ANNUAL REPORT 2014 - 2015
Windermere acknowledges the traditional Aboriginal tribes as the first people of this Nation.
Introduction Windermere Child & Family Services is the largest independent community service organisation in South East Victoria. We work to improve the lives of individuals and families living in not just some of the most disadvantaged
Our services include: Family strengthening responding to behavioural changes, violence and neglect
areas in Victoria, but all of Australia. While State and Federal Governments fund some of our services, we rely on private donors and sponsors to fund our Windermere Initiatives: five programs specifically designed to respond to emerging community needs. Our aim, in order to make a difference in the lives of
Early childhood education, supports for development delay and disability services for adults and children
Housing assistance for those at risk of becoming homeless, or for those who already are
individuals and families, is to get in early. In this 2014-15 Annual Report, you will see how our work is changing people’s lives for the better, and the wider impact this is having on communities – and on the future.
Assistance for victims of trauma, assault and/or violent crime
Interventions for the prevention of racial disharmony, youth crime, suicide and gender violence and inequalities
Chair’s Message
In preparing this year’s Chair’s report, I have had much to reflect on. It has been another good year at Windermere, with a strong and dedicated team working to make a difference in our community. This year I have also given significant consideration to my involvement with Windermere at both a community and Board level.
Initiatives through direct donations or sponsorship
While little has changed regarding my passion for
Brendan Rice the Chair prior to myself; Kevin Thomson
Windermere, and the great joy it gives me to be involved, I have elected to stand down in my role as Chair. Having been on the Board for 20 years, and half of that period as Chair, it simply feels right for a change. Handing the reins over, while retaining a position on the Board has not been such a hard decision knowing that the Deputy Chair, Ian Forsyth, would make such a wonderful Chair. It is all about timing and all about having the right people to take things to the next level. In previous Chair reports I often reflected
is something I truly appreciate. As this is my final report as Chair I want to take the time to thank the Patrons and Board members I have worked with over the years. To name but a few, our early Patron Dame Phyllis Frost AC, DBE, CBE, until her death in 2004 was a wonderful support with a capacity to achieve anything; also a past Chair and fellow Life Member; Ricki Ryan who I have had the pleasure of serving with for over 14 years, and many more. I thank you all sincerely. To all our current Board members and our two wonderful ambassadors, David Parkin OAM and Matthew Richardson, I look forward to continuing to work with you in my new capacity as Board member, and wish Ian Forsyth (Chair) and Elizabeth Mildwater (Deputy Chair) all the best for the coming years.
on the great work that we continue to do and, as always, the contributions of the Board and the staff fill me with great pride. There is always immediate change for us to deal with and ever-looming change on the horizon. Our business is certainly changing and we are always challenging that head on. This year we have had to deal with some significant changes to our Family Day Care service, resulting in both funding changes and new system changes. This, alongside NDIS and various funding shifts have had us working to address many new demands on our existing resources. These have been challenging, however our approach and planning will place us in good stead for the future as we continue to provide what we view as critical services to our community. This year, we have also continued to draw on our wonderful supporters, many of whom I know personally. Their generosity is so inspiring and their willingness to support our Windermere
Carl Strachan Chair
CEO’s Message As is always the case, 2014-15 has proven to be another busy year. Guided by our 2013-16 Strategic Plan - Our Way Forward, Windermere staff have worked to not only achieve their unit operational plans but a number of strategic priorities as well. The demands on every staff member remain high in meeting the needs of our community, and improving our systems and processes so we can be the best that we can in the work that we do. Having worked with over 12,000 consumers across 2014-15, we have had the opportunity to help improve the lives of many children and families. Our staff are often modest in the role they play but it is their energy and passion that helps make a difference. The children and families who we work with come to us for a number of reasons, and the variations are astounding, but the one thing that is common is their desire to do things differently. It is always our honour to play such an important part in supporting them.
