The Buttery has gone from strength to strength in the last 12 months.
We acknowledge the Board of Directors, the Foundation Committee, our donors, funding bodies and importantly our committed, compassionate and talented staff.
We are extremely grateful to have staff who care so much about the people they work with, about each other and about their community. The Board, the Foundation Committee and the CEO are in awe of those who deliver Buttery programs. Your commitment, compassion and values drive us and our organization to do better and be better. Thank you.
Report from the Chairman
The 12 month period, which ended on June 30th was one of considerable change and growth for the Buttery. In October we welcomed our new CEO Leone Crayden to the organisation. Leone comes with a wealth of experience in social services and has already demonstrated her leadership and management skills. I would like to thank Zac Dawkins, who was acting CEO prior to her arrival, for his hard work and diligent approach.
Priorities during the year included:
- a review of all existing programmes (both residential and outreach) to ensure full compliance with all requirements
- continuing focus on fundraising at a time when government funding (both Commonwealth and State) remain under pressure
- the preparation of a new strategic plan, which will serve as a guide for the Buttery’s future development in an increasingly challenging environment
- the pursuit of selected new growth opportunities, particularly in the outreach area
I am pleased to note that we made good progress on all fronts. Our policies and procedures have been reviewed and updated and we are in full compliance with all of our obligations. New systems are in the process of being implemented which will further strengthen these.
On the fundraising front we achieved new levels of giving support and the Buttery Private made a modest level of contribution in only its second year of operation.
During the year, and detailed below in the CEO’s report, we were successful in winning a number of new tenders. While the original focus of the Buttery was centred on Bangalow and the Northern Rivers area of NSW the organisation now has offices stretching from Tweed Heads in the North to Port Macquarie in the South.
A number of exciting initiatives started during this period will almost certainly bear fruit in the current financial year.
Notwithstanding the challenges of maintaining an aging facility, new programme initiatives and greater staff numbers the Buttery completed the financial year with a modest surplus.
The positive outcomes being achieved for our clients would not be possible without the support and input of many people. I would like to thank the board for their support and input. Equally thanks must go the Sydney Committee, who do valuable work raising both the profile of the Buttery and funds for a variety of purposes. To the donors, whether big or small, thank you again for your generosity and help. Finally the staff, who sometimes toil under challenging conditions, your hard work and enthusiasm are much appreciated.
Report from the CEO
At The Buttery, we have worked diligently to become an integrated, unified service to serve our clients and to learn and grow.
It is vital for community organisations that the Board, CEO and senior staff work towards a common, shared vision to achieve strategic goals. This year, with input from clients, the leadership team, the Board and partner organisations, we developed a revised Strategic Plan. It articulates the future direction of The Buttery.
Another first, was the appointment of the Buttery’s first female CEO. I am very grateful to the Board for having the faith in my experience to give me stewardship of this iconic and remarkable organization. I hope to remain worthy of the task. I am in awe of the life-changing work we do and the incredible stories of people’s recovery and resilience. I have learnt much from our wonderful staff who inspire me daily.
In February 2019, The Buttery held its first staff only conference, “Bringing the Buttery Together.” Staff came together to present about Buttery programs. A learning experience, the conference demonstrated how much the Buttery’s programs have expanded to help even more people. We now provide a full continuum of care. This includes abstinence-based residential programs and a full range of community-based programs. These focus on harm reduction, relapse prevention, addiction counselling, psychosocial education, mental wellbeing and aftercare.
I am very grateful for the support in my first year from our partner organisations. These include the Primary Health Network, Northern NSW Local Health District, the Office of Responsible Gambling and the NSW Ministry of Health.
With the new Fotprints2Wellbeing program, we are part of a consortium which supports people with psycho-social, disability and mental health issues.
Through this consortium, I look forward to a strong, continuing relationship with Rekindling the Spirit, Werin and Wellways Australia. This partnership will enable us to increase services to Aboriginal and Torres Strait Islander people and strengthen The Buttery’s cultural awareness. Our partners will enhance our capacity for culturally safe service delivery.
To better serve our clients, we are implementing improved client management and finance software, embarked on a review of our quality management framework and upgraded vital infrastructure.
We have achieved a great deal in the last year. There is much more to do. The Buttery’s new vision is “Connected Communities, Valued People, Collaborative Partnerships.” I trust that with all of the invaluable and important work at the Buttery we will embrace this vision and continue enriching lives.