as part
of the APS Indigenous Pathways Program,
and received a Certificate IV in Government.
57
Table 13: APS-level recruitment, separation and turnover, 2008–09 to 2011–12
Activity
2008–09
2009–10
2010–11
2011–12
224
221
267
133
14
9
20
7
0
0
0
0
Assignments at level
21
3
25
5
Retirement termination
12
27
22
6
Ongoing engagements
131
139
106
93
Ongoing separations
125
129
117
104
Staff turnover (%)
23.3
24.9
23.5
20
196,366
350,609
289,163
167,737
Positions advertised
Promotions
Applications for review of promotion
a
Recruitment advertising ($)
a Excludes staff who separated from AHL due to end of contract or redundancy.
Attendance
In 2011–12, there was a total of 15.55 days of
unscheduled leave per full-time equivalent
employee. This included an average of 11.06 days
of sick/carers leave, 2.78 days of miscellaneous
leave, and 1.71 days of workers compensation
leave per full-time equivalent employee.
A major outcome of the recruitment review
conducted in 2011–12 was development of a
retention strategy to be implemented in the
coming year. The strategy includes a robust
induction program, which research has shown has
links to the overall retention rate of staff.
Valuing and developing staff
AHL continues to offer training programs to
address organisational and individual capability
needs. AHL benefits by having expertise in
areas critical to its future strategic and business
priorities. Training programs are also driven by
individual development needs and identified
through performance conversations. Training may
58
be conducted in-house or provided externally and
is delivered at national or regional office locations.
Expenditure on training during 2011–12 was
$240,165. During the year, a total of 497 training
attendances were recorded. The average number
of training hours per person was 9.36 hours.
AHL provides continuous support to its staff
with their development through internal and
external programs.
A range of accredited training programs were
conducted during 2011–12. For example five
people participated in the Productivity Places
Program. Of the five, two are undertaking a
Certificate IV in Project Management, one a
Diploma of Accounting and two a Certificate IV in
Business Administration.
In 2011–12, as in previous years, staff members
attended technical and professional conferences
on education, welfare, Indigenous health,
accounting, and Comcare, and the National
Association for Rural Student Accommodation
conference. Staff also attended Indigenous
Australian Public Service Employees Network
AHL operations
3
meetings nationwide, and the National
Indigenous Australian Public Service Employees’
Conference.
AHL’s Studybank scheme is a mechanism to
encourage staff to take responsibility for their own
development and to seek opportunities to further
develop their knowledge, skills and competencies.
During 2011–12 five staff were approved for
Studybank.
Jude Barlow
Jude Barlow, Assistant Manager, Human
Resources, is now a proud graduate from
Charles Sturt University with a Bachelor of Arts.
This represents seven years of hard work for
Jude, with Studybank support from AHL.
Jude’s major studies were in literature, with a
special focus on Australian, Irish and American
literature. Her degree also included units in
philosophy and history.
AHL’s Studybank support over seven years
included time away from the workplace to
attend lectures, tutorials and examinations.
Jude believes that without this assistance it is
very unlikely that she would have been able to
complete her degree.
‘I believe very strongly in the importance of
education for Aboriginal and Torres Strait
Islander people,’ says Jude, who, in her position
of Assistant HR Manager, has the opportunity
to encourage and assist other AHL staff to
follow the sometimes difficult road to tertiary
education. ‘Undertaking my degree has not
only allowed me to expand my horizons and
Jude Barlow, Assistant Director Human
Resources, National Office Canberra,
completes her Bachelor of Arts degree
my view of the world, but confirmed that it is
possible to do so many things if the right sort
of support is provided.’
Jude is now considering further studies
towards a master’s degree, and is determined
to never stop learning.
59
Danielle Pring
AHL’s Senior Records Officer, Danielle Pring,
is another Studybank success story. While
working full time, and with the support
of AHL, Danielle decided to undertake
part-time study to complete her Diploma
of Business Administration at the Canberra
Institute of Technology. Danielle successfully
completed her studies, and graduated in
May 2012.
By completing her diploma, Danielle has
increased her educational knowledge, skills
and experience, and achieved an academic
milestone. She hopes that the completion
of her studies will expand and broaden her
employment opportunities within AHL.
Danielle was the only Indigenous woman
to have graduated in her class and proudly
wore a sash that combined the golden
yellow of her business administration
peers with the Aboriginal colours—a fine
tribute to her proud cultural heritage. ‘I
am just so proud to have finally got to this
culmination of my studies; to have the
opportunity to graduate with this Diploma,
with my peers and represent my cultural
heritage. It was an amazing moment for
me.’ Danielle hopes to continue her further
education in the fields of record keeping
and file management, primarily because of
the value she places on the preservation
of historical records for posterity. Danielle
knows that having a quality record-keeping
and file management system can enable
an organisation to make good business
decisions.
‘Having the opportunity to work fulltime,
and also achieve a milestone in your higher
education as a mature student proves that
you are never too old to expand on your
knowledge and learn new things,’ reflects
Danielle.
60
Danielle Pring, Senior Records Officer,
National Office Canberra, completes her
Diploma of Business Administration
Recognising our staff
Each year, selected staff receive specific awards
for their personal commitment, excellence in
management, client service, innovation, initiative,
outstanding contribution or corporate citizenship.
In 2011–12, AHL Australia Day awards for
achievement were given to the following staff.
Tamara Fraser
Western Australia
Sven Mick
Northern Australia
Veronica AhWang
Northern Queensland
Donna Staudinger
Southern Queensland
Lara Ruttley
New South Wales
Fay Halatanu
Victoria
Ronald Satour
South Australia
Nerida Baker
Central Australia
Cara Smith
National Office
AHL also provides additional recognition to
employees who have remained with the company
for a period of 10 years or more. In 2011–12, the
following staff members were recognised for their
years of service.
AHL operations
3
Workplace relations
10 years service
Jean Ah Chee
Marika Braun
AHL has a consolidated enterprise agreement
that covers all APS 1 to Executive Level 2
employees. The agreement nominally expires on
30 June 2014.
William Gorham
Staff survey
Tresna Appo
Rose Logan
During the 2011–12 financial year all AHL staff
were invited to participate in an APS-wide
Employee Census conducted by the Australian
Public Service Commission in May 2012.
An AHL staff survey has been designed for
implementation in the second quarter of 2012–13.
John Savage
Phillip Talbot
James Tapp
15 years service
Work health and safety
Zita Colless
On 1 January 2012, the Work Health and Safety
Act 2011 replaced the Occupational Health and
Safety Act 1991, the legislation that previously
applied to AHL in relation to work health and
safety matters. The primary objective of the Work
Health and Safety Act is to provide for a balanced
and nationally consistent framework to secure the
health and safety of workers and workplaces.
Rose Flaherty
Tracey Leo-Warcon
Pamela Jackson
Carla O’Connor
Clayton Wallace
30 years service
Peter Rotumah
Performance management
A comprehensive review of the performance
management system was completed in
2011–12. The improvements identified will be
implemented in the coming year, and the new
processes will centre on building sustainable
relationships, the recognition and management of
talent, the promulgation and integration of best
practice models, and participative performance
management.
INITIATIVES
AHL has sought to meet its primary work health
and safety objectives by protecting its workers,
and other people who come into contact with its
workplaces, against harm to their health, safety
and welfare. It does this through the elimination
or minimisation of risks arising within AHL’s
workplaces. Using a systematic approach, AHL
instigated six initiatives to help achieve this:
1. A gap analysis was conducted to identify
discrepancies between its work health
and safety management system and the
new requirements of the Work Health and
Safety Act.
2. A work health and safety specialist was
employed to enhance the capability of its
Health and Safety Team.
61
3. A due diligence framework was developed to
enable AHL officers to be aware of their due
diligence duties and how to discharge their
responsibilities under the Work Health and
Safety Act.
4. Training was and continues to be delivered
to help staff make the transition to the new
arrangements, through web-based training,
face-to-face training and other means.
5. A Work Health and Safety Committee
has been established, with national
representation across all business lines and
clear reporting interfaces with the AHL Board,
Executive and Audit and Risk Management
Committee. It established an upwardscascading work health and safety reporting
structure so that hostels and business lines
could report on lag and lead data.
6. The Work Health and Safety Team
commenced a comprehensive assessment of
all open workers compensation claims.
OUTCOMES
AHL’s workers compensation premium for
2011–12 was initially set at 5.6 per cent of its
annual wages and salary, an increase from 3.6 per
cent in 2010–11. This reflects the upwards trend in
claim frequency and the cost of claims for injuries
suffered in the premium calculating period of
2007–10. The 5.6 per cent premium for 2011–12
has subsequently been reviewed and, due to
a reduction in projected claim costs, revised
downwards to 5.4 per cent.
AHL’s work health and safety management system
is structured on awareness at the hostel/business
line, at the regional and national levels. The
awareness has been facilitated by the cascading
work health and safety reporting structure and has
led to compliance with quarterly work health and
safety reporting.
Table 14 shows the number of incidents notified
under section 68 of the Occupational Health and
Safety Act 1991 and Part 3 of the Work Health and
Safety Act 2011.
Table 14: Notifiable incidents, 2011–12
Notifiable incidents
Death
3
Dangerous occurrence
2
Serious personal injury
1
In 2011–12, AHL was not the subject of any
investigation under Part 10 of the Work Health
and Safety Act, in respect of its business or
undertakings.
With claim frequency high, AHL has nevertheless
reduced its average claim cost to just above
one-third of the average Commonwealth claim
cost ($21,000 compared to $72,000 for the
Commonwealth average). This reduction in costs
has primarily been attained through AHL’s positive
approach to returning its injured employees to
meaningful and suitable rehabilitation programs.
62
Number
AHL operations
3
3.4Internal audit
In 2011–12, Internal Audit visited five
company‑operated hostels and two regional
offices as part of quality assurance reviews. Issues
identified were referred to regional management
for remedial action and to Hostel Support Division
for inclusion on the national tracking database.
Staff of the Australian National Audit Office
(ANAO) visited AHL’s National Office during May
2012 as part of its 2011–12 financial statements
audits.
The following key AHL documents were
revised during 2010–11 to reflect the Australian
Government’s Fraud Control Guidelines:
• Fraud Control Plan 2011–13
• Strategic Audit Plan 2011–13
• Internal Audit Manual.
These documents were submitted to the Audit
and Risk Management Committee and were
approved for implementation during the 2011–12
financial year
The Chief Executive Officer, Board of Directors
and Audit and Risk Management Committee are
satisfied that AHL has in place appropriate fraud
control mechanisms and that those mechanisms
comply with the ANAO’s Fraud Control Guidelines.
The AHL Fraud Awareness Guide is widely
distributed to existing and new AHL staff and
to all contractors engaged by AHL. The guide is
a quick reference to fraud control, fraud control
policy, reporting responsibilities and the Code
of Conduct, and includes contact details for the
reporting of fraud or suspicion of fraudulent
activity within the company.
In 2011–12, Internal Audit provided fraud
awareness training to staff in National Office and
the two regional offices visited. The prevention
and review of suspected and proven fraud against
AHL is an ongoing priority.
During 2011–12, three fraud-related investigations
were undertaken or coordinated by Internal Audit.
Two fraud cases were referred to the relevant state
police and the Australian Federal Police for further
action. One fraud case related to an invoice scam
and no moneys were released or paid.