and behaviours has been a cornerstone of much of our
This year’s report outlines a number of key achievements
In closing, on behalf of our 150 staff I thank the Board,
across our five strategic objectives, including an increased understanding of our community, changes to our systems through consumer feedback channels, positive outcomes for families and children, new systems and processes developed to support our work, and new efficiencies gained through enterprising actions. The challenge is endless but focused on how we can do more for our community. As the awareness of family violence becomes more formalised through the Royal
early intervention work. This has certainly been the case with suicide prevention, Building Harmony and Kids on Track – helping them making smarter choices regarding their personal behaviours. Our work across the community is diverse, our early intervention and prevention work is vital and so is our response to those who are in need of our key services. Changing our work practices has been a key focus for this year, embedding ways to ensure the needs of any individual can be informed or assisted by the skills of the whole organisation. Breaking down traditional practices has been beneficial for our consumers and our staff as we continue to strive for best outcomes and new learnings. Looking to the future, we know there are many challenges ahead. However, with our dedicated team of staff, I am confident these will all be met with the same enthusiasm that we address everything we do.
our government and community partners, private donors, interested community members, Windermere contractors and the families who allow us into their lives … thank you for your commitment and open engagement. In particular I would like to extend a very warm thank you to Mr Carl Strachan who has guided Windermere over many years always demonstrating skill, acumen and above all, generosity of spirit.
Commission into Family Violence, we are encouraged by some of the early responses to the emerging findings. We were also honoured when our submission to the Newsboys Foundation to work with Cranbourne Secondary College in the delivery of Building Respectful Relationships was accepted. This is a gender equity education program aimed at reducing gender violence. Working within schools to change attitudes
Dr Lynette Buoy CEO
Annual Figures
39% 12,336
61%
CO NS UME RS
1%
ABORIGINAL
FAMILY DAY CARE
350
80
EDUCATOR
91,300
FAMILIES
HOURS OF CARE
Early Learning Centre
148
218
FAMILIES
78%
PLACES UTILISED
AVERAGE OCCUPANCY
OFFICE LOCATIONS
Narre Warren
Berwick
VICTORIA
Pakenham Warragul
Frankston
Morwell
Cranbourne
Consumers by service type
54%
2%
Victims Assistance Program
Housing
5%
Early Childhood Development
8%
Counselling
8%
Disability Services
10%
Family Services
13%
Early Childhood Education OF OUR CONSUMERS
95%
95%
said they were treated with dignity and respect
would recommend Windermere services
92%
believe their referrals were managed well
82%
say they were given an opportunity to have input into their service/case plan
THE MOST PREVALENT ISSUES (OFTEN HAPPENING CONCURRENTLY)
Mental health
24%
Financial hardship
Lack of family and community support Behavioural concerns
of our consumers access more than one Windermere service
Family violence
PRESENTING ISSUES & PATHWAYS
49%
Significantly addressed by Windermere
10%
Referred to another team within Windermere
39%
Referred to an external agency
Our strategic priorities In 2013 we developed a five-year strategic plan with five key priorities. These priorities underpin everything we do and are paramount in driving our success.
01
Know our Community As with any business, ensuring our services remain relevant to our consumers’ needs is critical. The key to achieving this is to know as much as possible about our community, and about those people who engage with our services.
Seamless Service Headed by our Seamless Service
consistently receive the maximum
all their needs without multiple
activity team, an intensive review was
benefit from their time with Windermere.
appointments. Referring professionals
undertaken to determine the prevalence
also respond very favourably to our
of issues impacting our families. This
Using the transdisciplinary model of
review was crucial because we have
one Key Worker as the single point of
known for many years that a significant
contact, a cross section of our consumers
While still a work in progress, we are
number of families deal with not one but
now receive comprehensive and
pleased to say that through ICT cross
multiple issues – and that current funding
coordinated services drawn from a pool
service support and consultation are
and service practices don’t always make
of expertise. Previously this would have
becoming standard and, at last, we are
it easy for them to simultaneously
been a longer and more complex
now achieving seamless service.
address their multiple needs.
process. The impact on the quality of life for our consumers has been dramatic.
This year we have taken direct steps to change this with our Integrated Care
The value of something as simple, from
Team (ICT).
a consumer perspective, of just telling your story once to a worker instead of
With a deeper understanding of the
repeating it multiple times cannot be
issues affecting our families, we held
underestimated. In fact we now have
focus groups across our service teams
consumers who insist on being referred
to identify how we could improve our
to Windermere because we can meet
delivery to ensure that consumers
integrated care approach.
CASE STUDY
I.
By pooling brokerage funds for a family with 2 disabled and incontinent children, we were able to purchase a washing machine with sufficient capacity to sanitize clothes at high temperatures. This meant clothing for the whole family was now properly cleaned and the quality of life was significantly improved for all.
