Impact Report 2016/17
Note from Chairman The past year has seen our management team develop, and the Board endorse, Windermere’s new three year plan, 2017-2020 Transforming to lead. The title of the strategy is particularly insightful, because our sector is in the midst of transformation, and perhaps more than ever looking to strong, consistent and evidence based leadership. The clearest sign of transformation is the National Disability Insurance Scheme (NDIS), and the change it represents should not be underestimated. It is fundamentally reforming the way services are funded, demanding new approaches to consumer communication, marketing and service delivery. Significantly for Windermere it is also clear that the transformation we are seeing in the disability sector is being planned for across those sectors in which we are even more active. The transformation is effectively empowering consumers to make decisions about the type of services they require, who they want to receive those services from, and where and when they want to receive them. These are fundamental changes for our sector, and for all of us who work within it. They are changes that our Board and Management team are welcoming, embracing, and adapting to as we
continue to play a leading role in supporting abused and neglected children and their families in the south eastern growth corridor and beyond. As we have seen in recent times and will continue to experience over the coming year and beyond, the changes required for success in this growing fee-for-service environment can be challenging for our people and our consumers. For this reason our three year plan has four key areas of focus - ‘Consumers & Partners’, ‘Financial Stewardship’, ‘Process’, and ‘Our People & Work Place’ - with the latter very much about Windermere as an employer, ensuring our people are supported in expanding their skill sets as needed to enable them, and our consumers, to thrive in this new environment. As we begin our new three year plan guiding the organisation through its next stage of development, as Chairman I am both fortunate and proud to have Board and Management teams with such experience, dedication and commitment. During the year we welcomed two new Board members and farewelled another. I acknowledge the significant contribution made by our former Deputy Chair, Elizabeth Midwater, during her 8 years on our Board, and wish her well on her relocation interstate for work reasons. While we were disappointed to
see Elizabeth leave our Board, we were delighted to be joined by David Sagar, who has brought to our deliberations a wealth of strategic and contemporary commercial experience in the highly competitive health and disability related fee-for-service environment. We were also equally delighted to welcome Roshan Blandary late in June 2017 who brings a wealth of knowledge in working with diverse community groups, and women and children experiencing family violence. On behalf of the Board I also thank Windermere Ambassadors, Matthew Richardson and David Parkin for their support, and our Patron, former Chair, Carl Strachan OAM. Since standing down from the Board, Carl has continued to provide wise counsel and shown the spirit of generosity for which is known by all. In concluding, thanks to our CEO Dr Lynette Buoy for her leadership and direction, to Lynette’s incredibly capable senior team members Lil Banks and Susanna Laurens, and to the broader Windermere team for your unwavering support and dedication.
Ian Forsyth Chairman
Note from CEO When thinking about the year that has passed it is hard not to also think of the years ahead. The ongoing rollout of significant government reforms informed by the State’s Royal Commission into Family Violence, and multiple Child and Family inquiry and audits, continue to shape the focus of our work. The Roadmap for Reform: strong families, safe children launched on April 2016 was established to set the foundations for longer-term sustainable change in areas of prevention, early intervention and support services that are coordinated and work together; all elements of our concluding strategic plan and our future plan Transforming to lead 2017-2020.
This year’s report provides a range of insights into the breadth of our work, not only in the community but internally, ensuring our business systems and service responses remain sound and robust. New funding has supported greater levels of service in particular across the family violence space. New services have supported many families to change their lives, enabling them to live free from violence and regain confidence in their future. At the core of all that what we do is one consistent element and that is the enthusiasm of our large and growing team of staff. From setting new plans, testing equipment, achieving targets, balancing budgets, participating in new practice pilots, participating in activity teams to drive new priorities and in providing the highest level of support to our consumers their enthusiasm never fades. It is the one
key element that enables us to really make a difference and for that I would like to pass on my sincerest thanks. In closing I would also like to acknowledge my appreciation of the Board’s support throughout the year and their commitment to our future, thank our supporters, funders and key partners, and to also thank those I work with closely on a daily basis. I hope you enjoy reading about our achievements across the year as much as I have enjoyed being a part of it.
