annual-report-2011-2012-screen by Windermere

Windermere Annual Report 2011/2012

Introduction

Windermere has a heritage of caring for the disadvantaged and vulnerable. For over 150 years, Windermere has been making a positive difference to the lives of the most disadvantaged and vulnerable children and families. 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. Today we are one of the largest and fastest-growing independent community services organisation in Melbourne’s South-East.

Who we assist 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, advice, education, advocacy and other therapeutic interventions. We also provide quality childcare in the home and in-home care for families with high needs.

We provide services from multiple locations, with major centres at Narre Warren, Cranbourne, Pakenham, Berwick, Hampton, Morwell and Bairnsdale.

Our Mission

Our Vision

To improve wellbeing in children, families and communities by helping to realise their potential, building resilience and connecting people to the community.

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 04 05 06 08 09 10 12 14 16 18

Governance & Management

Chairman’s Report

CEO’s Report

Service Overview

Locations of Operation

Childcare Services

Communities for Children

Counselling

Disability Services

Early Childhood Development Services

20 22 24 26 28 30 32 34 36 38

Housing Support

Integrated Family Services

Suicide Prevention Program

Victim’s Assistance and Counselling Program

Windermere’s OnTrack

Windermere’s Special Projects and Research

Community Partnerships and Marketing

Financials

Source of Income and Expenditure

Special Thanks

Windermere Annual Report 2011/2012

Governance and Management

Chairman’s Report

Our Board

Risk and Compliance

Finance and Audit

Carl Strachan - Chairman Ian Forsyth - Vice Chairman Ricki Ryan - Treasurer Dr Kevin McKenzie Dr Tricia Szirom Elizabeth Mildwater Pam Usher Nicola Mendleson Max Warwick Innes Willox

Elizabeth Mildwater - Chair Dr Kevin McKenzie Robyn Rourke Harley Brown Malcolm Brown Dr Tricia Szirom Cheryl De Zilwa Susanna Laurens Lil Banks Sue Beattie-Johnson Kelly Dickson

Ricki Ryan - Chair Malcolm Wells Gary Castricum Nicola Mendleson Cheryl De Zilwa Susanna Laurens Lil Banks Jenny Brooks

Our emphasis on early childhood services and prevention has led to an opportunity to operate an Early Learning Centre in Frankston, which will cater for children of differing abilities. This is in partnership with Monash University and enables us to expand our links with the education sector. One of the most significant issues that the Board has grappled with over the last three years is how to secure our future in the south eastern growth corridor. This was answered when Windermere successfully won the tender to develop the Cardinia Road Community Centre (Toomah Centre) in partnership with Cardinia Shire. The Centre will be built over the next 18 months and will enable the full suite of Windermere programs to operate from the site, as well as integrated community led services.

Board of Governance

Finance & Audit Committee

Risk Management & Compliance Committee

Cheryl De Zilwa CEO Executive Committee

Susanna Laurens

Lil Banks

Sue Beattie-Johnson

General Manager Client Services

General Manager Corporate Services

Manager Quality Improvement

Jan Donaldson

Brad Desmond

Daniel Grant

Brian Eckersley

Victims Assistance and Counselling Program

Counselling Services

Human Resources

Property & Administration

Lisa Gort

Bronwyn Owen

Ryan Stapleton

Jenny Brooks

Integrated Family Services

Communities for Children

Information Technology

Finance / Accounts & Payroll

Lisa Smyth Children’s Services

Serap Ozdemir

The Board has overseen a significant period of growth and change in the last 12 months. One of the strategic goals for the last three years has been geographic growth, particularly in services where we have specific expertise. This has led to expansion into Gippsland, led by the Victims Assistance and Counselling Program (VACP) after winning the contract to operate throughout the whole of Gippsland.

Finally, we were overwhelmed by an incredible gift from a community member who donated a house in loving memory of her son. ‘Malcolm’s Place’ as it is known, now provides accommodation for families making the transition from homelessness to private rental. We are indebted to this very special person who has made a significant difference to the lives of families doing it tough. I would also like to take this opportunity to thank Cheryl De Zilwa for her enormous contribution to Windermere over the last seven years. In particular, I’d like to acknowledge the legacy she has left - a thriving, successful and exciting organisation that is truly focussed on building community resilience.

Carl Strachan, Chairman

Carina Tomietto

Manager Manager Business Development / Community Partnerships Special Projects & Marketing

Tracey Millen Early Childhood Development Services & Disability Services

Julie Knowles Windermere’s OnTrack & Disabillity Services

Windermere Annual Report 2011/2012

CEO’s Report

As many of you already know, this will be the last annual report I write for Windermere. My Windermere journey has been one of the most important professional periods of my life and I will always be proud of this wonderful organisation. Which prompts me to reflect on what have been the most important ingredients in the success of Windermere as a community organisation, particularly in the last 12 months.

Breadth of Expertise Windermere’s real strength is its breadth of program areas. Our focus on wellbeing, early intervention and outcomes for vulnerable people is the reason it makes sense to deliver a whole suite of services. Our challenge is to further integrate these service streams so that we can work with the whole person/family and not parts of the person. This will be consistent with the focus of government policy into the future. Too often in the community sector the focus is on the delivery of a service, based on a particular funding stream – without looking at the best outcomes for the clients, who usually have a complex set of circumstances through which they must navigate.

Strong emphasis on continuous improvement in both service delivery and infrastructure Windermere adopted a whole of organisation approach to quality improvement and accreditation. This has meant an integrated response to the many different accreditation regimes that our different funding bodies impose on us. So rather than simply focussing on compliance, we focus on what is good management practice across the whole organisation. Not only is this efficient, but it unites each part of the organisation with a common goal. This emphasis led to 100% of national standards being met at our 2nd accreditation review and being rated as ‘leading practice’ in management. 6

Community Partnerships Over the past 12 months we have increased our emphasis on longterm partnerships with people and organisations that are important to the communities in which we operate. These relationships are based on mutual respect and support, which leads to a much more genuine connection. Examples of strong partnerships include the Star News Group, local government, Rotary, Victoria Police, philanthropists and local business people. One of the most significant partnerships formed over the last 12 months is in the area of suicide prevention. The community, schools and local business have worked with us to enable the delivery of training on the prevention of suicide. Our ability to build sustainable partnerships was recognised in the accreditation review and we were also rated as ‘leading practice’ in this area.

