2010/11
Windermere
Annual Report
2010/11
Windermere
Introduction Windermere has a heritage of caring for the disadvantaged and vulnerable.
3
Chairman’s report
4
CEO’s report
5
When Melbourne was a tent city, the wife of the Bishop of Melbourne was concerned about the growing number of abandoned children. As a result, she opened the orphanage that eventually resided in Windermere Crescent, Brighton – hence our name.
Service overview
7
Locations of operation
8
Biala Early Childhood Development Services
9
Today we are the largest and fastest-growing independent welfare agency in Melbourne’s South-East.
Communities for Children Cranbourne
11
Diversity and Inclusion
12
Counselling
13
Disability Services
15
Family Day Care and In-Home Care
17
We work with children, families and individuals who are dealing with issues such as physical, emotional and sexual abuse, neglect, family violence, lack of housing, being the victim of a violent crime, living with a disability or caring for a child with a developmental delay. We provide emotional and practical support, counselling,
Housing Support
19
Integrated Family Services
21
Victim’s Assistance and Counselling Program
23
Windermere’s OnTrack
25
advice, education, advocacy and other therapeutic interventions. We also provide quality childcare in the home and in-home care for families with high needs.
Business Development / Special Projects
27
Community Partnerships and Marketing
29
Financials
31
Sources of income and expenditure
34
Special thanks
35
Notes
37
We provide services from 21 locations, with major centres at Narre Warren, Cranbourne, Pakenham and Berwick.
Who we assist
To improve wellbeing in children, families and communities by helping to realise their potential, building resilience and connecting people to the community.
Our vision
Windermere is a leading community-based agency, which makes a significant difference to the life of every child, family and individual with whom it works. Our innovative services provide clients, staff and the community with opportunities to learn, grow and achieve their life goals.
Contents Governance & management
For over 150 years, Windermere has been making a positive difference to the lives of the most disadvantaged and vulnerable children and families.
Our mission
2
1
2010/11
Windermere
Governance and management Our Board: 1 July 2010 – 30th June 2011 Carl Strachan - Chairman Ian Forsyth - Vice Chairman Ricki Ryan - Treasurer Dr Kevin McKenzie Dr Tricia Szirom Elizabeth Mildwater Pam Usher (appointed October 2010) Nicole Mendleson (appointed February 2011) Max Warwick (appointed October 2010) Innes Willox (appointed October 2010)
Risk and Compliance Elizabeth Mildwater - Chair Dr Kevin McKenzie Robyn Rourke Harley Brown Malcolm Brown Cheryl De Zilwa Lil Banks Sue Beattie-Johnson
Finance and Audit Ricki Ryan - Chair Paul Velten Malcolm Wells Cheryl De Zilwa Lil Banks Jenny Brooks
When writing this year’s report I thought it important to share with you some of the debates and issues the Board has dealt with over the last 12 months that will shape our future. Firstly the role of Social Enterprise has been a big question for us – can we apply business principles to running a market driven entity whilst gaining a significant social outcome such as training or employment? Will this just distract us from our core work? We work with vulnerable people and families that need a range of our social services but equally important is their need for employment, a sense of self worth, hope and skill development. Operating a viable social enterprise may provide a complementary and equally important outcome as a more traditional intervention.
Windermere’s Organisational Structure
Board of Governance
Finance & Audit Commitee
Executive Commitee
Risk Management & Compliance Commitee
Cheryl De Zilwa CEO
Susanna Laurens General Manager Client Services
Lil Banks General Manager Corporate Services
Guy Robbins Windermere’s OnTrack
Jan Donalson Housing & Victims of Crime Program
Brad Desmond Counselling Services
Daniel Grant Human Resources
Brian Eckersley Property & Administration
Lisa Gort Integrated Family Services
Bronwyn Owen Communities For Children
Ryan Stapleton Information Technology
Jenny Brooks Finance/Accounts & Payroll
Lisa Smyth Family Day Care/ In Home Care
Lynda Turbiak Early Childhood Development Services
Sue Beattie-Johnson Quality Improvement
Chairman’s report
Serap Ozdemir Business Development/ Special Projects
Carina Tomietto Community Partnerships & Marketing
Shonasea Peni Volunteers
The other big issue is growth. How big do we need to be? One of the things that non government community service organisations grapple with all the time is sustainability. Economies of scale is a very important consideration when looking at the infrastructure required to run an organisation. With a certain threshold of corporate support staff and good systems, we can afford to deliver more services without having a huge impact on overheads. This is an important consideration as most government funding does not adequately cover the cost of the infrastructure required to run a program.
By pooling limited administrative funds across all of our programs, we ensure there is sufficient organisational support such as IT, finance, human resources, and building maintenance. The need to do research into our effectiveness is increasing in importance for both funders and community services. In order to advocate for more program investment, we need to show the outcomes of our current work. Too often we assume that because we’re working hard and have a large number of clients that we’re making a difference. There are many challenges in measuring outcomes accurately – when in most cases we are not the sole provider of a service to an individual or family. To know if we’ve made a long term difference is difficult to determine. These and many other debates drive us to continually challenge and question how and where we deliver services. Whilst we don’t have all the answers we will continue to develop and deliver innovative services to get the best outcomes for the greatest number of people. The business of governance in a community organisation like Windermere is getting more and more complex requiring a high level of skill. We are very lucky to have recruited such a talented Board and I’d like to thank them for their commitment and support over the last 12 months. I’d also like to thank our staff who continue to be innovative and passionate in the face of continual change.
Tracey Millen Disability Services
3
4
2010/11
Windermere
CEO’s report This year has been one of growth and creating new opportunities to make a difference. We have opened a new office in Hampton so that we can provide a base in the southern part of Melbourne for our new program ‘Windermere’s On Track’ which includes a range of specialist services available to the whole community, including workplaces. In addition, we have partnered with a significant number of organisations to improve our community reach and outcomes. Some examples include our work to establish a community based allied health service within the new Berwick Health Care setting. Other significant partnerships include our work with schools and the Shire of Cardinia in connecting with young people to address some of the predisposing factors in youth crime. A common theme emerging from our work with federal, state and local government is the imperative to work in a more integrated way across service types – keeping the child, family or individual’s needs at the centre of our decision making. This has been a goal for Windermere over a long period of time and it appears that policy makers are now looking seriously at how we might coordinate a better service even when funding comes from different sources.
specific reviews over the next few years. The accreditation process seeks evidence of: • A healthy organisational culture (positive values, attitudes, actions) • Good systems to ensure that we deliver safe and sustainable services • Improved access, service experience and outcomes for clients Instrumental in achieving positive results, is the Quality Improvement Group, comprising representatives of each team and embedding Quality improvement processes throughout the whole organization. This amazing team of people review systems, policies, monitor compliance, and are a voice for the broader staff group. It has been overwhelming to see the change in Windermere since the last review three years ago. Everyone at every level in the organisation has contributed to this improvement and I thank you for your work. I’d like to finish my report with a huge thank you to all those involved with Windermere, those who have given significant amounts of time in raising funds for us, giving personal donations and promoting the work that we do. A special thank you goes to a couple of community members who want to remain anonymous but have donated significant funds over the last 12 months to develop new and innovative programs.