II.
A case worker who suspected a consumer was in danger of family violence was able to consult with family violence specialists and implement a plan for the consumer which gave her the support she needed to manage and address the situation effectively.
ICT BENEFITS
Streamlines case coordinaton
Reduces demands on consumers
Creates life changing outcomes
Innovation in practice
The Integrated Care Team model WINDERMERE INTERNAL TEAM
THE FAMILY
CASE WORKER
Communities for Children Program Evaluation For the past nine years, we have been proud to be involved in the Cranbourne Communities for Children (CfC) program in the capacity of Community Facilitator. As an area of high social and economic disadvantage, our focus is on early intervention and prevention for vulnerable families. During this time we have worked with many wonderful community-based organisations and many wonderful families. This year, a full evaluation of all activities funded through CfC was undertaken using both qualitative and quantitative data. This evaluation highlighted both the positive impact of this program for families in the Cranbourne community as well as future challenges. The positive impacts include skills and knowledge development, improved wellbeing, increased access to community supports and increased social networks. While this is excellent news, we all know that communities change – and so do their needs.
“In the past two months I have learned that being a dad can be fun, something to look forward to each day. I see the dads crawling around the floor with their kids and understanding how much impact it has on their upbringing.” about Dads Matter
Of significant note in terms of changes in Cranbourne is the rapid increase in cultural diversity. Before 2006, Cranbourne residents were overwhelmingly Australian-born and of Anglo-Celtic descent. However, between 2006 and 2011 the number of people living in Cranbourne but born overseas increased by almost 100% - an increase of 6,835 people. As a community with an extremely high number of pre-schoolers and with a significant increase forecast in 2013 to 2016, our work with our partners remains very important in understanding the emerging needs.
“[This activity] has given me a chance to socialise with other parents and
exchange ideas and experiences. [It has] given my kids a chance to interact with other kids and do fun activities.” about School as a Hub
Based on extensive community consultation, we know that our CfC priorities for 2015-2019 are: Family violence Supporting parents Mental health Language poverty/emotional attachment.
“I now know how important it is for the development of my baby to read regularly to her.”
about Library has Legs
Maximising Data As an organisation funded from many different sources, our
While it is still a work in progress, the SRT allows us to easily
reporting needs are complex and varied. This provides us
collate data drawn from many different government reporting
with many challenges in understanding demand and our
systems and generate a ‘whole of organisation’ report. We
community interface. So, to improve our analysis, we created
can now much more efficiently report on data such as the
the Supplementary Reporting Tool (SRT) as an internal data
number of cases opened and closed in a year, consumer
warehouse.
demographics, case management and work flow patterns.
This has been a long-term project, driven by the knowledge
Although there are still more data sets to be added, the SRT
that evidence-led data is essential in order to tailor our service
is already providing useful insights into how we manage our
response and to advocate for our community.
resources and data collection efficiencies, not to mention saving time in manual administration.
The Supplementary Reporting Tool (SRT)
Government reporting systems
‘WHOLE OF ORGANISATION’ REPORT
02
Listen to our Consumers It’s important for our consumers to feel safe, supported and listened to throughout their journey with Windermere. By connecting with them in a number of different ways we gain an understanding of their needs and expectations – which in turn helps drive improvements to our accessibility, service type and delivery, and facilities.
This year we completed a number of
In late 2014 we undertook our
As well as receiving a high number of
activities aimed at improving the way
annual Tell Us What You Think survey.
positive comments, which is important
we listen to our consumers.
The survey (for consumers receiving
in recognising what we do well, we
Department of Health and Human
also received some candid reflections
One of our main priorities was to review
Services programs and services)
on the limitations inherent across the
our approach to feedback and
sought feedback regarding the
welfare sector. This type of feedback is
information gathering, and to develop
quality of their service experience.
also of great value as it helps us to
a more consistent approach to
In particular, we focused on consumer
advocate even more effectively at
recording and reviewing complaints.
satisfaction, service delivery quality
political, social and economic levels to
Building on the great work accom-
and improvement opportunities.
achieve positive change.