Innovation and Research Windermere has retained a strong emphasis on measuring outcomes and creating innovative solutions to build community capacity. Our aim is to prevent some of the issues that we usually see at the Case Management end of our work. This has cemented Windermere’s place as a true community organisation, working for broader outcomes that benefit everyone and not just the people that come through our intake system. A good example of this is the development and facilitation of the Southern Integrated Child and Family CALD Network, with over 85 organisations represented. Another example is the work we are doing with RMIT on measuring changes in perception of wellbeing. Well done to all at Windermere and in particular the staff, Board and volunteers that make it such a wonderful place to work. Cheryl De Zilwa, CEO

My Windermere journey has been one of the most important professional periods of my life and I will always be proud of this wonderful organisation. 7

Windermere Annual Report 2011/2012

Service Overview

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, 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: Windermere’s 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. 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 12 years living in Cranbourne.

parenting skills through an outreach, in-home and family centred approach. Housing Support offers families who are homeless, facing homelessness or who are in emergency accommodation, information and support to successfully secure long-term accommodation.

Locations of Operation

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 8

We work in arguably Australia’s fastest growing urban growth corridor, where demand for our services is growing at an alarming rate.

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.

With over 140 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.

CALD supports our Cultural and Linguistically Diverse communities by establishing a strong and integrated approach to those residing in the Southern region.

Main areas of service delivery: City of Casey City of Greater Dandenong Shire of Cardinia Gippsland City of Bayside

Other councils and shires in which we provide services: City of Kingston City of Glen Eira City of Port Philip City of Frankston City of Stonnington Shire of Mornington Peninsula

The area in which we work encompasses multiple municipalities and a population of around 1.2 million people.

Windermere’s OnTrack offers better access to a diverse range of services under one roof, including those provided by psychologists, occupational therapists, speech pathologists and physiotherapists.

Hume Region

Grampians Region

North & West Region

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.

With headquarters at Narre Warren in Melbourne’s South-East, Windermere assists thousands of kids and families.

CBD Port Phillip

Stonnington

Bayside Kingston Frankston

Barwon South Region

Glen Eira Greater Dandenong Cardinia Casey

Gippsland Region

Mornington Peninsula

Windermere’s area of operation 9

Windermere Annual Report 2011/2012

Childcare Services

Windermere’s Childcare Services has had a busy year with some wonderful experiences, opportunities and growth in service delivery.

Bayside Family Day Care Service provision In 2011, Bayside City Council decided to cease operating its Bayside Family Day Care Scheme in favour of tendering future service provision out to the community. Windermere’s Family Day Care was invited, along with a number of other service providers, to submit an Expression of Interest. After a lengthy tendering process, Windermere was announced as the successful tenderer, and we commenced Family Day Care service delivery in January 2012. Windermere’s Family Day Care now operates from two main sites at our Narre Warren and Hampton offices, with Bayside Family Day Care support services administered out of Hampton. Here, a coordinator is available to conduct home visits to the educators, facilitate playgroups and assist Bayside families with childcare support. Bayside has become a major success story, with an increase in service delivery of more than 80% since its establishment. Windermere is now turning its attention to further extending the provision of quality home-based childcare in Bayside, with the addition of In Home Childcare.

Windermere Early Learning Centre Windermere has also successfully tendered to run an exciting new Long Day Care Centre in partnership with Monash University. The Windermere Early Learning Centre is located in Frankston and has won several awards for its innovative design, which aims to encourage children to have a sense of belonging and ‘home’ within a 10

childcare centre environment. The natural grounds have been designed to enable children of different ages to spend time together, and to support their understanding and learning of what makes a sustainable world. As well as play areas, the grounds include a vegetable garden, worm farm, compost bins and rain water tanks. The Windermere Early Learning Centre is being developed as ‘an enhanced childcare centre with a difference’ and will be staffed and resourced to assist with the real inclusion of children with additional needs. The centre will also support Monash University student placements. It is expected that children will start attending the Windermere Early Learning Centre in February 2013.

In Home Care Windermere’s In Home Care has grown, now extending into Gippsland and Bass Coast. Families currently supported by this program include shift working families, children with additional needs and multiple birth with some families eligible for more than one of these categories. We continue to support the community with childcare provision where mainstream services cannot.

Research “Thrive” Windermere’s Family Day Care has continued its participation in the “Thrive” research project, which focuses on “promoting children’s social and emotional wellbeing in Family Day Care”. Manager of Childcare Services, Lisa Smyth, presented together with Dr Elise Davis and Lara Willamson, Research Fellow from the McCaughey Centre, University of Melbourne, at the International Family Day Care Conference, held recently in Brisbane.

Windermere’s Family Day Care now operates from two main sites at our Narre Warren and Hampton offices, with Bayside Family Day Care support services administered out of Hampton. 11

Windermere Annual Report 2011/2012

Communities for Children

Over the last 12 months Windermere’s Communities for Children (CFC) has continued achieving high-quality engagement with the Cranbourne Community and its children through the delivery of nine community partner projects: • Dads Matter • Library has Legs • Linking Early years • Parentwise • Enriched Communication • Mothergoose for All • Take a Break • Cranbourne Info Link • School as a Hub Throughout 2011-2012, CFC has worked with over 3,000 parents, 3,000 children aged 0-4 and 671 children aged 5-12, with 1,184 of these people from our CALD community. While these are impressive numbers, it’s the project stories that really show the level of outcomes we are achieving. One project, Enriched Communication (EC), is working towards two outcomes: ‘young children have the opportunity to reach their developmental potential’ and ‘developing an integrated early year’s system that supports and promotes the healthy learning and care of Cranbourne families with young children’. Our EC community partner is our very own Windermere’s Early Childhood Development Services, and together we have made some enormous progress. Windermere’s Early Childhood Development Services deliver the EC project to help equip parents and teachers with modelling and assisting children throughout their early learning years. EC provides children with early learning experiences before entering school that assists them in language and communication development.