The company maintains effective fraud
prevention, detection, investigation and reporting
procedures and processes. Annual fraud data
has been gathered and reported in accordance
with company guidelines and the Fraud Control
Guidelines.
63
64
Corporate governance
4
Section 4
CORPORATE GOVERNANCE
4.1Corporate governance statement
67
4.2Directors’ Report
71
AHL Board Members (left to right): Hugo Johnston, Vanessa Elliott, Kevin Smith, Pat
Watson, Wayne Jackson PSM, Kerrynne Liddle and Gina Smith.
66
Corporate governance | Aboriginal Hostels Limited | Annual Report 2011–12
4Corporate governance
ABORIGINAL HOSTELS LIMITED
ABN 47 008 504 587
4.1Corporate governance
statement
Unless otherwise disclosed below, the company
has followed the best practice guide on corporate
governance principles, as published by the
Australian National Audit Office, for the entire
financial year ended 30 June 2012.
Board composition
The skills, experience and expertise relevant to the
position of each director who is in office at the
date of the annual report and their term of office
are detailed in the Directors’ Report.
The company has adopted the Australian Public
Service (APS) Values and APS Code of Conduct,
which apply to all directors and employees. The
Values and Code of Conduct provide a framework
for ethical behaviour, actions and decision-making
within the company. They enable consistent
standards and approaches to be adopted in all the
company’s dealings with customers, stakeholders
and employees.
The APS Values and Code of Conduct are
communicated initially to all new directors and
staff through the induction process and are also
incorporated in in-house training programs. Staff
are briefed through internal staff emails when
there are significant updates.
AHL directors are appointed by the Minister for
Families, Community Services and Indigenous
Affairs. All directors are non-executive.
Directors are obliged to be independent in
judgement and to take all reasonable steps to
ensure that due care is taken by the Board in
making sound decisions.
The names of the non-executive directors in office
during the financial year and until the date of this
report are:
Board training
• Mr Kevin Smith (Chairperson)
• Mr Hugo Johnston
• Mr Pat Watson
• Mr Wayne Jackson PSM
• Ms Kerrynne Liddle
4
Directors undertake a comprehensive Company
Directors Course Diploma. This course is delivered
by the Australian Institute of Company Directors
and was part of the induction program for
new directors and the refresher course for
existing directors.
Audit and Risk Management
Committee
• Ms Vanessa Elliott
• Ms Gina Smith (appointed
13 December 2011).
Directors have the right to seek independent
professional advice at the company’s expense
in furtherance of their duties. Written approval
must be obtained from the chairperson prior to
incurring any expense on behalf of the company.
Ethical standards
The names and qualifications of those appointed
to the Audit and Risk Management Committee
and their attendance at meetings of the
committee are included in the Directors’ Report.
The role, objectives, duties and responsibilities
of the committee are documented in its charter,
which is reviewed annually.
The Board acknowledges and emphasises the
importance of all directors and employees
maintaining the highest standards of corporate
governance practice and ethical conduct.
67
The AHL Audit and Risk Management Committee’s
responsibilities are to deal with such matters as:
• the financial report
• internal control
• risk management
• internal audit
• external audit
• compliance.
The internal and external auditors submit audit
plans, progress reports and final reports to
the committee. As part of good governance
practice, at each meeting, the committee meets
without management being present. It also
meets separately with internal auditors and
external auditors as required
During the financial year, the two independent
members of the committee were:
Mr Geoff Knuckey—Chartered Accountant
and retired managing partner of Ernst &
Young, Canberra
AHL AUDIT AND RISK
MANAGEMENT COMMITTEE
The AHL Audit and Risk Management Committee
also conducts an evaluation through a
performance questionnaire. The committee
conducts its evaluation at the August meeting
each year. The questionnaire provides the
mechanism for confidential feedback to the
Chairperson of the committee.
The revised evaluation questionnaire for the
committee covers areas such as:
• structure and composition
Mr Emil Kovacik—General Manager of Hotels, The
Doma Group, Canberra.
• roles and responsibilities
Performance evaluation
• the committee as a team
AHL DIRECTORS
The AHL directors undertake an annual evaluation
questionnaire that covers areas such as:
• internal audit
• processes and procedures
• relationships with senior management
• external audit
• Board communications
• Board structure and composition
• understanding of Aboriginal Hostels Limited
• Board roles and responsibilities
• individual member assessments.
• Board processes and procedures
• Board strategic issues
• Board as a team
• relationships with senior management
• individual director assessments.
The performance evaluation of the Board is
conducted at the August meeting of directors
each year. The evaluation questionnaire provides
the mechanism for confidential feedback to the
Chairperson of the Board.
68
The Chairperson also talks to each director on a
needs basis regarding their role as a director. The
results from the questionnaire are collated and
the Chairperson discusses them at a subsequent
full Board meeting. If any shortcoming is noted,
appropriate action is taken to further enhance
the performance of the Board. The Chairperson
can use an external consultant to analyse the
responses and assist with any issues that may
require attention.
If necessary, the Chairperson of the committee
also talks to each member regarding their role.
The results from the questionnaire are collated
and discussed at a subsequent full committee
meeting. If any shortcomings are noted,
appropriate action is taken to further enhance the
performance of the committee. The Chairperson
can use an external consultant to analyse the
responses and assist with any issues that may
require attention.
government agencies helps to maintain an
up‑to‑date view of relevant government policies
on risk management.
4
Every year senior management reviews the
Strategic Risk Management Plan to ensure that it is
current and that it continues to be integrated into
the Internal Audit Strategic Plan and the Fraud
Control Plan.
Hugo Johnston, AHL Board
Director, accepting the Australasian
Reporting Awards gold award for
AHL’s 2010–11 Annual Report
Board Charter
The Board Charter describes the roles and
responsibilities of directors and management. It
brings all the relevant documents and legislative
requirements into a single document. The Board
Charter must be reviewed annually to update it
with changes in the legislative framework and the
company’s policies and procedures.
Constitution
During 2010–11, the Board recommended several
minor amendments to the company’s constitution
for approval by the Minister for Families,
Community Services and Indigenous Affairs, who
represents the sole member, the Commonwealth
of Australia. The Minister formally approved the
changes to the constitution on 19 July 2011 and
lodged them with the Australian Securities and
Investments Commission (ASIC) on 1 August 2011.
Risk management
The company’s Strategic Risk Management Plan
has been designed to be embedded in all parts of
the company’s decision-making process.
Business Continuity Plan
An integral part of the company’s risk
management is the Business Continuity Plan. The
focus of the plan is to restore normal business
processes within specific timeframes following a
significant disruption to the company’s activities.
In order to restore normal business activities
following a significant disruption, the plan
allocates priorities and timeframes for the
implementation of procedures that minimise the
effects of the disruption.
The company maintains real-time server backup at
the TransACT data centre in Canberra. In addition,
the company continues with its arrangement with
Recall for offsite storage of data backup tapes.
Information Security Policy
The company’s Information Security Policy
complies with industry best practice and includes
a secure environment for desktops, robust
passwords, mandatory introduction to computer
security processes for new users and improved IT
management information reporting.
Regular management and Board reviews identify
strategic risks in the company’s activities. The AHL
Board met seven times during the year, partly to
ensure that risk management remains a significant
focus at the strategic level. Contact with other
69
Remuneration policies
Annual report award
The Remuneration Tribunal approves the
company’s terms and conditions of remuneration
relating to the appointment and retirement of the
Board members and the Chief Executive Officer.
On 7 June 2012 Australasian Reporting Awards
awarded AHL a gold award for its 2010–11 annual
report. Company director Mr Hugo Johnston
accepted the award on AHL’s behalf.
The remuneration and terms of conditions of
employment for senior executives and other staff
of AHL are in accordance with the Public Service
Act 1999, the AHL Enterprise Agreement
2011–2014 and common law contracts.
Other information
AHL’s website www.ahl.gov.au provides further
information about the company’s governance,
structure and policies.
Statement of Intent
On 22 July 2010, the company finalised its
Statement of Intent in response to the Minister’s
Statement of Expectations dated 24 May 2010.
The Minister issued a revised Statement of
Expectations on 2 December 2010 but indicated
that no changes to the company’s Statement of
Intent dated 22 July 2010 were required as the
statement already covered the identified areas
of priorities and revised strategic objectives.
Accordingly, the Statement of Intent continues
to operate, and is reflected in AHL’s current
Corporate Plan.
70
4.2Directors’ Report
In this section, the directors present their report
on the company. The financial statements for the
financial year ended 30 June 2012 are contained
in Section 5.
Principal activities
The principal activity of the company during
2011–12 was the operation of hostels for
Aboriginal and Torres Strait Islander people.
The objective of the company is to provide or
facilitate safe, comfortable, culturally appropriate
and affordable accommodation for Indigenous
Australians who must live away from home to
access services and economic opportunity.
To help achieve the aims of the company, the
Australian Government provides funding to the
company, subject to agreed terms and conditions
for operating costs, repairs and maintenance
and hostel construction. AHL also enters into
contracts with Commonwealth, State and Territory
governments to operate their hostel facilities on a
fee‑for‑service basis.
On 18 August 2010, the AHL Board of Directors
gave approval for management to commence
the transfer of Hetti Perkins Home for the
Aged in Alice Springs. AHL had operated Hetti
Perkins Home for the Aged for over 25 years and
successfully assisted many elderly Indigenous
people in that region. However, the requirements
and difficulties of operating a high-care nursing
home for Indigenous Australians in remote
locations, fully meeting the standards required
and within the funds provided for this purpose
have been challenging. AHL have in the past
funded the annual gap between specific funding
and the cost of running Hetti Perkins Home for the
Aged from general operating funds.
The transfer of Hetti Perkins Home for the
Aged to Frontier Services was completed on
30 November 2011. The conditions of the transfer
included an agreement with Frontier Services that
it will continue to provide aged care services to
Aboriginal and Torres Strait Islander people in and
around Alice Springs for the next 30 years.
4
As the operations of the Hetti Perkins Home for
the Aged were costing AHL well in excess of the
subsidies available, AHL paid Frontier Services
$2.164 million to cover the agreed estimate of
the shortfall in operating expenses for the next
five years.
AHL also discontinued the planned construction of
Noongar Elders Home for the Aged during the year.
During the year AHL sold two properties (Mark
Ella, NSW and Kambah, ACT), both of which
were no longer operational, and had oversight
of the construction of three new facilities: the
Aboriginal Mothers Accommodation Facility, the
Kardu Darrikardu Numida (Wadeye Secondary
Education) boarding facility and the South
Hedland 40-bed renal facility. The first two were
constructed on behalf of other entities whereas
South Hedland is owned by AHL.
Aside from those events mentioned above, there
was no significant change in the nature of the
company’s activities during the year.
Operating results
The operating deficit of $17,599,000 was
transferred to retained earnings. The deficit
mainly relates to grant funding from DEEWR,
for the construction of the Kardu Darrikardu
Numida boarding facility, and from FaHCSIA,
for the construction of the Aboriginal Mothers
Accommodation in Darwin. As required under the
Australian Accounting Standards, the agreement
to construct these facilities resulted in the majority
of the funding being received in and recognised
2010–11, but the majority of the expenses were
incurred in 2011–12. For financial details see Note
5 of the financial statements. The Kardu Darrikardu
Numida (Wadeye Secondary Education) boarding
facility will open for business in October 2012;
the Aboriginal Mothers Accommodation opened
for business in July 2012. Both these facilities are
operated by AHL on behalf of other entities. They
are not owned by AHL.
