Impact Report 2015/2016
Note from Chair
Note from CEO
The past year was one of considerable change across Windermere and the environment in which our team operates. This was evident in a number of ways: the review and revision of how we deliver services for our customers; our Board composition; and trends in government funding models.
Reflecting over the past 12 months is both an exciting and daunting task. With our three year strategic plan Our Way Forward 2013-16 coming to an end it is truly exciting to see how much we have achieved.
With NDIS individual funding packages being rolled out across the state, it appears inevitable that similar funding changes in other sectors beyond disability support will follow. We should not underestimate the challenges and opportunities this will bring for our organisation and our community. In future years, it will still be important to have the strong relationships with government and their departments that we currently do - but it won’t be enough. We will need to invest more in building greater community awareness of our organisation, our brand and what we stand for.
Many of our achievements have been around improving our systems and processes, all with the aim of being the best we can for those who rely on our services.
We will need to develop even closer relationships with our community. We will need to work to have consumers actively choose us ahead of other organisations that will increasingly be competing in the same space. The experience we are already gaining in our competitive fee-forservice operations - Family Day Care and our Early Learning Centre - will hold us in good stead as the sector’s funding models evolve. With the changes across the sector and a new three year plan in the early stages of development, this is an incredibly exciting time for the Windermere team and the Board. I would like to thank Lynette, her Senior Leadership Team and the entire Windermere staff for their support and outstanding work. I also acknowledge the important contribution of our Board and Vice Chair, Elizabeth Mildwater. This year, we were fortunate enough to welcome three new Board members – Secretary of the Victoria Department of Premier and Cabinet, Chris Eccles, Managing Director of Castricum Brothers Pty Ltd., Gary Castricum and the Victorian Executive Director of the Property Council (Vic), Sally Capp. Chris, Gary and Sally have already made significant contributions to our operations. The year also saw the departure of two greatly respected Board members, Carl Strachan and Max Warwick. Both Carl and Max made significant contributions to Windermere; in Carl’s case during more than 20 years on the Board, 10 of them as Chair. I am delighted that both gentlemen are continuing their involvement with Windermere, with Carl becoming Windermere’s Patron.
Ian Forsyth Chair 2 Impact Report 2015/2016
At the heart of these achievements have been a dedicated team of people - the staff of Windermere. Each day they come to work managing multiple demands, time pressures and growing expectations. Pressures to do things differently are both internal and external. Looking to the future, the work we have achieved so far will act as a solid foundation to building a results based focus in all that we do. Better understanding our practices, our programs and our systems to ensure that we are making a difference in the lives of individuals, families and the community will be our driver. Currently there is much talk about evidence based programs and practice. Our aim is to take the exciting work we are already doing, to build on our evidence informed practices, to propagate the core elements of this work and to build work flow systems that support timely and focussed engagement. Our consumers tell us that we do make a difference, yet we know there is always the opportunity to do better and to meet the needs of our changing consumer groups and open market environment. I look forward to the next 12 months and would like to thank our staff, stakeholders, supporters and the Board for their support across the 2015/2016. In closing I would also like acknowledge Mr Carl Strachan OAM as the departing Chair and past board member for over 20 years and thank him for his personal support in my role as CEO and his unwavering commitment to Windermere.
Dr Lynette Buoy Chief Executive Officer
This year we helped 11,500 children and families reach their full potential
31 people every single day require our services of the % 50 people
1 5 in every
we saw each day accessed services around family violence.
98 100 in every
4
620
Through the Communities for Children™ initiative, we worked with partners services, programs across and events -
19
supporting 3260
Cranbourne residents to access the support they need
2
out of every
5
of the people we worked with would recommend Windermere to family and friends.
900 children accessed
1 3 our high quality child care
3830 got the help they needed victims of crime
60 educators
chose to work with us through our Family Day Care Scheme.
with 320 kids developmental delays were able to thrive
85
people who accessed our services said their worker made them feel comfortable and listened to them
156
Almost all
people we helped believe we made a real difference.
Support to strengthen family connections for women & children
7
children accessed our high quality child care
people living in Cranbourne
people we helped rated our service positively
9 10
900
We supported
full and part time
staff undertaking
4635 hours each week
Housing solutions for
410
parents & children were found
women and their children gained practical & financial support to keep them safe from family violence
Through our community strengthening programs we worked with teachers & professionals to deal with social issues relating to gender, culture, discrimination, ethnicity and suicide.