This group-style program delivers holistic communication and language skills training through the provision of Professional Development for Early Years Practitioners, and training of other service providers and parents/significant carers. EC does that in part by offering Prep Time Rhythm and Rhyme (PTRR) in prep class rooms. PTRR is the use of rhythm and rhyme in a structured environment to assist with language development. PTRR was developed by Windermere’s Early Childhood Development Services staff in response to children arriving at primary school but not school ready – for instance with little or no English language and communication skills. As a result of delivering PTRR once a week for 45 minutes, teachers reported that ‘Due to the positive changes in the children as they gain confidence in their own ability to request favourite songs and rhymes and master the actions to them, the children presented songs and rhymes they have learned throughout the year to the whole school in a concert.’ Given the success of CFC’s work and in particular this project, those involved from Windermere’s Early Childhood Development Services will enter the new year developing a PTRR training package with the aim of training others to deliver the program in prep class rooms around Victoria.

Throughout 2011-2012, CFC has worked with over 3,000 parents, 3,000 children aged 0-4 and 671 children aged 5-12, with 1,184 of these people from our CALD community. While these are impressive numbers, it’s the project stories that really show the level of outcomes we are achieving.

Communities for children initiative is supported by the Australian Government

Windermere Annual Report 2011/2012

Counselling

Windermere’s counselling program has supported more than 1,600 clients this year. This includes specialist counselling and support for children and families experiencing family violence and sexual assault. We have also partnered with DHS Child Protection to work preventatively with children identified as being at risk. To help families experiencing separation, we have run a series of preventative group programs including parenting skills training and anger management. Typical of our young clients this year was Jay, a 14-year old boy referred to us for counselling by DHS. Growing up, Jay had witnessed several years of family violence and verbal abuse involving his stepfather, culminating at age 12 when he was seriously assaulted in the home. At that time DHS removed him from his family and placed him in residential care. Unfortunately Jay’s own displays of anger, particularly toward authority figures, caused his accommodation arrangements to regularly break down, and he had not attended school for two years. He had also been prescribed anti-depressant medication but refused to comply. When Jay first presented to us he was experiencing significant trauma symptoms and was not sleeping. He also showed anxiety and depressive symptoms, and anger problems. He stated very clearly he did not need counselling.

Despite this initial reluctance to engage, counselling provided Jay with at least one safe and stable relationship. As his counsellor established increasing trust and empathy they were, together, able to explore his experiences and to work through the painful themes of trauma and grief. He also addressed his low self-esteem and learned to stop blaming himself for his circumstances. Eventually Jay identified some personal strengths and set new priorities including vocation goals. Over the 12-month period, Jay cancelled only three appointments. At the time of writing, Jay has been in school for 10 consecutive months. He continues to set goals informed by his own strengths and he is accessing a work experience program. He still has some anxiety symptoms, but his mood, motivation and anger issues are all significantly improved. He has resumed access visits with his mother, now separated, and has established new friendships at his current residential setting. He has also engaged in some new interests and plays indoor cricket weekly. Jay is typical of our young clients, many of whom have experienced trauma and display associated behavioural problems. In Jay’s case we are hopeful for his future and we are committed to further supporting him during his vulnerable teen years.

* Jay is not the client’s real name.

In addition to our individual counseling services, we also provide a series of evidence-based group programs: • Happy Mothers Happy Babies. A 6 week program for women with young children assisting mothers by improving their mood and anxiety, as well as reducing stress associated with the perinatal period. • SHADES (Self Help Anxiety and Depression Education Sessions).

An 8 week program helping adults and young people to develop their own skills to combat anxiety and depressive symptoms and prevent relapse. • Birds of a Feather. An art therapy group for women who have experienced family violence. This program helps women by reducing isolation, exploring their dreams and discovering strengths to rebuild self esteem and recover from trauma.

We also work in partnership with Relationships Australia (Victoria) to provide a series of programs in support of children experiencing parental separation or adjusting to step families, and courses to support adults with parenting skills, managing anger and parenting through separation.

Windermere Annual Report 2011/2012

Disability Services

Living with a disability or caring for a person who lives with one affects every facet of a person and their family’s life. Some of the enormous challenges faced include: • pain management

Supporting NDIS

• communication • day to day personal care including continence, and behaviours of concern • difficulty accessing the basic community services and activities we all take for granted including shops, schools and employment – even getting out of bed. In Victoria, one out of every five people has a disability. People who live with a disability and their carers are more likely than any other group to live in poverty. Despite this disadvantage, people who have disabilities, also have families and friends who are strong, creative, loving and resourceful. With the right support, at the right time, people can, and do, have rewarding lives. Disability Services supports people in getting the help they need to have the things that most of us take for granted: a safe home, enjoyable recreation, useful education, and employment. To help

achieve this and more the Disability Services team needs to complete many different tasks including: • funding and organising of home modifications, aids and equipment, continence aids, therapeutic interventions, transport and medications • liaising and advocating with community supports including health professionals, schools and kindergartens, psychologists, psychiatrists, respite providers, employment agencies, recreation and transport providers • sourcing of resources and providing information and emotional support to people with disabilities and their carers. • In 2011-2012 the Disability Services team provided support to over 700 individuals and their families. This support was provided through the following programs: ·· Individual Support Packages Futures for Young Adults: helping young people plan their transition from special schools and disability specific supports into the wider community where they can access