Dr Lynette Buoy Chief Executive Officer
Our impact 14 schools & 918 students
This year we helped
14,837 children and families reach their full potential.
383
388
369
were supported to deal with social issues relating to culture, discrimination, early intervention, resilience, suicide, gender equality and respect, through our community strengthening programs.
people with a disability accessed the supports they need.
kids with developmental delays were able to thrive.
parents and their children were provided with homelessness supports.
40
100+
3,826 174
people every single day were supported through our services.
1,217
children accessed our high quality child care.
45
external staff accessed our Windermere run Employee Assistance Program.
young people with mental health stresses received supports.
victims of crime were given the help they needed.
full and part time staff undertook 5,181 hours each week.
552
5,991
408
families and children experiencing trauma associated with sexual assault or family violence received counselling services.
Cranbourne residents accessed the support they need. Through the Communities for Children™ initiative, we worked with 7 partners across 19 services, programs and events.
women and their children gained practical and financial support to keep them safe from family violence.
93%
91%
Your feedback
89%
of people we help believe we do it quickly enough to make a difference.
98 in every 100 people we helped said they would recommend Windermere to other people.
of people we support stated they felt comfortable with their worker.
9 out of every 10 people who accessed our services stated they felt listened to.
of people we helped told us they always felt their worker really wanted to help them.
Almost All of the people we worked with felt respected by their worker.
Our strategic focus Know Our Community We are NDIS ready The progressive national rollout of the NDIS brings both opportunity and uncertainty for our consumers. Many are still waiting for the NDIS to roll out in their area. However Windermere has taken a proactive approach to ensure consumers will maximise their use of the NDIS when it becomes available to them. We have worked with both our consumers and key referrers to get to know their needs and concerns. As a result we held over ten NDIS information sessions designed to offer support and information for consumers during this time of transition preparation. Windermere has also engaged a new NDIS Consumer Engagement Coordinator to actively listen and respond to the needs of our consumers. We are already providing services to just under 20 consumers who have already qualified for the NDIS prior to official roll out.
For more information visit: windermere.org.au/services/ndis
Making goals reality
When it came to finding the right service provider, Rick found that although a number of providers were registered, few were actually ready to provide NDIS funded services. Enter Windermere. “ Kate has been fantastic, she is always there when I need her” Rick was assigned to disability worker Kate. “Within 24 hours Kate came to visit me and we instantly struck up a rapport. I have now been with Windermere for over six months and am loving it. Kate has been fantastic, she is always there when I need her, and answering any questions I have. Having her there to help me implement my plan has made a real difference”. With Windermere’s support Rick is working hard to maintain his fitness so that he can reach his ultimate goal to one day be able to stand/weight bear.
Engaging for change With a sector shift towards greater evidence based practice Windermere adapted a new assessment tool aimed at providing consumers with the opportunity to shape their future. About your family empowers consumers to co-design their service supports and engage in making positive changes. By adopting new practices, structuring questions and assessment tools, About your family actively encourages families to make choices and reflect on the services they believe will make the biggest difference.
Listen to our Consumers Contractor engagement One of the keys to improving organisational effectiveness and matching consumer demands with service offerings is through open and honest communication with all key stakeholders. Our Family Day Care Service has improved educator satisfaction levels and as a result retention rates after holding an extensive contractor engagement survey in late 2016. Contractors were invited to share the highs and lows of their experiences. This has allowed Windermere to have a clearer understanding of how to meet our educators’ needs and expectations. The feedback ensures we can build action plans to ensure Family Day Care educators are equipped with the knowledge and the tools to continuously improve their working environment. This ultimately benefits the families that use our services, as educators are enabled to meet the needs of those they care for.
Responding to changing community knowledge and approaches this tool will allow Windermere to better know and support outcomes for consumers. The results will be monitored for long term impacts and effectiveness.