At the time of writing, Windermere is undergoing its second external organizational review to maintain its accreditation status. We are assessed against the national Quality Improvement Council standards and also specific standards for our Housing Program and Integrated Family Services. Windermere’s Family Day Care participates in its own discrete accreditation process and proudly displays its achievements. Other services will probably participate in 5
6
We provide emotional and practical support, counselling, advice, education, advocacy, and other therapeutic interventions. We also provide quality childcare in the home, and in-home care for families with high needs. Services and programs we offer: Biala Early Childhood Development Services improves the lives of children with developmental delays and disabilities, by providing innovative, educational and therapeutic services. Counselling Services for individuals, families, adolescents and children to identify and use their strengths to resolve difficulties they may be experiencing.
2010/11
We work with children, families and individuals who are dealing with issues such as physical, emotional and sexual abuse, neglect, family violence, lack of housing, being the victim of a violent crime, living with a disability or caring for a child with a developmental delay.
Windermere
Service Overview
Housing Support offers families who are homeless, facing homelessness or who are in emergency accommodation, information and support to successfully secure long-term accommodation. Victims Assistance and Counselling Program provides a range of support and counselling services for individuals, families or groups who have been affected by violent crimes such as family violence, sexual assault, physical assault and murder. CALD supports our Cultural and Linguistically Diverse communities by establishing a strong and integrated approach to those residing in the Southern region. Windermere’s OnTrack offers better access to a diverse range of services under one roof, including those provided by psychologists, occupational therapists, speech pathologists, exercise physiologists and physiotherapists.
Locations of Operation With headquarters at Narre Warren in Melbourne’s SouthEast, Windermere assists thousands of kids and families. We work in arguably Australia’s fastest growing urban growth corridor, where demand for our services is growing at an alarming rate. With over 100 full and part time staff, over 100 contractors and our community partners, we provide services from many locations. Enriching our organisation, we provide services to and work with the diverse and rich mix of cultures that make up the South-East, including emerging and refugee communities. The area in which we work encompasses 10 municipalities and a population of around 1.2 million people.
Main areas of service delivery: City of Casey City of Greater Dandenong Shire of Cardinia
Other councils and shires in which we provide services: City of Kingston City of Glen Eira City of Port Philip City of Bayside City of Frankston City of Stonnington Shire of Mornington Peninsula
Communities for Children Cranbourne is a Federally funded program providing support and focus on the health, development, learning and wellbeing of children aged 0 to 5 years living in Cranbourne. Disability Services provides children, young people and adults aged 0 to 64 years – who have a disability – and their carers, with improved life opportunities. Family Day Care & In-Home Care offers a ‘home away from home’, with care being provided by a warm supportive registered care provider in an environment that allows children to be children. In-Home Care offers the same supportive caring person to provide childcare support in the family’s own home. Integrated Family Services assists and supports families to function better, by focusing on strengths and developing parenting skills through an outreach, in-home and family centred approach.
7
8
Biala ECDS aims to assist children with developmental delays and/or a disability, to grow, learn and thrive in a positive learning environment, leading to improved outcomes. The Biala team comprises 23 specialists from a diverse range of disciplines, including speech pathologists, occupational therapists, physiotherapists, psychologists, social workers and kindergarten teachers.
Family-focussed
During 20010/2011, Biala continued providing innovative, family-focussed services and programs – supporting 162 children and their families. We also continued assisting paediatricians with the provision of autism assessments via the Medicare system to children identified as having characteristics that may be consistent with Autism Spectrum Disorder.
2010/11
Windermere’s Biala Early Childhood Development Services (ECDS) offers innovative, educational and therapeutic services to families and their children in the City of Casey and Shire of Cardinia.
Windermere
Biala Early Childhood Development Services Parenting programs and workshops
Throughout the year, Biala ECDS ran a number of parenting-support programs and workshops for families. These included a range of sleep, toileting and parenting workshops and a very valuable weekly support group for parents.
Other highlights
Successful applications for the Supported Playgroup & Parent Group Initiative (SPPI) funding, both in City of Casey and Shire of Cardinia, means that we are currently running two SPPI playgroups for families. Our Baby Forums were well attended in Cranbourne in 2010 and Pakenham in 2011. These Forums allowed parents to gain information about community services such as Immunisation Nurses, Dental Health, Toy Library, Multiple Birth Association and Breastfeeding Association.
CASE STUDY
Two years ago, the Biala team was introduced to a fiveyear old boy with a number of challenging medical conditions including a left hemiplegia, heart problems requiring surgery, and the residual effects of having suffered multiple strokes. About the size of an average three-year old, this child would eat only two or three types of food including vegemite sandwiches and one specific brand of chocolate milk. We invited his family to take part in a fussy eating program called SOS (Sequential Oral Sensory) facilitated by speech pathologist, Elizabeth Willemsen. This is a noninvasive developmental approach to feeding that
focuses on increasing a child’s comfort level with food by exploring things like texture, smell, taste and consistency. This allows a child to interact with food in a playful, nonstressful way. Parent education and involvement is an important part of SOS. A therapist works directly with the parents while they are watching each feeding session so they can learn the best approach to feeding and be ready to continue the program at home. After finishing the program, our young client was happy to eat 10 foods and to try new foods on a semi-regular basis. His mum cried the first time he asked to eat spaghetti.
We also successfully established a relationship with Casey/Dandenong GP Association to provide Allied Health services at the new Berwick Healthcare Clinic in late 2011.
Children are also accessing:
• occupational therapy, speech therapy and physiotherapy using the Enhanced Primary Care Plan that provides up to five therapy sessions via Medicare • psychology sessions using the Mental Health Plan that provides up to 12 sessions via Medicare. Biala ECDS is also providing services to children through the ‘Helping Children with Autism’ program. We have recently applied to become a service provider for ‘Better Start’ funding. These programs are designed to assist children with Autism, Cerebral Palsy, Down Syndrome, Fragile X Syndrome and Hearing/Sight Impairments to access individual therapy. Biala ECDS is also continuing to offer a range of socialskills groups via a partnership with the City of Casey. 9
10
At the 2006 Census there were 2,943 children aged 0-4 years and 5,810 children aged 5–14 years living in the Cranbourne area, representing 25.4 % of the area’s population. The key role for Windermere as the facilitating partner is to ensure a holistic approach is employed to meeting the needs of families. This includes working with children, parents, Family and Children Services, business, and all levels of government, to deliver a better future for Cranbourne’s children. In 2010/2011, the CfC Cranbourne managed nine projects that worked with the strengths of families and their community: • Parentwise
• • • • • • • •
2010/11
Communities for Children Cranbourne (CfC) is an earlyintervention community development initiative funded by the Australian government. CfC assists families with children aged 0–12 years living in Cranbourne, Cranbourne North, Cranbourne East and Cranbourne West.