the same opportunities as anyone else ·· Individual Support Packages, Flexible Support Packages, and Contract Case Management: assisting people to live and thrive in their community. Unfortunately demand is continuing to grow in line with the South East growth corridor and funding for Disability Services has not been pegged to population growth. Waiting lists are growing, at times assisted by some non-recurrent funding for short-term packages. However funding is also limited here and the number of non-recurrent packages allocated in 2012-2013 dropped from the 260 allocated in 2011-2012 to just 45. This reduction is causing an increase on the priority wait list for service, meaning that only those in the most critical circumstances are being allocated packages. Demands on brokerage funding are reaching crisis point. Given this environment, Windermere is strongly supporting the introduction of the National Disability Insurance Scheme (NDIS). While we accept that the NDIS will have its challenges, Windermere believes

that the introduction of significantly more funds, and the more equitable distribution of funds across Australia, can only be of benefit to clients living with no supports funded at all. In planning the move to NDIS, Windermere’s Disability Services is working to further establish our role as providers of choice for contract case management and planning. We continue to see an increased demand for our services in regards to individually funded supports, case management and support co-ordination. We welcome enquiries from individuals and their families, who feel that Windermere may be able to support them in their journey in life. We are happy to at any time discuss what role we may be able to play in order to ensure that individuals and families are able to be part of and participate in their local community.

Disability Services supports people in getting the help they need to have the things that most of us take for granted: a safe home, enjoyable recreation, useful education, and employment.

Windermere Annual Report 2011/2012

Early Childhood Development Services Making the most of children’s potential

When children show signs of a developmental delay or disability, it’s critical that early therapeutic intervention is provided. Research indicates that high quality early intervention builds the foundations for a child’s future development, and that children will achieve their maximum potential only if this is provided in a timely manner. The Early Childhood Development team comprises highly experienced and innovative people, dedicated to high quality early intervention services. The team includes kindergarten teachers and assistants, family support workers, occupational therapists, physiotherapists, speech pathologists, psychologists and administration staff. In 2011-2012 the Early Childhood Development team worked with parents, families and community-based organisations such as kindergartens and childcare to develop their skills and capacity to help children with developmental delays and disabilities. Families and professionals were trained in strategies for toileting, communication, eating, gross and fine motor skills, social skills and self care skills. In 2011-2012 the Early Childhood Development team met the early intervention needs of children and their families through a variety of approaches including • on site group interventions supporting social, communication and daily living skills • physiotherapy, speech therapy, occupational therapy, social work and psychology support, teaching and outreach services • educational groups to develop skills in parents, early childhood educators and others who have critical roles in children’s lives • specialist issue workshops such as sleeping, toileting and eating

• early language and communication groups • preschoolers with autism groups • parent support groups • life skills for women

An individualised approach Early Childhood Development Services, like many government-funded areas, is moving to a more individualised approach where funding, control and choice of service provider sits with participants. Examples include the Better Start and Helping Children with Autism initiatives, where eligible participants receive funding, which they can then use with various approved service providers. In 2011-2012 Windermere’s Early Childhood Development Service provided: • speech therapy, occupational therapy, psychology and physiotherapy under the Better Start, Helping Children with Autism initiatives and Medicare Enhanced Primary Care Plans • autism assessments under the Medicare system to children who were identified as having characteristics that may be consistent with this disorder • psychology under Mental Health Plans funded by Medicare. As the individualised programs grow, a repositioning of the program and preparation for the future, which is likely to include the NDIS, will be needed. This will occur in 2012-2013 and will include a change in management responsibilities. This is a very exciting time within Windermere’s Early Childhood Development team. The changes being implemented over the next six to twelve months will see Windermere’s Early Childhood Development Service and OnTrack continue to build on and enhance our excellent service delivery in ways that are truly family centred.

The Windermere’s Early Childhood Development team comprises highly experienced and innovative people, dedicated to high quality early intervention services. The team includes kindergarten teachers and assistants, family support workers, occupational therapists, physiotherapists, speech pathologists, psychologists and administration staff. 19

Windermere Annual Report 2011/2012

Housing

This has been a fantastic year with many positive outcomes for families assisted by the Housing Support Team. Many families have moved into their permanent accommodation, be it in public or social housing and are now rebuilding their lives in a stable, secure environment. Mums and Bubs, a residential program for young mothers and their under five year old children, has concluded its first year of operation. There have been many moments of achievement and many others of sadness and frustration. The team has developed and implemented a significant program of support, encouragement and learning, with many of the young women participating in everything offered, and continuing to come back to ‘The House’ to keep enhancing their new skills. It has been a privilege to see their personal growth and to witness their developing parenting of their young ones. Many have moved on to their own accommodation having taken up the opportunities offered.

and the outcomes, including non re-presentation at the open door of the homelessness system, are well worth the commitment and effort of all. It is certainly a hope, indeed a plea that funding for such a program continues. Windermere has a significant transitional housing program which provides families with medium accommodation following the breakdown of their housing arrangements. It gives families a time to regather, consider their future housing, and begin to address the many and complex issues which led to homelessness. The program provides families with regular support, information, and advocacy with public and social housing organisations and real estate companies. This year saw many families move into their permanent accommodation – a cause for much celebration. A place to call home is the dream of all individuals, while for families it provides that necessary foundation for security, community, and personal growth.

