Wathaurong Annual Report

Annual Report 2013 WATHAURONG ABORIGINAL CO-OPERATIVE

Welcome to Country

We would like to thank and pay respect to the traditional ow We would also like to acknowledge and pay respect to our

Kim Barne Barre Waddawurrung, Kitjarra ngitj. Gin Gin bail

(Welcome to Wathaurong Country, let us walk together and

Our Vision

We are here to serve the community, to provide culturally a with Aboriginal cultural practices.

This is our 15-20 year vision.

Our Purpose

Welcome to Country We would like to thank and pay respect to the traditional owners of this land – the Wathaurong people.

We would also like to acknowledge and pay respect to our Elders, both past and present, to the members of the Aboriginal* community and to the community leaders reading.

Kim Barne Barre Waddawurrung, Kitjarra ngitj. Gin Gin bail wada nidj, Bar Nar Weering Nidj.

(Welcome to Wathaurong Country, let us walk together and learn in peace).

Our Vision We are here to serve the community, to provide culturally appropriate: health, education, aged, disabled, housing, and cultural services that are based on evidenced based practice consistent with Aboriginal cultural practices.

This is our 15-20 year vision.

The primary purpose of the Wathaurong Aboriginal Co-ope To provide our members and Aboriginal people living or improved access to aarange culturally appropriate health Our Purpose instilling sense ofof cultural pride and belonging in our children and our community children’s to control its own affairs and achieve self-de The primary purpose ofthe the Wathaurong children.

Aboriginal Co-operative is to provide holistic, culturally sensitive and secure The Wathaurong Aboriginal CoAsthe traditional owners custodians of Wathaurong land, w service responses to meet specific operativeand welcomes all Aboriginal needs of the Aboriginal community. To people and provides a place where respecting our Elders and others, and instilling a sense of c provide our members and Aboriginal community members experience social people living or in transit in the service and cultural connectedness and unity, delivery and surrounding areas of have a voice, celebrate culture and welcomes all Abo The Wathaurong Aboriginal Co-operative Wathaurong’s traditional boundaries identity; promoting self-determination, voice,and celebratecommunity culture healing, and identity; self-determ with assistance, an increased well-beingpromoting and improved access to a range of culturally advancement. appropriate health, housing, education, *NB. For the purposes of this document, the employment and cultural services, term “Aboriginal” refers to both Aboriginal contribute to improvements *NB.in community For the purposes of this document, the term “Aborigin and Torres Strait Islander persons. well-being and build the capacity of the WARNING: This document contains community to control its own affairs names of deceased people. and achieve self-determination.

As traditional owners and custodians of Wathaurong land, we are committed to working together to provide a secure future for our community by upholding the dignity of our ancestors, respecting our Elders and others, and Board of Directors above from left: Laurie Owen, Colleen Howell, Adrian Jackson, Sandra Brogden

2 | Wathaurong Annual Report 2013

[Board of Directors above from left: Laurie Owen, Colleen H

Chief Executive Officer and Chair Person’s Report

CONTENTS

CEO & CHAIRPERSON’s REPORT 4 WATHAURONG ORGANISATIONAL CHART 6 Operations Management 7 business ventures 8 community services 9 in home support 10 best start program - mingo waloom 11 milla milla playgroup 12 koori pre-school assistant program 13 kinship care 14 aboriginal stronger families program 15 integrated family services - innovations 16 closing the gap project 17 indigenous protected areas 18 language program 19 home and community care (HACC) 20 indigenous tenants at risk (ITAR) Program 21 Community HOUSING and infrastructure prograM (CHIP) 22 Local and koori youth justice 23 health services 24 koori maternity service 26 bringing them home (bth) program 27 alcohol and other drugs (AOD) Program 27 primary health clinic 28 aboriginal health program 29 medical administration 30 corporate services 31 finance and administration 31 Special mention 32 naidoc award winners 2012 32 special thanks 32 financials 33

Wathaurong Annual Report 2013 | 3

CHIEF EXECUTIVE OFFICER AND CHAIRPERSON’S REPORT During the financial year Wathaurong Aboriginal Cooperative celebrated growth. Wathaurong’s total revenue increased by 10%, the combined asset value increased and the organisation employed a further 13 permanent staff.

The Co-operative achieved an excellent audit report and are in a strong financially sustainable situation – which is a great credit to the team.

Wathaurong, being an Aboriginal Community Controlled Organisation (ACCO) undertook significant work to keep up with major reforms that were happening during 2012 and 2013, like all ACCOs throughout Victoria.

One such reform was the Service Sector Reform, which was to improve the relationship between government and the community services sector to support vulnerable Victorians; it examined the way services were funded, how outcomes were measured, and it put a spotlight on accountability and partnership arrangements. Also, as part of the service agreement under the Children, Youth and Families Act 2005, Wathaurong was required to be registered and compliant with the Department of Human Services (DHS) Standards to deliver family and out of home care services.

For Wathaurong and other ACCOs, this resulted in undergoing numerous accreditations and registrations to provide quality services and to continue receiving funding from the government.

Through this process, Wathaurong successfully met certification and accreditation processes to meet standards set by both Federal and State Governments and attained: • ISO 9001:2008 (from the International Organisation for Standardisation) • DHS Service Certification requirements • OATSIH (Office of Aboriginal and Torres Strait Islander Health) Risk Assessment • OATSIH Accreditation Wathaurong is yet to achieve Community Housing Infrastructure Program accreditation.

Also, there were reforms to children and youth programs and policies, at both the state and Commonwealth level which Wathaurong has a huge interest in, and participated in numerous consultations - as Wathaurong

4 | Wathaurong Annual Report 2013

have programs targeted at supporting families within the child protection system. The State Government commissioned a comprehensive independent inquiry into Victoria’s child protection system to consider the causes of child abuse and the effectiveness of existing systems. From the Protecting Victoria’s Vulnerable Children Inquiry and the directions paper Victoria’s Vulnerable Children - Our Shared Responsibility the government put forward a number of strategies. One of those strategies was the appointment of the Aboriginal Child and Youth Commissioner who facilitated the discussion between mainstream services and ACCOs to inform the 5 Year Out of Home Care: Complementary Plan concerning the needs of Aboriginal Children. This is to ensure that Aboriginal children are in stable placements in out of home care and are safe and well from a cultural perspective. Wathaurong took part in the many workshops and working groups to progress the plan and will watch with great interest the future directions the department takes following the submission from this group.

Another significant reform was the National Disability Insurance Scheme (NDIS) in which Geelong hosts the schemes national head office - the National Disability Insurance Agency (NDIA). The introduction of the scheme means that those living with a disability will have greater control of their care. However, this could have a massive effect on Wathaurong’s future sustainability; as from July 2015 the client will be given control of their funding and able to determine where they obtain services. ACCOs from July 2015 will no longer receive funding the way they currently do and this could impact on ongoing viability of the service - as Wathaurong currently has a slim market.

This being considered, Wathaurong is working with the NDIA to strategically position itself and other ACCOs in the disability space. Wathaurong has applied for registration as a provider of disability services.

Wathaurong understand the importance of being involved in reforms as program and policy changes can have an effect on the way services are provided to Aboriginal people.

Therefore Wathaurong has participated in: • Victoria’s action plan to address violence against women and children • Ministerial Roundtable for the Minister for Aboriginal

Affairs, Jeanette Powell, to inform the development of the draft Victorian Aboriginal Economic Strategy to increase the number of Aboriginal people in rewarding jobs and operating profitable businesses by having stronger foundations in education and skill sets as well as growing opportunities for employment and viable business ventures • The DHS forum to establish the West Division Aboriginal Advisory Group to work in partnership with the Department in the development and review of policy and service provision to improve outcomes for Aboriginal peoples accessing human services • The consultation of the future direction of the social housing system, and the homelessness sector • Entering into partnership with Glastonbury Child and Family Services for the delivery of an Aboriginal Stronger Families service in the Barwon area. This partnership has benefits for both organisations: Glastonbury with its many years of experience in this field and Wathaurong providing the cultural aspect to service delivery and access to the Aboriginal community • The Practice Health Atlas pilot which aimed to improve the workforce, Medicare Benefits Schedule service items and service provision to community

and sexual health; all program areas at Wathaurong were involved in this program. Wathaurong plan to make the project bigger and better next year.

Speaking of next year, the Co-operative’s infrastructure requirements were vast this year with much needed repairs and maintenance on our housing stock. Work has started and should be completed by the end of 2014. Not only was work being conducted on housing, renovations in the administration building were undertaken to increase office space to accommodate service expansion.

Finally we would like to take this opportunity to recognise all the hard work Wathaurong staff put in this year compounded by the added responsibilities government placed on Wathaurong. We would like to congratulate staff for playing a key role in achieving positive outcomes for the Aboriginal community. We hope for an even more successful year ahead.

Jodie Sizer Chairperson Tracey Currie CEO (pictured above)

• A successful week of celebrations for NAIDOC with the NAIDOC Ball at Cunningham Pier and the pop up Aboriginal Glass and Arts shop in Little Malop Street • Support of Reconciliation One Fire to discuss Aboriginal recognition in the Australian Constitution. These talks took over three months with a lot of goodwill and interest from the mainstream to acknowledge its First Nation Peoples • Hosting five Co-operative community meetings and a successful Christmas lunch • The launch of the Koolin Balit (previously named Closing the Gap) plan with our Chair as master of ceremonies Through the “Closing the Gap” project, Wathaurong delivered the “Deadly Choices” health promotion program in conjunction with the Geelong Cats and the Department of Health. Wathaurong was the lead ACCO for the Barwon South West region to provide an education component as part of the project that addressed smoking, healthy eating

Wathaurong Annual Report 2013 | 5

Wathaurong Organisational Chart

Board of Directors l

Chief Executive Officer (CEO) Tracey Currie

Closing the Gap

Community Services Manager

Finance & Administration Manager

Craig Edwards

Kevin Bartlett

Community Services Team Leaders X3

Reception & Administration

Operations Manager

Health Services Manager

Tony Meagher

Wathaurong Glass Manager Mark Edwards

Renee Owen

Playgroup

Language & Education

In Home Support Koori Preschool

Home and Community Care

Performance & Quality

Information Technology

Medical Reception Occupational Health & Safety

Domestic Services

Aboriginal Family Led Decision Making

Community Housing Infrastructure Program

Health Promotion Fleet/Vehicle Services

Indigenous Tenants at Risk

Bringing Them Home

Family Innovations

Local Justice

General Practioners Clinic

Kinship Care

Community Justice

Chronic Disease Program

Parent and Community Engagement

Koori Maternity Services Aboriginal Health

Security Services Best Start

Health Service Team Leader

Works Crew

Human Resources

Indigenous Protected Area

Allied Health

Oral Health (Dental)

Alcohol & Other Drugs

Psychiatric Disability Rehabilitation Services (PDRSS)

Patient Transport

6 | Wathaurong Annual Report 2013

Wathaurong Glass & Arts

Tony Meagher - Operations Manager

Operations Management

Operations Management provides overall support to staff and management of the Co-operative by strengthening the Cooperative’s capacity, performance and systems in relation to: • Meeting the Quality Standards of funding bodies • Work force recruitment, retention, training and accountability to clients, the Co-operative and funders • Occupational Health and Safety (OH&S) within the workplace for staff, clients and visitors.