Preliminary outcomes indicate that more than 70% of consumers are currently meeting their goals.
Tell Us What You Think In 2015 we took the step to consolidate our consumer feedback streams and this year it went digital. Hearing the voice of our consumers has never been easier or achieved such a high return rate. With a simple and short SMS, a small incentive prize and the support of all our teams to provide relevant contact details, we have heard from almost a third of all newly opened and closed consumers this year. Their voices help us to know that we are providing them with services in a way that matters to them and they help us to continually reflect on our systems, facilities and practices.
$1.3m 408 in funding for flexible support packages supporting:
victim survivors of Family Violence. 30% of packages were for children.
Improve Lives
From October 2016 to 20 June 2017, our homelessness support team grew by an additional five EFT staffing positions. As a result we were able to deliver 195 extra case management packages (equating to a 325% overall increase). This supported families experiencing family violence to explore long and short term housing options and be connected to the broader service system within Windermere and through our community partnerships.
Life changing support packages Windermere provided flexible support packages to support 408 individuals impacted by family violence to help rebuild their lives. The packages include meeting the costs of security items, such as updating locks, housing relocation fees and legal commitments. A range of specialist supports for children such as education and psychology services were also available as part of the packages. Windermere was initially allocated funding to provide packages for 73 people during the year across the Casey, Cardinia and Dandenong areas. Recognising that there was unmet demand in the area, we were very pleased to receive funding from the Victorian Government to provide a further 335 packages. This amounted to a total of $1.3 million in funding for distribution across our community.
additional priority referrals allocated to our Victims Assistance Program as a result of the Bourke Street tragedy.
Creating a better life
Homelessness support for family violence victims Family Violence related homelessness is a widespread and growing problem in our community. With support services unable to meet the demand, the Royal Commission into Family Violence provided Windermere with additional funding of $500,000 to increase resources and staffing to support those in our community experiencing family violence.
230
Leaving the violence behind After a family violence incident left her hospitalised Lisa was referred to Windermere as being at imminent risk and unable to return to her home. Lisa was provided with a family violence flexible support package where she was given support to secure accommodation, assisted with living expenses and any relevant safety requirements.
Life has been pretty tough for Simone who is a family violence victim and recovering narcotics user. Simone a single mum with a toddler son came to Windermere looking for support as she was overwhelmed by her situation. Even though the perpetrator and father of her son, was in jail at the time, Simone was scared and felt she had nowhere to turn.
With ongoing support provided due to Lisa’s past experiences, Windermere worked closely with the police to hold Lisa’s partner accountable for his actions. Now living free from violence Lisa has the opportunity to recover in peace and feel safe and supported in her community.
Victims Assistance Program responds to Bourke Street Tragedy As a result of the Bourke Street Tragedy, our Victims Assistance Program received 230 priority referrals. The majority of these were made over a three week period. To meet the influx of demand Windermere employed three new team members while existing staff also worked over time and cancelled leave to meet demand. As a direct response, Windermere has developed a Demand Management Policy to streamline procedures during such episodes. This ensures that we have a system response to dedicate resources and time to focus on complex cases to support our community in times of crisis The Bourke Street Tragedy was one that affected so many people and being part of a broader service system response was a very proud moment for us all.
“ I am feeling so much stronger and more empowered” Simone was provided with a family violence flexible support package and counselling to support her recovery. With her counsellor Simone was able to talk about her history of challenges with substance use as well as reflect on her past and develop coping mechanisms in difficult times. Simone has continued to work hard with her counsellor and continues to access support to manage her anxiety in relation to an upcoming family court hearing where Simone will face the father of her son and his family, now that he is out of jail. “I am feeling so much stronger and more empowered, I know I can make the right decisions for me and my son,” said Simone.