Mums and Bubs is an intensive program, and is demanding on both staff and mothers. However, both the short and long term outcomes have validated ‘the dream’. Support for Families at Risk of Homelessness has been in place now for two years. An intensive program, focussing on the issues which led to families becoming and moving into the homelessness service system, has proved its worth. Families in this program are now living in stable, secure homes; children are attending school, parents and children are gaining friendships and other support. This includes linkages in their neighbourhoods and to many other community services that address their primary issues, while enhancing their wellbeing. This is a three-year funded program 20

Windermere has a significant transitional housing program which provides families with medium accommodation following the breakdown of their housing arrangements. It gives families a time to regather, consider their future housing, and begin to address the many and complex issues which led to homelessness. 21

Windermere Annual Report 2011/2012

Integrated Family Services

In the past year Integrated Family Services has increased and diversified its service delivery through expanded funding, and in response to the more complex needs of many families. In today’s society, some families live far from their extended families, and experience isolation and marginalisation as a result. Issues we may be asked to assist with include parenting, drug and alcohol abuse, and mental health. We have also noticed an increase in families needing other assistance. One is due to the prevalence of violence in the home, which can manifest as partner violence, youth violence towards parents, and sibling violence. Some parents are struggling with the increased incidence of autism spectrum disorder, ADHD and ODD, which may be diagnosed in one or more of their children. There has also been an increased need amongst parents with an intellectual disability to adequately provide for the physical and emotional needs of their children. There is no ‘one size fits all’ solution when it comes to helping families. For this reason, our highly skilled team receives constant training to remain at the forefront of their professions. Many come from a multi-disciplinary background that includes housing, financial counselling, psychology, early childhood, and Culturally and Linguistically Diverse (CALD) knowledge and expertise.

At Windermere we are constantly striving to find better ways of working alongside families and individuals to provide them with an integrated service, designed specifically for their needs. 22

As a result of recent additional State Government funding, we have been able to add more staff to help meet the increased demand for our services. As required by individual families, we at times appoint two staff members to co-work with families to allow for flexibility in the intensity of our service.

The Family Services Team also delivers support through groups, some of which are in partnership with local schools or Hampton Park Community House. These groups cover issues of Anger Management for children, Self Esteem and Body Image for girls, Parenting with babies, children, blended and separated families, Homework Club for children and support group for Afghan women.

The Future This is certainly an exciting time for our sector. At Windermere we are constantly striving to find better ways of working alongside families and individuals to provide them with an integrated service, designed specifically for their needs.

Communities for Children Plus - Cardinia Family Hub Windermere has had the privilege, along with Anglicare, of being the facilitating partner for the federally funded Communities for Children Plus project. The aim of this project is to address the multiple issues of marginalised families that may be dealing with drug, alcohol and mental health. Our ‘Cardinia Family Hub’ works with the whole family in a group setting. We are currently running two groups: one in the afternoon for families with children under five, and an evening group for those with children up to 12 years old. The project has been very successful in engaging with families, allowing them to open up about their individual situations, and take on and practise new parenting skills in a safe and supportive environment.

In the past year we have once again undertaken external accreditation through DHS and successfully met our registration requirements. 23

Windermere Annual Report 2011/2012

Suicide Prevention Program

Windermere became aware of a number of local youth completing suicide in 2011. Recognising our expertise in prevention, we felt it necessary to be proactive and raise awareness of what to look for and what to do, to prevent more young lives being lost. We established a Suicide Prevention Committee which attracted members with extensive experience in suicide prevention; those with a passion for the issue; and those who had been personally impacted. Without any government funding support, Windermere initially bore the costs of planning, development and community awareness sessions, which of course was not sustainable. The Committee then sought philanthropic funding, and we are extremely grateful for the support of the Dominion Hotel Group, Sidney Myer Fund and The Cardinia Foundation, which enables us to: • target training toward more local students, teachers, parents and community groups (build awareness and community capacity to respond)

Windermere was contacted by The Age and ABC’s Four Corners to assist in building greater community awareness of suicide – recognising that remaining silent perpetuates the stigma and discourages people who are suicidal from seeking help. This high-profile media support has been instrumental in sending a clear message that talking about suicide increases community alertness and capacity to save lives. Windermere’s Suicide Prevention Program is based on LivingWorks’ suicide training programs, including Applied Suicide Intervention Skills Training (ASIST), which is an internationally recognised prevention and first aid program that has been in operation for 30 years. There are six components to Windermere’s Suicide Prevention Program model ranging from SuicideTALK (awareness) to Safe TALK and ASIST (tools for preventing suicide). The components have been recently delivered to teachers, students, parents and the general community with outstanding results.

• subsidise the cost of training for those who cannot afford it, but clearly need it

Recognising our expertise in prevention, we felt it necessary to be proactive and raise awareness of what to look for and what to do, to prevent more young lives being lost.

What They Say

Some of the testimonials from parents following participation in Windermere’s Suicide Awareness Session, include: We need to educate our children as much as we can. Talk with the kids – don’t be scared to ask direct questions. We can all help given the basic skills. Give the kids skills to help their peers.

…and from the teachers: The pressures in today’s society on young children are high. We have to be aware when they are crying out for help. We need to encourage all the community to be more aware. Just like CPR, education is the key to awareness.

Windermere Annual Report 2011/2012

Victims Assistance and Counselling Program

Many of our clients have achieved great outcomes this year, with numerous journeys of recovery commenced and completed. Three further years of funding, and the extension of our program into Gippsland also with three years of funding, means we are looking to the future with enthusiasm and confidence. It has also been a tremendous year for our team and one of the greatest privileges is to assist the many people affected by an incident of violence. It’s difficult to predict the effect that a violent incident will have on an individual, their family and friends, and ultimately their community. After initial contact, the victim begins a journey of support with a victim assistance worker who joins them on an often difficult journey of recovery – one that is sometimes made more lengthy and complex by the vagaries of the legal and court processes. There are many stakeholders involved in this process, including police, lawyers, counsellors, courts and other services. Many victims have multiple vulnerabilities, and have made easy targets and become victims because of them. A major concern this year has been the high number of victims who have pre-existing mental and physical health disabilities. The statistics reflect the concern expressed by some in the community at the random and vicious nature of attacks. Violence within a familial relationship, whether it’s between partners, siblings or other family members continues, seemingly unabated. However, a physical attack within any context is an attack – a crime against the person, unwarranted, without provocation and always life changing. In order to keep pace with change, in 2011-12 our program has been reviewed, standards and guidelines revised, and together with the introduction of a

Practice Manual, has led to greater clarity of role, function and purpose. This program is not intended to be a leader in crime prevention. However the lessons learnt and reflections on the multiple complexities leading to criminal activity, specifically to crimes of violence against an individual, place this program in the forefront of knowledge and potential research leading to change in community attitudes. Reflecting on a year of high demand for the program, remembering the many people of all ages and backgrounds who have come to seek and receive assistance, through no fault of their own, ultimately brings us to one conclusion. Change, however small, in the attitude and behaviours of each person to another, must come. This question was asked: “Does this program make a difference?” The reply of course was: “Yes it does!” Outcomes are measurable, but it is a very individual measurement. That’s why it is a journey for those affected by violence that brings into play individual strengths and resilience, enhanced by support.