71
Review of operations
This section reports on a review of the operations
of the company during the financial year and the
results of those operations.
PERFORMANCE INDICATORS
The Board and management monitor the
company’s overall performance, from its
implementation of the vision statement and
strategic plan through to its performance against
operating plans, financial budgets and service
level agreements.
FINANCIAL POSITION
The net assets of the company decreased by
$16,294,000 from $104,481,000 as at 30 June 2011
to $88,187,000 as at 30 June 2012. This was mainly
due to the cost of the Kardu Darrikardu Numida
(Wadeye Secondary Education) boarding facility
and Aboriginal Mothers Accommodation projects
in 2011–12 which were built on behalf of other
entities. As required by Australian Accounting
Standards, monies received from other agencies
to construct the facilities were required to be
recognised as cash at hand in 2010–11 but costs
were incurred in 2011–12 which resulted in the
decrease in net assets. These expenses were offset
by a $1.305m increase in the value of art and
artefacts following the independent revaluation as
at 30 June 2012.
CASH ON HAND AND AT BANK
Total cash available at 30 June 2012 was $9.2 million
($28.9 million at 30 June 2011). Commitments
against the balance of cash on hand and at bank of
$9,234,000 are listed in Table 15.
Table 15: Cash on hand and at bank
Commitment
72
Cash on hand $m
Comments
Major
maintenance
0.6
The major maintenance funds include committed funds for
maintenance works in progress at 30 June 2012.
Ongoing
consultancies
0.6
The company has engaged services from various consultants
to review some of its current process and policies.
Proceeds from
the sale of
properties
1.8
In 2011–12 the company sold two of its properties; the
proceeds are held as term deposits in commercial banks.
Accrued
salaries
0.9
This includes the current liability for staff salaries for the period
20 June 2012 to 29 June 2012, payment of which was made in
Pay 1 of 2012–13 on 5 July 2012.
Annual leave
1.8
This represents the current liability for the annual leave
provision for all AHL employees at 30 June 2012.
Long service
leave
1.6
This represents the current liability for the long service leave
provision for eligible employees at 30 June 2012.
Trade and
other creditors
1.9
The trade and other creditors’ current liability at 30 June 2012.
Total
9.2
PROPERTY, PLANT AND EQUIPMENT
During the year, the company increased its net
investment in property, plant and equipment
(at net book value) by $7,380,000 (an increase
of $1,770,000 in 2010–11) which includes the
$1,305,000 revaluation increment for art and
artefacts.
COMMUNITY AND CORPORATE
PARTNERSHIPS PROGRAM
The company provides grants to community
organisations to operate their own hostels and
purchase or replace minor assets. In addition,
a number of AHL owned properties have been
leased to community groups to operate as hostels.
RELATED PARTY DISCLOSURES
There were no related party disclosure
transactions in 2011–12.
SIGNIFICANT CHANGES IN STATE OF AFFAIRS
During the financial year, the company
restructured its National Office to align its
resources, people and effort towards improving
the supportive frameworks and delivering the
tools needed for our people on the front line to
deliver 24/7 services.
On 21 May 2012 a proposal was announced
to realign and strengthen the Regional
Office Network.
The new regional office network aims to:
• strengthen overall program support for AHL
owned and operated hostels and services
accessed through the Community and
Corporate Partnerships Program
• develop and grow strategic engagement
with State and Territory governments and
community and corporate stakeholders
• the closing of the Melbourne Regional Office
and the transfer of its functions to the Sydney
office
4
• centralisation of the payroll function into
National Office
• the creation of new positions at higher levels
in all regional offices.
The new structure will be in place by
September 2012.
AFTER BALANCE DATE EVENTS
No other matters or circumstances have arisen
since the end of the financial year which
significantly affected or may significantly affect
the operations of AHL, the results of those
operations, or the state of affairs of the company
in subsequent financial years.
FUTURE DEVELOPMENTS
The company is not aware of any event that is
likely to lead to developments in operations in
future years.
ECOLOGICALLY SUSTAINABLE DEVELOPMENT
AND ENVIRONMENTAL PERFORMANCE
The company’s operations are subject to
environmental regulations from all tiers of
government, all of which were adhered to during
2011–12.
The company’s Environmental Management
System is integrated into its construction and
maintenance practices and is based on the
requirements in AS/NZS 14001:1996. The system
is used to implement the company’s policy of
ensuring environmental sustainability of all its
activities.
• lead business planning at the regional and
hostel levels
• lead in cultivating excellence in service
delivery culture.
The new arrangements will have an impact on
operations, including:
73
The Environmental Management System helps the
company to focus on the following sustainable
processes:
• waste reduction
• reduced water use, with rainwater tanks a
mandatory requirement
• reduced waste water production
• improved energy and fuel efficiency
• increased recycling
• environmental considerations in purchasing
decisions
• reduced emissions to the environment
• compliance with legislative and local
government requirements
• environmentally sound hostel design.
The requirement to implement environmental
sustainability policies is included in the company’s
Construction Standards Manual.
Examples of the policy implementation include
the commitment to using four-cylinder company
cars where practicable, and the installation of solar
hot water units and solar electricity panels at a
number of existing hostel sites. Solar hot water
units and solar electricity panels are included in
the design of all new hostels to not only lessen
the environmental impact but also minimising
usage costs.
74
WORK HEALTH AND SAFETY
The company continues to meet work health and
safety requirements at all its sites through regular
inspections and meetings by its work health and
safety representatives. Issues of concern are raised
through these representatives at each work site
and attended to promptly by the company. The
company manages a comprehensive repairs and
maintenance program to ensure that all properties
meet required health and safety standards. Each
AHL hostel site has fully trained and accredited
first aid officers to provide 24-hour coverage.
The Work Health and Safety Committee is made
up of nine regional subcommittees and one
national committee. The company has a fulltime National Health and Safety Officer based in
Canberra to oversee and monitor the work health
and safety policy and procedures within AHL.
AHL has work health and safety insurance
coverage with Comcare Australia. Annual
insurance premiums are determined by the
prior level of salaries and wages and prior year
claims made by AHL employees and casual staff.
Comcare also assesses compliance with the Work
Health and Safety Act 2011, associated regulations
and approved codes of practice.
4
Information on directors
Pat Watson
Non-executive
Director
Kevin Smith
Chairperson
Qualifications
Bachelor of Laws; Certificate of Practice
Management; Solicitor of the Supreme Court of
Queensland and High Court of Australia.
Experience
A Board member since 15 July 2010, Kevin was
appointed as the AHL Chairperson on 14 June
2011. He is the Chief Executive Officer of the
Queensland South Native Title Services, a former
Queensland State Manager of the National Native
Title Tribunal and former Chairperson and Chief
Executive Officer of the Aboriginal and Torres
Strait Islanders Corporation for Legal Services in
Brisbane. Kevin was admitted as a solicitor in 1994
and worked in private practice before taking up
senior management positions in 1998. Kevin is
currently the Deputy Chairperson and Director
of the National Native Title Council Limited and
a member of the Native Title Research Advisory
Committee at the Australian Institute of Aboriginal
and Torres Strait Islander Studies.
Experience
A Board member since 28 January 2009, Pat is
the former Executive Director, Township Leasing
for FaHCSIA. In this position, he was responsible
for managing long-term township leases within
Aboriginal communities in the Northern Territory.
He is a career public servant who has spent time
as the Group Manager of Corporate Services in the
Aboriginal and Torres Strait Islander Commission
and Aboriginal and Torres Strait Islander
Services. He was also Chief Financial Officer for
the Department of Employment, Education
and Training; served overseas as the Deputy
Permanent Delegate to the United Nations
Educational, Scientific and Cultural Organization
and the Organisation for Economic Co-operation
and Development; and was Counsellor, Education,
to France.
Special responsibilities
Pat is the Chairperson of the AHL Audit and Risk
Management Committee.
75
Wayne Jackson
PSM
Non-executive
Director
Hugo Johnston
Non-executive
Director
Qualifications
Higher National Diploma (Hotel Management)
from the University of West London; Certificate
in Governance Practice and Administration from
Chartered Secretaries Australia.
Hugo is a Justice of the Peace and an Associate
Fellow of the Australian Institute of Management.
Experience
Hugo Johnston was appointed as an AHL Director
on 7 August 2007.
Hugo currently runs a hotel and tourism
consultancy business with a focus on Indigenous
opportunity. Formerly, he was employed for 17
years with Accor Asia Pacific, during which time
he was based in Auckland, Brisbane, Sydney
and Melbourne. He held a number of executive
regional operational roles and was also the
General Manager Development for the Pacific.
Hugo also held a business strategy role with
Accor and was instrumental in developing and
launching the Base backpacker/hostel brand in
Australia and New Zealand. Prior to that, he was
the General Manager of Rydges Hotels in the
Northern Territory and Sydney. He also held senior
operational roles with Southern Pacific Hotels
(now InterContinental).
76
Qualifications
Bachelor of Economics (Hons), Monash University.
In 2006, Wayne was awarded a Public Service
Medal for outstanding service in the development
and implementation of social policy.
Experience
A Board member since 27 February 2009, Wayne
is a policy consultant with the Nous Group, with a
particular focus on service delivery and disability
income, services and employment issues. Wayne
is a former Deputy Secretary of FaHCSIA and has
extensive experience in the development and
implementation of social policy, including income
support and community services.
He chaired the FaHCSIA Risk Assessment and
Audit Committee; was appointed a member of the
Australian Statistics Advisory Council and of the
Bureau of the OECD Social Policy Committee; and
was appointed a government representative on a
number of independent policy review bodies.
4
Kerrynne Liddle
Non-executive
Director
Vanessa Elliott
Non-executive
Director
Qualifications
Qualifications
In 2003, Kerrynne was awarded the Centenary
Medal in recognition of services to the Australian
community as a journalist.
In 2006, Vanessa was a finalist in the Western
Australian Premier’s Awards for Excellence in
Public Sector Management and for the Indigenous
Governance and Leadership Program. She was
awarded the Centenary Medal in 2004 for service
to Australian society in business leadership. In
2001 Vanessa was awarded the national NAIDOC
Youth of the Year award and the Telstra Young
Business Woman’s Award.
Master of Business Administration, University
of Adelaide; Bachelor of Arts (double major
in management and business), University of
South Australia; Diploma, Australian Institute of
Company Directors.
Experience
A Board member since 20 November 2010,
Kerrynne is an Arrernte woman who was born
and raised in Central Australia but now lives
in Adelaide, where she is Manager Aboriginal
Participation with Santos Ltd. Prior to this, she was
Practice Leader—Indigenous Engagement with
Sinclair Knight Merz. She operated a business
in media and communications management
following several years as a journalist with
the ABC and with commercial television and
radio networks. Previous board and committee positions include:
Non-executive Director, SA Housing Trust; Chair,
Tandanya National Aboriginal Cultural Institute;
inaugural member of the Aboriginal Foundation
South Australia, set up to benefit native title
holders in South Australia through the exploration
of economic development opportunities; and
member of the Council of the University of
South Australia.