Windermere
Communities for Children Cranbourne Mother Goose for All Dads Matter Linking Early Years The Library has Legs Enriched Communication School as a Hub Cranbourne Info Link Healthy Volunteering.
Each of these projects has been managed by various community partners and overseen by Windermere’s CfC Cranbourne project team. This Windermere initiative is an excellent example of the value and importance of collaborative partnerships in the lives of children, their families and communities. In 2010/11, 4,257 adults and 4,550 children took part in CfC Cranbourne’s activities. The work we are doing is reaching – and having a positive impact on the lives of – hundreds of local parents. For many, this may be the first time they have had access to services that can enhance their children’s lives.
Diversity and Inclusion In line with Windermere’s Diversity and Inclusion Policy in 2010/2011 Windermere staff implemented a range of Diversity-specific activities and projects both internally and externally to support disadvantaged communities:
Internal Diversity Activities
• Reviewing of the Diversity and Inclusion Plan by Management in line with Windermere’s Strategic Plan and QICSA review process • Providing professional development opportunities to staff to further enhance their cultural competence • Identifying and implementing a range of flexible options for Windermere staff to support and adapt diversity as part of their work • Conducting meetings and consultations with staff to identify service gaps that might affect the wellbeing of children and families in CALD communities • Developing new models of service delivery (community development projects) for CALD communities access to child and family services support
External Diversity Activities • Facilitating the Southern Integrated CALD Child and Family Services Network (SICCFS), in partnership with over 50 agencies, to prevent people experiencing financial stress and becoming homeless. • Running forums, including the ‘At Risk of Homelessness CALD Communities Forum – Everyone’s Responsibility’. • Conducting conference presentations, forums and seminars promoting Windermere’s best-practice CALD community-support programs • Partnering with agencies and tertiary institutions on special CALD projects focussed on homelessness, building harmony in the Growth Corridor, freedom from family violence and child protection. • Advocacy and providing advice to government on the diverse needs of CALD communities moving to the Growth Corridor.
• Utilising language services and developing other forms of communication to enhance engagement with CALD communities • Organising staff events to promote the social, cultural and economic benefits gained from diversity • Participating in diversity week celebrations • Providing orientation kits to new staff about the demographics and diversity of our community • Promoting and marketing Windermere’s bestpractice Diversity activities including our website, media releases and newsletters.
11
12
2010/11
Windermere
Counselling Windermere’s counselling service provides specialist counselling and support to children and families who have experienced family violence and sexual assault. We also work in partnership with Child Protection to ensure ‘at risk’ children are prevented from entering the out of home care system. Through our general psychology program we also provide support to adults experiencing depression, anxiety disorders, relationship and substance abuse difficulties. As well as individual counselling programs, we are also providing some innovative group programs covering areas like parenting skills, anger management and support for children whose families are undergoing separation. Windermere’s counselling programs provided approximately 2,500 client contact hours for the year ending 30 June 2011. Some good news stories reported in the local media included a feature article in the Gazette covering our group program, ‘Birds of a Feather’. This program assists victims of family violence to express themselves through art and social inclusion.
Case Study
Joel* is a six-year old boy who was recently brought to Windermere’s counselling program by his mother. Having witnessed a traumatic incident involving his mother and father, she was concerned about his frequent temper tantrums, nightmares and other symptoms of anxiety. Last year, Joel saw his father strike his mother and then set fire to their home. Emergency services attended the scene and his father was arrested and charged with assault. Since then, Joel has refused to talk about the events of that night. He began losing weight, and as well as his nightmares, became frightened of emergency vehicles like police cars and fire trucks. Joel was seen by one of Windermere’s psychologists. Over the course of 11 counselling sessions, he was encouraged to 13
Interviews with the group’s participants revealed that some genuine progress has been experienced, including positive relationship choices and renewed vocational goals. At present, we are also planning a new program assisting parents to safely manage their adolescent’s use of social media. This three-week program will be called ‘Internet Safety and Your Teen’ and will be available to local parents at a subsidised cost. Other new programs planned this year include a Self Help Anxiety and Depression Education program (SHADES), and a new post natal depression program that draws from evidence-based, Cognitive Behaviour Therapy. Our overall intention is to remain relevant to the needs of our local community with genuine innovation, and by making available best practice counselling methods and programs. * Names and dates have been altered to protect privacy.
share and describe his feelings through play therapy. He revealed the content of his nightmares through drawing and story telling, and eventually established feelings of self-confidence and personal safety. He was also able to understand that it was not his fault that his dad had been arrested. Joel is now having fewer disturbed nights and is able to concentrate at school. He is gradually learning to trust people and make friends. He is also regaining a healthy weight. Our psychologist also worked with Joel’s mother, helping her to develop self-care strategies and skills to help diffuse Joel’s anger. She was eventually referred to one of our ongoing support groups for women who have left abusive relationships. 14
The mission for Windermere’s Disability Services team is to ensure that people who live with disabilities, their families and carers get the support they need so the can enjoy the kind of life that the rest of us take for granted. This includes good health, appropriate housing, building relationships, being part of a community, being safe, having fun, accessing education and employment, and experiencing independence. Windermere Disability Services operates a range of government-funded services that provide assistance to people with a disability and their families living in the Greater Dandenong, City of Casey and Cardinia region. During 2010/2011, the Disability Services team has provided support to over 700 people with a disability aged 0-65 years through the following programs: •
Family Choice Program – in partnership with the Royal Children’s Hospital, case management support is provided to children who have life-threatening medical conditions.
•
Flexible Support Packages – Making a Difference, Early Choices and Respite packages provide a combination of case management and flexible brokerage funding to assist in accessing and purchasing appropriate equipment or services.
•
Individual Support Package Facilitation – Facilitator/ case managers assist clients in receipt of DHS Individual Support Packages to plan the use of their funding to best meet their identified need.
•
15
Futures For Young Adults – Facilitators assist young people who are transitioning from special education settings into appropriate adult options such as traditional day services, TAFE, transition to employment programs and supported employment.
•
•
2010/11
Most people believe the issue of disability will never affect them. However the Australian Bureau of Statistics states that 20% people in Australia have a reported disability, and approximately 500,000 people provide informal primary care to them.