Commissioner, we decided to adopt
We also seek feedback from all our
Overall the results were pleasing and,
their 0nline Complaints Reporting Tool
consumers at the point of service
as an organisation committed to
(ACR) across our organisation.
closure. Our Help Us Improve survey
continuous improvement, we are
plished by the Disability Services
is an important part of Windermere’s
always looking for things we could do
The ACR is designed to collect
quality improvement process and gives
better. We thank our consumers for
information from service providers
consumers an opportunity to tell us
taking the time to share their thoughts
about the number and type of
about their service experience, whether
and experiences with us.
complaints received, and allow for the
or not their needs were met, and to rate
collection and analysis by organisation
our overall service.
to help improve practice.
“Case management is only as successful as the case
“I found having support for me and my family
“This case ran for 18 months and due to the support of team leaders and Windermere as
was extremely efficient and professional.”
grateful for everything organised. Thank you.”
no other agency had done before Windermere became involved. It’s because we are able
worker. This time we hit the jackpot! Our case worker
Consumer
very beneficial in our case and am very
Consumer
an agency, we changed this family's life by simply listening to the consumer - something
(and encouraged) to work from a consumercentred approach at the consumer's pace.” Windermere Family Services Worker
Family Day Care has been a significant part of our operations for over 10 years. This year we took a detailed look at it - engaging with our Family Day Care consumers and educators to get a deeper insight into their understanding of the business.
Our educators told us the things that are most important to them are: The provision of marketing materials and easy access to policies and procedures
On average, we work with over 80 educators and over 350 families per annum, equating to around 93,100 hours of care each year. With pending changes to
A clear referral process of families Support to be the best they can.
government funding and systems, extensive research regarding what both families and educators are looking for from Windermere (as the registered Family Day Care Provider) has been key to building a new business model for the future. We were pleased by the number of educators and families happy to engage in this review process and equally pleased with their feedback.
For our families, the key things for them are: Flexibility and small group sizes The homely environment of family day care Strong systems and supports.
03
39%
Improve Lives This year Windermere worked directly with 12,336 consumers.
12,336 C ON S U ME R S
61%
The earlier the better Consumers often tell us that the earlier we are able to get to them and the faster we respond the better the outcome is for them. An excellent example of this is the Department of Justice and Regulations Co-location Initiative, which means some of our service staff who assist victims of serious crime are now located in police stations in Gippsland and Frankston two days a week. This enables us to improve our service response in collaboration with the police. Windermere has played an active role in the Victims Assistance Program (VAP) since 1999. Our experience has shown that providing a flexible and responsive service as soon as possible after a crime is reported is critical to the wellbeing of victims.
My counsellor has been one of the most
important supports I have had throughout this whole process. She is amazing. I now
see things from a completely different perspective. I am on the lookout now too next time I am in a relationship, I will be able
to recognise the signs of domestic violence and I won’t let myself get stuck in that sort of position again.�
A witness at the Royal Commission into Family Violence about a VAP counsellor
Through our Integrated Care Team (ICT), we are continuing
Not all of our consumers require this level of response.
to build the skills of our staff and integrate our services more
However for those who do, the benefits of having a single point
seamlessly to drive better outcomes for our consumers.
of contact (the Key Worker), who can draw upon the wider team expertise makes a significant difference.
Breaking down traditional service silos and working through service barriers is critical to improving lives. Each month the
In addition to providing substantial benefits for consumers, this
ICT meets to discuss the most complex cases and look at
approach is very productive for Windermere – helping to build
suitable response strategies. The aim is to develop the most
expertise across the organisation through knowledge sharing,
appropriate response based on the needs of the individual or
increasing internal referrals, and enabling staff to interact more
family and draw from our full service range.
frequently with each other to draw on complementary skills.
Understanding the issues To improve lives we also need to understand the issues affecting people’s lives. For instance, often the presenting issue turns out to be only one of a number of issues faced by individuals and families. In late 2014 Windermere service delivery staff undertook a survey of their individual caseloads in order to determine the issues faced by our consumers, and any additional services that might be of benefit to them. The survey included consumers from each of our six core service areas of Counselling, Disability, Early Childhood Development Services, Integrated Family Services, Housing, and Victims of Crime.