14 schools 700students 185
320
people with a disability accessed much needed support
Counselling services supported
640
3
workplaces & staff accessed our Employee Assistance Program
38
families & children experiencing trauma associated with sexual assault or family violence Our Impact 3
Our Strategic Focus Know Our Community Lifesaving partnerships Our Family Violence counselling team have partnered with TaskForce Community Agencies and other drug and alcohol services to provide Engaging Families, a flexible and generalised service which aims to support families experiencing violence associated with substance abuse. Staff from TaskForce are now co-located at our Pakenham office, allowing for joint home visits and support. Since commencing in early 2016, this program has helped more than 41 families and has been achieving incredible outcomes with those experiencing significant issues, often over multi-generations.
“They all worked together in an extremely productive way to help me beyond belief.” Program Participant
Providing timely support Manuel* was thinking about taking his own life. In a meeting with Patricia, his HR Manager, he broke down and told her he felt like he couldn’t go on anymore. Patricia, was aware of the Employee Assistance Program that Windermere facilitated for her organisation and rang us immediately. Our counselling team called Manuel straight away and provided counselling over the phone; we arranged to meet and continued to provide onsite counselling to keep him safe from suicide. We applied immediate verbal intervention (via the ASIST program), completed a safety plan and linked Manuel with further sessions with our counsellors.
Listen to Our Consumers Evidence lead practice To better assess the effectiveness of our group programs we undertook a six month quantitative evaluation study focusing on the attendees of four programs: Resilience for Life, Feeling is Thinking, 123 Magic and Parenting After Separation. Focused on both a group of children and a group of adults, the study took place in three components: Pre service delivery; immediately post service delivery; and six months after service delivery. The results indicated improvements in self-esteem, overall wellbeing, school performance and improved relationships with family. By using this data to inform our program, we have been able to develop appropriate changes to the program and the way we communicate within the program, to better manage these outcomes.
Acknowledging the violence Simon* was a 45 year old father of three, living with his children in Cranbourne. Simon had recently separated from his partner who was extremely unwell at the time. Despite a history of violent behaviour, Simon had retained full custody of all three children. He suffered from depression and anxiety and was aware of the impact his violent and aggressive behaviour had on his family. Simon was ordered to undertake Men’s Behavioural Change program and met regularly with a Relationships Australia counsellor to address his own underlying trauma and behaviours. Simon also attended all nine sessions of the Parenting after Violence program funded by Windermere’s Communities for Children Cranbourne. He participated enthusiastically in the sessions and openly admitted that he struggled with confronting the emotional damage he has caused his children. Simon said that the program offered an “opportunity to fix their broken hearts”. 4 Impact Report 2015/2016
Improving Lives Driving grassroots behaviour change in youth Our Building Respectful Relationships program creates and builds positive perspectives and behaviours in students around gender. Since its inception this program has seen great success. We have delivered 42 sessions to more than 175 Year 8 students. Since attending the program, two-thirds of students felt they had changed the way they related towards other people. Additionally, out of the 38% of students who were not aware of sexual harassment prior to the program, almost all indicated they were going to change how they treated other people.
“Your program has been one of the most powerful positive influences on our students…They are displaying greater tolerance towards one another particularly to those who stand out as being different. They’re also more resilient and willing to challenge others who exhibit harmful behaviours.” Martin Cash, Principal - Cranbourne Secondary College
Unexpected outcomes A young girl, Suzy* became distressed during a Building Respectful Relationships session. Katrina, the facilitator immediately met with her and Suzy disclosed she was experiencing assault by a family member. With the full support and in collaboration with the school, a notification was made to the Child Protection and Victoria Police Sexual Offences and Child Abuse Investigation Team (SOCIT) and Suzy and her mother were supported through the process of reporting the assaults and connecting with appropriate services. Whilst initially frightened and angry about Katrina and the school following up the report, the girl approached Katrina a few weeks later, informing Katrina that the assaults had stopped and she now felt safe at home. The girl said she is happy that she spoke out.
Achieving more with more children In December 2015, Windermere submitted a tender for additional funding for Early Childhood Intervention Services. This tender was successful, resulting in an additional 14 children & families gaining access to our services, with a value of more than $100,000. All places were fully operational with services commencing in January 2016.