“Windermere has made such a positive difference to my family’s life. We feel so supported.” Strengthen our future ELMO leads learning
Building stronger communities
Windermere’s Electronic Learning Management System (ELMO) provides training and development opportunities for staff across our diverse organisation. The system allows staff to remain up to date with legislative requirements and best practice, consequently ensuring that our consumers receive the best support from our team. Course satisfaction ratings are high and there is a pleasing 95% compliance rate for the completion of courses throughout the organisation.
Overseeing the Communities for Children Project in Cranbourne as Facilitating Partner we are honoured to work with seven Community Partners to coordinate the development and implementation of a range of tailored family support and wellbeing services.
Online revolution In 2016 Windermere also launched a new website designed to clearly convey who we are and what we do across the full range of Windermere services. The new user-friendly site provides up to date content, which is both easy to navigate and to understand. The effectiveness of the new site is evident through website traffic which increases month on month.
Ground breaking kinder program This year not only saw the appointment of a new kinder teacher to our Early Learning Centre in Frankston, but also the implementation of a ground breaking evidence approach kinder program. Abecedarian known as 3A in Australia represents the most powerful approach in developing language in young children allowing learning to be tracked and individualised. The evidence based approach provides a formal assessment of each individual child across the four focus areas (Learning games, enriched caregiving, conversational reading and language priority) using the ages and stages questionnaire. Windermere’s Early Learning Centre in Frankston is the only long day care centre and kindergarten in the south east offering the Abecedarian approach which has already supported 97% of children in meeting all of their learning goals.
Under new requirements from the Department of Social Services at least half of program funding must now deliver evidencebased programs that can demonstrate positive impacts for families. Windermere successfully supported three Community Partners to meet the new criteria across 2016 through a successful partnership with the Parenting Research Centre. Challenged by the ongoing demand for supports and services, strengthening our services delivered through new evidence based models has inspired us all. The 2016 review of Cranbourne has shown some positive impacts in Cranbourne West and emerging issues in the East due to population changes. Together with our partners and the families of Cranbourne we look forward to building a stronger future for this important part of our community.
What families love about Cranbourne –– Sense of community –– Cheaper housing –– The local Botanic Gardens is a great place for families to meet –– Quiet and everything within walking distance –– Culturally specific events for families –– Dads Matter program and activities –– Supported playgroups
Realtime feedback During the year Windermere introduced a new, centralised system for tracking and managing compliments and complaints. The new system encourages consumers to provide feedback or make complaints, so we can improve our services. This also allows us to better monitor and respond to feedback in a timely manner All staff have been trained to use our system and to recognise the benefits for all in recording and reviewing compliments and complaints. Combining both the feedback link on our website, our new brochure, with our centralised recording system, the rate of recorded feedback is unprecedented. Hearing from our consumers in this way allows us to acknowledge their experience and affirm the good work of our staff and make necessary changes.
Inspire Enterprising Practice Equipping staff with the right tools One of the keys to service delivery in locations away from the office is the access to reliable technology. During the year Windermere trialled the delivery of mobile equipment across key services. Many services are delivered in the homes of our consumers. By using equipment with easy access back to our main systems staff working remotely were able to pre plan their day; access their calendar, contacts, intranet bookings and our consumer database. Throughout the trial staff reported an increased ability to be more responsive to consumers, to complete real time actions and communications, to write case notes with the consumer, to manage appointments remotely and improve productivity. Feedback from consumers indicated real noticeable benefit through demonstrating how to source information themselves, complete online forms and self-advocate.
Building our Evidence Approach With a collective aim to always improving the way we work creating partnerships with universities, research bodies and participating on key working groups has continued to drive our work across the year. A series of conversations facilitated by the Parenting Research Centre with our key staff worked to broaden our understanding of evidence based and informed practice. An All Staff Forum held in March also introduced this language into our discourse across the whole organisation. As part of a Melbourne University led project – Invisible Practices: Intervention with fathers who use violence, Windermere has also had the opportunity to participate in a new project led by Prof Cathy Humphreys and partner organisations in Victoria, NSW, Qld and WA. The project supported with training and supervision by David Mandel and the US Safe and Together team explores the work of practitioners and their organisations who engage families where fathers use violence and are still present in the home. This has been another way inspiring enterprising practice across our organisation and providing new learnings across participating teams. Participating at a State level in the Learning Systems & Practice Implementation Working Group has also provided a great level of inspiration. Contributing to a future evidence based approach across the State to ensure our practices and programs bring real benefit to those who need support and services has been a real privilege.