We learned that THE MOST PREVALENT ISSUES (OFTEN HAPPENING CONCURRENTLY)
Mental health
24%
Financial hardship
Lack of family and community support Behavioural concerns
of our consumers access more than one Windermere service
Family violence
PRESENTING ISSUES
49%
Significantly addressed by Windermere
10%
Referred to another team within Windermere
39%
Referred to an external agency
Measuring the difference we’re making Also central to improving lives is knowing we are making a difference. Over a number of years we have been developing a Wellbeing Measurement Tool in partnership with RMIT. This pre- and post-service tool is designed to help us track whether or not consumers feel their lives are changing as a result of the services we deliver. The data obtained from the Wellbeing Measurement Tool also provides us with an insight into how connected our consumers feel with their community and networks. We use this information to improve what we do, as well as identifying other possible service requirements and build a stronger, more connected community. The tool was initially trialled with our Integrated Family Services team, and the aim is to now roll it out across the whole organisation.
With this deeper understanding of our consumers we can change our practices, develop stronger links with other relevant organisations, and improve lives through integrated service delivery.
Other ways we improve lives As well as our government-funded programs (Family Services, Victims Assistance, Housing, Counselling, Communities for Children, Disability and Early Childhood Developmental Delay) we operate an Early Childhood Care
Students willingness to approach things differently in the future as a result of the Kids on Track program
and Education program in the form of an Early Learning Centre in Frankston and family day care covering much of the outer southern region of Melbourne. We also operate a very important program called our
Pre KOT program
55%
Windermere Initiatives which focuses on prevention through early intervention. We are particularly proud of these initiatives because they respond directly to the issues we see emerging within our community.
92%
Post KOT program
Through the Windermere Initiatives we aim to inform, educate and change community behaviours and at present are focused on issues of suicide prevention, racial harmony,
0%
20%
40%
60%
80%
gender equity, homelessness and youth disengagement. A very special aspect of this work is that it is funded entirely by the generosity of our supporters and donors. Thanks to these extremely community-minded people and trusts, across 2014-15 we have been able to: Accommodate 10 young mothers at risk of homlessness (and their children), and teach them the skills they need to find independence in our Mums & Bubs house Teach 190 Year 8 students about forming respectful, non-violent relationships through Building Respectful Relationships education Train 80 people to recognise and respond appropriately to people with suicidal tendencies through an intensive suicide prevention program (ASIST) Build life resilience skills in over 200 students, through our schools training, and 100 adults Engage students in cultural diversity through our Building Harmony schools programing Give primary school children at risk a variety of skills to recognise and overcome anti-social behaviours and deal appropriately with troubles affecting their lives through Kids on Track (KOT)
“I’ve learnt so many things. One of the most important for me was anger management. At home I had problems and was always fighting with my sister. I don’t do this anymore. I can see and understand why I’m angry and can change the way I act.” Year 5 student after the Kids on Track program
100%
04
Strengthen our Future
Our Toomah development has involved significant investment – something we consider extremely worthwhile, given the contribution it will make towards strengthening our future and that of our community. Just before the end of the financial year, our Early Childhood Education and Care team moved in to Toomah, along with members from our Counselling, Disability and Integrated Family Services teams. With around 35 staff now located at the centre, our return to the hub of the Cardinia Shire has finally been realised. The completion of this new facility brings many exciting opportunities including having the capacity to run more community groups and for our teams to work differently together in this new environment. Strengthening our future requires us to be constantly looking for better ways of working together; applying new solutions to old problems and ensuring our systems and processes support our ever-changing work environment.
P r in
P r in
ces
ces
Hwy
Hwy Cardinia Cultural Centre ia R d
Cardinia Shire Council
C a rd in
OFFICER
Cardinia Road Railway Station
Toomah Community Centre
Pakenham Secondary College
18 Golden Green St
C a rd in
ia R d
M1
M1
Quality Improvement Having completed our three-year Quality Accreditation Standards Review in September 2014, our Quality Improvement Group, comprising members of each service team, continues to meet monthly to review and improve our systems.
This year our biannual Consumer File Audit process continued to highlight an excellent level of compliance. Using staff from different areas to check their colleagues work has supported processes of transparency, and enabled cross-team learning to take place through exposure to different service approaches.
Comments from the assessors included:
Our Early Learning Centre also undertook its National Quality Standards (NQS) review this year. In February, the NQS team from the Australian Children’s Education and Care Quality Authority spent two days with us. They
“Educators demonstrated a continuous open
observed our educators and children in their day-to-day
two way communication with the families that
routines, and held discussions with the educators and the leadership team. Our team thoroughly enjoyed the process
supported a connectedness to the service.”
as it was an opportunity to highlight their talents and achievements – as well as identify areas for growth.