Bachelor of Arts, Communications and Cultural
Studies, Curtin University; Advanced Certificate
in Aboriginal Musical Theatre, Western
Australian Academy of Performing Arts, Edith
Cowan University.
Experience
A Board member since 20 November 2010,
Vanessa is the Senior Human Resources Advisor
with Woodside Energy Limited. Prior to this, she
was the External Affairs Manager with Newmont
Asia Pacific. Vanessa was formerly employed
by the Western Australian Department of Local
Government and Regional Development as the
Indigenous Communities Development Officer
and adviser.
77
Gina Smith
Non-executive
Director
Qualifications
Diploma of Arts, Aboriginal Community
Administration, University of South Australia;
fluent in Warumungu language.
Experience
Gina Smith was appointed as an AHL director on
13 December 2011.
Gina is a Warumungu and Warlmanpa woman and
was the Deputy Chair of the Northern Territory
Central Land Council. She was elected to the
position from April 2010 and served on the Board
until 2011. She was the first woman to become a
deputy chair in the Land Council’s history.
Gina moved back to her homelands to help get
families home by using the income from mining
on her lands to develop community infrastructure
and sustainable jobs through economic
development with pastoralist, mining companies,
local service providers and government.
In addition, Gina was Councillor for Patta Ward,
Barkly Shire; was the Director and Chairperson
of the Manungurra Aboriginal Corporation;
spent six years as President of the Julalikari
Council Aboriginal Corporation; and was the
Northern Territory Local Government Association
representative on the Aboriginal Medical Services
Alliance Northern Territory Working Group.
78
Company Secretary
4
Directors’ meetings
Georgina
McKenzie
CFO/Company
Secretary
During the financial year, seven Board meetings of
the directors and five Audit and Risk Management
Committee meetings of the directors were held.
The number of meetings attended by each
director during the year is shown in Table 16.
Mrs Georgina McKenzie currently holds the
position of Company Secretary. The previous
Company Secretary, Dr Kamlesh Sharma, held
the position from 1 July 2011 to 31 August
2011. Between Dr Sharma’s departure and the
completion of permanent recruitment into the
position, from 1 September 2011 to 31 January
2012, Mr Brendan Egan acted in the position.
Mrs McKenzie is a member of the Institute of
Chartered Accountants in Australia and holds a
Master of Business Administration.
Table 16: Attendance at Board and Audit and Risk Management Committee meetings, 2011–12
Name Audit and Risk Management
Committee meetings
Board meetings
Number eligible
to attend
Number
attended
Number eligible
to attend
Number
attended
Mr Kevin Smith
7
7
–
–
Mr Hugo Johnston
7
7
5
5
Mr Pat Watson
7
6
5
4
Mr Wayne Jackson
PSM
7
7
–
–
Ms Kerrynne Liddle
7
7
–
–
Ms Vanessa Elliott
7
7
–
–
Ms Gina Smith
3
1
–
–
79
Indemnifying officers
or auditor
During or since the end of the financial year, the
company has not indemnified or entered into an
agreement to indemnify, or paid or agreed to pay,
any insurance premiums.
During the financial year, the company paid
premiums to insure each of the directors and
officers 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 or officer of the
company, other than conduct involving a wilful
breach of duty in relation to the company. The
company also arranged personal accident and
travel insurance for directors for travel on official
company business.
The total insurance premium for the directors was
$12,943 ($10,302 in 2010–11).
Rounding of amounts
The company is an entity to which ASIC Class
Order 98/100 applies and, accordingly, amounts
in the financial statements and the Directors’
Report have been rounded to the nearest
thousand dollars.
Remuneration report
This report details the nature and amount of
remuneration for each director of the company
and for the executives.
REMUNERATION POLICY
The Remuneration Tribunal determines the
remuneration policy of the company relating
to the directors and the Chief Executive Officer.
The tribunal approves the company’s terms
and conditions of remuneration relating to
the appointment and retirement of the Board
members and of the Chief Executive Officer.
Proceedings on behalf
of company
The remuneration and terms of conditions of
employment for the senior executives are in
accordance with the Public Service Act 1999 and
common law contracts.
No person has applied for leave of a court to
bring proceedings on behalf of the company
or intervene in any proceedings to which the
company is a party for the purpose of taking
responsibility on behalf of the company for all or
any part of those proceedings.
The non-executive directors receive the
superannuation guarantee contribution required
by the government, which is currently 9 per cent,
and do not receive any other retirement benefits.
The company was not a party to any such
proceedings during the year.
Auditor’s independence
declaration
DETAILS OF REMUNERATION FOR
THE YEAR ENDED 30 JUNE 2012
The total remuneration of the directors and senior
executives of the company in 2011–12, and the
relevant remuneration bands, are as shown in
Table 17.
The auditor’s independence declaration for the
year ended 30 June 2012 has been received and
can be found in Section 5: Financial statements.
80
4
Table 17: Remuneration of directors and executives 2011–12
Category
Remuneration band
Number of individuals
$15,000–$29,999
1
$30,000–$44,999
5
$60,000–$74,999
1
Directors
Total
7
Senior executives
Total
Nil–$159,999
4
$175,000–$189,999
2
$190,000–$204,999
1
$877,658
7b
a
a Aggregate amount of total remuneration of senior executives shown above.
b Included in the total number of senior executives is Mr Roger Barson, who retired on 10 October 2011; Dr Kamlesh
Sharma (CFO/Company Secretary), who left the organisation on 31 August 2011; and Mr Brendan Egan (Acting CFO/
Company Secretary), who left the organisation on 30 March 2012. AHL had only 4 senior executive positions at any
one time during 2011–12.
Certification
This report of the directors, incorporating the
Remuneration Report, is signed in accordance
with a resolution of the Board of Directors.
Kevin Smith
Chairperson
81
82
Financial statements
5
Section 5
FINANCIAL STATEMENTS
ANAO—Aboriginal Hostels Limited 2011–12
Financial Report: Auditor’s Independence Declaration
85
ANAO—Independent Auditor’s Report
86
AHL—Directors’ declaration
88
AHL—Financial statements
89
Region 5 staff congratulate Lara Ruttley on winning a 2012 AHL Australia Day Award. Left to right: Hazel Tsitsikronis,
Yasmine Khan, Millie Dower, Liz Simpson, Lara Ruttley, Karen Brown, William Simpson and Petah Adams.
84
Financial statements | Aboriginal Hostels Limited | Annual Report 2011–12
5Financial statements
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Appendices
6
Section 6
APPENDICES
Appendix 1: Figures and tables
127
Appendix 2: Extract from the Statement of
Corporate Intent 2011–12
128
Appendix 3: Freedom of information
128
Appendix 4: Code of Conduct
129
Appendix 5: Disability reporting
129
Appendix 6: Hostel addresses
130
Appendix 7: Abbreviations and acronyms
138
Appendix 8: Compliance index
139
Appendix 9: Ecologically sustainable development
compliance
143
Pictured with her AHL Australia Day Award is Nerida Baker, Duty Manager, Apmere Mwerre Visitor Park, Alice Springs NT
126
Appendices | Aboriginal Hostels Limited | Annual Report 2011–12
Appendices
6
6Appendices
Appendix 1: Figures and tables
Figure 1
Company structure
10
Figure 2
Sources of AHL’s income
13
Figure 3
Ratio of AHL’s expenses
13
Figure 4
AHL’s program expenditure by region
14
Figure 5
Outcome and programs
16
Figure 6
The strategic reach of AHL
21
Figure 7
Respondents’ overall satisfaction rating (company and community operated facilities)
23
Figure 8
AHL client needs
49
Figure 9
AHL—enabling Better Lives, Better Futures…
51
Table 1
Board and committee meetings, 2011–12
Table 2
Why AHL residents stay with us
12
Table 3
Financial comparison, 2008–09 to 2011–12
15
Table 4
Performance against Portfolio Budget Statements deliverables and key performance
indicators 2011–12
17
Table 5
AHL’s operating income and expenses 2011–12
18
Table 6
Performance comparison, company-operated hostels and houses, 2008–09 to
2011–12
19
Table 7
Performance comparison, community-operated hostels and houses, 2008–09 to
2011–12
19
Table 8
Occupancy rate per night, comparison by program, 2008–09 to 2011–12 (%)
20
Table 9
AHL staff statistics, 2008–09 to 2011–12
22
Table 10
Closing the Gap building blocks
50
Table 11
Staff profile at 30 June 2012, by APS level
56
Table 12
Diversity of AHL employees, 30 June 2012
57
Table 13
APS-level recruitment, separation and turnover, 2007–08 to 2011–12
58
Table 14
Notifiable incidents, 2011–12
62
Table 15
Cash on hand and at bank
72
Table 16
Attendance at Board and Audit and Risk Management Committee meetings, 2011–12
79
Table 17
Remuneration of directors and executives, 2011–12
81
6
127
Appendix 2: Extract
from the Statement of
Corporate Intent 2010–11
AHL strategy
The Board has actively pursued new initiatives that
maximise AHL’s contribution to the government’s
‘Closing the Gap’ objectives and developed
specific priorities (together with an action plan) to
promote required changes.
At the core of the Board’s new strategic direction
is the following key strategic objective:
Facilitate or provide safe, comfortable, culturally
appropriate and affordable special purpose
temporary accommodation with tailored support
services, to assist Indigenous people to ‘Close the
Gap’.
Appendix 3: Freedom
of information
Agencies subject to the Freedom of Information
Act 1982 (FOI Act) are required to publish
information to the public as part of the
Information Publication Scheme (IPS). This
requirement is in Part II of the FOI Act and has
replaced the former requirement to publish
a section 8 statement in an annual report.
Each agency must display on its website a
plan showing what information it publishes in
accordance with the IPS requirements.
AHL’s Information Publication Scheme information
is available from its website, www.ahl.gov.au.
In setting the strategic direction, the Board has
identified the following three key themes:
1. Facilitate ‘wrap‑around’ services to lead to
independent living
2. Develop partnerships with the public and
private sectors
3. Provide pathways to education, training and
employment.
Tonky Logan
Hostel, Townsville
QLD
128
Appendices
6
Appendix 4: Code of Conduct
AHL uses the following measures to ensure
that staff are aware of, understand and apply
the Australian Public Service Values and Code
of Conduct.
• All new employees commencing in AHL are
provided with a brochure outlining the Values
and Code.
• The Values and Code are integrated into
training and development activities, including
induction and hostel manager training
workshops. The relevant model contains
material on how the Values and Code should
operate in practice.
• Significant updates are provided through
internal staff notes that address employees’
responsibilities under the Public Service
Act 1999.
Trilby Cooper Hostel, Kalgoorlie WA
Appendix 5: Disability
reporting
Since 1994, Commonwealth departments and
agencies have reported on their performance as
policy adviser, purchaser, employer, regulator and
provider under the Commonwealth Disability
Strategy. In 2007–08, reporting on the employer
role was transferred to the Australian Public
Service Commission’s State of the Service Report
and the APS Statistical Bulletin. These reports are
available at www.apsc.gov.au. Since 2010–11,
departments and agencies have no longer been
required to report on these functions.