Working together For Mary the challenge of dealing with her financial stressors was simply becoming too much. Sitting together with our new mobile technology enabled the worker to identify all of the debts and together make contact to negotiate flexible options – something normally completed back at the office. Jointly they had a grant approved and made an appointment with a financial advisor to get things sorted. They did the case note together and set up future appointments in advance. Mary was part of the solution process and learnt about debt management. Our worker was able to deal with everything in the one visit, the consumer’s debt was reduced by 50% and her stressors even more significantly reduced.
Our Financials 2016/17
Summary statement of comprehensive income for the year ended 30 June 2017
2017 $
2016 $
16,002,238
13,388,479
REVENUE Government Funding
174,058
200,219
Other Income
Donations and Fundraising (Net)
3,349,496
2,766,059
Total Revenue
19,525,792
16,354,757
11,215,601
10,008,081
2,462,180
2,439,767
798,733
501,672
2,471,655
1,168,702
EXPENSES Employment Family Day Care / In Home Care Contractors Accommodation Direct Consumer Assistance Brokered Contracts Other Operating Costs Total Expenses Operating Surplus
Loss on Sale of Property, Plant and Equipment Specific Purpose Donations and Memorial Fund Revenue Specific Purpose Donations and Memorial Fund Expenses Net Surplus
641,700
730,480
1,617,170
1,486,267
19,207,039
16,334,969
318,753
19,788
44,682
3,222
566
8,528
(981)
(3,085)
363,020
28,453
-
-
363,020
28,453
Other Comprehensive Income Total Comprehensive Income for the Year
NOTE 1 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 2017. Persons seeking information are invited to direct enquiries to the Chief Executive Officer.
Summary balance sheet for the year ended 30 June 2017
2017 $
2016 $
Current Assets
7,405,222
7,089,120
Non-Current Assets
7,648,169
7,669,579
15,053,391
14,758,699
4,469,452
4,576,302
235,377
196,855
4,704,829
4,773,157
10,348,562
9,985,542
2017 $
2016 $
Early Childhood Development Service
$1,710,901
$1,630,589
Communities for Children
$1,012,826
$1,149,014
Counselling
$2,459,732
$1,144,926
$765,472
$620,587
Disability
$1,751,100
$1,641,511
Family Day Care and In Home Care
$1,619,349
$1,720,025
$983,499
$475,372
Integrated Family Services
$2,686,906
$2,443,646
Victims of Crime – Southern and Gippsland
$3,009,256
$2,537,441
$3,197
$25,368
$16,002,238
$13,388,479
Total Assets
Current Liabilities Non-Current Liabilities Total Liabilities Net Assets
Government funding by program for the year ended 30 June 2017
Early Learning Centre
Housing
Other
The summary financial statements have been prepared from the audited financial report of Windermere Child & Family Services Inc for the year ended 30 June 2017. The financial statements, specific disclosures and other information included in the summary financial statements are derived from and are consistent with the full financial report of Windermere Child & Family Services Inc. The summary financial statements cannot be expected to provide as detailed an understanding of the financial performance, financial position and financing and investing activities of Windermere Child & Family Services Inc as the full financial report.