Reflecting on a year of high demand for the program, remembering the many people of all ages and backgrounds who have come to seek and receive assistance, through no fault of their own, ultimately brings us to one conclusion. Change, however small, in the attitude and behaviours of each person to another, must come. 27

Windermere Annual Report 2011/2012

Windermere’s OnTrack

The State and Federal Governments fund many programs that provide allied health services such as psychology, occupational therapy and speech therapy for individuals who have been formally assessed as eligible. Unfortunately, many of these programs have significant wait lists and demand far exceeds supply of the funded service. Also, many people who are ineligible also need these services, and have no choice but to turn to private services. Windermere’s Early Childhood Development Services and Disability Services has also found that people can and do often wait for extremely long periods of time to access formal assessment services, which would then enable them to participate in support programs. Also, funded treatment services are often inadequate compared to the actual need. These gaps in service delivery were identified in a 2010 feasibility study. As a result of these findings and through the vision of Windermere’s Board, Executive Staff and key senior management, OnTrack was officially launched.

over the last twelve months, with referrals coming in from many areas of our community including paediatricians, GPs, schools and local businesses. Many individuals also self refer after finding us through local advertising, the Internet or word of mouth. As with any new venture, OnTrack has faced challenges during 2011-2012. In order to provide the community with a more responsive and streamlined service and build on the good work undertaken so far, it was decided to more closely align Biala Fee for Service Programs and OnTrack. As a result, OnTrack will be working with the Biala individual funding attached programs to streamline intake, billing and staff resourcing. During this period of consolidation and realignment, our OnTrack services remain in constant demand. We are currently recruiting to help meet this demand so that the community can access our services in a timely manner, without needing to be placed on a waitlist.

Windermere’s OnTrack services are delivered from our Hampton office and from rooms located at Berwick Health Care (co-located with Monash University Berwick Campus). The services provided include: • psychology for adults and children • occupational therapy • speech therapy for children • autism assessments • professional training – we hold the Master licence to deliver “123 Magic and Emotion Coaching” training throughout Victoria and Tasmania • corporate wellbeing services – including Employee Assistance Programs We have seen OnTrack grow and develop 28

We have seen OnTrack grow and develop over the last twelve months, with referrals coming in from many areas of our community including paediatricians, GPs, schools and local businesses. 29

Windermere Annual Report 2011/2012

Windermere’s Special Projects and Research

Kids on Track Action Research Program Kids on Track is an Action Research Project working with Victoria Police, Cardinia Shire and Monash University. This project engages at-risk youth through an eight week group work program and individual sessions with children. It provides them with the skills to develop positive views of self, others and the community, and subsequently decrease likely engagement in anti-social activities. Over 150 children have been assessed by Monash University as having reduced anger; improved problem solving, feelings of hope and belonging, and trust and confidence in police.

Southern Integrated CALD Child and Family Services Network Made up of 85 staff across various agencies, the Southern Integrated CALD Child and Family Services Network aims to improve access and inclusion for people from Culturally and Linguistically Diverse Backgrounds in the Southern Region of Victoria. The Network operates to share information, and to promote best practice in the field of cultural diversity at a local level. The Network is engaged

in the following projects: preventing further homelessness/financial stress; improving mental health and wellbeing; addressing youth issues, and community development programs focussed on family violence.

Wellbeing Measurement Tool Research-Windermere and RMIT University Building on the previously funded Wellbeing Measurement Tool Research Project from the Helen MacPherson Smith Trust, in 2012 Windermere received $200,000 research funding from the ANZ Trustees for Windermere and RMIT University to further test and refine a measure of wellbeing with clients. Our aim is to create a measure that can be used across a range of service types to assess whether we are making a difference as a result of our intervention, and to explore with clients other ways of delivering a service. Given the increasing importance of evidence-based policy and practice in government, the lack of such a measure hinders service development and policy analysis.

Homelessness “Everyone’s Responsibility” Project

Building Harmony in the Growth Corridor

During 2011-2012, Windermere has successfully engaged a total of 477 CALD community members and leaders in community education sessions on the housing support system, access points, rights and responsibilities, risk factors, prevention, renter’s rights and mortgage default. We have also conducted two community forums on homelessness, attracting a total of 420 attendees comprising organisational representatives and community leaders.

The Building Harmony Program involves partnerships between Windermere, Monash University, Cardinia Shire Council and five diverse school settings. The project is funded by the Australian Community Foundation to support participating schools in jointly implementing programs that explicitly teach respect and cultural diversity through topics such as accepting cultural differences, peace making, and refugee and cyber bullying. Schools participating in this program include Berwick Grammar School, Officer Primary School, Maranatha Christian School, Minaret College and St Brigid’s Catholic Primary School.

Attendees have represented diverse ethnicities including: Afghani, Turkish, Sudanese, Chinese, Vietnamese, Spanish, Sri Lankan, Cambodian, Pakistani, Lebanese, Polynesian, Iraqi, Iranian, Indian, Peruvian, and Egyptian. Pre-session evaluations completed by participants have indicated that defining homelessness is a problem; the service system is confusing; the process is complicated, and language remains a barrier. There was a significant improvement in knowledge after the sessions.