The Commonwealth Disability Strategy has
been overtaken by a new National Disability
Strategy which sets out a 10‑year national policy
framework for improving life for Australians with
disability, their families and carers. A high‑level
report to track progress for people with disability
at a national level will be produced by the
Standing Council on Community, Housing and
Disability Services to the Council of Australian
Governments and will be available at
www.fahcsia.gov.au. The Social Inclusion
Measurement and Reporting Strategy agreed
by the government in December 2009 will also
include some reporting on disability matters in
its regular How Australia is Faring report and, if
appropriate, in strategic change indicators in
agency annual reports. More detail on social
inclusion matters can be found at
www.socialinclusion.gov.au.
The AHL Disability Strategy aims to ensure that all
programs and services are accessible to people
with disabilities. AHL continues to improve access
for residents and visitors with disabilities. All
new facilities and major refurbishment projects
address disability requirements under the relevant
building codes. AHL’s complaints mechanism, and
the annual resident survey, are other avenues that
allow concerns about accessibility to be raised
and followed up.
129
Appendix 6: Hostel addresses
These tables include accommodation capacity at 30 June 2012.
Western Australia
Hostel
Address
Phone
Accommodation
type
Number
of beds
Allawah Grove Hostel
133 Great Eastern Highway
South Guildford WA 6055
08 9279 6646 Multipurpose
40
Broome Hostel
52 Forrest Street
Broome WA 6725
08 9192 6052 Renal
20
Derbal Bidjar Hostel
6-8 Harrow Street
Maylands WA 6051
08 9371 9090 Medical
30
Kabayji Booroo Hostel
44-54 Villiers Street
Derby WA 6728
48
Kununurra Secondary
Education Hostel
Lot 302 on dp 44064
Victoria Highway
Kununurra WA 6743
08 9169 3598 Secondary
education
40
South Hedland Hostel
3 Hamilton Road
South Hedland WA 6722
08 9172 4018 Medical / Renal
40
Trilby Cooper Hostel
12-14 Hannan Street
Kalgoorlie WA 6430
44
7 Mile Rehabilitation
Centre – Ngnowah –
Aerwah
1370 Great Northern Highway
Wyndham WA 6740
08 9161 1806 Substance use
rehabilitation
14
Beananging Kwuurt
Institutea
174-188 Treasure Road
Queens Park WA 6107
08 9350 9973 Tertiary education
and training
10
Boomerang Youth
Hostel
97 Gregory Street
Geraldton WA 6530
20
Bunara Maya Hostel
3 Hamilton Road
South Hedland WA 6722
20
CAPS Coolgardie
Hostel
88-92 Sylvester Street
Coolgardie WA 6429
education
42
Clontarf Aboriginal
College Hostel
101A Stirling Highway North
Fremantle WA 6159
education
18
Karalundi Aboriginal
Education Centre
Great Northern Highway
via Meekatharra WA 6642
education
60
Milliya Rumurra Hostel 78 Great Northern Highway
Broome WA 6725
rehabilitation
22
Nulla Mia Boarding
School
295 Manning Road
Waterford WA 6152
education
18
Wongutha CAPS
Hostel
625, Lot 3 East Gibson Road
Gibson WA 6448
education
50
Wunan House
167 Coolibah Drive
Kununurra WA 6743
and training
14
a Beananging Kwuurt Institute—AHL ceased funding on 31 December 2011.
130
Hostel
Address
Phone
Accommodation
type
Number
of beds
Aboriginal Mothers
Accommodation
Bambatj Road
08 8927 7090 Antenatal
Royal Darwin Hospital Campus
Darwin NT 0810
16
Corroboree Hostel
11 Kirkpatrick Street
Katherine NT 0850
101
Daisy Yarmirr Hostel
37 Glencoe Crescent
Tiwi NT 0810
64
Fordimail Student
Hostel
Lot 2041 Zimin Drive
Katherine NT 0850
education
32
Galawu Hostel
10 Finniss Street
Darwin NT 0800
46
Kardu Darrikardu
Numida
Nilihn Drive
Wadeye NT 0822
education
40
Katherine Women’s
Medical Hostel
Knotts Crossing Road
Katherine NT 0850
10
Nagandji Nagandji-Ba
14 Verbena Street
Nightcliff NT 0810
08 8985 1548 Renal
18
Nhulunbuy Hostel
Bottlebrush Avenue
Nhulunbuy NT 0880
41
Silas Roberts Hostel
21 Packard Street
Larrakeyah NT 0800
49
Tasman
28 Tasman Circuit
Wagaman NT 0810
08 8945 5082 Indigenous Youth
Mobility Program
6
Thornton
19 Thorton Crescent
Moil NT 0810
Mobility Program
5
Appendices
6
Northern Australia
Dolly Garinyi Hostel
60 Boulter Road
Berrimah NT 0820
rehabilitation
30
FORWAARD
33 Charles Street
Stuart Park NT 0820
rehabilitation
16
Nungalinya Collegea
72 Dripstone Road
Casuarina NT 0811
and training
30
Venndale
Rehabilitationb
Bruce Road
via Katherine NT 0851
rehabilitation
8
a Nungalinya College—AHL ceased funding on 31 December 2011.
b Venndale—AHL ceased funding on 30 June 2012.
131
Northern Queensland
Hostel
Address
Phone
Accommodation
type
Number
of beds
Canon Boggo Pilot
Hostel
145-147 Douglas Street
Thursday Island QLD 4875
education
35
Iris Clay Hostel
261-269 Sturt Street
Townsville QLD 4810
42
Joe McGinness Hostel
234-236 Spence Street
Cairns QLD 4870
education
16
Jumula Dubbins
Hostel
60 Victoria Parade
Thursday Island QLD 4875
46
Kabalulumana Hostel
37-41 Pamela Street
Mount Isa QLD 4825
38
Kuiyam Hostel
162 Grafton Street
Cairns QLD 4870
70
Mackay Hostel
49-53 Boddington Street
Mackay QLD 4740
38
Tonky Logan Hostel
20 Bernarra Street
Rasmussen QLD 4815
07 4789 1462 Renal
40
rehabilitation
24
Gindaja Rehabilitation 207 Back Beach Road
Centre
Yarrabah QLD 4871
rehabilitation
12
Kalkadoon Aboriginal
Society House
(KASH)a
rehabilitation
45
Mookai Rosie Bi‑Bayan 15-17 Valda Close
Edmonton QLD 4868
12
Stagpole Street Hostel 7-9 Stagpole Street
West End QLD 4810
rehabilitation
30
Western Cape
Secondary Hostelb
education
14
Ferdy’s Haven
Lot 474 Coconut Grove
Palm Island QLD 4814
Barkly Highway
Spear Creek
Mount Isa QLD 4825
8-12 Yileen Court
Weipa QLD 4874
a Kalkadoon Aboriginal Society House (KASH)—AHL ceased funding on 30 April 2012.
b Western Cape Secondary Hostel—AHL ceased funding on 31 December 2011.
132
Hostel
Address
Phone
Accommodation
type
Number
of beds
Elley Bennett Hostel
501 Brunswick Street
New Farm QLD 4005
28
Jane Arnold Hostel
155 Moray Street
New Farm QLD 4005
37
Musgrave Park Hostel
196 Boundary Road
West End QLD 4101
07 3846 5160 Homeless
15
Neville Bonner Hostel
5 Bridge Street
North Rockhampton QLD 4701
48
Yumba Hostel
55 Gray Road
West End QLD 4101
54
07 3844 3721 Multipurpose,
Tertiary education
and training
Appendices
6
Southern Queensland
Bidjara Hostela
51 Willis Street
Charleville QLD 4470
7
Born Free Hostel
27 Brooke Street
Highgate Hill QLD 4101
07 3846 5733 Homeless
13
Bowman Johnson
Hostel
5 Oxford Street
South Brisbane QLD 4101
07 3844 2115 Homeless
20
Gamba Lodge
91 Nicholson Street
Dalby QLD 4405
10
Jessie Budby Healing
Centre
27 Llewellyn Street
New Farm QLD 4005
rehabilitation
28
Joyce Wilding Hostel
2371 Logan Road
8 Mile Plains QLD 4113
27
Milbi Farm
65 Lindleys Road
Etna Creek QLD 4702
13
Wunjuada Hostelb
15 Brambah Avenue
Cherbourg QLD 4605
rehabilitation
9
YAAMBA Men’s Hostelc 14 Palm Springs Drive
Bundaberg QLD 4670
rehabilitation
9
a Bidjara Hostel—AHL ceased funding on 30 June 2012.
b Wunjuada Hostel—AHL ceased funding on 30 June 2012.
c YAAMBA Men’s Hostel—AHL ceased funding on 30 September 2011.
133
New South Wales and Australian Capital Territory
Hostel
Address
Phone
Accommodation
type
Number
of beds
Arthur
19 Arthur Street
Coffs Harbour NSW 2450
Mobility Program
14
Biala Hostel
38 Lyly Road
Allambie Heights NSW 2100
education for girls
19
Chicka Dixon Hostel
90 Liverpool Road
Enfield NSW 2136
14
Durungaling Hostel
19 Spruce Street
Lambton NSW 2299
and training
14
Ee-Kee-Na Hostel
52 Rockvale Road
Armidale NSW 2350
and training
14
Grey Hostel
2 Grey Street
Dubbo NSW 2830
education
Kirinari Newcastle
15 Myall Road
Garden Suburb
Newcastle NSW 2289
education for boys
15
Kirinari Hostel
340 Box Road
Sylvania Heights NSW 2224
education for boys
30
Ngadu Hostel
321 Livingstone Road
Marrickville NSW 2204
13
Tamworth Hostel
179 Johnston Street
Tamworth NSW 2340
32
Tony Mundine Hostel 203 Catherine Street
Leichhardt NSW 2040
and training
27
Warrina Hostel
Mobility Program
36
206 Chapmans Road
Dubbo NSW 2830
8
134
Benelong’s Haven
2054 South West Rocks Road
Kinchela Creek NSW 2440
rehabilitation
50
Gu-Dgodah Hostel
270 / Lot 5 Talga Road
Rothbury NSW 2320
rehabilitation
16
Mayaroo Hostel
113 Wine Country Drive
Cessnock NSW 2325
(weekend)
10
Namatjira Haven
108 Whites Lane
Alstonville NSW 2477
rehabilitation
14
Orana Haven
1 Byrock Road
Gongolgon NSW 2839
rehabilitation
20
Roy Thorne Centre
180 Greenbah Road
Moree NSW 2400
rehabilitation
12
Sheraton House
87 Cherry Street
Ballina NSW 2478
02 6681 6648 Homeless for men
10
The Glen Centre
50 Church Road
Chittaway Point NSW 2261
rehabilitation
20
Hostel
Address
Phone
Accommodation
type
Number
of beds
George Wright Hostel
66 George Street
Fitzroy VIC 3065
03 9419 8648 Homeless for men
12
Geraldine Briggs
Hostel
17-19 Wyndham Street
Shepparton VIC 3630
27
Harry Nanya Hostel
362 Deakin Avenue
Mildura VIC 3500
15
New Town
44 New Town Road
Newtown TAS 7008
Mobility Program
William T Onus Hostel
75 Westgarth Street
Northcote VIC 3070
27
Appendices
6
8
Galiamble Half Way
House
66 Grey Street
St Kilda VIC 3182
rehabilitation for
men
20
Lady Gladys Nicholls
Hostel
56 Cunningham Street
Northcote VIC 3070
03 9489 0032 Multipurpose /
Tertiary education
and training
14
Ronald Cameron
Hostela
1416 Sturt Street
Ballarat VIC 3350
10
Winja Ulupna Hostel
14 Charnwood Crescent
St Kilda VIC 3182
rehabilitation for
women
Worawa Aboriginal
College
60-80 Barak Lane
Healesville VIC 3777
education
Yitjawudik Men’s
Recovery Centre
985 Toolamba Road
Toolamba VIC 3614
rehabilitation
7
50
7
a Ronald Cameron Hostel—AHL ceased funding on 30 April 2012.
