Reports

Chair of FARM Committee Report

In these turbulent times, the Finance, Audit and Risk Management (FARM) Committee thought it best to begin by reassuring our readers. Micah Projects is doing just fine. We are solvent and, indeed, we continue to consolidate our financial position.

For the technically minded, we can say that, on our internal calculations, for the year ending 30 June 2024, the ratio of current assets to current liabilities, is in the order of 1.08 (which is a good thing…).  We can also say that the external auditor, Anthony Whyte from BDO, has already carried out his own investigations and his report has formally confirmed our conclusions. Certainly, that report has provided a more detailed picture of how Micah Projects is travelling.

At a higher level, it is noted that revenue has increased by 33% and our total assets have increased similarly.  In terms of funding, as many will be aware, the Queensland Government has delivered increases in the order of 20% for homelessness and domestic violence services.  We have increased our staff by about 23% to meet the demand, and our workforce now stands at 321 people.

This year, the Sisters of Mercy very generously donated to Micah a townhouse at Wooloowin worth over $930,000, and it has been deployed immediately as a home for a family.  We now own outright three properties, each in streets with boys’ names – Malcolm, Morris and Thomas – which makes it easy to remember. Importantly, they each assist in furthering our purposes, and in ensuring our viability.

Perhaps the single biggest change fiscally in the 2023–24 year is the enormous increase in brokerage monies. Micah Projects spent a sum of $7.5M on brokerage, which was an increase of 217% on the previous year. Nearly all of that additional money has been applied in working to ensure that participants are linked with appropriate short-term accommodation. It will be appreciated that this often involves paying small sums, such as $150 per night, for modest motel accommodation. That gives you some idea of the number of inquiries and transactions that Micah Projects’ workers have carried out to keep families under roofs and to arrive at the brokerage total. The work (and the State’s confidence in Micah Projects to perform the work) is a testament to the unique skillset that Micah Projects staff bring to placing people efficiently, flexibly and thoughtfully.

Our staff have completed the integration of SAGE, ELMO and WEEL software systems this year passed, and, in consequence, we have much improved visibility and transparency over expenditure and trends. The implementation of budgeting software has not been so seamless, but it is being tweaked.

From a risk point of view (that’s what the R in FARM is for…), it might be thought that, with the coming election, there is some uncertainty about our funding.  In fact, the vast majority of our programs are funded for many years into the future, and, in any case, we expect any new government to quickly recognise the integral part that Micah plays in Queensland.

There have been many very generous donations which, again, reflect the high regard in which Micah Projects is held.  Those donations have been applied to funding nurse outreach services, rent in Caboolture and Redcliffe, DV services, the Integrated Health Clinic, our cafes and of course Christmas hampers. 

Put simply, the fiscal platform on which our workers stand is sturdy and strong.

Thank you as always to the excellent job that is done by the members of FARM – Cherie Van Wensveen, Alison McRae and Debora Jackson - and to all the Micah Projects finance staff, including Mark Cranny and Julie King.

–Damien Atkinson, FARM Committee Chair

CEO's Report

2023-2024 was a year marked by the national housing crisis, with so many people experiencing the ripple effects and feeling trapped in cycles of poverty, homelessness and trauma.

We maintain our vision by supporting and advocating for better pathways. No matter what brings someone to Micah Projects seeking assistance, we have come to see that the challenges and impacts have constant themes: poverty with additional cost-of-living pressures, unaffordable housing that leads people to housing stress and/or homelessness, and co-occurring consequences of domestic, family and sexual violence, which also can result in homelessness. People at any stage of their life course, from birth to death and all stages in between, can find themselves faced with adversity that has ripple effects and can create complexity and overwhelming stress. This can be mitigated with community support, government investment into services and positive relationships that, one by one, dismantle obstacles and improve access to resources, services and entitlements that can break the cycle and create new pathways.

While we collaborate for change, it is our privilege to be witness and to assist in whatever way we can to resolve the stress and isolation that all these factors bring. It is difficult in the current environment, and we work with the hope that we do not do more harm, as we navigate systems that do not have safe and affordable housing within its reach. Rather, we are accommodating people in motels as an alternative to rough sleeping or staying in cars and tents – including women and children escaping violence, vulnerable individuals, families and children.

It is with relief and gratitude that we see our persistence translate into positive outcomes. This gives our staff the motivation to keep advocating, and to make the relentless work of phoning so many times to seek accommodation. Also, when the keys to a house are handed over, as is the case of 238 households in 2023-24, comprising of 13 couples, 121 single adults, and 97 families with 188 children. There is nothing more satisfying than witnessing the smiles as people move into a house with the essentials they need to make it their home.

Across our homelessness and domestic violence teams, we have brokered 34,874 nights of accommodation – for 123 adults, and 454 families with 978 accompanying children.  Support is needed for longer while people are in motels and unable to get rentals that they can afford.

In 2023-24, we created a Wellspring Hub in Redcliffe, and a Healthy and Safe Start team for pregnant women, and their child for the first 12 months. This was in response to the rising number of referrals. We have also been able to link more older people in with support.

Across all the clusters, the year has brought some changes, new relationships, new challenges, and old problems. Our staff have, with great commitment and skills been determined in their advocacy with other systems, networking with other agencies, networking with community initiatives to make our resources go further by working across clusters and enabling the sharing of expertise, knowledge and experience.

The past year has been the first full year that we have had the level of staff to operate 24/7 every day of the year, from both office and outreach – with several teams sharing infrastructure to ensure safety and access to resources after hours. After-hours work reduces the workloads that previous teams had in filling in the gaps, and also creates opportunities for providing continuity of services when it is needed.

Pictured below: Micah Projects Board at 6 November 2023

I thank our Board for their support and guidance, the Cluster team leaders for the problem solving and passion they have given to new challenges and unpredictable workloads.

To the team leaders and all staff doing the work every day – we are all stronger together and each with our roles that make the whole organisation function. I acknowledge our finance team especially for the thousands of transactions that have kept people in accommodation and supported staff with the resources needed to do their job.

I thank all in the public sector who have worked with us in contract management or in consultations in reforming Domestic and Family Violence, Homelessness, Putting Kids First, Women and Girls Health Strategy, National Redress Scheme, Family Inclusion Network. Housing, Sexual Violence. We appreciate being able to participate and understand the importance of bringing forward the needs, voices and gaps that our participants experience every day.

I thank our donors, including every individual, corporation, school, workplace and philanthropist who has contributed funds, time and support towards our vision and outcomes in 2023-24. I’m grateful to our partners, to local, state and federal government, and to Hand Heart Pocket, Paul Ramsay, John Wood, for continuing to listen and respond when we share data, insights and expertise that can help shape a better, collaborative way forward.

The 2023-24 year has highlighted the ongoing housing crisis, with many facing the compounded effects of poverty, homelessness, and trauma. Despite these challenges, our work has led to real world outcomes including 238 households secured stable housing, and we provided 34,874 nights of accommodation for individuals and families in need. These results reflect the resilience of those we serve and the dedication of our staff and partners.

Through community support, advocacy, and strategic partnerships, we continue to dismantle barriers and create pathways out of hardship and homelessness. While the work is far from done, we are motivated by the progress we have made and remain committed to addressing housing stability and supporting those who are most vulnerable.

We extend our thanks to our Board, partners, donors, and dedicated staff, whose contributions are essential to the success of our mission. Together, we will continue to create positive change, empowering individuals and families to break the cycle of poverty and find stability.

– Karyn Walsh, CEO Micah Projects