Each topic will be reported on in turn.

Quality During 2012/2013 Wathaurong Aboriginal Co-operative achieved registration of its Family Services programs under Department of Human Services (DHS) standards.

The Co-operative also achieved certification under ISO 9001:2008.

OH&S Occupational Health and Safety has been strengthened with the introduction of new processes to help document and manage risks to clients, staff and visitors. During the year there were 12 registered incidents or accidents, all of which were minor, fortunately.

Wathaurong can expect the next 12 months to require a lot of adaptability to successfully meet the challenges ahead as global economic factors and changes at State and Commonwealth Government levels are leading to new pressures and changes in the way that the Co-operative is able to go about its business.

Thank you to the combined efforts of all staff helping to implement the structures, policies and systems that will help Wathaurong survive long term!

Tony Meagher - Operations Manager (pictured above)

Furthermore, the Health Service passed the Office for Aboriginal and Torres Strait Islander Health (OATSIH) Risk Assessment which will assist with accreditation in August 2013, and progress has been made in relation to meeting quality assurance obligations for the Community Housing program.

Work has commenced in the Home and Community Care (HACC) program to ensure Wathaurong pass the Federal Government Combined Community Care Common Standards.

An enormous amount of combined staff time and energy goes into not only meeting the requirements of these various standards but proving that fact to the various teams of auditors. Thanks to the dedicated staff groups who have put in so much effort! Wathaurong now have a number of new systems and processes that will assist to deliver high quality and accountable services well into the future.

Work force Wathaurong employed 77 people over the last financial year; many were employed on a short term basis. The end result was an increase of 13 permanent staff.

Wathaurong Annual Report 2013 | 7

BUSINESS VENTURES

Wathaurong Glass Wathaurong Glass is a fully owned subsidiary of Wathaurong Aboriginal Co-operative. All profits that are made by the business are used by Wathaurong Aboriginal Co-operative to service the community. Wathaurong Glass supplies architectural glass for windows and doors, kitchen and bathroom splash backs, decorative plates, platters, bowls, and unique awards.

It is the production of quality awards for the corporate market that has contributed to the growth of the business in the last 12 months. Overall, Wathaurong Glass has grown both nationally and internationally.

During the 2013 financial year there have been a number of continuous improvement processes. These include: • Online job board for scheduling orders

• Online shopping available via the website, http://www.wathaurongglass.com.au, or via Skype or tablet interface • Website upgrade with number one Google position • Job numbering system with log-in ability for customers to follow progress of their order/s • Financial accountability via Wathaurong Aboriginal Co-operative • Online quotes now available.

The coming financial year promises to be more successful than the last. Wathaurong Glass are working to secure funding to build a new glass studio with room for office space and a cultural education and training centre which will create further employment opportunities for the community.

• Customers are tracked and followed up daily, weekly, monthly and yearly via an online system • Online glass firing schedule and system

8 | Wathaurong Annual Report 2013

Above: Mark Edwards Wathaurong Glass team below from left: Mark Edwards, Jarrod Black, Absent: Luke Charles

COMMUNITY SERVICES

Community Services provides a wide range of supports and services to the community spanning from: family and social support, justice services, and land management to assistance in the home and community for individuals to maintain independence. The biggest area of growth for the service was the services provided to children and families.

This growth has seen one of our greatest partners, Bethany, assist Wathaurong in meeting its obligations under the Department of Human Services (DHS) Standards in obtaining ISO 9001:2008 accreditation for all DHS funded programs. Bethany’s continued support is appreciated.

Thank you to all the staff for their ongoing efforts and positive attitude throughout the year. To the community, Board, CEO, Wathaurong Glass and government partners for their ongoing commitment to culturally appropriate services delivered by an Aboriginal Community Controlled Organisation in the Barwon Southwest region.

Craig Edwards - Community Services Manager (pictured above)

Some of the other program highlights during the year were: • National Children’s week in which 135 children attended fishing on the lake, cooking, boomerang making, painting and a disco • NAIDOC week flag raising - 87 very excited children headed down to the Collingwood children’s farm and later attended the NAIDOC march • The swim program which was well attended by mums and bubs throughout the year • Children’s Christmas party in December • Woorrangalook Surf Titles, approximately 200 to 300 children attended • 85 children participating in the Children’s Ball Great working partnerships forged between Milla Milla Playgroup, City Greater of Geelong, Mingo Waloom Best Start, and Koori Pre-School to give children aged between 0 and 8 years the best start possible. As a result numbers have grown in both the Wathaurong Milla Milla playgroup and Council’s kindergartens.

Due to growth, the next financial year will see Community Services split into two separate services: Family Services, for matters particularly relating to families and children, and Community Services which will encompass land matters, language, culture, and services and supports provided to those who are aged and/or living with a disability.

Community Services team above from left back row: Justine Bonney, Veronica Maloney, Kirsty Halik, Kerrie Black, Kate Page, Craig Edwards. Middle row: Corrina O’Toole, Fiona Schlensog, Gina Chapman, Tahlia Fry. Front row: Kylie Edwards, Norm Stanley, Kristi Watts Absent: Stacey Neilson, Riley Evans, Kylie Edwards, Uncle David Tournier, Reg Abrahams, Jodie Chatfield, Yvette Patterson, Nicole Thompson, Gwenda Black, Alfred Oram, Shane Clark, Kim Smailes.

Wathaurong Annual Report 2013 | 9

IN HOME SUPPORT

Funded by the Department of Education and Early Childhood Development (DEECD), the In Home Support (IHS) program provides culturally appropriate one on one support and opportunities for families with Aboriginal children aged between 0 and 3 years. This support is provided to family to enable cultural and community connection, health, safety, learning and development. Some of the support include: • Mums and Bubs swimming, • Regular morning tea, • Access to Milla Milla Playgroup and the Healthy Eating Program, • Baby Massage, • Teddy Bears picnic.

IHS also organise family outings, this year outings included: Werribee Zoo, Geelong Performing Arts Centre, and Dora the Explorer. Visits to the playgroup from Geelong Regional Library and the Speech Therapist from the Early Childhood Intervention Service are also part of the activities.

IHS has provided support to more than 60 families in the last year; this is well above state average per service provider.

This is attributed to improving staff capability, recruitment of new staff, strengthened referral pathways into the program and improved working relationships with: Wathaurong Koori Maternity Services, Milla Milla Playgroup, Barwon Health Maternity Services and the Department of Human Services (Child Protection).

One of the many challenges the program faces when working with families are the complex psychosocial issues, such as: family violence, homelessness, drug and alcohol

10 | Wathaurong Annual Report 2013

misuse, mental health issues and risk or history of child protection involvement/out of home care.

To assist with these challenges, the IHS program will aim to provide families in the community with clear pathways to programs and improved access to culturally appropriate Maternal and Child Health over the next 12 months. IHS will also aim to provide opportunities for group participation with a clear therapeutic focus around parenting whilst confronted with complex psychosocial issues, and continue to provide opportunities for families to participate in culturally appropriate supports.

IHS Program Coordinator - Rylie Evans IHS Workers (case workers) - Gina Chapman, Kate Page, Stacey Neilson Community Engagement Worker- Kerrie Black Driver/Playgroup Assistant - Kristi Watts

BEST START PROGRAM - MINGO WALOOM The Mingo Waloom Best Start program works with families of children 0 to 8 years of age to give the best start possible through engaging in cultural programs which develop the child’s identity and connection to community as well as supporting their physical development through sporting, educational and cultural activities.

Wathaurong have partnered with: City of Greater Geelong, Bethany, Northern Bay College, Barwon Health, Gordon TAFE, Glastonbury Child and Family Services, DEECD, Geelong Kindergarten Association (GKA), Victorian Aboriginal Community Services Association Limited (VACSAL), Supplement Recurrent Assistance (SRA), Surfing Vic. and Swimming Victoria.

The partner groups and the Koori Engagement Support Officers completed an action plan to work on improving reading, writing, numeracy and increase physical activity in Aboriginal children. However, the achievements of the Mingo Waloom program include: • Developed Koori Kinder bags

• Ran a six week swimming program at Norlane Water World in which 42 children came along • Supported the Glastonbury Active Play van to attend playgroup once per month • Supported an under 10 years football and netball team to play in the Statewide Aboriginal Junior Football and Netball Carnival • Engaged parents and care givers to volunteer with significant community activities • Organised 12 children to attend Camp Licola • Established a Best Start newsletter • Improved partnerships with family service organisations to utilise mainstream services for Aboriginal families • Increased attendance of families in the community to significant cultural events and celebration days such as Aboriginal Children’s day, NAIDOC, Best Start family camp, Community Christmas party, Barwon Heads family day, Pako Festa, Woorangalook Surfing titles, and the holiday program

• Facilitated a kinder information day

• Facilitated Best Start partnership meetings and learning working group meetings once every two months

• Worked in partnership with SRA to support children with emergency assistance

• Participated in the statewide Best Start evaluation

• Advocated for SRA funding to support Uncle David to deliver cultural programs to 44 kindergartens in the region that have Aboriginal enrolments • Monitored kinder enrolments data • Facilitated four cultural programs for students studying Kindergarten Teaching at Gordon TAFE • Sent letters to families of children who have turned 2 years old encouraging them to enroll their child in kindergarten • Supported LAECG (Local Aboriginal Education Consult Group) meetings

• Managed the Deadly Dancers - young boys group • Supported cultural activities during Children’s week.

Looking to the future, Mingo Waloom will work towards building the capacity of parents and caregivers to understand the importance of literacy and numeracy in the early years and strengthen relationships between education providers and the Wathaurong community. Also the program will support families and children to increase children’s physical and spiritual health and wellbeing and strengthen cultural identity through engagement in the Wathaurong community and Best Start activities and programs.

• Developed and supported the under 8 years Wathaurong basketball team • Provided 54 scholarships for children to participate in sporting activities • Established a surf development squad to provide intense support to 12 children • Mentored nine children aged between 4 and 8 years at Corio Community Football Club in Little League and Auskick • Provided a “Come ‘n try” learn to surf day for children aged 4 to 8 years, 27 children attend

Wathaurong Annual Report 2013 | 11

increase children’s physical and spiritual engagement in the Wathaurong commun

MILLA MILLA PLAYGROUP Milla Milla Playgroup

Milla Milla Playgroup is a funded service through the Department of Education Employment and Workplace Relations (DEEWR). Milla Milla is for children aged from birth to 4 years. The playgroup focuses on supporting access and participation of Aboriginal children and their caregivers in a culturally appropriate setting prior to entering school. Milla Milla also gives children and their caregivers the opportunity to engage with other families within their community.