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.

Windermere Annual Report 2011/2012

Community Partnerships and Marketing

There are many terrific worthy causes in our community and we have found that people now wish to support charities in non-traditional ways. This has encouraged the Community Partnerships and Marketing team to think outside the square to effectively engage with current and new Windermere supporters. As a result, we conducted four terrific events, recruited another 25 passionate ambassadors, gained huge awareness through media coverage, and raised much-needed funds to complement our service delivery.

The Windermere Adventure Challengers or ‘WACERS’ have become the type of ambassador any not-for-profit would dream of. Funds continued to roll in after the challenge, thanks to their continued support and creation of fundraising activities on our behalf. 32

The success of the inaugural Windermere Adventure Challenge led to a level of community awareness never experienced before. On their return, many participants were hard at work on the speaking circuit, sharing their life-changing experiences with avid followers. The Windermere Adventure Challengers or ‘WACERS’ have become the type of ambassador any not-for-profit would dream of. Funds continued to roll in after the challenge, thanks to their continued support and creation of fundraising activities on our behalf. Benefits were not only monetary. Many WACERS volunteered on special projects or arranged donations in kind - a valuable result from engaging community in a life-changing format. The success of this format of fundraising encouraged us to tackle two more challenges: Nepal in March and Vietnam in June, recruiting another group of Windermere ambassadors during 2012. The fourth and fifth challenges are planned for May and June 2013, this time not only recruiting from the Cardinia/Casey region, but also from our re-established home of Bayside. Media sponsorships with Star News Group and Leader Group have been secured for each region, anticipating outstanding coverage again for 2012-13. The Bounce of the Ball held by Ian Forsyth

and Carl Strachan at Ethihad Stadium was an even greater hit in 2012. Over 300 keen football fans came together for the lunchtime event discussing the opening of the AFL season. Amongst the many highly-respected sporting personalities were David Parkin, Ron Barassi and Matthew Richardson. The event focussed on raising funds for Windermere’s muchneeded projects, and managed to raise over $95,000. We are thrilled with the success of this event and look forward to another exciting episode in 2013. As has been our tradition for over 10 years, the annual Windermere Golf Day was held in April, and for the first time in the event’s history, in challenging weather conditions. However this did not deter participants from having a terrific day in the stunning surrounds of Kingston Heath Golf Club. Participants generously raised significant funds which helped to launch Windermere’s Suicide Prevention Program. The Community Partnerships and Marketing team has worked tirelessly to respond to the media promptly and around the clock, with information and good news stories about Windermere. This has led to terrific relationships and substantially increased exposure extending beyond local media. Interest and reporting came from metropolitan papers, regional high rating radio, and national television. Windermere also embraced the pilot of a social media presence which has so far gathered a terrific community of followers. We are currently present on Facebook and Twitter, with plans to extend into further social networks. Donations in kind and in time have continued at a steady pace, with extensive media exposure leading to generous offers, our most significant being a House. A three bedroom house intended for family crisis accommodation

was donated by Mrs Noelene Shields (pictured above) in loving memory of her son Malcolm Sheilds. A wonderful gift to provide short term assistance to families who are at risk of homelessness. The coming financial year promises to be another challenging and exciting one, and we look forward to continuing to build terrific community partnerships and engaging with the wonderful supporters within our community.

Top left: Golf Day - Matthew Richardson and Chris Canavan QC with his winning team. Top right: Bounce of The Ball - Cheryl De Zilwa with David Parkins. Bottom left: Malcolm’s Place - Cheryl DeZilwa with Mrs Noelene Shields. Bottom right: Participants of the the Windermere Adventure Challenge Nepal 2012 at the Summit of Mt Therapati.

Windermere Annual Report 2011/2012

Financials Summary Statement of Comprehensive Income Revenue Government Funding Donations and Fundraising (Net) Donation Land and Building Other Income Total Revenue

2012 ($)

2011 ($)

13,117,015 255,984 335,000 2,170,087 15,878,086

12,402,966 319,859 1,465,404 14,188,229

Independent Audit Report to The Members of Windermere Child & Family Services

Expenses Employment Family Day Care / In Home Care- Contractor Payments Accommodation Direct Client Assistance Brokered Contracts Other Operating Costs Total Expenses

7,938,336 3,087,604 366,422 2,373,072 487,021 1,468,84 15,721,298

6,845,820 3,385,431 363,545 1,851,892 472,285 1,168,617 14,087,590

Operating Surplus

156,788

100,639

Loss on Sale of Property, Plant and Equipment Specific Purpose Donations and Memorial Fund Revenue Specific Purpose Donations and Memorial Fund Expenses Net Surplus

(17,923) 2,000 (12,148) 128,717

(13,892) 1,500 (18,150) 70,097

118,546

247,263

70,097

2012 ($)

2011 ($)

7,509,250 5,943,812 13,453,062

7,111,450 5,589,869 12,701,319

Current Liabilities Non-Current Liabilities Total Liabilities

5,884,723 125,826 6,010,549

5,404,775 101,294 5,506,069

Net Assets

7,442,513

7,195,250

Other Comprehensive income Surplus on revaluation of land and buildings Total comprehensive income for the year

Summary Balance Sheet As At 30 June 2012 Current Assets Non-Current Assets Total Assets

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 2012. Persons seeking information are invited to direct enquiries to the Chief Executive Officer.

We have audited the summarised financial report of Windermere Child & Family Services Inc. for the year ended 30 June 2012 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 25th October 2012.

For a better understanding of the scope of our audit, this report should be read in conjunction with our audit report on the annual financial report.