“Educators recognised that families were their
The outcome of the review resulted in our Early Learning
children’s first and most influential teachers
Centre receiving an overall rating of Meeting the National
and therefore honoured and supported the
Quality Standard, including Exceeding National Quality
families’ cultural diversity and their child
Standards across Quality Area 6, which required us to
rearing practices.”
demonstrate: Respectful and supportive relationships with families Support for parents in their childrearing and respect for their parenting beliefs and values Collaboration with other organisations and service providers to enhance the children’s learning and wellbeing.
“The service had developed an effective leadership team that enabled the establishment and maintenance of a professional workplace in which all stakeholders could communicate openly and participate effectively.”
Early Learning Centre
148 FAMILIES
218
PLACES UTILISED
78%
AVERAGE OCCUPANCY
Tackling the challenge of fee for service
80
EDUCATOR
350 FAMILIES
91,300 HOURS OF CARE
Across 2014-15 we have also continued to challenge
The challenge has been both difficult and inspiring. While
ourselves with the changing requirements of our future
sustainability has always been the name of the game, the
business structures and model, in particular fee for service.
operational subsidy has always acted as a buffer. With
A few years ago we endeavoured, with limited success, to
that removed, the government operational impacts of
develop a separate fee for service model with a counselling
changing supply, demand and competition has required
service called OnTrack.
new approaches.
Having learnt a great deal, our understanding is now that a fee
After many months of strategic questioning and a
for service offer cannot be a separate part of business but
collective focus, our Family Day Care service has new
must be a fully integrated component of our work. NDIS is an
targets, a focus on growth and has introduced a range of
obvious example of this, as are recent changes to the
new systems to monitor closely consumer satisfaction,
government Family Day Care Scheme policy – and regulations
educator engagement and financial outcomes.
and growing demand for tailored services within traditional government service areas. All of this heralds new thinking.
To further support our work, we created a new role General Manager Enterprise and Business Performance.
Our response has been to engage the services of Social
With this appointment has come new skills and experi-
Traders to act as a facilitator in the new business model
ence to support the growth of our fee for service areas
design of our Family Day Care service. With government
including Family Day Care, Disability Services and our
operational subsidies being withdrawn, the shift to a full fee
Early Childhood Development Services. We are looking
for service basis was required and a new understanding of
forward to capitalising on these new opportunities to not
how to “sell” our service in order.
only strengthen our future, but also increase our capacity to respond to local demand and need.
Comparing ourselves across our sector Working internally to build strong skill sets to drive our business
This new system provides many efficiencies for the
has also been a focus for 2014-15. This year we have seen the
organisation, while making the employee experience more
implementation of our Learning Management System. After
seamless and structured. Training activities are now
considerable consultation regarding our services requirements gathered from operational, quality improvement and risk
CONNX HR Management system, provides us with capacity to report against legislative training requirements,
assessment plans, and best practice across our sector,
and monitor official certification such as Working with
we now have three main categories for training:
1.
logged by staff members and this, together with our new
Children and Police Checks. Every two years Windermere undertakes an organisational
Mandatory organisational foundation
engagement survey. The purpose of this is to identify staff satisfaction. The outcomes of the November 2014 survey
training for all staff
identified two areas for improvement that included some
2.
Position and/or program specific training
3.
Discretionary training.
aspects of management and training. In response to these two areas, we were pleased to be able to say that significant work had already commenced on our new Learning and Development Strategy, and that our Leadership Training Strategy (including Employee Values & Behaviours) is already in development for 2015-16.
communication effectiveness
5%
organisational cohesion
8%
financial awareness A NEW AREA FOR OUR 2014 SURVEY
05
Inspiring Enterprising Practice
Inspiring enterprising practice is all about constantly questioning what we do here at Windermere – and why. This means asking, “Is this the best use of our resources; can we do it differently, and how can we improve what we do?” During 2014-15 we have continued driving our strategic progress through our 2013-16 Our Way Forward Strategic Plan and our Strategic Operational Priority (SOP) Activity Teams.