The playgroup operates three days per week. The Monday session is held off site, Thursdays and Fridays are held at Wathaurong Children’s Centre. There are between 12 and 24 children at each playgroup session.

To improve access and support at playgroup, Milla Milla have worked in partnership with In Home Support to strengthen referral pathways. To support this, Milla Milla have: • Conducted a Healthy Eating Program for lunches • Celebrated National Aboriginal Children’s Day at Wathaurong which 135 children attended. Activities included: fishing on the lake, damper making, animal farm, boomerang making and a disco

their caregivers which promoted parent-child engagement, gross motor and language development. The music group called Sing N Grow ran for 10 weeks between November to December 2012; 10 families participated

Milla Milla Playgroup is a funded service Relations (DEEWR). Milla Milla is for chil access and participation of Aboriginal ch entering school. Also, Milla Milla gives ch within their community.

• Worked with Glastonbury who facilitated Communities Active in Play (CAP) in the playgroup for six weeks. CAP promoted physical activities for preschool children that are interactive and fun

• Facilitated a weekly music group for young children and

• Completed the Tiny Bubbles swim program in February 2013 which was a three week program focused on water safety; nine families attended • Celebrated National Playgroup Week in March 2013.

Tahlia and Kylie promoted Milla Milla Playgroup at the Waterfront and provided an opportunity for the general public to do rock painting; 1022 people attended

• Hosted the City of Greater Geelong Maternal and Child Health Nurse at playgroup in June 2013 four times to conduct key age and stage assessments.

In the coming year the playgroup will purchase more cultural resources to promote improved literacy and numeracy, strengthen links with City of Greater Geelong Library Service and encourage parents/caregivers to interact with their children through music, reading and play.

The playgroup operates three days per w weather, Thursdays and Fridays are held 12 and 24 children at each playgroup ses Kylie Edwards - Milla Milla Playgroup

To improve access and support at playgr strengthen referral pathways. In conjunct Left: National Playgroup Week rock paintings Above: Milla Milla Playgroup

12 | Wathaurong Annual Report 2013

•

Conducted a “Healthy Eating Pr

Koori Pre-school Assistant Program The Koori Pre-school Assistant program is funded through the Department of Education and Early Childhood Development (DEECD). The program focuses on supporting access and participation of Aboriginal children in mainstream kindergartens within the Geelong and surrounding region, as well as assisting kindergartens to provide culturally appropriate care and an inclusive environment for Aboriginal children.

In the financial year, the Koori Pre-school Assistant program has celebrated: • Kinder transition day held 12 November 2012, where 20 families with kinder aged children attended - 23 children were enrolled on the day • 55 Koori children enrolled into kinder for 2013, this was spread across 29 kinder services being supported by the Koori Pre-school Assistant and kinder staff

It is expected in 2013/2014 the Koori Pre-School Assistant program will: promote and help improve literacy and numeracy skills, ensure all families in the community with children eligible for kindergarten are enrolled into a kindergarten service for 2014 and 2015, hold a kinder enrolment day early in 2014 to give parents the opportunity to be supported by Wathaurong Early Years Team in enrolling their children into kindergarten for 2015, and hold another Kinder Transition Day separate to enrolment day where children are given kinder bags full of essentials and provided with information to families about transitioning into kinder.

Tahlia Fry - Koori Pre-school Assistant

• Providing support to kindergarten teachers and families to access emergency funding when required • The Improving Children’s Outcomes seminar on 31 October 2012 • Bringing Up Great Kids, parenting program, 12 December 2012.

Wathaurong Annual Report 2013 | 13

KINSHIP CARE

The Kinship Care program supports children in out of home care and care givers to strengthen and maintain cultural identity and connection to the Wathaurong community.

The program supports the establishment and maintainance of child placements. The staff in this program regularly visit clients at home, organise and supervise access visits and arrange parent education while working alongside Department of Human Services (DHS).

In doing this important work, the program has strengthened working relationships with external agencies and has seen a number of clients with positive outcomes for the child and their cultural connection and identity. As a result and with the support of Bethany the program is now accredited. With accreditation has come growth, the Kinship program has employed a Case Manager, Jodie Chatfield, in addition to the two existing fulltime staff.

The remainder of the year into the next promises to see further growth with an increase in capacity to support caregivers and children, as well as facilitate gatherings for all caregivers of Kinship Care and out of home care children. Wathaurong is in the process of developing a Memorandum of Understanding with Berry Street Take Two who will provide a Therapeutic Support Worker to work closely with Kinship Care clients in out of home care.

Veronica Maloney – Kinship Care

14 | Wathaurong Annual Report 2013

ABORIGINAL STRONGER FAMILIES PROGRAM The Aboriginal Stronger Families Program was established in May 2013. The program partners with Glastonbury Child and Family Services and is located between Glastonbury and Wathaurong however it is intended that the program will move to Wathaurong in the future. The program offers intensive and long term (up to 12 months) family case support to enable Aboriginal children who are at imminent risk of being placed in care for the first time to remain at home with their parents or to support the child’s return to their parents care when safe to do so. The program works closely with the family concerned and Department of Human Services (DHS). Families must be on an order with DHS to be eligible for the program.

At the moment, the program has capacity to support eight families however this may change in the future as the program looks forward growing with Glastonbury to see positive outcomes for families, and children being able to remain in their family home without entering out of home care.

“Cultural connectedness is vital to strengthen Aboriginal families” Corrina O’Toole - Team Leader Jodie Chatfield - Case Worker Yvette Patterson - Case Worker

Wathaurong Annual Report 2013 | 15

Integrated Family Services - Innovations The Innovations program provides intensive case work for Aboriginal families with complex needs that are in contact with or at risk of contact with Child Protection Services.

Referrals for the program are coordinated via Barwon ChildFIRST. Upon referral the Case Worker works with the family to undertake a comprehensive culturally appropriate assessment of the family’s needs, goals, strengths and risks. A Case Management plan is then developed which outlines the services and supports to be provided as well as referrals to be made. Supports may include: parenting skills, psycho-education in relation to the impact of trauma histories, counselling, guidance in navigating mainstream service systems, material aid, mentoring and advocacy.

Referrals may be made to services such as disability, mental health, drug and alcohol, family violence, housing and other specialist services. Work with families also involves: arranging crisis accommodation, advocating for housing with Department of Housing and Aboriginal Housing Victoria, liaising with schools and child protection, advocacy and support at court and with Centrelink, and linking clients with community and cultural strengthening activities.

In April 2013 an additional worker, Nicole Thompson, was employed. Demand for this program has grown over the last year to support 19 families. Nine families were assisted for a short period and a parenting skills training program (Koori Faces) was co-delivered to community members by Kirsty Halik.

16 | Wathaurong Annual Report 2013

In the next 12 months, Innovations will endeavour to continue to strengthen referral processes and relationships with mainstream family service organisations. It will also focus on building culturally appropriate parenting resources while advocating to funding bodies the importance of Aboriginal specific service delivery models.

Kirsty Halik - Innovations Nicole Thompson - Innovations

[Gwenda Black below IMG_0777]

CLOSING THE GAP PROJECT The Closing the Gap project addresses the key factors that impact the gap between non-Aboriginal and Aboriginal Health outcomes, such as those that lead to differences in life expectancy.

The Closing the Gap project was completed in June 2013, from this time on it will be called Koolin Balit. With this new name are promises of further improved health outcomes for Aboriginal people. Koolin Balit will support community members to volunteer in the community which will support meaningful work experience, build on skills and connection to the community. A community information kiosk will be set up at Wathaurong for all of community to access.

Indigenous Protected Areas (IPA) Project

In the last financial year; significant achievements in the program included:

• Reformation of the Health Service Advisory Group, now the Wathaurong Closing the Health Gap Advisory Group which met monthly and provided a forum for Health service and other providers to seek support and solutions to health issues which impacted the community

IPA is a federal project which oversees the granting of protection of Indigenou site currently being managed by Wathaurong is currently seeking IPA status.

Gwenda Black

• Completion of the Deadly Choices 8 week pilot program which was developed for youth 13 years of age and above to support health and leadership. The Geelong Cats supported this activity wherein an Aboriginal player acted as an Ambassador and attended the program. The pilot’s success resulted in the Victorian Government committing to funding the program for implementation across the state

Closing the Gap Coordinator (pictured above)

As the Victorian government has declared to extend the urban growth bounda of the few remaining grassland sites within the Werribee plain (WP). These gra source local province weed-free Themeda seed for restoration projects. The IP species from local province grasslands to establish a secure and ongoing see • Implementation the Smokealso Free Workplace Policy connections between remnant native vegetation projects,ofwhilst improving • Support of community engagement activities such as build the capacity of the Wathaurong people to manage their lands through co women’s group meetings, women’s tranquility garden, Dreamtime at the G (Melbourne Cricket Ground) for development men, broad acre experts and the of new technologies for broad acre b and the surf, football and netball carnivals which assisted children’s participation in physical activities • Assistance in the development of the Healthy Food Policy regarding catering provided by Aboriginal organisations

During 2012/2013 IPA have:

• Facilitation of discussions around healthy lifestyle choices and key issues in Aboriginal health at the G21 Alliance Closing the Gap forum.

•

• • • • • •

Undertaken consultation and planning with relevant Traditional Owners an operative community members to investigate the potential for the declarat to become one of Australia’s Indigenous Protected Areas Finalised an Ecological Restoration Management plan, MERI (Monitoring, Improvement) plan, Occupational Health and Safety and a 10 Year Verteb Implemented the Biodiversity round 1 funding Reviewed the lease hold agreement and fenced off 60 hectares from graz Spent $30,000.00 that was provided from the Victorian serrated tussock w complete serrated tussock control works Wathaurong Annual 2013to | 17 Cleared over 90 hectares of Boxthorn and Briar roseReport thanks Aboriginal Justice Department Community Based order clients Improved infrastructure such as placing a new water tank and shed and p

INDIGENOUS PROTECTED AREAS (IPA) PROJECT IPA is a Federal project which oversees the granting of protection of Indigenous owned land. Wurdi Youang, a site currently being managed

by Wathaurong is currently seeking Language Program IPA status.

• Improved infrastructure such as placing a new water tank and shed, and purchased other equipment to help control weeds and supply fresh water

• Held a Visitor Management meeting with various As the Victorian government have declared to extend the stakeholders on 12 February 2013 regarding Australian Cultural Heritage and Education Language Officer, Uncle David Tournier has one of the most importa urban growth boundary, this will lead to the destruction of National Heritage listing of Wurdi Youang’s stone Wathaurong.