135
South Australia
Hostel
Address
Phone
Accommodation
type
Number
of beds
Alan Bell House
7 Palmyra Avenue
Torrensville SA 5031
Mobility Program
11
Gladys Elphick Hostel
29 Second Avenue
Klemzig SA 5087
08 8261 6188 Multipurpose /
Medical
12
Johnsona
34 Johnson Street
Port Augusta SA 5700
Mobility Program
8
Karinga
430 Payneham Road
Glynde SA 5070
Mobility Program
9
Lois O’Donoghue
Hostel
34 Johnson Street
Port Augusta SA 5700
10
Luprina Hostel
2 Clement Street
Dudley Park SA 5008
19
Mulgunya Hostel
55 Dew Street
Thebarton SA 5031
10
Nindee Hostel
2 Oban Street
Beulah Park SA 5067
21
Russell
Unit 1 & 2/2 Russell Street
Whyalla SA 5600
Mobility Program
11
Barrie Weigold Hostelb Lot 271 Karoonda Road
Murray Bridge SA 5253
rehabilitation
a Johnson IYMP—AHL ceased operating on 19 October 2011.
b Barrie Weigold Hostel—AHL ceased funding on 30 April 2012.
136
9
Hostel
Address
Phone
Accommodation
type
Number
of beds
Akangkentye
34 South Terrace
The Gap
Alice Springs NT 0870
65
Alyerre Hostel
16 Bath Street
40
Apmere Mwerre
Visitor Park
15 Len Kittle Drive
150
Ayiparinya Hostel
139 Larapinta Drive Alice
Springs NT 0870
93
Chewings
21 Chewing Street East Side
Mobility Program
7
Forresta
6 Forrest Crescent
Gillen NT 0870
Mobility Program
5
Hetti Perkins Home for 9 Percy Court
the Agedb
08 8952 5811 Aged Care
Raggattc
3 Raggatt Street
East Side
Mobility Program
for women
Sid Ross Hostel
15 Gap Road
08 8952 5781 Medical
40
Topsy Smith Hostel
14-18 Renner Street
08 8952 7815 Renal
38
Wangkana Kari Hostel
Lot 782 Patterson Street
Tennant Creek NT 0860
education
36
rehabilitation
20
Appendices
6
Central Australia
40
6
CAAAPU
Lot 290 Ragonesi Road
a IYMP Forest – AHL ceased funding 28 February 2011
b Hetti Perkins – AHL transferred to Frontier Services November 2011
c IYMP Raggatt – AHL ceased funding 7 March 2012
137
Appendix 7: Abbreviations
and acronyms
138
AHL
Aboriginal Hostels Limited
AIATSIS
Australian Institute of Aboriginal and Torres Strait Islander Studies
ANAO
Australian National Audit Office
APS
Australian Public Service
CAC Act
Commonwealth Authorities and Companies Act 1997
DEEWR
Department of Education, Employment and Workplace Relations
FaHCSIA
Families, Housing, Community Services and Indigenous Affairs
IT
Information technology
IYMP
Indigenous Youth Mobility Program
NAIDOC
National Aborigines and Islanders Day Observance Committee
PBS
Portfolio Budget Statements
TAFE
Technical and Further Education
Appendices
6
Appendix 8: Compliance index
The table below shows compliance with the Commonwealth Companies (Annual Reporting) Orders 2011,
issued by the Minister for Finance and Deregulation, 22 September 2011.
Annual reporting
orders referencea
Page
Compliance
Comments
Approval by
Directors
Clause 5
81
Complies
Out of session board
meeting on September
29 2012.
Details of
exemptions
granted by Finance
Minister in regard
to reporting
requirements
Clause 6
N/A
Parliamentary
standards of
presentation
Clause 7
Complies
Plain English and
clear design
Clause 8
Complies
Responsible
Minister
Clause 9
Ministerial
Directions
Clause 10a and 10b
General policy
orders
Clause 10 c
Freedom of
Information
Clause 10
6, 124
Complies
Work Health and
Safety
Clause 10
6
Complies
Ecologically
sustainable
development and
environmental
performance
Clause 10
73-74
Complies
Requirement:
vi
Complies
The Hon. Jenny Macklin
MP, Minister for Families,
Community Services and
Indigenous Affairs
a) N/A
b) N/A
Complies
AHL operates in
accordance with the
principles outlines in the
Environment Protection
and Biodiversity
Conservation Act 1999
139
Requirement:
Annual reporting
orders referencea
Directors
Organisational
structure (including
subsidiaries)
Page
Compliance
Clause 11
6, 66-67,
75–79
Complies
Clause 12
10
Complies
Comments
Organisation chart
21
Map of hostel locations
across Australia
126-133
Addresses of AHL Hostels
Board committees
and their main
responsibilities
Clause 12 a
66, 67, 79
Complies
Education and
performance review
for directors
Clause 12 b
67-68
Complies
Ethics and risk
management
policies
Clause 12 c
63, 67–69
Complies
Any legislation that
specifically applies
to the company, by
name
Clause 12 d
Complies
Commonwealth
Authorities and
Companies Act 1997
Public Service Act 1999
Auditor-General Act
1997
Privacy Act 1988
Aboriginal and Torres
Strait Islander Act 2005
Commonwealth
Electoral Act 1918
Freedom of Information
Act 1982
Work Health and Safety
Act 2011
Archives Act 1983
Fair Work Act 2009
140
Appendices
6
Requirement:
Annual reporting
orders referencea
Page
Compliance
Comments
Related entity
transactions
Clause 13
N/A
Significant events:
key activities and
changes affecting
the company
Clause 14 a
3, 72
Key activities and
changes affecting
the company:
amendments
to constitution
and any relevant
legislation
Clause 14 b
4, 56
AHL’s national
office network was
restructured in May
2012. As a result, AHL’s
Melbourne Regional
Office was closed and
its functions transferred
to the Sydney Regional
Office.
6
The Occupational Health
and Safety Act 1991 was
replaced by the Work
Health and Safety Act
2011.
69
Several minor
amendments to the
company’s constitution
were recommended to
the Minister for Families,
Community Services and
Indigenous Affairs on 19
July 2011. These were
approved and lodged
with ASIC on 1 August
2011.
Complies
Minor changes only,
including the sale
of the Mark Ella and
Kambah Hostels, and
the transfer of the Hetti
Perkins Home for the
Aged facility to Frontier
Services.
141
Annual reporting
orders referencea
Page
Compliance
Comments
Key activities and
changes affecting
the company:
changes to
membership
structure
Clause 14 c
67, 78
Complies
New Board member Gina
Smith was appointed in
December 2011.
Key activities and
changes affecting
the company:
amendments to
legislation specific
to company, by
name
Clause 14 d
N/A
Significant judicial
or administrative
tribunal decisions,
judicial decisions &
admin tribunals
Clause 15 a
N/A
Significant judicial
or administrative
tribunal decisions,
reports by: the
Auditor-General,
a parliamentary
committee, the
Commonwealth
Ombudsman, the
OAIC or ASICb
Clause 15 b
8–9
Complies
Compliance Index
Clause 18
135–8
Complies
Information from
subsidiaries
Clause 16
N/A
Disclosure
requirements for
GBEs
Clause 17
N/A
Requirement:
The Commonwealth
Ombudsman
investigated two
complaints. One related
to a complaint about
service delivery and the
other to a complaint
about payment of tariffs.
a Commonwealth Companies (Annual Reporting) Orders 2011
b ASIC – Australian Securities and Investment Commission, OIAC – Office of the Australian Information Commissioner
142
Appendix 9: Ecologically sustainable development compliance
The following table details AHL’s ecologically sustainable development (ESD) activities (discussed earlier
on pages 73 and 74) in accordance with Section 516A(6) of the Environment Protection and Biodiversity
Conservation Act 1999.
ESD reporting requirement
AHL response
How AHL’s activities
accorded with the principles
of ESD
AHL is developing an Environmental Strategy which is expected to be
finalised towards the end of the 2012–13 financial year. The strategy
will focus on reducing AHL’s carbon footprint through various methods
such as more sustainable energy, water and waste management.
Appendices
6
The strategy aims to ensure AHL’s decision-making processes effectively
integrate both long-term and short-term economic, environmental,
social and equitable considerations.
Outcomes contributing to
ESD
AHL’s single appropriation outcome is to provide improved access
to education, employment, health and other services for Aboriginal
and Torres Strait Islander people travelling or relocating through the
operation of temporary hostel accommodation services. Although
this Outcome does not directly contribute to ESD, AHL recognises that
there are opportunities for the agency to build ESD principles into its
business.
Activities that affect the
environment
The Environment Protection and Biodiversity Act 1999 is the Australian
Government’s central piece of environmental legislation. It provides a
legal framework to protect and manage nationally and internationally
important flora, fauna, ecological communities and heritage places.
Measures implemented to minimise the impact of these activities
include: installation of solar hot water units and solar electricity panels
at a number of existing hostels, and monitoring energy savings. Solar
hot water units and solar electricity panels are included in the design of
new hostels.
AHL is implementing such programs at a regional and national level to
reduce environmental impacts.
Measures taken to minimise
the effect of activities on the
environment
AHL is implementing a recycling plan in hostels and in its national and
regional offices resulting in more waste being recycled. It is installing
energy efficient lighting in hostels and in AHL offices. It is installing
computers that use significantly less energy and adopting the Green
Star Energy Rating, and where practical, environmental measures such
as NABERS (National Australian Built Environmental Rating System)
requirements for all new hostels.
Mechanisms for reviewing
and increasing the
effectiveness of measures to
minimise the environmental
impact of activities
The Environmental Strategy will identify a number of metrics for
monitoring AHL’s carbon footprint and environmental improvement in
its hostels and in the workplace (such as electricity and paper usage,
consumables and staff travel). The strategy will be reviewed annually.
AHL is committed to continual improvement in environmental
performance management.
AHL is working with FaHCSIA to strengthen and improve its reporting
under the Environmental Protection and Biodiversity Act 1999 including
improving data collection to more accurately track performance.