Windermere
Disability Services Annual Report 2010/2011
Continence Program – provides assistance to children aged 6-15 to achieve continence or with the on-going cost of continence products. Autism Case Consultant Practitioner – One-off funded project providing specialist consultation and training to service providers supporting people with an Autism Spectrum Disorder. Training and secondary consultations were provided to over 601 people during 2010-2011. This project has been extended until 31 December 2011.
Through these programs, the Disability Services team completes an enormous variety of tasks to enable people with a disability to assist themselves and move towards greater independence. During 2010/2011 Windermere Disability Services was also one of four agencies across Victoria to be involved in a demonstration project looking into the reorientation of Flexible Support Packages. The project explored ways of improving the intake process within our region, and the streamlining of referrals to other services to minimise repetition of information for people with disabilities and carers. The FSP Reorientation project has now been completed by Windermere and we are awaiting DHS review of the project statewide.
CASE STUDY
Windermere Disability Services is case managing a 59-yearold male who at age 37 was diagnosed with muscular atrophy, slowly losing his ability to walk and becoming dependent on a wheelchair for mobility. At the time of diagnosis, our client who is married with three teenage children, owned and operated his own plumbing business. The adjustment to his diagnosis has been a very slow progression of grief and loss, as he has had to adjust to the deterioration of his body, meaning he can no longer participate in outdoor activities and camping with his boys. The hardest part has been his loss of independence. Our client’s wife has had a recent hysterectomy and was really struggling with lifting items around the home and particularly getting the wheelchair in and out of the car. It was coming to a point were they begun avoiding going out unless necessary. With our client’s permission we made a referral to an Occupational Therapist (OT) for an assessment and recommendations for modifications to the family car.
The OT recommended a car spider that sits on the roof of the car and has a bracket coming down each side. The person in the wheelchair can transfer into the car and then clip the bracket onto the wheelchair. The bracket then lifts the chair onto the roof of the car into a pod for storage. The car spider can also be used from either the passenger or driver side of the car. Windermere assisted with the funding of the car spider along with the Statewide Equipment Program for our client who has since said: “You have given back my independence. Before this I would have to rely on my wife to stow the wheelchair into the boot of the car. Now I can go out down the street or visit family and friends on my own as I can now get in and out of my wheelchair and have it safely stowed away all on my own with a touch of a button!” Thanks to the car spider our client can now independently get into his car and drive to wherever he needs to go. He is longer reliant on his wife to help him all the time and both of them are enjoying their new-found freedom.
The Department of Human Services recognises the very high demand faced by our service due to its location within the southeastern growth corridor. As such, DHS provided significant one-off funding again in 2010/2011, supplying 207 short-term assistance packages. However, our service continues to be overwhelmed and demand due to population growth remains an issue. Future challenges and opportunities exist with the proposed National Disability Insurance Scheme (NDIS) that is likely to be piloted in Victoria from 2014. The NDIS will potentially lift nationwide disability funding from $7 billion to $13.5 billion per year, with increased individual client control of how their funding is used. Windermere Disability Services will be watching the progress of the proposed NDIS closely over the next 12 months. 16
In Home Childcare
In home Childcare has spread its wings and started the small-scale provision of services in regional Victoria – beginning with the support of a young family in the Castlemaine area. To successfully achieve this extension of service, there has been a formal relationship built with the Castlemaine Child Care Co-op, which includes Mt Alexander Family Day Care. This relationship ensures that we are able effectively respond in a timely manner to this placement regardless of the location of our coordination unit office. We are also currently working on service delivery in the Kilmore area. We believe that for long-term service viability, it is very important for our in home childcare service to have the flexibility to meet the needs of the community across a variety of geographical areas.
Family Day Care
Windermere Family Day Care is currently working in a very exciting time for childcare. We have recently received a spot check visit from the National Childcare Accreditation Council and are delighted that we passed with flying colours. During this visit, assessments were made of the coordination unit function, policy and process. Family day care educators were also visited and assessed working in their homes. Credit should go to both Windermere staff and educators for their hard work, which has no doubt contributed to this successful outcome. We are also currently working on providing Family Day Care Services in the Bayside area, operating from the Hampton office.
New childcare frameworks VEDYLF, EYLF and My Time Our Place
The Victorian Early Years Learning and Development Framework, The Early Years Learning and Development 17
2010/11
Windermere Family Day Care and Windermere In Home Childcare have been working hard over the past 12 months in an ever-changing childcare field.
Windermere
Family Day Care and In-Home Care
Framework and the My Time Our Place School Aged Framework have all come to life this year. With the exception of the Victorian framework, these are the national frameworks for childcare across Australia. They set a national expectation of childcare but allow service delivery to be individually developed to encompass the beliefs and strengths of individual services. The new National frameworks will see childcare services assessed in one process that incorporates regulatory and quality requirements in one assessment. This differs to the current system where the State assesses regulatory requirements and the Commonwealth assesses quality. With the new frameworks have come a lot of learning, change management, consideration and additional time challenges for everyone involved. Windermere Family Day Care and Windermere In Home Childcare have been proactive in their learning and service delivery methods, incorporating the new frameworks. Windermere Family Day Care is currently working on the important task of ensuring that when 1 January 2012 arrives, the service is equipped for assessment under the new National Quality Framework and National Quality Standards. This year has seen a dramatic increase in professional development attendance by both staff and educators, resulting in a significant additional investment of both time and money. However we strongly believe that the end result of these investments will ensure that the children accessing Windermere’s home-based childcare services will receive the high quality childcare experience that each child deserves every day.
Windermere Family Day Care Caring for children in our community
Windermere Family Day Care Caring for children in our community
18
Housing stress and the risk of homelessness is a very confronting reality for many families in an area, which on the surface, appears reasonably affluent and moving on with life. Yet beneath that surface is another far more concerning picture and this is where Windermere’s housing workers provide support, information and assistance to families. Over the last 12 months Windermere’s Housing Program has grown. There are now four separate programs providing services to families who are homeless, or whose current housing is at risk of collapsing. For many years Windermere has provided intensive support to families in a number of properties that offer short to medium-term accommodation, giving families a degree of housing stability while their future housing options are explored. This year many of the families have moved into their permanent homes, either in public housing or in community housing – this move is always cause for celebration. Windermere was successful in its tender for the ‘Support for Families at Risk of Homelessness’ Program. This is new program initiated by the Department of Human Services to support families who have moved through the initial homelessness service systems, including crisis and transitional housing, and who now live in their permanent accommodation, in public, community or private rental housing.
2010/11
Homelessness is often hidden in this southeast corridor. There are many myths within the community highlighted throughout the media that paint a very narrow picture of a person, a family who is homeless. The visual of someone sleeping on a park bench or living rough under a railway bridge is very rarely the face of homelessness in this region.