Not only Language provide education for members of the Wathaurong the few remaining grassland sitesdoes within the the Werribee Plain program arrangement (WP).

These grasslands are currently used to source local general community, it also works to embed Aboriginal in Wathaurong staff for and the organisation • Developedculture and finalised a Plan of Management province weed-free Themeda seed for restoration projects. the property and Wathaurong are now awaiting Federal whole.

The IPA project aims to use multiple species from local Government approval. province grasslands to establish a secure and ongoing seed Once the Plan of Management is approved, Wathaurong source for future restoration projects, whilst also improving During the year Uncle David has provided language programs in years schools, in kinderg will be eligible to gain five fundingcultural to proceedprograms with connections between remnant native vegetation of the WP. works and ongoingeducation development to of seed to project mainstream organisations as Barwonmaintenance Health where he the provide dental and menta The will also build the capacity of such the Wathaurong orchards for threatened species of native plants within the people to manage their lands through collaboration with staff. The education increased participant awareness of Aboriginal culture and ability to create a safe Victorian Volcanic plains. The project will also provide grassland and broad acre experts and the development of environment Aboriginal people accessing culturally external health training care services.

Furthermore appropriate and job opportunities for futureUncle David h new technologies forfor broad acre bio diversity restoration. generations. involved in numerous local festivals like Pako Festa and delivered significant number of Welcome to C During 2012/2013 the IPA project has:

• Undertaken consultation and planning with relevant Traditional Owners and Wathaurong Aboriginal Co- to provide In the coming year Wathaurong hope a language program for staff,(pictured ensure there are signs Trevor (Reg) Abrahams - Coordinator above) operative community members to investigate the potential language used in the workplace, develop cartoon style creation stories, translate children’s songs and for the declaration of the Wurdi Youang property to become theof breadth of work Protected done inAreas language and culture with children and the general community. one Australia’s Indigenous • Finalised an Ecological Restoration Management plan, MERI (Monitoring, Evaluation, Reporting and Improvement) Wathaurong would like to congratulate Uncle plan, Occupational Health and Safety and a 10 Year Roll by former Mayor, Keith Fagg.

Vertebrate Pest Control plan

David for his nomination for the 2013 Victorian Indigeno

• Implemented the Biodiversity round one funding

Home and Community Care (HACC)

• Reviewed the lease hold agreement and fenced off 60 hectares from grazing and cropping

and Community Care is by the Commonwealth and •Home Spent $30,000.00 that was provided by funded the Victorian serrated tussock to pay to services toworking peopleparty who arecontractors frail-elderly or have a disability to help complete serrated tussock control works

State Governments to provide low l prevent premature entry into perma Service provision includes: property maintenance, personal care, respite care and home care assistan

• Cleared over 90 hectares of Boxthorn and Briar Rose thanks to Aboriginal community volunteers and the Justice Department Community Based Order clients

18 | Wathaurong Annual Report 2013

LANGUAGE PROGRAM

Cultural Heritage and Education Language Officer, Uncle David Tournier has one of the most important roles at Wathaurong. Not only does the Language program provide education for members of the Wathaurong and general community, it also works to embed Aboriginal culture in Wathaurong staff and the organisation as a whole.

During the year Uncle David has provided 10 language programs, 71 cultural programs, he has been involved in four festivals and delivered 69 Welcome to Countries.

Wathaurong would like to congratulate Uncle David for his nomination for the 2013 Victorian Indigenous Honour Roll by former Mayor, Keith Fagg.

Above: David Tournier

Above: Uncle David giving a cultural session as part of the Sand Dunes Project at Torquay

Wathaurong Annual Report 2013 | 19

HOME AND COMMUNITY CARE (HACC) Home and Community Care is funded by the State Government to provide low level care services to people who are elderly or have a disability to help prevent premature entry into permanent care. Service provision includes property maintenance, personal care, respite care and home care assistance.

In the time that Asher Meadows was coordinating the program, he worked to: • Build community engagement with the program and particularly the Planned Activity Groups • Ensured all client assessments were current in order for those in receipt of service to receive the most appropriate service/s.

• Prepared the HACC program for auditing.

David Tournier - HACC Works Crew (pictured above)

20 | Wathaurong Annual Report 2013

INDIGENOUS TENANTS AT RISK (ITAR) PROGRAM The Indigenous Tenants at Risk (ITAR) program provides assistance to people who are current tenants of the Office of Housing or Aboriginal Housing Victoria and who have been identified as being at risk of losing their tenancy. The program aims to sustain existing tenancies and establish new tenancies. ITAR provide free and independent support which is delivered in a confidential, culturally appropriate, and nonjudgmental manner.

Other services offered by this program included assistance with: • Appeals

• Rent issues • Maintenance issues • Victorian Civil and Administrative Tribunal (VCAT) Hearings • Referrals to other agencies, for example homelessness services Wathaurong worked hard to achieve accreditation of ITAR to Department of Human Services Standards. Teamwork and support to strengthen processes paid off and saw the beginning of a new partnership with Gunditjmara in Warrnambool.

• Complaints • Advice and advocacy for public housing Aboriginal Housing Victoria tennants

Fiona Schlensog – ITAR

Wathaurong Annual Report 2013 | 21

Community Housing and Infrastructure Program (CHIP) Wathaurong manages 22 properties as part of CHIP. This included all aspects of property management such as collecting rental money, maintenance and repairs to properties.

Fiona wishes to thank the external agencies who made her welcome in the world of housing across the state of Victoria and those who shared their knowledge in these often challenging housing roles.

Fiona Schlensog - CHIP

22 | Wathaurong Annual Report 2013

Local and Koori Youth Justice The Local Justice and Koori Youth Justice program liaises with the Department of Justice, Sherriff’s Office, Community Corrections, Department of Human Services (Youth Justice) and other related agencies to improve outcomes for community members who have come into contact or may be at risk of coming into contact with the justice system. The program also aims to increase the community’s knowledge of the justice system and of their rights, to reduce the amount of negative contact with the system.

In the last year there have been excellent outcomes for members involved with the Sherriff’s Office and Community Corrections. The program has: • Been nominated for two Department of Justice awards • Through the supervision of Community Corrections Orders, six community members have been given the opportunity to complete their orders at Wurdi Youang and complete training • Supported nine Wathaurong community members to access the Sherriff’s Office services therefore resulting in those members clearing in excess of $30,000 of outstanding warrants and/or fines

• Commenced regular meetings with the Sherriff to discuss outcomes and options for any community member who may need assistance • Supported Reconciliation and NAIDOC week and a number of other events such as: the State Aboriginal Surf Titles and Ripcurl Pro, the Statewide Junior Sports (where the under 12 Wathaurong boys won the premiership), Annual Football match and all the Family days held at the Co-op • Worked closely with local prisons, Barwon and Marngoneet to provide support for people who are incarcerated • Supported four young people on mandated orders to complete those orders with a culturally appropriate mentor.

This support extended to court appearances, home visits and visits to Parkville Youth Justice Centre.

In the 12 months ahead, the program aims to nurture existing relationships with external agencies to ensure that community receive the best possible outcome.

Norman Stanley - Justice

• Successfully supported the Justice Bus, the bus is a mobile service which provided education and information; 55 people accessed the service

Wathaurong Annual Report 2013 | 23

HEALTH SERVICES

The Health Service has been operating steadily with an increase in G.P sessions from the beginning of 2013. Dr Scott Stinson has increased his capacity to cover and is now in a .9 position. Unfortunately G.P Registrar Dr Nay Nay Moe Swe left us in September which in turn left us significantly short in G.P Sessions. Thankfully we were joined by Dr Marlene Pearce in February 2013 for her 6 month Registrar term which will see her with us until August 2013 we will then be getting another Registrar for 6 months – Dr Lisa Mounsey. The aim for 2013-2014 is to again get 2 Registrars; this model has proven to be successful for our community not to mention Wathaurong’s strong reputation in GP training. Sadly our long time G.P Dr Brit Olsen left us in May of this year to commit more time to her other clinic in Herne Hill, she will be dearly missed. Dr Ed Poliness has also rejoined our team conducting an average of 3 sessions per week.

Koori Maternity Service

analysed the information and provided a document to us outlining trends and patterns regarding our communities health and well being, chronic disease prevalence and financial status and potential. An interpretive and summary workshop was then held for key workers within the organisation including Aboriginal Health Workers, G.P’s, Nurses and finance staff. Some interesting statistics and figures are included in this report below. One of the most alarming trends for us is the high numbers of our community presenting with psycho social needs and problems. This includes depression and anxiety. Wathaurong Health Service in conjunction with Barwon Health and other key stakeholders are attempting to address this problem by developing a centralised intake and referral service for clients.

The Koori Maternity Service (KMS) offer culturally appropriate ante and post natal care to pregna their families. Some of the work KMS has accomplished comprised of:

• Support of 26 clients • An increase in average birth weight of 3.2 kgs (national benchmark is 2.5 kgs) • Birth of 15 babies (one set of twins) • Increase in breast feeding rates The Health Service has again this year been involved with • Earlier first presentations and excellenteducation ante natal attendance of the wider community around Aboriginal Health.

Over 150 Deakin University first year medical students August 2012 also saw the sudden resignation of the Health • An immunisation rate of 96% for children aged between birth and 4 years attended the health service again this year, to hear about our Services Manager Mo Connolly. Team Leader, Renee Aboriginal andfor cultural practices. business We have Owen in the position, of applied became successful • acted Development the and women’s tranquilityservice, garden as ahealth place women’s post birth a also participated in Education programs through Barwon in March of this year. This also meant that Cheryl Meath for women to relax Medicare Local and the Closing the Gap program at was able to now secure the position of health services team Wathaurong for example the Deadly Choices Program leader.

Mandy McKie also Nurse appointedLeadership as the Primary Program • Being part was of the through Barwon Medicare Localwithwhich shared n the Geelong Cats.

Health Care Team Leader. Having this new structure in innovative ideas and acted as a support network for Nurses in general practice to develop le place has meant more productivity and consistency in the health services area.

It was identified that whilst the Colac region sits under the Wathaurong boundaries the community have not been able access adequate local health care services. In December of 2012 Renee and Tracey met with a few community members and spoke about the needs of the community. Subsequently both Tracey and Renee were able to visit Colac again earlier this year with the state OATSIH Director Tom Voight and project Officer Garry Gleich. Ideally Wathaurong would like to set up a satellite service with visiting programs from the Wathaurong Aboriginal Co-operative Health Service. After this visit we were contacted by OATSIH and encouraged to put in an application under the Indigenous Chronic Disease Package for a part time healthy professional to initiate discussions and services to the Colac region. Fiona Smith has commenced in this role, so we can expect things to move forward in the coming 12 months.