143
Index
A
abbreviations and acronyms, 138
Aboriginal and Torres Strait Islander Act 2005, 6
Aboriginal Hostels Limited Enterprise Agreement
2011–2014, 70
see also enterprise agreements
Aboriginal Mothers Accommodation, Darwin, iv, 3,
15, 54, 71
case study, 38
see also mothers and children, services for
absenteeism, staff, 58
accommodation services, 130–137
performance summary, 19
resident satisfaction surveys, iv, 23–25, 129
tariff policy, iii, 8, 11
see also aged care hostels; communityoperated hostels; company-operated hostels
and houses; guest capacity; hostels; medical
hostels; mothers and children, services for;
occupancy rates; renal hostels; secondary
education hostels; short-term accommodation
hostels; substance use rehabilitation hostels;
tertiary education and training hostels
Accommodation Worker positions, creation of, 55
accredited training courses, staff, 58
acronyms and abbreviations, 138
addresses, hostels, 130–137
after balance date events, 73
aged care hostels, 29
transfer of operations, iv, 3, 71
alcohol abuse rehabilitation facilities
see substance use rehabilitation hostels
Alice Springs Visitor Park
see Apmere Mwerre Visitor Park, Alice Springs
Alyerre Hostel, Alice Springs, case study, 36–37
Annual Client Survey, iv, 23–25, 129
annual leave liability, 72
see also financial statements
Annual Report 2010–11, award for, 69
144
Index | Aboriginal Hostels Limited | Annual Report 2011–12
antenatal hostels
see Aboriginal Mothers Accommodation,
Darwin; Katherine Women’s Medical Hostel
Apmere Mwerre Visitor Park, Alice Springs, 55
appeals and complaints mechanism, 8, 129
see also Commonwealth Ombudsman
appendices, 127–143
Archives Act 1983, 6
Arthur Hostel, Coffs Harbour (IYMP), case study of
student, 33–34
asset management, v, 4
review, iii–iv
see also property, plant and equipment
attendance rates, staff, 58
Audit and Risk Management Committee, 62, 63,
67–68, 79
Auditor-General Act 1997, 6
audits
see Australian National Audit Office; external
scrutiny; Internal Audit; reviews and evaluations
Australia Day awards for achievement, 60
Australian Institute of Company Directors, 67
Australian National Audit Office (ANAO)
audits, 63
guidelines, 8
independence declaration, 85
independent audit report, 86–87
Australian Public Service Code of Conduct, 8, 63,
67, 129
Australian Public Service Values, 8, 67, 129
see also Australian Public Service Code of
Conduct
awards, 60–61
2010–2011 Annual Report, 69
B
barbecue meetings, community, 7
Better Lives, Better Futures (objective), iii, 29–46
Index
6
Better Practice Guide on Public Sector Governance
(ANAO), 8
Biala Hostel, Sydney
case studies of students, 29–30
Board
Charter, 69
committees, 6–7, 67–68
Directors, 67, 75–79
meetings, 79
performance evaluation, 68
remuneration, 80
training, 67
see also Directors’ Declaration; Directors’ Report
boarding facilities, educational
see secondary education hostels; tertiary
education and training hostels
bonus payments, staff, 61
Business Continuity Plan, 69
Business Integrity Unit, 4, 9
business planning, 7–8
see also Business Continuity Plan; plans and
planning, corporate; 2011–13 Corporate Plan
C
Iris Clay Hostel, Townsville, 41
Jane Arnold Hostel, Brisbane, 42
Kirinari Hostel, Newcastle, student, 30–31
Kuiyam Hostel, Cairns, 42
medical hostels, 36–39
secondary education hostels, 29–31
short-term accommodation hostels, 40–43
South Hedland Hostel, Port Hedland, 37–38
Stagpole Street Hostel, Townsville, 45–46
Studybank participants, 59–60
Tackling Indigenous Smoking initiative, 52
tertiary education hostels, 31–35
Thornton Hostel, Darwin (IYMP), students,
34–35
Tony Mundine Hostel, Sydney, student, 31
Warrina Hostel, Dubbo (IYMP), student, 32–33
William T Onus Hostel, Melbourne, 43
cash balances, 72
Centrelink, 55
Chairperson
message from, 3–5
remuneration, 81
capacity, guest, 3, 17, 19, 130–137
challenges for 2012–13, v
case studies
charters
Aboriginal Mothers Accommodation, Darwin,
39
Alyerre Hostel, Alice Springs, 36–37
Arthur Hostel, Coffs Harbour (IYMP), student,
33–34
Biala Hostel, Sydney, students, 29–30
Clontarf Aboriginal College, Perth, 45
Community and Corporate Partnership
Program hostels, 45–46
Derbal Bidjar Hostel, Perth, 39
Galawu Hostel, Darwin, 40
Indigenous Youth Mobility Program
participants, 32–35
Board, 69
Customer Service, 8
message from, 3–5
remuneration, 81
client satisfaction surveys, iv, 23–25, 129
Clontarf Aboriginal College, Perth, case study, 45
Closing the Gap, v, 3, 7–8, 49–50, 56
building blocks, 8, 50
COAG
see Council of Australian Governments
Code of Conduct (APS), 8, 63, 67, 129
145
Comcare, 74
guest capacity, 3, 17, 19, 130–137
training, 58
see also workers’ compensation
committees, management, 6–7, 62, 63, 67–68
see also Audit and Risk Management
Committee; Work Health and Safety Committee
Commonwealth Authorities and Companies Act
1997, vi, 6
Commonwealth Disability Strategy, 129
Commonwealth Electoral Act 1918, 6
Commonwealth Ombudsman, 8–9
Community and Corporate Partnerships Program,
3, 7, 24, 44, 73
case studies of hostels, 45–46
see also Community Hostels Grants Program;
community-operated hostels
community consultation, 7, 53
Community Hostels Grants Program, iv, 24, 29
see also Community and Corporate
Partnerships Program; community-operated
hostels
community partnerships
see partnerships
community-operated hostels, 29
addresses, 130–137
guest capacity, 3, 17, 19, 130–137
locations map, 21
occupancy rates, 19, 20
see also accommodation services; Community
and Corporate Partnerships Program;
company-operated hostels and houses; hostels
Company Directors Course Diploma, 67
company overview, 3–24
see also Directors’ Report
Company Secretary, 79
company structure, 10
company-operated hostels and houses, 29
146
locations map, 21
see also accommodation services; communityoperated hostels; hostels
competitive tendering and contracting, 9
complaints handling mechanism, 8, 129
see also Commonwealth Ombudsman
compliance index, 139–142
conference attendance, staff, 59
Constitution, company, 69
Construction Standards Manual, 74
construction works, 7
funding, 15, 72
new hostels, iv, 15, 53–54, 71
standards manual, 74
see also maintenance works
consultants and consultancies, iii, 72
corporate governance, 6–10, 67–81
see also Internal Audit
corporate partnerships
see partnerships
corporate planning
see plans and planning, corporate; 2011–13
Corporate Plan
Corporations Act 2001, 6
Council of Australian Governments, 7, 56
see also Closing the Gap
creditor liability, 72
Customer Service Charter, 8
D
DEEWR
see Department of Education, Employment
and Workplace Relations
deliverables, program, 17
Index
6
see also performance indicators
demographics, staff, 22, 56, 57
Department of Education, Employment and
Workplace Relations, v, 53, 71
funding from, 18
Department of Families, Housing, Community
Services and Indigenous Affairs, iii, v, 11, 71
funding from, 18
Department of Health and Ageing, v, 71
funding from, 18
depreciation, provision for,
see financial statements
Derbal Bidjar Hostel, Perth, case study, 39
development plans, staff, 58
Directors, Board
see Board
Directors’ Declaration, 88
Directors’ Report, 71–81
Disability Strategy report, 129
diversity, workplace, 57
drug abuse rehabilitation facilities
see substance use rehabilitation hostels
see also Indigenous Youth Mobility Program;
energy and fuel efficiency, 74
enterprise agreements, 56, 61, 70
Environmental Management System, 73–74
equity and social justice, 8
ethical standards, 8
Board, 67
see also Australian Public Service Code of
Conduct
evaluations and reviews
see reviews and evaluations
Executive Management Meeting, 7
see also committees, management
expenditure, 13–15, 71–73
see also financial statements; financial
summary
external scrutiny
external audit, 68
Ombudsman, 8–9
see also Australian National Audit Office
E
FaHCSIA
ecologically sustainable development and
environmental performance, 73–74, 143
education, enabling access to
education hostels
education, training and employment
opportunities
see employment and training hostels;
Indigenous Youth Mobility Program; secondary
education hostels; tertiary education and
training hostels
emissions reduction, 74
employment and training hostels, 32–35
F
see Department of Families, Housing,
Community Services and Indigenous Affairs
feedback, 8
Directors, 68
staff surveys, 61
female staff, 22, 56, 57
figures and tables list, 127
financial statements, 83–124
financial summary, 13–18, 71–73
Fraud Awareness Guide, 63
Fraud Control Guidelines, 63
Fraud Control Plan 2011–13, 63, 69
fraud management procedures, 9, 63, 69
147
fraud related investigations, 63
Freedom of Information Act 1982, 6, 128
freedom of information report, 128
Frontier Services, transfer of Hetti Perkins aged
care facility to, iv, 3, 71
full-time staff, 56
funding, core
see financial statements; financial summary;
income
future outlook, v, 5
G
Galawu Hostel, Darwin, case study, 40
governance, corporate, 67–81
summary, 6–10
see also Internal Audit
government agencies, collaboration with
see Centrelink; Department of Education,
Employment and Workplace Relations;
Department of Families, Housing, Community
Services and Indigenous Affairs; Department
of Health and Ageing; partnerships; state and
territory governments, partnerships with
grants program
see Community and Corporate Partnerships
Program
guest capacity, 3, 17, 19, 130–137
see also occupancy rates
H
health and safety management, staff, 61–62, 74
see also Work Health and Safety Committee
health services, enabling access to, 36–39
see also Aboriginal Mothers Accommodation,
Darwin; Katherine Women’s Medical Hostel;
medical hostels; mothers and children, services
for; renal hostels; substance use rehabilitation
hostels
Hedland Health Campus, 37
partnership with, 54
148
Hetti Perkins Home for the Aged, Alice Springs,
transfer of, iv, 3, 71
highlights for 2011–12, iii–iv
homelessness and homeless, iii, v, 7, 24
see also short-term accommodation hostels
hostels
construction of new, iv, 15, 53–54, 71
divestment of, 3, 71, 72
evaluations of, 51
guest capacity, 3, 17, 19, 130–137
locations map, 21
quality assurance, 51, 63
transfer of, iv, 3, 71
see also accommodation services; aged
care hostels; community-operated hostels;
company-operated hostels and houses;
medical hostels; renal hostels; secondary
education hostels; short-term accommodation
hostels; substance use rehabilitation hostels;
I
incident reports, work health and safety, 62
income, 13–15, 18, 71–73
summary
indemnifying officers or auditors, 80
independence declaration, auditor’s, 85
independent living, building capacity for, 3, 4, 7, 44
see also wrap-around services
independent reviews and evaluations
see Australian National Audit Office; external
scrutiny; reviews and evaluations
Indigenous Australian Public Service Employees
Network, 58–59
Index
6
Indigenous Australians
Katherine Women’s Medical Hostel, 38
see also mothers and children, services for
AHL staff, 5, 11, 22, 56, 57
disadvantages of (the gap) (see Closing the