Total Revenue
Total Expenses
$19,525,792
$19,207,039
for the year ended 30 June 2017
for the year ended 30 June 2017
$19,525,792 $19,525,792
State State Government Government 64.3% 64.3% Federal Federal Government Government 17.0% 17.0% Commercial Commercial Contracts Contracts 10.9% 10.9% Client Client FeesFees 3.1% 3.1% OthO erther 1.2% 1.2% Corporate Corporate Foundations Foundations 1.1% 1.1% Donations Donations & Fundraising & Fundraising (net(net of expenses) of expenses)0.9% 0.9% Bank Bank Interest Interest 0.9% 0.9% Local Local Government Government 0.4% 0.4% PartPnaerrtsnheirpship 0.2% 0.2%
State Government
64.3%
Salaries, contractors and Oncosts
58.3%
Federal Government
17.0%
Consumer Assistance
12.9%
Commercial Contracts
10.9%
Family Day Care and In Home Care Educators
12.8%
Consumer Fees
3.1%
Other
1.2%
Corporate Foundations
1.1%
Donations and Fundraising (net of expenses)
0.9%
Bank Interest
0.9%
Local Government
0.4%
Other Costs
6.4%
Accommodation Costs
4.2%
Brokered Contracts
3.3%
Depreciation
2.1%
Partnership 0.2%
Revenue & Expenses Changes to our traditional government funding have challenged us to transition into more diversified funding streams and business models. Over the last eight years our funding from government has decrease from almost 90% in 2009 to around 80% in 2017. Greater investment in our businesses processes and system development has been driven primarily by the introduction of the NDIS and future predicted growth in fee-for-service funding.
Being more mobile and customer focussed is a high priority. We now have the foundations for greater mobility, improved document and database management, and consumer engagement through the use of a range of new technology and devices. Throughout 2016/17, revenue increased by 19.5% largely due to greater government funding for family violence flexible support packages across our counselling and homelessness support services. As a result of the
increased government investment into family violence, wages also grew by 10% so we could keep up with the demand and allow for additional staff to provide services to our consumers. With total net assets remaining steady year on year, we are financially geared for success and extremely well prepared as we head into a more competitive fee for service market.
Throughout 2016/17, with the generous support of: 367 individual donors, businesses trusts, foundations, schools and community groups, we received 482 donations, raising
From local, state and federal government we received more than
$446,380 $16 million Thank you for your support over 2016–17 Our volunteer Board & Committee Members Board Members Ian Forsyth – Chair Ricki Ryan – Treasurer Gary Castricum Nicola Mendleson Pam Usher Innes Willox Chris Eccles Sally Capp
Sub-Committees* David Sagar Appointed October 2016 Roshan Bhandary Appointed June 2017 Kevin McKenzie Resigned October 2016 Elizabeth Mildwater Resigned November 2016
Board Succession Committee Service & Enterprise Risk Committee Finance & Audit Advisory Committee Community Support Initiatives Committee *Each of our sub-committees are comprised of external and internal members with appropriate expertise or qualifications.
And an extra special thanks to all our wonderful donors, including our significant donors and supporters (who gave $5,000 or more) for their very generous contributions and ongoing support. Significant Supporters Carl Strachan OAM Cheryl & Max Warwick Don Moyes Elizabeth Mildwater Ian Ball Lucian Anceschi Ray & Dawn King
Corporate & Community Supporters Bendigo Private Banking Services Castello Group Pty Ltd Castricum Holdings Pty Ltd Global Zone Pty Ltd G&K O’Connor Merricks Capital (Adrian Redlich) Montague Group (Ray Montague) Newmarket Shopping Plaza (John & Lynne Booth) Parklea Pty Ltd (Andrew Facey) Screenmodules Sharp Corporate of Australia Zagame Automotive Pty Ltd Zagame’s Berwick Zagames Corporation
Head Office: 48 Webb Street, Narre Warren VIC 3805 Phone: 1300 946 337 | Fax: (03) 9796 7650 windermere.org.au
Trusts & Foundations Sunshine & Crocodiles Fund Pty Ltd The Garry White Foundation The Good Guys Foundation The Queen’s Fund The Russell Foundation
Ambassadors David Parkin OAM Matthew Richardson
Patron Carl Strachan OAM