Mandy McKie – Midwife/Primary Health Care Team Leader Naomi Surtees - Aboriginal Maternity Health Worker

The Health Service continues to work towards compliance and reporting requirements for their major funder the Office of Aboriginal and Torres Strait Islander Health (OATSIH) as well as the other funding sources both federal and state.

In March OATISH contractors, Cogent, visited the Health Service to conduct the bi annual risk Assessment. This process was extremely rigorous and onerous. After many weeks the process was complete with the Health Service achieving an overall Medium risk rating. In June a site visit was conducted by GPA plus, the body contracted by Wathaurong to conduct the Accreditation study which is due in September of this year. A great deal of work was done leading up to this visit to demonstrate our compliance and competence. The Health Service and staff are now in the process of completing the final areas of compliance which will then be submitted for final approval and Accreditation.

Bringing Them Home (BTH) Program

The Bringing Them Home program is a spiritual and emotional wellbeing program that provides a service to the Stolen Generation addressing concerns and issues individuals and families experie service includes: counselling, advocacy and referral. This may take the form of assistance to me Stolen Generation to locate family members, gain records and confirm their Aboriginality.

The Closing the Health Gap Advisory Committee continues Significant milestones for the past year encompassed: to meet once a month with reference group members

In May and June VACCHO assisted the Health Service by conducting a Practice Health Atlas – 15 months of statistics and data was present to the public health team who then

from various stakeholder groups in the region. They provide important advice and guidance for matters around Aboriginal Health and Service delivery.

• Recruitment of a Men’s Health Worker, George Currie, to deliver support to the men in the c • | Wathaurong Provided opportunities and2013 supports for the community to engage with other Aboriginal peop 24 Annual Report formal and informal gatherings, meetings and programs • Gaining of funds from the Healing Foundation to run alternative healing therapies, to illustrat art therapy, mediation and reflexology.

The year ahead will see many plans for innovation and change. One of the major focus areas will be on achieving accreditation. This will also mean that the Health Service will need to update the OATSIH Service Delivery and Reporting Framework outlining the new project areas and targets.

• Labuan Square Pharmacy and other pharmacies in and around Geelong.

We have recently signed a Memorandum of Understanding with VACCHO and St Josephs College to provide placement opportunities to students who are studying Certificates in Aboriginal Health. In the later months of 2013 we are hoping to host 3 College students from Arnhem Land and have them working alongside our clinical staff to expand on their knowledge and skill base for them to take back to their respective communities.

• Diabetes Educator

fortnightly on Tuesdays

• Psychologist

Every Monday

• Endocrinologist

every 6 weeks

• Counsellors (x2) from CASA

Every Monday and Friday

• Peadatric Fellow

fortnightly on Tuesdays

• Psychiatric Registrar

2 days per week

• Dental Clinic

2 days per week

The Wathaurong Aboriginal Co-operative Health Service will also be moving into the e-health space and offering the chance for community to sign up for the personally controlled electronic health record, this mean that the clients will have greater control of their personal records and who can access them. It will also allow for medical professionals to access client records of transient patients accessing medical care away from their usual G.P.

• Australian Hearing Clinic

4 times per year

• Obstetrician /Gynaecologist

4 times per year

I would like to thank the superb team of staff in the health service particularly team leader Cheryl and Mandy for their continued, unwavering support and commitment to the Wathaurong Aboriginal Co-operative, colleagues and community. Together we look forward to another year of exciting challenges and events addressing the health and well being of our community.

• Rural Workforce Agency Victoria (RWAV) • Deakin University Allied Health and Outreach Services

Staffing • Recruitment and resignation of Karla Gumina (Aboriginal Health Worker – Maternity) • Recruitment of Kerrie Alsop (Women’s Aboriginal Health Worker) • Recruitment of George Currie (Bringing Them Home) • Recruitment and resignation of Cheryl Cooper (Medical Reception)’ • Return from Maternity leave of Fiona Smith (Registered Nurse) • Resignation of Mick Ryan (Men’s Aboriginal Health Worker)

Partnerships

• Departure of Nay Nay Moe Swe (GP)

Formal and informal partnerships have been formed and maintained with many organisations, though service agreements and Memorandums of Understanding. Some of these include:

• Maternity leave and return of Kit-e Kline (Alcohol & Other Drugs) • Recruitment of Tania Webber (Alcohol & Other Drugs)

• Barwon Medicare Local

• Recruitment of Naomi Surtees (Aboriginal Health Worker –Maternity)

• Barwon Centre Against Sexual Assault

• Recruitment of Louise Thomas (Registered Nurse)

• Barwon Health (Dental, AHLO’s, Maternity Services, Mental Health Services, Peadiatric Services, Emergency Services)

• Resignation of Karen Gallagher (Registered Nurse)

• Australian Hearing

Wathaurong Health Service patient demographics

• Victorian Aboriginal Community Controlled Health Organisation (VACCHO) • Pathcare

• Departure of Brit Olsen (G.P) • Retirement of May Owen (Bringing Them Home) 1,056 active patients with 388 inactive – 792 women & 633 men (19 not recorded)

Wathaurong Annual Report 2013 | 25

HEALTH SERVICES

(cont.)

The population breakdown

The disease prevalence is as follows:

• 126 children between 0 – 4 is the largest group with the overall

• Asthma has the disease highest prevalence with 130 patients

• 0-19 population being 300 people

• Depression is the second disease prevalence with 122 patients

• 5 to 9 age bracket 99 people

Koori Maternity Service

• 10 to14 age bracket 105 people • 15 to 19 age bracket 96 people

• Hypertension and Anxiety have equal third disease prevalence each with 78 patients

• Type 2 Diabetes is the fourth disease prevalence with 65 The Koori Maternity Service (KMS) offer culturally appropriate ante and post natal care to pregna patients •their The 50families. to 59 yearsSome age population 94 people of thehaswork KMS has accomplished of: with 62 patients • Hyperlipidemia iscomprised fifth disease prevalence • The 20 to 29 years age population has 473 people • The 60 to 64 years age population has 29 people • The 65 to 69 years age population has 18 people

• The next most significant disease prevalence is bone and joint disease with 47 patients

• Support of 26 clients • Followed by Coronary Heart Disease with 21 patients and • An increase in average birth weight of 3.2 kgsObstructive (nationalPulmonary benchmark is 2.5with kgs) Coronary Disease (COPD) 20 • The 75 to 79 years old population group has only 2 people • Birth of 15 babies (one set of twins) patients • The 80 to 84 years old population has only 4 people • Increase in breast feeding rates Renee Owen, Health Services Manager (pictured above) • There are zero people in the 85 to 89 year old population.

• Earlier first presentations and excellent ante natal attendance • An immunisation rate of 96% for children aged between birth and 4 years • Development of the women’s tranquility garden as a place for women’s business post birth a for women to relax • Being part of the Nurse Leadership Program through Barwon Medicare Local which shared n innovative ideas and acted as a support network for Nurses in general practice to develop le • The 70 to 74 years old population has only 10 people

KOORI MATERNITY SERVICE

The Koorie Maternity Service has been travelling along very well. In November a new Aboriginal Maternity Health Worker Naomi Surtees was recruited to fill the void left by Karla Gumina. Both Mandy and Naomi have continued to offer support to pregnant women and their families. This is offered with holistic views in mind. Clinically the program has achieved some excellent results, an increase in birth weights and breast feeding rates, earlier first presentations and excellent ante natal attendance. Mandy as the immunisation provider has further achieved and fantastic immunisation rate of 96% for children 0 and 4 years. The program has been instrumental in developing the women’s tranquility garden as a place for women’s business post birth to take place and a sanctuary for women to relax and enjoy. The KMS team continues to work collaboratively with other Wathaurong program areas particularly the In Home Support Program for post natal referrals and family support.

clinical up skilling and other workshops around Aboriginal and maternity health.

Both Mandy and Naomi have completed training and professional development throughout the year including

Leader

Mandy McKie – Midwife/Primary Health Care Team Leader as the Primary Health Care Team Leader has been Naomi Surtees - Aboriginal Maternity HealthMandy Worker Bringing Them Home (BTH) Program

fortunate to be a part of the inaugural Nurse Leadership Program through Barwon Medicare Local. This group shares new and innovative ideas and acts as a support network for nurses in general practice to develop leadership skills within their roles.

The Bringing Them Home program is a spiritual emotional wellbeing program that provides a Statisticsand for 2012-2013: service to the Stolen Generation addressing• Total concerns and issues individuals and families experie of 26 clients service includes: counselling, advocacy and• 14 referral. may the form of assistance to me Births/15This babies (1 settake of twins) Stolen Generation to locate family members, gain records their Aboriginality.

• Average birthweight and of 3.2confirm Kg’s (national benchmark is 2.5kg’s)

Significant milestones for the past year encompassed: Mandy McKie – Midwife/Primary Health Care Team

Surtees - Aboriginal Maternity Health Worker • Recruitment of a Men’s Health Worker,Naomi George Currie, to deliver support to the men in the c • | Wathaurong Provided opportunities and2013 supports for the community to engage with other Aboriginal peop 26 Annual Report formal and informal gatherings, meetings and programs • Gaining of funds from the Healing Foundation to run alternative healing therapies, to illustrat art therapy, mediation and reflexology.

Bringing Them Home (BTH) Program The Brining Them Home/Spiritual and Emotional Wellbeing program recruited George Currie with the view towards delivery support to the men folk in the community from the Stolen Generation. Aunty May remained in the program until her retirement in June 2013. Working half time each both Aunty May and George have worked with the community and provided opportunities and supports for them to engage with other Aboriginal people both male and female, some of this has been done through formal and informal gatherings, meetings and programs.

Both workers have been actively working with stakeholders and agencies some of which include Public records Office of Victoria, Link up and National Archives of Australia this assists members and clients of the Stolen Generation in locating family members, gaining record and confirming Aboriginality.

The Program was successful in gaining funding from the Healing Foundation to run an alternative healing therapies program some of these activities included Tree of Life”, art therapy, mediation

and reflexology these were all conducted off site.

As in previous years the BTH program workers have undertaken professional development and attended conferences and workshops around spiritual and emotional well being and Stolen Generation. They also continue to work collaboratively with VACCHO as well as other Wathaurong program staff including the Men’s and Women’s Health Workers and the Alcohol & Other Drugs program. One of the most successful programs has been the stay Strong Sista Program.