Windermere
Housing Support
emphasis on intensive casework, ongoing support and referral to relevant community resources such as financial counsellors, drug and alcohol services or mental health programs. Windermere has continued to provide a response in the short term to the many enquiries received daily, working with families to provide them with support, information and strong advocacy. This is early intervention at a time of crisis, promoting housing information, highlighting financial counselling services and advocating to current landlords for a little more time to pay the rent. In May this year a dream became a reality as the residential and life skills program for young mothers and their babies commenced. Prevention of homelessness is everyone’s responsibility and this program with its emphasis on early intervention is one opportunity to change the face of homelessness into the future. This program has been enabled by the generous assistance of a community supporter, a government department (VicUrban), Windermere’s Board, and Chief Executive, Cheryl DeZilwa. Five young mothers and their babies have lived in the home to date and participated in the varied programs that form the life skills component of the program. Housing at Windermere is about families, about providing stability, and working tirelessly to assist families to achieve their housing goals.
In the first twelve months, 23 families including 56 children have been supported to maintain their new accommodation by addressing the many and complex issues which led to their initial homelessness. Families remain within this program for 12 months with the 19
20
2010/11
Windermere
Integrated Family Services The voice of the child in our community
Our community is made of children within families. Raising children is a challenging task and there are many parents that need extra assistance. Throughout 2010/2011, Integrated Family Services’ skilled and caring staff based at Pakenham and Narre Warren has provided outreach support and group work to over 450 families. This consists of meeting with the family in their home, a community setting or our office – whichever one they choose. These families are dealing with some very diverse needs including homelessness, substance abuse, family violence, and knowing and understanding what parenting skills are required at the stage of their children’s lives.
Groups made a difference to children and parents In the last year, Integrated Family Services has expanded its group work with children. The ‘Feeling Is Thinking’ group, aimed at children aged 8–11 years who are struggling with strong emotions, has been delivered in partnership with Hampton Park Community House. This has been of great benefit to assisting our future generation in understanding and improving their coping mechanisms.
The ‘Girls in Charge’ group has been provided to many schools to girls in Grades 5 and 6 and aims to educate and increase their self esteem around a healthy body image.
Families have also benefited greatly from the other groups provided: • Internet Safety – educating parents on the internet • 123 Magic – parenting for children up to 12 years old • Parenting After Separation – assisting parents who are going through this transition • STEPS – parenting in a blended family • Beyond the Violence – educating both children and adults who have been exposed to Family Violence • Afghan Women’s Support Group – providing two new groups to isolated women in Dandenong and Hampton Park.
The future
A new group, called the Cardinia Homework Club – is being developed for 2011/2012. Aimed at CALD/ disadvantaged primary school children in Pakenham this group will provide after school assistance with their schoolwork. This innovative venture will be partnered with U3A (University of the Third Age) volunteers – the seniors of our community – whose help we appreciate greatly. We all have a part to play in hearing the voice of the child within the family. Integrated Family Services, along with the other services at Windermere, assists families to grow and develop in both resilience and well-being.
Mothers in the Cardinia Shire have attended the new Baby Cues group that teaches new mothers with babies under four months how to read their baby’s cues. Results of this group have shown that early understanding of babies’ needs can reduce the stress of a new baby to the home.
21
22
The focus of this program is on seeing the person – not the crime, on taking away labels, and in assisting each person to find and acknowledge their considerable strengths, which form the foundation of their journey of recovery from the impact of the incident. As recognition of the considerable demand for the service, together with constant over-achievement of targets, Windermere received a one-off grant enabling the employment of additional Victim Assistance Workers. The Program Guidelines implemented during the previous year focussed on a holistic response to victims of violent crime. In order to deliver this response as intended, additional staffing was crucial. The outcomes achieved since endorse this decision. Positive outcomes for a victim of crime vary considerably and are dependent on the needs of the individual. The varied and often creative use of brokerage to help someone regain a sense of normality is dependent on their specific needs, issues and concerns. Some examples include purchasing a massage, a hair cut, new or additional security measures, removal expenses, a gym membership, school books and uniforms, a new couch, cleaning of a home following a traumatic incident or even repairs to a family car. The program also provides practical assistance, support, information and facilitated referrals to other community resources. Support involves attending medical and other appointments; being with the victim as they journey through the criminal justice system; and liaising with solicitors, schools, counsellors, hospitals and police. The Victims Charter Act 2006 drives the program response with its focus on providing timely and accurate information to the victim from the various services involved in the criminal investigation, and ultimately through to the prosecution of the accused. Throughout 23
2010/11
The first principle of the Victims’ Charter states that, as a victim of crime, you have the right to be treated with courtesy, respect and dignity by all criminal justice and victim support services.
Windermere
Victim Assistance and Counselling Program 2010/11
this lengthy and intimidating process, the victim is supported and informed by their Victim Assistance Worker. Healthy Relationships/Healthy Women is a seven-week psycho-educational program for women who have experienced various forms of violence within their relationships. This has been an outstanding achievement for Victims Assistance and Counselling. The women who have attended the groups so far have spoken in their evaluations of their personal growth in understanding the impact of violence within their relationships; their understanding of who they are and their self-worth as a person; and the impact on their children as witnesses to such negative and damaging relationships within their home. Ideally, we will run four groups each year as the interest amongst clients from various Windermere programs exceeds the optimum number of women per group.
“This group has been the best thing I have done in my
life. I think this is something that should be taught at
school. It has provided me with the tools to recover in a healthy way from a life long history of abuse and
violence. I have also noticed my perceptions regarding reading people in intentions to be a partner or friend, has completely changed and I am making better,
healthier choices in that area. I look forward to starting
again next term. Thanks for changing my life. I have a
new empowerment and strength thanks to this group” “Loved every minute of the group. The facilitators are
awesome. I feel I definitely have a greater knowledge and understanding but still have a long way to go.
I am on the road to re discovering who I am…… and I like her”
“It was an excellent group. In a few weeks I saw
people transform from badly depressed to glowing
and well informed’.
24
At OnTrack we encourage staff and clients to grow and go further; promote trust with all clients and stakeholders; and we cultivate optimism in the way we go about building relationships and doing business. Our goal is to provide our clients with the resources they need to get on track and move forward with life. During 2010 Windermere conducted a feasibility study, which examined both community-wide allied health needs and new opportunities for service provision in various local government areas across Melbourne. After a long and exhaustive process we determined there was a need to have a variety of allied health services located under one roof and that the City of Bayside would be the location for our first ‘OnTrack’ business. We leased a site in late 2010 and began refurbishments. The result is a professionally fitted out premise with three consulting suites and one meeting and training room. Windermere’s OnTrack officially commenced operations at 7/532 Hampton Street Hampton on 1 April 2011. We are currently investing significant physical and human resources in promoting and developing our programs within the City of Bayside – to the Bayside general practice network, paediatricians, schools, kindergartens, child care centres, maternal and child health centres and the City of Bayside family and children’s’ services network. We are also developing a commercial arm to the business and are an active member of the Bayside Business Network.