MDHC Audit Assurance Pty Ltd

Kevin P Adams, Hawthorn Director, 25 October 2012

5+11+2412928560D 5+11+221273240D

Government Income By Program 2011/12

Government Income By Program 2010/11

Counselling Early Childhood Dev Services Disability Integrated Family Services Victims of Crime & Counselling Family Day Care & In Home Care Housing Communities for Children Other

$609,382 $1,445,582 $3,120,828 $1,623,607 $1,182,914 $3,664,257 $629,005 $836,804 $4,636

5% 11 % 24 % 12 % 9% 28 % 5% 6% 0%

Counselling Early Childhood Dev Services Disability Integrated Family Services Victims of Crime & Counselling Family Day Care & In Home Care Housing Communities for Children Other

Total

13,117,015

100%

Total

$593,890 $1,320,004 $2,732,562 $1,483,874 $923,879 $3,971,554 $501,940 $849,320 $25,943

5% 11 % 22 % 12 % 7% 32 % 4% 7% 0%

$12,402,966

100%

Windermere Annual Report 2011/2012

Sources of Income and Expenditure

29+53+0+1+2+3+3+4+2+2+1 36+51+0+1+2+3+2+2+2+0+1 Sources of Income 2011/12

Federal Government State Government Local Government Contracted Government Partnerships Interest Client Fees Corporate Contributions Commercial Contracts Donations & Fundraisers (net of expenses) Donations Land & Buildings Other

Sources of Income 2010/11

$4,658,992 $8,425,988 $32,035 $202,699 $367,764 $402,134 $414,747 $655,687 $255,984 $335,000 $127,056

29 % 53 % 0% 1% 2% 3% 3% 4% 2% 2% 1%

$5,083,330 $7,288,433 $31,203 $113,472 $334,079 $369,998 $285,460 $260,509 $319,859

36 % 51 % 0% 1% 2% 3% 2% 2% 2%

$101,886

51+20+2+15+2+3+7 49+24+3+13+2+3+6 Total

$15,878,086

100%

Expenditure 2011/12

Salaries, Contractors and Oncosts Family Day Care Carer pays Accomodation Costs Client Assistance Depreciation Brokered Contracts Other Operating Costs Total

Total

$14,188,229

100%

$6,845,820 $3,385,431 $363,545 $1,851,892 $296,043 $472,285 $903,116

49 % 24 % 3% 13 % 2% 3% 6%

$14,118,132

100%

Expenditure 2010/11

$7,938,336 $3,087,604 $366,422 $2,373,072 $342,369 $487,021 $1,154,545

51 % 20 % 2% 15 % 2% 3% 7%

$15,749,369

100%

Salaries, Contractors and Oncosts Family Day Care Carer pays Accomodation Costs Client Assistance Depreciation Brokered Contracts Other Operating Costs Total

Windermere Annual Report 2011/2012

Special Thanks Ambassador Matthew Richardson

Lead Donors ($10K & over) AHL Garry White Foundation Parklea Susan Delaney Dominion Hotel Group Elizabeth Mildwater

Major Donors ($5K to $9,999) Prestige Hino The Russell Foundation Rotary Club of Berwick Carl Strachan Elite Dry Cleaners Geoff Bainbridge Ian Ball James Mackenzie Macpheson & Kelley Lawyers New Market Tavern Pty Ltd Warwick Fabrics

Principal Donors ($1K to $4,999) Australian Unity Limited Studio 35 Architecture Inner Wheel Club of Pakenham Shakers Lounge Access Entry Pty Ltd CJ Canavan Daryl Shave Steelfinne Fabrication Cameron Industrial & Commercial Drew Robinson Pty Ltd Gembrook Uniting Church Highway Tyre Services John Steven Josh Kendall I Anceschi Pakenham Opportunity Shop Paul Barker Paul Cootes 38

Ray & Dawn King Richard Berriman Robert & Wilma Jonson Thougla Creek Pty Ltd

Agencies, Trusts & Foundations AHL Group ANZ Trustees Charitable Purposes ANZ Trustees-William Buckland Foundation Australian Community Foundation Cardinia Shire Council City of Casey Coca Cola Foundation Collier Foundation Dandenong Myer Fund Gandel Charitable Trust Grigg Foundation Helen Macpherson Smith Trust Honda Foundation Inger Rice Foundation Jean Anderson Fund Legal Services Board Lord Mayors Charitable Foundation NewsBoys Foundation PACE Development Foundation RE Ross Trust Scanlon Foundation Shane Warne Foundation Sidney Myer Foundation Sunshine and Crocodiles Pty Ltd The Andrew Foundation The Cardinia Foundation The Frank and Flora Charitable Trust The Good Guys Foundation The Ian Potter Foundation The Jack Brockhoff Foundation The Marian and E.H. Flack Foundation Trust Company Victoria Police (Donation)

Government Departments Centrelink Department of Education and Early Childhood Development Department of Education, Employment and Workplace Relations Department of Families, Housing, Community Services and Indigenous Affairs Department of Human Services Department of Justice Victorian Multicultural Commission

Tertiary Institutions Deakin University LaTrobe University Melbourne University Monash University RMIT University

Media Acknowledgments

Windermere Adventure Challenge Ambassadors 2011-2012, each raising over $5K Scott Anstey Michelle Caldwell Trenton Caldwell David Coleman Caroline Femino (Gilbert) Judith McCoy Tony McCoy Nicole Membrey Corenne Nancarrow Brian Paynter Greg (Doc) Perrin Marni Rotteveel

David Selby Carolynn Smart Melissa Thompson Michelle Tymensen Jason Underwood Tracy Walker Linda White (Bekkers) Nicole Williams Ryan Williams Michael (Kam Kway) Wong Jennifer Wong Catherine Zulian

We also would like to thank ... All of the other agencies who have supported Windermere. And as always, weâ&#x20AC;&#x2122;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 $1K 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

Star News Group The Age ABCâ&#x20AC;&#x2122;s Four Corners The Leader Group Star FM 97.7FM Casey Radio

Windermere Annual Report 2011/2012

Notes

Windermere Annual Report 2011/2012

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 Joining a fundraising committee Becoming a corporate sponsor Donating through a workplace giving program Sponsoring an Adventure Challenge 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 44