Female clients: 35 Male clients: 8

May Owen – BTH Counsellor (pictured above) George Currie – BTH Worker

Alcohol and Other Drugs (AOD) Program The Alcohol & Other Drugs program continued to gain momentum over the year, with many referrals coming in from G.P’s and from the justice system. As well as providing one to one direct client services and contacts Kit-e established many connections with mainstream AOD services and developed networks with key stakeholders. In November we were pleased to recruit Tania Webber full time into the AOD program whilst Kit-e took maternity leave. Tania bought a new dimension to the program with expertise in counseling and directed care. Tania continued to work with Aunty May in the Stay Strong Sista program and together developed it into a highly successful program. Tania has worked towards supporting the community in a holistic manner and build rapport with clients and helped them access appropriate services. In doing all of this Tania continued to strengthen the links initiated by Kit-e with stakeholders including Alcohol & other Drug networks and service providers.

Kit-e has recently returned from Maternity leave and has been working alongside Tania to deliver comprehensive AOD services to the community on an individual and group level. It is anticipate that in the year ahead single sessions will be offered for support for clients on a range of issues and topics, some of which will be delivered by Tania and Kit-e and others by guest speakers.

Both ladies have also undertaken studies and up skilling relevant to their roles and requirements of their position some of which has been done through the peak body VACCHO and some at external agencies.

Kit-e Kline – AOD Worker Tania Webber – AOD Worker

Wathaurong Annual Report 2013 | 27

Primary Health Clinic

As is the case in previous annual reports the clinical programs area is the largest service area to report on. The Wathaurong clinical team lead by Mandy Mc Kie has achieved more structure with an increase in nursing staff.

We successfully recruited Louise Thomas in April of this year and steps are now being taken to clearly define roles and responsibilities and designate days in the following areas: Treatment room/clinic, Health Assessment and checks, Care Co-ordination and Supplementary Services.

The G.P sessions have increased with Dr Scott Stinson now taking up the lead clinician’s role and Dr Ed Poliness returning. Scott has reduced his commitment to the clinic in Far North Queensland and was keen to increase his hours at Wathaurong. Dr Brit Olsen departed the Health Service in April of this year. Fortunately we have been able to secure the service of females G.P registrars for 2013, to fill the void left by Dr Brit, who consulted mainly with women.

Dr Marlene Pearce joined our team in February of this year and will be with us until August when Dr Lisa Mounsey will commence.

The clinical team has been working towards addressing non compliance areas for Accreditation, since the site visit earlier this month there are a number of areas that need attention.

They have also been working very hard to improve access and participation of Aboriginal patients and their families through follow up, recalls and reminders and advocacy.

The nursing team has been extremely supportive of the Aboriginal Health Workers and their training; they have acted as clinical supervisors and mentors often signing off on workers competence and skills assessments. The team itself has also undertaken training and up skilling in areas relevant to general practice and Aboriginal health including first aid training, CPR, anaphylaxis and self paced learning of patient database systems. Some of the members have also been involved in delivering cultural education programs to mainstream service providers ie: Barwon Medicare Local and Deakin University.

Each member of the team complete hours in the clinic for the purposes of registration standards for ‘recency of practice’ and continuing professional development. In the treatment average daily duties can include general wound care, Immunisations, taking blood, blood pressure checks, blood sugar level checks, ECG’s, assisting G.P’s with clinical

28 | Wathaurong Annual Report 2013

procedures and with clients needing emergency care as well as ordering stock and supplies. The clinic nurse is also responsible for facilitating referrals to allied and other treatment services.

Wathaurong continues to operate a successful pharmacotherapy program for suboxone and methadone prescribing. The numbers have remained steady with clients also participating in our Alcohol & Other Drugs programs and activities.

The coming year will also see many changes in Outreach as we have recently been funded to operate an Outreach Service to the Colac region through the Indigenous Chronic Disease Program. Fiona smith will be working in this program and initiating contacts and links with the Colac Health systems.

The Chronic Care and Supplementary Service program continues to operate effectively with the support of the Aboriginal Health Workers. Jodi Kent is principal worker in this area and co-ordinates and facilitates access and brokerage to external services with the view to improving chronic disease and overall health and well being. There are currently 29 patients on this program with a capacity of 30.

Jodi Kent – Registered Nurse Dr. Scott Stinson – GP Skye Duncan – Registered Nurse Dr. Nay Nay Moe Swe – GP Registrar Louise Thomas – Registered Nurse Dr. Ed Poliness – GP Fiona Smith – Registered Nurse Dr. Marlene Pearce – GP Registrar Dr. Brit Olsen – GP

Aboriginal Health Program During the year we were able to recruit a female Aboriginal Health Worker – Kerrie Alsop, this position was vacant for some time after the resignation of Fran Baird. Kerrie settled into the role very quickly and showed an enormous amount of commitment and passion.

Medical Administration

Both Kerrie and the Men’s Health Worker – Mick Ryan have worked together as a team to provide health and support services to the males and females of the community. An important part of the Aboriginal Health Workers role is clinical skill development. Kerrie and Mick have both been undertaking studies in Aboriginal Health through VACCHO. It is anticipated that they will both be eligible to become Health Practitioners in the near future. They will then be able to claim Medicare items numbers and generate Medicare revenue for the organisation. Throughout the year there other training was undertaken including Yarning up on Trauma and First Aid. The Aboriginal Health Workers assist Jodi Kent with the Chronic Care and Supplementary Services Program (CCSS) for specific men’s and women’s needs. This has meant more involvement and exposure of case management for clients and their chronic health needs.

In the coming year we will be focusing our attention on recommencing health promotion education and activities. As well as the Aboriginal Health Workers working in the clinic and treatment room conducting health screening, wound management and health assessments it is vital that they advocate and work with the community to improve access and participation. Examples of advocacy needs in the community are around housing, alcohol & other drugs, and other specialist and allied health services.

The Health Service regularly participates in cultural education programs with the mainstream community, the Aboriginal Health Workers are an integral part of the sessions, as Aboriginal Health Workers are often the first point of contact for clients accessing the health service. Deakin University and Barwon Medicare Local are the main organisations we work with but at times there are others.

Mick Ryan resigned from the Health Service in February of this year – we hope to fill the position without too much delay. We will also be recruiting an Outreach Aboriginal Health Worker later in 2013 Kerrie Alsop – Women’s Aboriginal Health Worker Mick Ryan - Men’s Health Worker (pictured above)

Wathaurong Annual Report 2013 | 29

Medical Administration

The medical reception continues to be a hive of activity and the front face of the service. We have managed to gain more structure in the office with clearly designated roles and responsibilities. Joanna is now the senior receptionist co-ordinator with Cheryl Meath the Health Services Team Leader. Cheryl Cooper joined the team briefly but moved on after only a few short months.

The medical receptionists facilitate client bookings, driver bookings and room bookings for clients and outreach services to Wathaurong. Some of these appointments take place at Wathaurong for example: Psychologist, Diabetes Educator, Dental and some are external - Geelong Taxi service, Pharmacies, Pathology, Medicare and Medical Imaging. On average reception facilitates over 400 appointments per week, this does not include allied health or phone calls. Wathaurong is also fortunate to have the As the Wathaurong Health Service is fully bulk billed the staff are trained in Medicare item numbers, batching and claiming. This further requires clients to be signed up with

the Practice Incentive Payment and the Practice Nurse Incentive Payment programs on an annual basis, a massive undertaking the service has over 1500 people on the patient system.

The ladies in the reception team have participated in training and up skilling in the area of first aid, patient’s information recall systems and Medicare as well as Aboriginal health specific workshops including Yarning up on Trauma and NACCHO forums.

Cheryl Meath – Medical Reception/Team Leader Joanna Durkin – Medical Receptionist/Senior Reception Co-ordinator Hayley Couzens – Medical and Co-operative Receptionist Cheryl Cooper – Medical Receptionist Eileen Smith – Patient Transport Officer

Health Services Team, back row from left: Dr. Lisa Mounsey, Louise Thomas, Tania Webber, Eileen Smith, Kerrie Alsop and Fiona Smith. Front row from left: Mandy McKie, Renee Owen, Cheryl Meath Absent: Joanna Durkin, Hayley Couzens, Skye Duncan, Jodi Kent, Dr Scott Stinson, Dr Ed Poliness, Naomi Surtees, George Currie, Kit-e Kline, May Owen, Mick Ryan

30 | Wathaurong Annual Report 2013

Corporate Services Kevin Bartlett [0O9A5711] Finance and Finance and Administration Manage Administration The Finance and Administration team are responsible for accounts, payroll, reception, financial management and reporting, financial auditing, building maintenance, fleet, and asset functions. The team’s purpose is to support managers and staff to deliver programs and services to the community.

Kevin Bartlett [0O9A5711] In Finance December 2012 Receptionist Cindy McInnes left the and Administration Manager organisation after successfully completing Certificate IV in Business Administration. Wathaurong thanks Cindy for her service to the organisation. Since then, Hayley Couzens has taken over the role and has been a great addition to the team.

The team has implemented a new time and attendance system, a more efficient budgeting and financial reporting system, external archiving and an online fleet management system. All systems are designed to make processes more efficient and effective and to help reduce costs. The systems implemented have been received well by staff.

Wathaurong will continue to find ways to drive efficiencies and effective processes into the organisation, with the following financial year to see the implementation of an asset and property system and a standardised purchasing order process across the organisation.

Kevin Bartlett

Finance team from left: Kevin Bartlett and Gordana Kerr (Finance and Payroll Officer)

Finance team from left: Kevin Bartle [0O9A5700]

Finance team from left: Kevin Bartlett and Gordana Kerr (Finance and Payroll Finance and Administration Manager (pictured above) [0O9A5700]

Insert Audited Financial Statements

Insert Audited Financial Statements 2012-2013. They are in separate PDF file Special mention

Special mention

During the year we lost a goodDuring friend, Frank the cat.we Frank wasa synonymous the year lost good frienw visitors, community and especially kids. He had been under veterinary care an community and especially k Frank was loved by most andvisitors, is sadly missed.

Vale Frank.

Frank was loved by most and is sad

NAIDOC Award Winners 2012:

Wathaurong Annual Report 2013 | 31

Elder of the year- Eileen SmithNAIDOC

Award Winners 2012:

Special mention

During the year we lost a good friend, Frank the cat.

Frank was synonymous with “the Co-op” and known by visitors, community and especially kids. He had been under veterinary care and didn’t come back one day... Frank was loved by most and is sadly missed. Vale Frank.