2010/11
Windermere’s OnTrack is a social enterprise with exciting plans for future growth throughout metropolitan Melbourne over the next two to three years. We offer adults, children and families access to a broad range of health and wellbeing services, including counselling, speech therapy, behaviour management, occupational services and more.
Windermere
Windermere’s OnTrack
party (GP or Paediatrician) or alternatively self-refer. Professional Training for psychologists, teachers, social and childcare workers. We hold the Master license to deliver 123 Magic & Emotion Coaching training throughout Victoria and Tasmania. Over the next three years we will be delivering this highly successful parenting program in Melbourne, various locations across regional Victoria and Hobart. Corporate Wellbeing services including Employee Assistance Program (EAP). With this work we have two clients – the employer who funds the program and the employee of the company or organisation who accesses short term counselling at an OnTrack office or over the telephone. Business Consultancy services to Community Service Organisations. We specialise in determining the feasibility of ‘not-for-profit’ organisations implementing ‘fee for service’ work within their current programs. Anthony Robbins once said: If you talk about it, it’s a dream, if you envision it, it’s possible, but it’s not until you actually schedule it, that it’s real. Well, during 2010 we put in the hard work, we talked about it a lot: what would the business do; how would we ‘brand’ it; who would work within it; who would our customers be and what would they want or expect from us. From that process Windermere’s OnTrack was created and then we made it real by ‘scheduling’ it – we made it operational. The challenge now is to sustain it and grow it! On behalf of OnTrack, I extend my gratitude to all the people who have contributed time, leadership, ideas and management support to its establishment.
Windermere’s OnTrack services, delivered from our Hampton office include: Client Services including psychology for adults and children and speech, occupational and physiotherapy for children. Generally, clients are referred by a third 25
26
As a leading provider of support services for children, families and disadvantaged communities in the Southern region, the year saw Windermere continue its critical provision of practical services to address the current and future needs of growth corridor communities. A key focus has been to build partnerships with tertiary institutions to explore further research opportunities in the Growth Corridor. In partnership with government, community services sector, tertiary institutions, NGOs and community representatives, the BDSP continued to invest and develop evidence-based prevention approaches. This enables a more integrated approach to intervention in the prevention of families falling behind through socioeconomic disadvantage. Our long-term focus is to demonstrate and inform governments of alternative and flexible service delivery approaches to providing support services to growth corridor communities. These groundbreaking, evidence-based and philanthropyfunded initiatives include:
Kids on Track Program (KOT) - youth crime prevention
KOT was created as a result of an alarming increase in youth offending in the Cardinia Growth Corridor, with Cardina Police receiving an overwhelming number of requests and referrals for youths to receive a caution for inppropriate behaviour. The KOT program focuses on prevention and early intervention, and its documented learnings will help to guide other growth areas as to how to minimise youth justice issues. This project is in 27
2010/11
During 2010/2011, our energies were focussed on further developing preventative and evidence-based approaches to supporting communities facing various forms of disadvantage in the Growth Corridor. This includes homelessness, financial stress, family violence, family support, mental health, victims of crime, child health and many other issues impacting on the wellbeing of communities.
Windermere
Business Development/Special Projects (BDSP)
partnership between Windermere and other agencies such as Victoria Police, Monash University, DEECD and Windermere’s Family Services.
Building Harmony in the Growth Corridor Project
This ground-breaking action research project involves working with Berwick Grammar School, Maranatha Christian College, Minaret College, Officer Primary School and St Brigid’s Catholic Primary School to help build an environment of respect for different race, religion and culture. With the Officer area predicted to become on of the fastest growing Culturally and Linguistically Diverse (CALD) populations in Australia, one of the long-term aims of the project is to prevent youth crime. The research aims to develop and validate a measure of racial, ethnic and cultural acceptance, which can be subsequently used to evaluate the effectiveness of racism reduction initiatives in schools. The research collaboration between Monash University and Windermere Child and Family Services has the potential to deliver many meaningful and positive effects on our community.
intervention orders, Centrelink payments and eligibility. So far, response to the information provided has been very positive, with many participants saying they were simply unaware of the existence of many of the services.
Researching Wellbeing of Children and Families
This year, we saw the successful completion of a two-year research project called the Development of a Wellbeing Measurement Tool in the Community Services Sector. For people involved in the provision of social services, there are a several important questions we often ponder: is it possible to measure wellbeing – and how can we tell if the services we’re providing are helping to improve it? Thanks to funding from the Helen Macpherson Smith Trust, Windermere, in partnership with RMIT
University, The Centre for Excellence in Child and Family Welfare (CFECFW), has spent two years working on the development of a wellbeing measurement tool. The findings focused on themes centred around what was learned; the types of evaluation tools in use; who uses those tools and perceived needs in evaluating programs/ agencies. We sincerely thank the trusts/foundations, areas of government and our partner agencies that have enabled Windermere to not only build on its existing services, but to generate innovative community development and research models to support the increased demands of our region.
Rotary AWARD - Building Harmony Project
Windermere and our sponsor, the Sunshine and Crocodiles Foundation, were named the first prize-winner this year in the Rotary Community Service Awards. The award recognises the partnership between Windermere, Monash University, our sponsor and the schools involved in the project.
Homelessness Project
The aim of this project is to provide early prevention and support to CALD communities at risk of homelessness in the Growth Corridor. It is a partnership between Windermere and the Southern Integrated CALD Child and Family Services Network, Centrelink, Victorian Police and Casey North Community Support Services. Sessions have been well attended with over 200 participants at risk of being homeless receiving information on financial management, risks associated with credit, contracts or fines, the police role in homelessness, family violence, 28
The Windermere brand is now well established across all internal and external promotional material, with all necessary items updated to ensure we present a strong and unified brand to our staff, clients, donors and community. Windermere staff has been up skilled and systems are now in place to produce high quality items in-house -- reducing the cost of outsourcing design services and increasing our brand asset. All this helps to contribute to greater community awareness of who Windermere is, and what we do. Our much loved Gala Event came to a dramatic halt in 2010 and had to be cancelled due to the re-scheduling of last year’s AFL Grand Final. However another footyrelated event a few months later well and truly made up for this. The annual ‘Bounce of the Ball’, launched at the start of the 2011 footy season, was organised by long-term Windermere supporters, Carl Strachan and Ian Forsyth. The lunchtime event at Etihad Stadium brought together over 300 people, including VIPs David Parkin, Ron Barassi and Matthew Richardson. An astounding $80,000 was raised on the day and this is helping to fund our ‘Mums and Bubs’ program that provides short-term housing and practical life skills to homeless women with young children in our South East region. It was a terrific day for all who attended. The 2011 Windermere Golf Day held at the prestigious Kingston Heath Golf Club in April proved to be another successful fundraising event. Again, $80,000 was raised and has helped to fund a range of vital, innovative services that Windermere develops and provides within our local community. Another new and successful event that gained extraordinary media exposure and significantly raised our community awareness was the launch of the Windermere Adventure Challenge. This ‘challenging fundraising event for the adventurous’ 29
2010/11
This year has seen some substantial achievements for the Community Partnerships and Marketing unit.