These teams represent a comprehensive cross-section of our organisation and have focused on issues like: Future business models IT efficiencies and improved access Learning and development Leadership Working together. In the immediate future, our focus will also include: Data management
This year we brought the whole organisation together at two Agency Forums to focus on two development areas - the establishment of our Windermere Employee Values and Behaviours statement, and the future role of consumers in emerging fee for service models. For our Values and Behaviours statement, we collectively agreed that: “We, the employees of Windermere, share a dedication and commitment to: Respect, Integrity, Commitment, Teamwork & Curiosity.”
Financial literacy Acknowledging our people Service feedback systems.
We, the employees of Windermere, share a dedication and a commitment to
Respect
Integrity
Commitment
Team Work
Curiosity
In our exploration of how to best engage current and future consumers, we have begun and will continue to explore what we can do better across three areas - providing choice, assuring satisfaction and building loyalty.
contract case management, and some allied health sessions (group and individual). Modelling around these services is being undertaken to ensure our systems match the need of the service and that viability is measured in a timely manner.
In response to the emerging fee for service environment, we are continuing to trial a variety of fee for service offerings including the delivery of training sessions to external agencies, building on
Investing in IT
IT has strengthened its systems –
We have also strengthened our
To ensure Windermere remains
in particular the addition of a
alliances with Telstra and its
current with its back-of-house
battery backup system at
partners to secure better internet
systems and data management,
Narre Warren. This ensures that
connectivity with our regional
we have completed a systematic
connecting sites and technologies
Gippsland and Bayside sites.
upgrade of our servers and
are not disrupted in the event of a
The resulting improvements will
systems to newer Microsoft
major power outage.
enhance both our business
technologies.
mobility and agility.
We have also successfully completed
HR workflow forms have now
By providing ‘real time’ access to
the integration of Meridian data into
been rolled out digitally. This new
payroll and HR information across
CONNX – providing a fully integrated,
automotated approvals process
all levels of the organisation, the
in-house payroll and data solution.
is helping to improve time
new system is generating cost
A live data feed now allows us to
efficiencies for both supervisors
savings for Windermere of around
report against budgeted salaries and
and HR staff.
$30,000 per year.
EFT and determine any variances.
Governance
Ultimate responsibility for the governance of Windermere Child & Family Services rests with the Board who oversees and monitors management’s performance. The Board and its sub committees are comprised of external and internal members with appropriate expertise or qualifications.
The Board Carl Strachan – Chair Ian Forsyth – Vice Chair Ricki Ryan – Treasurer Dr Kevin McKenzie Nicola Mendleson Elizabeth Mildwater Pam Usher Max Warwick Innes Willox
Sitting L - R: Dr Kevin McKenzie, Elizabeth Mildwater Standing L-R: Nicola Mendleson, Pam Usher, Carl Strachan, Dr Lynette Buoy, Ricki Ryan Absent: Ian Forsyth, Max Warwicks, Innes Willox
Finance & Audit Advisory Committee
Service & Enterprise Risk Committee
Ensures effective systems and processes are maintained
Informs the Board and management on critical
in relation to financial reporting, risk management, audit functions and management information systems. Ricki Ryan - Chair Lil Banks Jenny Brooks Dr Lynette Buoy Gary Castricum Susanna Laurens Nicola Mendleson John Thwaites
decision making to ensure organisational compliance with key legislative requirements, external accreditation and funding sources. Dr Kevin McKenzie - Chair Kelly Dickson Susanna Laurens Lil Banks Sue Beattie-Johnson Dr Lynette Buoy Pam Usher
Board Succession Committee
Community Support Initiatives Committee
Succession planning for key Board positions and the
Identifies opportunities and informs development and
Finance and Audit Advisory Committee.
support of fundraising for Windermere Initiatives.