Gap)
Kirinari Hostel, Newcastle, case study of student,
30–31
employment programs for (see Indigenous
Youth Mobility Program)
Kuiyam Hostel, Cairns, case study, 42
Indigenous Education (Targeted Assistance) Act
2000, 53
Indigenous Mothers Accommodation, Darwin
Darwin
Indigenous Mothers Accommodation, Katherine
see Katherine Women’s Medical Hostel
Indigenous Youth Mobility Program, 32
case studies of participants, 32–35, 33–35
induction program
Board members, 67
staff, 58, 67
Information Publication Scheme, 128
Information Security Policy, 69
information technology management, 69
insurance premium
Comcare, 74
Directors, 80
Internal Audit, 9, 63, 69
Internal Audit Manual, 63
Internal Audit Strategic Plan, 69
see also Fraud Control Plan 2011–13; Strategic
Audit Plan 2011–13
investigations, fraud related, 63
Iris Clay Hostel, Townsville, case study, 41
IYMP
see Indigenous Youth Mobility Program
L
learning and development, staff
see training
leave liabilities, 72
legislative framework, 6
letter of transmittal, vi
liabilities, outstanding, 72
long service leave liability, 72
losses, operating, 71
summary
M
maintenance works, v, 72
see also construction works
male staff, 56, 57
Mark Ella Hostel, NSW, 71
medical hostels, iv, 3
case studies, 36–39
Darwin; Katherine Women’s Medical Hostel;
mothers and children, services for; renal
hostels; substance use rehabilitation hostels
Melbourne Regional Office, closure, 73
Mookai Rosie Bi-Bayan hostel, Edmonton, 39
J
Jane Arnold Hostel, Brisbane, case study, 42
K
Kambah Hostel, ACT, 71
Kardu Darrikardu Numida, Wadeye, iv, 15, 53, 71
149
mothers and children, services for, 36
case studies, 38
operating results, 18, 71–73
summary
Operations Management Committee, 7
organisational structure, 10
see also program structure
outcome and programs structure, 16
outlook for 2012–13, v, 5
overview, company, 3–24
N
NAIDOC week celebrations, 7
National Association for Rural Student
Accommodation conference, 58
National Disability Strategy, 120
National Health and Safety Officer, 74
see also health and safety management, staff
National Indigenous Australian Public Service
Employees’ Conference, 59
National Office restructure, 4, 56, 73
net assets, 72
summary
‘no pay, no stay’ policy, 11
see also tariff policy
non-ongoing staff, 56
Noongar Elders Home, Kenwick, cessation of
operations, 71
Northern Territory Government
collaborative arrangements with, iv, 36, 54, 55
notifiable incidents, work health and safety, 62
O
objectives, company, iii, v, 7, 8, 11, 49, 70, 71
see also guest capacity
Occupational Health and Safety Act 1991, 61, 62
see also Work Health and Safety Act 2011
occupational health and safety committee
see Work Health and Safety Committee
occupational health and safety management
see health and safety management, staff
office locations map, 21
Ombudsman, Commonwealth, 8–9
ongoing staff, 56
150
open days, hostel, 7
P
partnerships, iv, 52, 53–55
development of, iv, 7
see also Community and Corporate
Partnerships Program; Department of
Education, Employment and Workplace
Relations; Department of Families, Housing,
Community Services and Indigenous Affairs;
Department of Health and Ageing; Northern
Territory Government; state and territory
governments, partnerships with
part-time staff, 56
payroll function, centralisation of, 73
performance indicators, 17, 71–72
see also performance measures
performance management, staff, 61
performance measures, 49–51
see also performance indicators
performance summary, 13–22, 71–73
Personal Information Digests, 9
plans and planning, corporate, iii, v, 7–8, 63, 69
Strategic Planning Day, iii, 8
Port Hedland Renal Hostel
see South Hedland Hostel, Port Hedland
Portfolio Budget Statements, 16–17, 19
postnatal and prenatal care
prenatal and postnatal care
Index
6
Privacy Act 1988, 6, 9
private sector, collaboration with
see partnerships
proceedings on behalf of the company, 80
procurement procedures, 4
Productivity Places Program, 58
Program 1.1 Company-operated Hostels, 16
performance, 19, 20
see also company-operated hostels and houses
Program 1.2 Community-operated Hostels, 16
performance, 19, 20
see also community-operated hostels
program structure, 16
property management
see asset management
property, plant and equipment, 72
see also asset management
Public Service Act 1999, 6, 70, 80, 129
purchasing procedures, 4
Q
quality assurance framework, v, 51, 63
R
Recall, data backup storage, 69
recognition, staff, 60–61
recruitment, staff, 57–58
recycling, 74
refurbishment, hostel
see construction works; maintenance works
Regional Managers Meeting, 7
regional office network, v, 4, 73
related party disclosures, 73
remote and regional areas
service provision, iv, 29, 40, 53, 71
remuneration
Chief Executive Officer, 81
Directors, 81
policies, 70, 80
senior executives, 81
Remuneration Tribunal, 80
renal hostels, iii, iv, v, 3, 36, 54
case study, 37–38
retention, staff, 57–58
revenue and expenditure
summary performance, 13–15, 71–73
reviews and evaluations
asset management practices, iii–iv
Board performance, 68
hostel quality assurance, 51, 63
performance management system, 61
recruitment, 58
regional office network, v, 4, 73
tariff policy, iii
work health and safety systems, 61–62
see also Australian National Audit Office;
Commonwealth Ombudsman; external
scrutiny; Internal Audit; quality assurance
framework
risk management strategy, 9, 69
see also Audit and Risk Management
Committee
role, company, 11
rounding of amounts, 80
Royal Darwin Hospital, iv
Darwin
S
safety committee
see Work Health and Safety Committee
safety management, occupational, 61–62, 74
151
salaries liability, accrued, 72
Strategic Audit Plan 2011–13, 63
152
see also Internal Audit Strategic Plan
satisfaction surveys, residents, iv, 23–25, 129
Strategic Planning Day, iii, 8
see also complaints handling mechanism
secondary education hostels, iv, v
new facilities, iv, 15, 53, 71
senior executives
committees, 6–7
remuneration, 81
senior management committees, 6–7
Senior Managers Meeting, 7
service standards, 8
short-term accommodation hostels, 4
significant changes in state of affairs, 73
smoking, Indigenous
see Tackling Indigenous Smoking initiative
Social Inclusion Measurement and Reporting
Strategy, 129
social justice and equity, 8
solar power, installation of, 74
South Hedland Hostel, Port Hedland
case study, 37–38
construction of, iv, 3, 54
staff recruitment and retention, 57–58
staffing profile, 22, 56, 57
Stagpole Street Hostel, Townsville, case study,
45–46
stakeholder relationship management, 53–55
see also partnerships
state and territory governments, partnerships
with, iv, v, 54
see also Northern Territory Government
Statement of Expectations, 70
Statement of Intent, 70
extract, 128
statistics, staffing, 22, 56, 57, 58
Strategic Risk Management Plan, 69
see also risk management strategy
structure, company, 10
see also program structure
Studybank scheme, case studies of participants,
59–60
substance use rehabilitation hostels, 20
surveys
resident satisfaction, iv, 23–25, 120
staff, 61
sustainability, environmental, 73–74
Sydney Regional Office, transfer of functions to, 73
T
tables and figures list, 127
Tackling Indigenous Smoking initiative, v
case study, 52
tariff policy, 8, 11
review, iii
temporary accommodation hostels
see short-term accommodation hostels
tertiary education and training hostels, v, 29, 32
see also Indigenous Youth Mobility Program
Thornton Hostel, Darwin (IYMP), case studies of
students, 34–35
Tony Mundine Hostel, Sydney, case study of
student, 31
Topsy Smith Hostel, Alice Springs, 36, 37
trade liability, 72
training
Board, 67
fraud awareness, 63
staff, v, 55, 58–60
Index
6
training and tertiary education, enabling access to
women, health services for, 36
see tertiary education and training hostels
TransACT data centre, services from, 69
transitional accommodation hostels
see short-term accommodation hostels
transmittal letter, vi
turnover, staff, 57–58
2010–11 Annual Report, award for, 69
2011–12 Portfolio Budget Statements, 16–17, 19
2011–13 Corporate Plan, iii, v, 7
see also plans and planning, corporate
U
unscheduled leave rates, staff, 58
V
values, company, 11
see also Australian Public Service Values
vision, company, 11
see also objectives, company
vocational training accommodation services
see tertiary education and training hostels
W
case studies, 38
Work Health and Safety Act 2011, 6, 61, 62, 74
Work Health and Safety Committee, 7, 62, 74
workers’ compensation, 58, 62
see also Comcare
workplace absences, 58
workplace diversity profile, 57
workplace relations, 61
see also enterprise agreements
World No Tobacco Day, 52
see also Tackling Indigenous Smoking Initiative
wrap-around services, 3, 4, 7, 8, 11, 21, 24, 44
Y
year ahead, v, 5
years of service awards, 60–61
youths, services for
see Indigenous Youth Mobility Program;
secondary education hostels; tertiary education
and training hostels
WA Country Health Service, partnership with, 54
Wadeye boarding facility, NT, 3, 53, 71
see also Kardu Darrikardu Numida, Wadeye
Warrina Hostel, Dubbo (IYMP), case study of
student, 32–33
waste reduction, 74
water use, 74
website, company, 70, 124
Western Australian Government
collaboration with, iv, 37
William T Onus Hostel, Melbourne, case study, 43
Wirraka Maya Health Service
partnership with, 54
153
For more information about the 2011–12 annual report, contact AHL’s National Office.
AHL National Office
Level 1 Capital Centre
2-6 Shea Street
Phillip ACT 2606
PO Box 30
Woden ACT 2606
Tel: 02 6212 2000
Fax: 02 6212 2022
Email: marketing@ahl.gov.au
© Aboriginal Hostels Limited 2012
This work is copyright. Apart from any use permitted under the Copyright Act 1968, no part may
be reproduced in any form without permission from the Chief Executive Officer, AHL, PO Box 30,
Woden ACT 2606.
ISSN: 0313-2129
Design and layout by McShaman Design
Editing and indexing by WordsWorth Writing Pty Ltd
Printing by Union Offset Printers
Western Australia
Unit 2, 47 Cedric Street
Level 11, 167–169 Queen Street
Stirling WA 6021
Melbourne VIC 3000
T: (08) 9349 2548
T: (03) 9642 2775
E: ahl.perth@ahl.gov.au
E: ahl.melbourne@ahl.gov.au
Northern Australia
South Australia
Suite 6,1st Floor, CML Building
2 Clements Street
59 Smith Street
Dudley Park SA 5008
Darwin NT 0800
T: (08) 8342 6950
T: (08) 8981 4388
E: ahl.adelaide@ahl.gov.au
E: ahl.darwin@ahl.gov.au
Central Australia
Northern Queensland
Suite 2, Ground Floor,
110 McLeod Street
Lindsay Place Building
Cairns QLD 4870
15 Leichhardt Terrace
T: (07) 4051 4588
E: ahl.cairns@ahl.gov.au
T: (08) 8952 6544
E: alice.springs@ahl.gov.au
Southern Queensland
Level 4, 231 North Quay
National Office Canberra
Brisbane QLD 4000
Level 1 Capital Centre
T: (07) 3221 3866
2–6 Shea Street
E: ahl.brisbane@ahl.gov.au
Phillip ACT 2606
T: (02) 6212 2000
New South Wales
Level 5,128–134 Chalmers Street
Surry Hills NSW 2010
T: (02) 9310 2777
E: ahl.sydney@ahl.gov.au

Annual Report 11-12 - Aboriginal Hostels Limited

Transcription

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