Windermere
Community Partnerships and Marketing
enabled participants to tick off a ‘bucket list’ experience whilst raising money for Windermere. The event brought together 20 people from our community who fundraised, trained and went on a terrific 310km cycling journey through rural Cambodia. Money raised by this inspirational bunch is also helping to fund our new ‘Mums and Bubs’ program. Participants in this inaugural challenge earned substantial bragging rights, and have used these extensively to raise awareness of Windermere’s work amongst local community groups. Due to the resounding success of this new fundraising event, Windermere will conduct two further challenges in 2011-2012. One challenge will take participants on the less travelled Helambu Track in Nepal, completing project work along the way. The other will involve kayaking and trekking in Vietnam, whilst giving back in-kind to a local community organisation. Money raised from all Windermere Adventure Challenges stays in our community and assists the launch of innovative projects. The community interest gained through the challenges has brought many people to us wanting to help in different ways. For instance, we have seen a significant increase in in-kind donations – from lovingly knitted baby clothes, to kids pyjamas and food bags. We have also seen an increase in volunteering with many people wanting to do more for their local community. Volunteers have given their time in a number of ways - from support roles in programs we run, to key roles in special projects, to administration and client support. Over 35 active volunteers have contributed their time and skills generously and helped to make a real difference. Other volunteers have come from the corporate world – forming special groups to support one-off projects. Last December, our regular corporate volunteer team from the Commonwealth Bank was once again in charge of our Christmas Gift distribution. It proved a fun and busy day for all, with hundreds of gifts reaching our many clients in time for Christmas, via Windermere’s caseworkers.w
Top Left: Windermere Ambassador Matthew Richardson with Glen Boss and Major Sponsor - Bobby Zagame at Windermere Golf Day 2011 Top Right:: Windermere’s Inaugural Adventure Challenge Team Middle Left: Cambodian Adventure Challenge Participant and local school teacher - Steve Gilbert with a few of the children at the New Hope for Cambodian Children’s Orphanage. Middle Right: Windermere Golf Day 2011 Bottom Left: Wine Press donating hampers to Windermere
30
2010/11
Windermere
Financials
SUMMARY STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2011 2011 2010 REVENUE $ $ Government Funding 12,402,966 11,126,124 Donations and Fundraising (Net) 319,859 210,580 Other Income 1,465,404 1,323,268 Total Revenue 14,188,229 12,659,972 EXPENSES Employment 6,845,820 5,771,972 Counselling Disability Family Day Care - Contractor Payments 3,385,431 3,386,387 Victims of Crime Accommodation 363,545 201,245 Housing Direct Client Assistance 1,851,892 1,660,679 Other Brokered Contracts 472,285 531,374 Other Operating Costs 1,168,617 991,409 Total Expenses 14,087,590 12,543,066 Operating Surplus 100,639 116,906 Loss on Sale of Property, Plant and Equipment (13,892) (25,283) Specific Purpose Donations and Memorial Fund Revenue 1,500 1,500 Specific Purpose Donations and Memorial Fund Expenses (18,150) (6,828) Net Surplus 70,097 86,295 Counselling Disability Other Comprehensive Income Victims of Crime Revaluation decrement of land and buildings - (6,627) Housing Other Total Comprehensive Income for the Year 70,097 79,668 SUMMARY BALANCE SHEET AS AT 30 JUNE 2011 2011 2010 $ $ Current Assets 7,111,450 6,420,199 Monday, 24 October 11 Non-Current Assets 5,589,869 5,473,776 TOTAL ASSETS 12,701,319 11,893,975 Current Liabilities 5,287,070 4,599,829 Non-Current Liabilities 218,999 168,993 TOTAL LIABILITIES 5,506,069 4,768,822 NET ASSETS 7,195,250 7,125,153 Please note:
As required by the Association Incorporation Act 1981 (Victoria), members of Windermere Child and Family Services Inc. have been provided with a complete copy of the
Financial Report for the year ended 30 June 2011. Persons seeking information are invited to direct enquiries to the Chief Executive Officer.
31
Monday, 24 October 11
INDEPENDENT AUDIT REPORT TO THE MEMBERS OF WINDERMERE CHILD & FAMILY SERVICES INC. We have audited the summarised financial report of Windermere Child & Family Services Inc. for the year ended 30 June 2011 comprising the Summary Statement of Comprehensive Income and the Summary Balance Sheet in accordance with Australian Auditing Standards. In our opinion, the information reported in the summarised financial report is consistent with the annual financial report from which it is derived and upon which we expressed an unqualified audit opinion in our report to the members dated 11 October 2011
Biala For a better understanding of the scope of our audit, this report should be read in conjunction with our audit report on Integrated Family Services the annual financial report. Family Day Care Communities for Children
MDHC Audit Assurance Pty Ltd
Kevin P Adams, Hawthorn Director, 11 October 2011.