Carl Strachan – Chair
Pam Usher - Chair
Ricki Ryan
Carl Strachan
Ian Forsyth
Ricki Ryan
Dr Kevin McKenzie
Elizabeth Mildwater
Dr Lynette Buoy
Lil Banks Terry Grigg
Finance
Summary Statement of Comprehensive Income For the year ended 30 June 2015
2015 ($)
2014 ($)
12,978,102 285,926 1,733,669 14,997,697
14,000,320 293,442 2,204,127 16,497,889
9,593,485 1,527,980 418,731 1,041,220 546,962 1,797,135 14,925,513
9,006,590 2,878,818 458,439 1,413,026 698,640 1,758,058 16,213,571
72,184
284,318
250,000 23,625 2,642 (1,977) 346,474
750,000 (117,150) 909 (2,199) 915,878
-
1,188,894
346,474
2,104,772
REVENUE Government Funding Donations and Fundraising (Net) Other Income Total Revenue EXPENSES Employment Family Day Care / In Home Care Contractors Accommodation Direct Client Assistance Brokered Contracts Other Operating Costs Total Expenses Operating Surplus for the year Community Development Grant - Toomah Centre Loss on Sale of Property, Plant and Equipment Specific Purpose Donations and Memorial Fund Revenue Specific Purpose Donations and Memorial Fund Expenses Net Surplus for the year Other Comprehensive Income Items that will not be reclassified subsequently to profit or loss Revaluation of land and buildings TOTAL COMPREHENSIVE INCOME FOR THE YEAR
Please note: As required by the Association Incorporation Reform Act 2012, members of Windermere Child & Family
Services Inc. have been provided with a complete copy of the Financial Report for the year ended 30 June 2015. Persons seeking information are invited to direct enquiries to the Chief Executive Officer.
Summary Balance As at 30 June 2015
Current Assets Non-Current Assets Total Assets Current Liabilities Non-Current Liabilities Total Liabilities
NET ASSETS
2015 ($)
2014 ($)
5,722,513
5,541,740
7,893,686
7,333,350
13,616,199
12,875,090
3,447,210
2,973,802
211,900
290,673
3,659,110
3,264,475
9,957,089
9,610,615
Government Income by Program
$12,978,102
Early Childhood Development Service
$1,544,389
Communities For Children
$1,141,367
Counselling
$765,908
Early Learning Centre
$581,294
Disability
$1,509,436
Family Day Care & In Home Care
$2,213,769
Housing
$462,609
Integrated Family Services
$2,182,314
Victims of Crime - Southern & Gippsland
$2,544,277
Other
$32,739
Income & Expenditure Within the period we continued to source new and diversified
Windermere’s asset base and liquidity remains strong
revenue streams to aid growth and investment. These include
with total net assets strengthened by 4% during the
$250,000 income gained from the balance of the Federal
financial year.
Government capital development grant (totalling $1 million over 2 years) for our new community site, Toomah, in Pakenham and
As a result of increased funding and ongoing wage
new philanthropic channels to support our critical intervention
indexation, salaries and oncosts grew proportionally,
programs that receive no government funding.
other expenses remained steady.
2015 Income
$15,247,697
2015 Expenditure $14,925,513
Federal Government
$ 3,922,220
State Government
$ 9,030,701
Local Government
$ 25,181
Partnerships
$ 58,702
Interest
$ 177,274
Client Fees
$ 356,372
Corporate Foundations
$ 153,581
Commercial Contracts
$ 849,516
Donations & Fundraising (net of expenses)
$ 285,926
Community Development Grant – Once Off
$ 250,000
Other
$ 138,224
Salaries, contractors and oncosts
$ 9,593,485
Family day care and in home care educators
$ 1,527,980
Accommodation costs
$ 418,731
Client assistance
$ 1,041,220
Depreciation
$ 390,020
Brokered contracts
$ 546,962
Other costs
$ 1,407,115
Thank you
Significant Donors ($5,000 or more) ALH Group
Parklea Pty Ltd
Ian Ball
Prestige Hino
John & Lynne Booth
Peter & Marion Schonfelder
Castricum Holdings Pty Ltd
Carl Strachan
Delaney Developments
Telstra Corporation Ltd
Dominion Hotel Group
Max Warwick
IPAR Rehabilitation
Zagame’s Berwick Hotel
Ray & Dawn King Ray Montague G & K O’Connor
Trusts & Foundations
Corporate Partners
Government
Casey Cardinia Foundation
Sharp Corporation of Australia
Garry White Foundation
Zagame Automotive Pty Ltd
Federal:
Department of Education and Training Department of Social Services
Newsboys Foundation Sunshine & Crocodiles Fund Pty Ltd
State:
The Good Guys Foundation
Department of Education and Training
The Russell Foundation
Department of Health and Human Services Department of Justice and Regulation Victorian Multicultural Commission Local:
Bayside City Council Cardinia Shire Council
Education Institutions
Ambassadors
Monash University
David Parkin, OAM
Frankston City Council
Nepean Industry Edge Training
Matthew Richardson
Baw Baw Shire Council
City of Casey Dandenong City Council