Special thanks

Wathaurong Aboriginal Co-operative would like to thank: Anglesea YMCA Australian Community Support Organisation Barwon Health Barwon Medicare Local (BML)

NAIDOC Award Winners 2012:

Barwon Youth

Elder of the year- Eileen Smith

Belmont Lions FC

Community person of the year - Hayley Couzens

Best Start

Reconciliation (Indigenous person) – Uncle David Tournier

Bethany

Reconciliation (non-Indigenous person) - Eddy Kontelj

Child FIRST

Youth of the year (male) – Todd Fry

City of Greater Geelong

Youth of the year (female) - Tarryn Love

Family Services Alliance Glastonbury Community Services Greening Australia Gunditjmara Aboriginal Co-operative Healing Foundation Indigenous Housing Network Indigenous Land Corporation JB Scott Kurt Sutton Marngoneet Prison Melbourne Water Myranda Tournier Northern Bay College OATSIH One Fire Reconciliation Group Peter Wlodarczyk; Gagin Pty Ltd Pharmacy Guild of Australia Rosewell Kindergarten Surfing Victoria Take Two Berry Street VACCHO Victoria Police Victorian Corporation for Languages

32 | Wathaurong Annual Report 2013

FINANCIALS DIRECTORS’ REPORT Your Directors submit their report for the financial year ended 30 June 2013 made in accordance with a resolution of the directors.

Directors The names of the directors of the co-operative at the date of this report are: Jodie Sizer

(elected Chairperson November 2011, resigned June 2013)

Adrian Jackson (seconded June 2013, elected Chairperson We have focussed on reducing discretionary expenditure August 2013) over the last 24 months while increasing our capacity to Colleen Howell (elected November 2011) deliver services. The graph below compares last financial Laurie Owen (elected November 2011) year to this, and shows increases in employee benefits - as staff numbers increase, an increase in client support Sandra Brogden (elected November 2012) costs – directly benefiting our community and reduction in Stephen Walsh (elected November 2011, resigned discretionary costs such as motor vehicle, communications & September 2013) IT costs.

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

Principal Activities The principal activities of the Co operative during the year was the provision of a central meeting place for members and to deliver services including Health, Education, Justice, Aged Care, Youth, Housing and Cultural Heritage services and pursue economic development on behalf of the Community.

Review of Operations The total comprehensive profit of the co-operative for the year was $1,693,172 (2012 profit - $396,870). The profit in 2013 was almost entirely due to increases to the asset revaluation reserve after revaluing 12 of our rental properties. It also included an operating profit of $778.

The remainder of our rental properties are scheduled to be valued during the coming year as well as our farm property “Wurdi Youang”, previously valued in 2006.

We would like to acknowledge our Commonwealth, State and Local funding bodies whose support for the organisation enables us to deliver many services to our members and broader community. Their support is greatly appreciated.

Our major funding bodies are Department of Human Services (DHS), Department of Health and Ageing through the Office of Aboriginal & Torres Strait Islander Health (OATSIH), Department of Employment & Early Childhood Development (DEECD), Department of Sustainability, Environment, Water, Population & Communities (DSEWPC), Barwon Medicare Local (BML), Department of Education, Employment & Workplace Relations (DEEWR), and Department of Justice (DoJ). Below is a graphical representation of funding received from each of these organisations.

Dividends No dividends have been paid by the company or recommended by the directors since the commencement of the financial year.

The directors (before the Income Statement and Balance Sheet were made out) took reasonable steps to ascertain what action had been taken in relation to writing off bad debts and making provisions for doubtful debts, and to cause all known bad debts to be written off and adequate provision to be made for doubtful debts.

At the date of the report the directors were not aware of any circumstances which would render the amount written off for bad debts or the amount of the provision for doubtful debts inadequate to any substantial extent.

The directors (before the Income Statement and Balance Sheet were made out) took reasonable steps to ascertain whether any current assets were unlikely to realise in the ordinary course of business their value as shown in the accounting records of the co-operative and, if so, to cause – i) those assets to be written down to an amount which they might be expected so to realise; or ii) adequate provision to be made for the difference between

Wathaurong Annual Report 2013 | 33

FINANCIALS

DIRECTORS’ REPORT (cont)

At the date of the report the directors are not aware of any circumstances which would render the values attributed to the current assets in the accounts misleading.

directors shown in the accounts or the fixed salary of a fulltime employee of the co-operative) by reason of a contract made by the co-operative with the director or with a firm of which he is a member, or with a company in which he has a substantial interest.

At the date of the report there does not exist:

Indemnities

i) any charge on the assets of the co-operative which has arisen since the end of the financial year and secures the liabilities of any other person; and

The co-operative has not, during or since the financial year, in respect of any person who is or has been an officer or auditor of the co-operative or of a related body corporate:

ii) any contingent liability which has arisen since the end of the financial year.

- indemnified or made any relevant agreement for indemnifying against a liability, including costs and expenses in successfully defending legal proceedings; or

the amount of the value as so shown and the amount they might be expected to realise.

At the date of the report the directors are not aware of any circumstances not otherwise dealt with in the report of accounts which would render any amount started in the accounts misleading.

The results of the co-operative’s operations during the financial year were not in the opinion of the directors, substantially affected by any item, transaction or event of a material and unusual nature.

There has not arisen in the interval between the end of the financial year and the date of the report any item, transaction or event of a material and unusual nature likely in the opinion of the directors, to affect substantially the results of the co-operatives operations for the next succeeding financial year.

Director’s benefits Since the end of the previous financial year, no director of the co-operative has received or become entitled to receive a benefit (other than a benefit included in the aggregate amount of emoluments received or due and receivable by

34 | Wathaurong Annual Report 2013

- paid or agreed to pay a premium in respect of a contract insuring against a liability for the costs or expenses to defend legal proceedings.

On behalf of the Board

FINANCIALS DIRECTORS’ DECLARATION The directors have determined that the Co-operative is not a reporting entity and that this special purpose financial report should be prepared in accordance with the accounting policies described in Note 1 to the financial statements.

The directors of the co-operative declare that: 1. The special purpose financial report, as set out on pages 4 to 16, are in accordance with the Co-operatives Act 1996 and:

subject to the matters referred to in Note 1(g) of the financial report.

2. In the directors’ opinion there are reasonable grounds to believe that the co-operative will be able to pay its debts as and when they become due and payable.

This declaration is made in accordance with a resolution of the Board of Directors.

a) comply with Accounting Standards; and b) give a true and fair view of the co-operatives financial position as at 30 June 2013 and of its performance for the year ended on that date in accordance with the accounting policies describe in Note 1 to the financial statements,

STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2013

Note

2013 2012

$

$

Revenues from ordinary activities

2

4,429,925

3,934,540

Employee benefits expenses

(2,716,460)

(2,313,556)

Doubtful debt expenditure

(13,547)

(51,870)

Depreciation expenses

3

(300,314)

(276,378)

Other expenses from ordinary activities

3

(1,398,826)

(1,263,010)

778

29,726

Profit / (loss) attributable to members of the entity Other Comprehensive Income

Items that will not be reclassified to profit or loss: Movement in Asset Revaluation Reserve

13

1,692,394

367,144

loss when specific conditions are met:

-

-

Total other comprehensive income for the year

1,692,394

367,144

Total Comprehensive Income for the period

1,693,172

396,870

Items that will be reclassified subsequently to profit or

The accompanying notes form part of these financial statements

Wathaurong Annual Report 2013 | 35

FINANCIALS STATEMENT OF FINANCIAL PERFORMANCE AS AT 30 JUNE 2013 Note

2013 2012

$ $

ASSETS CURRENT ASSETS Cash and cash equivalents

4

3,060,956 3,336,698

Trade and other receivables

5

210,206 118,011

TOTAL CURRENT ASSETS

3,271,162 3,454,709

NON CURRENT ASSETS Property, plant & equipment

6

9,227,860 7,345,545

Investments

7

317,500 317,500

TOTAL NON CURRENT ASSETS

9,545,360 7,663,045

TOTAL ASSETS

12,816,522 11,117,754

CURRENT LIABILITIES Trade and other payables

8

104,699 99,852

Current tax liabilities

9

50,419 64,243

Employee Provisions

10

351,039 232,239

Grants in Advance

11

1,227,130 1,411,582

TOTAL CURRENT LIABILITIES

1,733,287 1,807,916

NON CURRENT LIABILITIES Loan – Surrey St

80,226 -

TOTAL NON CURRENT LIABILITIES

80,226 -

TOTAL LIABILITIES

1,813,513 1,807,916

NET ASSETS

11,003,009 9,309,838

EQUITY Issued capital

72 72

Asset Revaluation Reserve

13

2,059,538 367,144

Accumulated surplus

12

8,943,399 8,942,622

TOTAL EQUITY

11,003,009 9,309,838

The accompanying notes form part of these financial statements

36 | Wathaurong Annual Report 2013

FINANCIALS STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2013 Ordinary Asset Revaluation Reserve Retained Earnings Total

$

$

$

$

Balance 30 June 2011

72

-

8,912,896

8,912,968

Profit attributable to members

-

29,726

29,726

Increase in Asset Revaluation Reserve

367,144

367,144

Balance 30 June 2012

367,144

8,942,622

9,309,838

778

778

72

Profit attributable to members Increase in Asset Revaluation Reserve

1,692,394

1,692,344

Balance 30 June 2013

2,059,538

11,003,009

72

8,943,399

The accompanying notes form part of these financial statements STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2013 Note 2013 2012

$ $

CASH FLOWS FROM OPERATING ACTIVITIES Receipts from customers and grantees 4,058,930 4,305,742 Interest received 86,118 97,065 Payments to suppliers and others (4,019,040) (3,499,791) Net cash (used in) provided by operating activities 15 126,008 903,016

CASH FLOWS FROM INVESTING ACTIVITIES Net proceeds / payments for purchase of plant, property and equipment and investments (481,976) (121,607) Net cash flows provided by (used in) in investing activities (481,976) (121,607)

CASH FLOWS FROM FINANCING ACTIVITIES Net proceeds / payments of loans 80,226 Net cash flows provided by (used in) in financing activities 80,226 Net (decrease) increase in cash held (275,742) 781,409 Cash held at the beginning of year 3,336,698 2,555,289 Cash held at the end of year 3,060,956 3,336,698 The accompanying notes form part of these financial statements

Wathaurong Annual Report 2013 | 37

FINANCIALS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS AS AT 30 JUNE 2013 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Class of Fixed Asset Depreciation Rate

This financial report is a special purpose financial report.

The directors have determined that the co-operative is not a reporting entity.

Buildings 2.5% Plant & Equipment 10-50 % Motor Vehicles 20-25%

Basis of Presentation The report has been prepared in accordance with the requirements of the Co-Operatives Act 1996 and Australian Accounting Standards.

Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless otherwise stated.

Reporting Basis and Conventions The financial report has been prepared on an accruals basis and is based on historical costs modified by the revaluation of selected non-current assets, and financial assets and financial liabilities for which the fair value basis of accounting has been applied.

The following is a summary of the material accounting policies adopted by the company in the preparation of the financial report. The accounting policies have been consistently applied, unless otherwise stated.

Accounting Policies a) Income Tax The Co-Operative is a non profit organisation established for community service purposes and is exempt from income tax. b) Depreciation Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation and impairment losses.

