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Our Resources
Our Resources
having the right resources and partnerships to do our work
Our 2010 / 11 overall financial result was a surplus of $ 1.2M , which was predominantly due to the most generous gift ($ 1.65M ) of a property in Footscray by the Peter and Lyndy White Foundation .
Our investment return was 7.02 % for the year , 6 % of which is allocated to operations . Any excess is available for priorities determined by the Board .
The 2011 / 12 budget includes additional investment in our strategic priorities and a number of unfunded programs .
To enable us to achieve our Vision and the goals we have set ourselves , the Board endorsed a strategy to boost our independent income . While we are most grateful for the support we receive from individuals , philanthropic foundations , businesses and governments , it is not enough to do everything we want to do . Our commitment to providing the best possible services and advocacy for better policies and programs , means there is no shortage of new ideas and opportunities we want to pursue . Developing strong partnerships to increase our available resources is essential .
Our new Chief Financial Officer , Emmanuel Tsakis , has already implemented a number of changes which will achieve cost savings ( especially with the outsourcing of our motor vehicle fleet ) and improve Board and management reporting .
Keeping up with technological changes , the needs of a growing and diverse organisation , the importance of good record keeping and ensuring we get the best value for this investment , has required a greater focus on information management . Our three year Information Management Strategy was signed off in April , with four key projects scheduled for this year .
We have also strengthened the way we manage our 21 offices and 34 other properties . Our school campus in Noble
Park benefitted from a grant from the Building the Education Revolution ( BER ), a new office was established in Scoresby , our Morwell and Clayton offices were refurbished , new offices were established in Sale and Warragul and we set up seven additional residential units .
Under the leadership of Michelle Brownstein and then Karen Mason , our capable Development and Communications teams continued to find ways to “ tell the Berry Street story ” and enlist new supporters .
• We generated more media interest than ever before , with an average of almost one media story every day ( 331 for the year ), more online stories and 24 through radio and television
• We launched our new website , with significantly greater capability , eg online donations , Knowledge Centre etc
• We increased our appeal income to $ 400,000 , acquired 3,000 new donors , developed a number of new partnerships with our business supporters and maintained workplace giving ( approx $ 63,000 ) and corporate support ( approx $ 131,000 )
• For the first time we had a dedicated position ( part-time ) to focus on trusts and foundations . We made 51 submissions which brought in over $ 600,000
• Our Berry Merry Christmas Appeal was the biggest ever ! One hundred and twenty volunteers helped to pack and distribute nearly 8,000 gifts to children , young people and families with whom we work
• Melbourne Football Club won the Berry Street Cup ; Church St Enoteca ’ s 3rd Celebrity Chef Challenge Dinner raised nearly $ 30,000 ; supporters in Run Melbourne raised $ 11,000 ; and the Jane Foundation ’ s Golf Day raised $ 16,000
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