Government Income by program 2010/11
Biala Integrated Family Services Family Day Care Communities for Children
Counselling Federal Government
$593,890
5%
Biala - Early Childhood Dev Serv State Government
$1,320,004
11%
$2,732,562
22%
$1,483,874 Partnerships
12%
Disability Local Government Integrated Family Government Services Contracted Victims of Crime & Counselling Interest
$923,879
7%
Family DayFees Care & In Home Care Client
$3,971,554
32%
Housing Corporate
$501,940
4%
$849,320
7%
contributions
Communities for Children Commercial Contracts Other Donations
& Fundraising (net of $25,943 expenses)
Other
$12,402,966
0% 100.0%
Government Income by program 2009/10 Counselling Federal Government
$568,092
5%
Biala - Early Childhood Dev Serv State Government
$1,087,933
10%
Disability Local Government
$2,235,822
20%
$1,443,338 Partnerships
13%
Integrated Family Government Services Contracted Victims of Crime & Counselling Interest
$886,468
8%
Family DayFees Care & In Home Care Client
$3,876,125
35%
Housing Corporate
$185,115 2% contributions Communities for Children $823,960 7% Commercial Contracts Other Donations & Fundraising (net of $19,271 expenses) 0% $11,126,124 100.0% Other
32
2010/11
Windermere
Federal Government State Government Local Government Contracted Government Partnerships Interest Client Fees Corporate contributions Commercial Contracts Donations & Fundraising (net of expenses) Other
Sources of Income and Expenditure Sources of Income 2010/11
Federal Government State Government Local Government Contracted Government Partnerships Interest Client Fees Corporate contributions Commercial Contracts Donations & Fundraising (net of expenses) Other
Monday, 24 October 11
Salaries, Contractors and Oncost Family Day Care Carer pays Accomodation Client Assistance Depreciation Brockered Contracts Other Operating Costs
Federal Government Federal Government
$5,083,330
36%
State Government State Government
$7,288,433
51%
Local Government Local Government
$31,203
0%
Contracted Government Partnerships $113,472 Contracted Government Partnerships
1%
Interest Interest
$334,079
2%
Client FeesFees Client
$369,998
3%
Corporate Contributions Corporate contributions
$285,460
2%
Commercial Contracts Commercial Contracts
$260,509
2%
Donations & Fundraising (net of expenses) Donations & Fundraising (net of $319,859 expenses) 2% Other Other
$101,886
100.0%
Federal Government Federal Government
$4,952,495
39%
State Government State Government
$6,152,404
48%
Local Government Local Government
$21,225
0%
Sources of Income 2009/10
Contracted Government Partnerships $112,125 Contracted Government Partnerships
1%
Interest Interest
$190,971
2%
Client FeesFees Client
$407,568
3%
Corporate Contributions Corporate contributions
$225,425
2%
Commercial Contracts Commercial Contracts
$278,854
2%
Donations & Fundraising (net of expenses) Donations & Fundraising (net of $210,580 expenses) 2% Other Other
$108,325 $12,659,972
Monday, 24 October 11
1%
$14,188,229
1% 100.0%
Monday, 24 October 11
Expenditure 2010/11 Salaries, Contractors and Oncosts Salaries, Contractors and
Oncost$6,845,820 $3,385,431 pays
Family Day Day Care Carer Family CarepaysCarer
Salaries, Contractors and Oncost Family Day Care Carer pays Accomodation Client Assistance Depreciation Brockered Contracts Other Operating Costs
Monday, 24 October 11
49% 24%
Accomodation Costs Accomodation
$363,545
3%
Client Assistance Client Assistance
$1,851,892
13%
Depreciation Depreciation
$296,043
2%
Brokered Contracts Brockered Contracts
$472,285
3%
Other Operating Costs Other Operating
$903,116
Costs
$14,118,132
6% 100.0%
Monday, 24 October 11
Expenditure 2009/10 Salaries, Contractors and Oncosts Salaries, Contractors and Family Day Day Care Carer Family CarepaysCarer
Oncost$5,771,972 $3,386,387 pays
Monday, 24 October 11
27%
Accomodation Costs Accomodation
$201,245
2%
Client Assistance Client Assistance
$1,660,679
13%
Depreciation Depreciation
$275,630
2%
Brokered Contracts Brockered Contracts
$531,374
4%
Other Operating Costs Other Operating
$753,017
Costs
$12,580,304
33
46%
6% 100.0%
34
2010/11
Windermere
Special Thanks Ambassador
Matthew Richardson
Lead Donors ($10K & over) Carl Strachan Commonwealth Bank Parklea Developments Peter White Star News Group Zagame Automotive
Major Donors ($5K to $9999)
Berwick Nissan Brents Prestige World Cablink Pty Ltd Cranbourne Sports & Entertainment Centre E. L & C Bailleu Stockbroking Ltd Elizabeth Mildwater Grill’d Grossi & Cardamone Ian Ball Jayco Corporation Kevin O’Connor Newmarket Tavern Pty Ltd Pam Usher Rotary Club of Albert Park Safety Steel Structures The Good Guys The Russell Foundation Warwick Fabrics
Principal Donors ($1,000 to $4,999) Access Entry Pty Ltd Anderson Partners Bardie & Margaret Russell Bendigo Bank Capital Transport Civilworx Constructions Pty Ltd Clements Hutchins & Co College House Properties Pty Ltd Cummins Pty Ltd Facey Kendall O’Dea 35
Gembrook Uniting Church John Knowles Kevin Thomson MacPherson & Kelley Mainbridge Pty Ltd Matt & Tim O’Connor Mulnot Pty Ltd Narelle McKenzie Nicholas O’Donahue Noble Park Trucks Pakenham Racing Club Peter Castricum Peter Spyker Peter Willis Plust Financial Portbury Developments Qudos Recruitment Pty Ltd Ray & Dawn King Rotary Club of Berwick Seelite Windows & Doors Pty Ltd Tarmac Civil Constructions W & B Cabinets Warfam Pty Limited WBCM William Berryman William Shannon
RE Ross Trust Scanlon Foundation Shane Warne Foundation Sidney Myer Foundation Sunshine and Crocodile PTY LTD The Andrew Foundation The Frank and Flora Charitable Trust The Ian Potter Foundation The Jack Brockhoff Foundation The Marian EH and Flack Trust Trust Company
Government Departments
DEECD Department of Education and Early Childhood Development Department of Human Services Dept of Justice FAHCSIA Victorian Multicultural Commission
Tertiary Institutions Monash University Melbourne University RMIT University LaTrobe University
Including other agencies whom have supported Windermere. As always, we’d like to provide a very special and sincere thank you to all of our volunteers and in-kind supporters. Please note that donations of less than $1,000 are not acknowledged in this Annual Report due to space restrictions only. We appreciate and individually thank all donors, and while every effort has been made to thank our supporters, we apologise for any oversight or omission in this document.
Agencies, Trusts & Foundations
ANZ Trustees Charitable Purposes ANZ Trustees-William Buckland Foundation Cardinia Shire Council City of Casey Coca Cola Foundation Collier Foundation Dandenong Myer Fund Grigg Foundation Helen Macpherson Smith Trust Honda Foundation Legal Services Board Lord Mayors Charitable Foundation Melbourne Community Foundation NewsBoys Foundation 36
2010/11
37
Windermere
Notes
How you can help
Every year we rely on the support of caring, generous individuals, families, businesses, community organisations, trusts and foundations. Every dollar, every gift in kind, every hour of your time makes a difference to the lives of vulnerable children and families that we help. You can help by: • Making a donation • Donating your time or talents • Becoming a volunteer mentor or tutor • Joining a fundraising committee • Becoming a corporate sponsor • Donating through a workplace giving program • Supporting one of our two annual appeals • Running a fundraising event • Joining our regular giving program • Leaving us a bequest • Attending a fundraising event • Giving a gift in kind or pro bono Head Office 48 Webb Street Narre Warren VIC 3805 Phone (03) 9705 3200 Facsimile (03) 9796 7650 Email info@windermere.org.au Website www.windermere.org.au