The depreciable amount of all fixed assets, other than freehold land and buildings, are depreciated on a straight line or diminishing value basis so as to write off the net cost of fixed assets over the periods of their expected useful lives.

The depreciation rates used for each class for each class of depreciation assets are

38 | Wathaurong Annual Report 2013

c) Property Freehold land and buildings are shown at their fair value (being the amount for which an assets could be exchanged between knowledgeable willing parities in an arm’s length transaction), based on periodic valuations by external independent valuers. d) Plant and Equipment Plant and equipment are measured on the cost basis.

The carrying amount of plant and equipment is reviewed annually by directors to ensure it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the asset’s employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts. e) Land and Buildings - revaluation Increases in carrying amount arising on revaluation of land and buildings are credited to a revaluation reserve in equity.

Decreases that offset previous increases of the same asset are charged against fair value reserves directly in equity, all other decreases are charged to the income statement.

Each year the difference between depreciation based on the revalued carrying amount of the assets charged to the income statement and depreciation based on the asset’s original cost is transferred from the revaluation reserve to retained earnings. f) Cash and Cash equivalents Cash and cash equivalents include cash on hand; deposits held at call with banks, other short term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short-term borrowings on the balance sheet. g) Grants in Advance In the previous financial year there was a significant change in the policies of the organisation where unspent grant funds

FINANCIALS were taken up as grants in advance.

Generally grant funding is treated as income when grant funds are received or receivable by Wathaurong, and the control of economic benefits have been obtained, and agreement is enforceable. Such grants can be conditional or unconditional.

be recognised as a liability until those conditions have been met. h) Comparative Figures Where required by Accounting Standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year.

In the case of conditional grants, funding will be treated as income when Wathaurong meets the enforceable conditions of the funding agreement. If these enforceable conditions are not met and, according to the funding agreement there is a possibility of a repayment being triggered, such income will

During the year Wathaurong adopted the Standard Chart of Accounts for Not for Profit organisations (SCOA). Where possible comparative figures have been adjusted to conform with SCOA requirements.

2013 2012

2. Revenues

$

$

Operating activities Grants & Government Funding

3,610,055

3,113,949

Fundraising and Trading Activities

584,698

573,140

Rental income

109,180

79,541

Other Funding and Sundry income

39,874

70,845

4,343,807 3,837,475

Non-Operating Revenue - interest received

86,118

97,065

4,429,925 3,934,540

3. Profit from Ordinary Activities includes the following: - Depreciation

300,314

276,378

8,230

(25,375)

- Gain/(Loss) on sale of assets

4. Cash and Cash Equivalents Cash at Bank - Restricted

389,037

362,569

- Unrestricted

2,670,519

2,973,229

- Petty Cash

1,400

900

3,060,956 3,335,798

5. Trade and other receivables Undeposited Funds

1101

1,485

Loan – Wathaurong Glass

-

9,888

Trade Debtors

209,105

106,638

Less Provision for doubtful debts

-

-

209,105 106,638

210,206 118,011

Wathaurong Annual Report 2013 | 39

FINANCIALS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS AS AT 30 JUNE 2013

2013 2012

$

$

6. Property, plant and equipment Freehold Buildings (2012 Valuation) - Admin Building

477,988

431,000

- Children’s Services

442,000

442,000

- Forster St

295,000

295,000

- Health Services

1,175,000

1,175,000

Less: Accumulated Depreciation

(59,716)

2,330,272 2,343,000

Land - Surrey Street (2012 Valuation)

215,000

215,000

- 62 Morgan Street (2012 Valuation)

600,000

600,000

- Wurdi Youang (2006 Valuation)

1,700,000

1,700,000

- Rental Properties (2012 valuation)

132,660

132,660

- Rental Properties (2013 valuation)

1,640,000

-

4,287,660 2,647,660

Rental Properties (Land & Buildings) at cost

812,728

2,324,528

Rental Properties Buildings (2012 valuation)

57,550

57,550

Rental Properties Buildings (2013 valuation)

1,310,000

Less: Accumulated Depreciation

(329,566)

1,850,712 1,707,486

(674,592)

Furniture and Fittings

59,347

18,659

Less: Accumulated depreciation

(9,819)

(6,650)

49,528 12,009

Office Furniture and Equipment

312,255

322,330

Less: Accumulated depreciation

(233,609)

(202,309)

78,646 120,021

Motor Vehicles

674,879

685,025

Less: Accumulated depreciation

(301,855)

(380,799)

373,024 304,226

Children’s Service Equipment

35,678

36,942

Less: Accumulated Depreciation

(15,681)

(13,532)

19,997 23,410

40 | Wathaurong Annual Report 2013

FINANCIALS Wurdi Youang Equipment

41,0001

-

Less: Accumulated Depreciation

(4,722)

-

36,279 -

Health Service Equipment at cost

308,796

280,688

Less: Accumulated Depreciation

(164,314)

(151,960)

144,482 128,728

Factory Fitout

88,780

88,780

Less: Accumulated Depreciation

(31,519)

(29,775)

57,261 59,005

Total Property, Plant and Equipment

9,227,860 7,345,545

A number of rental properties, and the Wurdi Youang land, have caveats held over them.

None of these caveats are $ value specific.

The loan for land at Surrey St is secured by a first mortgage over the property.

MOVEMENTS IN CARRYING AMOUNTS Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year.

2013 Balance at Beginning Additions Disposals Revaluations Depreciation Carrying

of year and Amortisation Amount at Expense end of year

$ $ $ $ $ $

Freehold Buildings

2,343,000

46,988

(59,716)

2,330,272

Furniture & Fittings

12,009

40,688

(3,169)

49,528

Office Furniture and Equipment

120,021

42,718

(51,891)

(32,202)

78,646

Motor Vehicles

304,226

193,935

(204,080)

78,943

373,024

Children’s Service Equipment

23,410

(1,264)

(2,147)

19,997

Health Service Equipment

128,728

39,812

(11,703)

(12,355)

144,482

Wurdi Youang Equipment

-

40,099

(3,820)

36,279

Rental Properties

1,707,486

8,346

(210,144)

345,026

1,850,712

Factory Fitout

59,005

0

(1,744)

57,261

Land – Rental properties

132,660

1,640,000

0

1,772,660

Land - Surrey Street

215,000

0

215,000

Land – Morgan Street

600,000

0

600,000

Land – Wurdi Youang

1,700,000

0

1,700,000

Total

7,345,545

308,816

9,227,860

412,856

(268,938) 1,429,856

Wathaurong Annual Report 2013 | 41

FINANCIALS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS AS AT 30 JUNE 2013

2013

$

2012 $

7. Investments Investment in Coladjin Pty. Ltd - Investment in Land and Building (2012 Valuation)

635,000

635,000

- Wathaurong Aboriginal Co-Operative ‘s share

50%

50%

317,500 317,500

The investment in Wathaurong Glass Pty. Ltd. has not been brought to account in the financial statements of Wathaurong Aboriginal Co-Operative Limited.

8. Trade and other payables Trade Creditors

80,864

78,303

Other creditors

23,835

21,549

104,699 99,852

9. Current tax liabilities PAYG Tax

35,493

32,262

GST Payable

14,926

31,981

50,419 64,243

10. Provisions Current Annual Leave Provisions

184,867

121,905

Long Service Leave Provision

151,789

71,227

Superannuation Provision

14,383

39,107

351,039 232,239

11. Grants in Advance Unspent Grant Funds

1,227,130

1,411,582

1,227,130 1,411,582

12. Accumulated surplus Accumulated surplus at the beginning of the financial year

8,942,622

8,912,896

Net profit/(loss) attributable to the association

777

29,726

Accumulated surplus at the end of the financial year

8,943,399

8,942,622

2,059,538

367,144

13. Reserves Asset Revaluation Reserve

Asset Revaluation Reserve comprises of

42 | Wathaurong Annual Report 2013

FINANCIALS - Land & Buildings

2,004,538

312,144

- Investments

55,000

55,000

2,059,538 367,144

14. Events after the balance Sheet date Since 30 June 2013, there are no matters or circumstances that have arisen which require adjustments to the financial statements.

2013 2012

$

$

15. Reconciliation of net cash provided by operating activities to operating profit (loss) after income tax

Profit (loss)

778

29,726

Add non-cash items Depreciation

300,314 276,378

(Profit) Loss on sale of plant & equipment

(8,230)

25,375

Doubtful Debts

-

-

Changes in Assets and Liabilities (Increase)/Decrease in Receivables

(92,195)

(27,478)

Increase/(Decrease) in Credit card liabilities

-

Increase/(Decrease) in Tax Provisions

8,096

(13,824)

(770)

Increase/(Decrease) in Employee Provisions

118,800

87,674

Increase/(Decrease) in Grants in advance

(184,452)

495,745

Increase/(Decrease) in Payables

8,270

4,817

Net cash provided by operating activities

126,008

903,016

Wathaurong Annual Report 2013 | 43

FINANCIALS

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WATHAURONG ABORIGINAL CO-OPERATIVE LTD

44 | Wathaurong Annual Report 2013

NOTES

Wathaurong Annual Report 2013 | 45

NOTES 46 | Wathaurong Annual Report 2013

Victorian Corporation for Languages

he traditional owners of this land – the Wathaurong people.

GallERY

y respect to our Scrap elders, book both past and-present, the members of the Aboriginal* community andI’ve to the community page at the to back or where-ever this fits (sorry guys, only got theleaders image

gitj. Gin Gin bail wada nidj, Bar Nar Weering Nidj.

Pako festa

Rip Curl Pro - the girls presented the female prize

alk together and learn in peace).

ovide culturally appropriate: health, education, aged, disabled, housing, and cultural services that are based on evidenced

boriginal Co-operative is to provide holistic, culturally sensitive and secure service responses to meet the specific needs o people living or in transit in the service delivery and surrounding areas of Wathaurong’s traditional boundaries with as propriate health, housing, education, employment and cultural services, contribute to improvements in community well-be d achieve self-determination.

thaurong land, we are committed to working together to provide a secure future for our community by upholding the dignity ing a sense of cultural pride and belonging in our children and our children’s children.

Rip Curl Pro - the girls presented the female prize

elcomes all Aboriginal people and provides a place where community members experience social and cultural connectedn ting self-determination, community healing, well-being and advancement.

he

e term “Aboriginal” refers to both Aboriginal and Torres Strait Islander persons.

Owen, Colleen Howell, Adrian Jackson, Sandra Brogden 0O9A3153]

n’s Report

Wathaurong Annual Report 2013 | 47

WATHAURONG ABORIGINAL CO-OPERATIVE LTD Lot 62 Morgan Street, North Geelong 3215

PH: (03) 52 770 044 FAX: (03) 52 784 123