Extension to meet growing demand As a result of legislative changes in child-to-carer ratios and the growing demand for childcare services, our Frankston Early Learning Centre underwent building works earlier this year. The extension was designed to create a more functional and interactive space for play, continuing the original design concept of creating flow to outdoors. The bathrooms were also refurbished, with the health and safety of the children considered first and foremost in the planning. The extension allows for an additional 18 children to be enrolled at the centre and employment opportunities for 3 new staff. Our Strategic Focus 5
Our Strategic Focus Strengthen Our Future
Digital integration Across 2015/16 development was undertaken to build a new Windermere website, enabling greater mobile responsiveness, enhanced features and an improved ability to understand our users including consumers, donors, referrers and potential employees. The focus on the new website sits around content, keeping it fresh, relevant and engaging. This ensures the user experience – often at the point of introduction to our organisation - matches the offline experience they can expect once they access services from us, donate to our critical programs or work with us. The website launched in July 2015. We also strengthened our telecommunications & data network through an upgrade to an internet connected digital telephone system at the Morwell, Warragul and Frankston sites. The change has resulted in a reduction in costs and an average 600% increase in data speed. These upgrades provide greater mobility and unified communications, critical to ensuring our service delivery remains responsive and accessibile for consumers into the future.
Windermere meets ELMO
A stronger future Alexa’s* life as a single parent was lonely - with one child and another on the way, things were tough. Her former partner had not treated her well and at times she was scared he would truly hurt her and her children. She had tried to leave a few times, but felt she had nowhere to go and no one to turn to. Then she heard about Windermere’s Transitional Housing Program. With a counsellor, Alexa soon found it easy to reflect on her life and the way the relationship had made her feel. By the time her daughter was born, Alexa was becoming much stronger; more confident, no longer afraid and in control of decisions she made for her family. In May 2016, Alexa and her family moved into long term housing. She continues to stay in contact with Windermere as she works through the longer term effects that family violence has had on their lives.
6 Impact Report 2015/2016
In July 2015 Windermere implemented an organisational wide Electronic Learning Management System (ELMO). The system provides critical training and development opportunities to staff across 3 levels: foundation, position specific and discretionary. This system helps ensure staff knowledge is continually kept up to date and that staff remain compliant with current legislative requirements. Our consumers also benefit from this. Improved transparency of staff skills also means we are able to leverage previously untapped expertise and knowledge that we may have been unaware of. Since implementation, 2250 hours of foundation and position specific training have been completed.
Inspire Enterprising Practice
A shift in focus Building new systems and processes to manage fee for service operations has continued to be a significant focus across this period. Working to better understand the needs of our consumers and key stakeholders and to create real time systems that map performance against targets have presented us with many challenges. Moving our Family Day Care Scheme to a fully independent service has provided us with many learnings to take into future endeavours. Utilising the skills of our diverse team and staff, we have built clearer reporting requirements and strengthened our business models. By applying these principles to the National Disability Insurance Scheme, we are developing a clearer understanding of our consumer offering, how we communicate and provide value to consumers, all helping us to remain relevant to the changing needs of our community.
Measuring effective outcomes In 2015, in conjunction with RMIT, we launched the Wellbeing Measurement Tool. The tool assesses the mental and physical health of families prior to service delivery and once again when service has concluded, comparing the results to assess effectiveness of each program or service. The evidence informed tool has demonstrated the effectiveness of each of our programs and highlighted the sustainable outcomes and impacts that the program has made in families’ lives.
Wellbeing can be defined as a state of mental health in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community. (World Health Organisation)
Working to keep a family together For years Melissa* and Ryan* have struggled to provide their daughter Poppy* with the support she needs. Poppy has a number of conditions that makes life a little challenging including cerebral palsy, autism, poor vision and low muscle tone. She also suffers from epilepsy and has severe behavioural issues. For almost 3 years, Poppy’s name sat on the Disability Support Register waitlist with Melissa and Ryan’s growing frustration turning to despair. Seeing the desperation of the situation, Windermere advocated for Poppy to be moved from the waitlist to appropriate care. Finally, in early 2016, Poppy was granted funding for the respite services she so desperately needed. “We are so grateful for the support we have received from Windermere who made sure (they) had an understanding of both Poppy’s and our family’s needs. Poppy is now receiving the support she needs and Ryan and I are able to have a enough of a break so we can actually spend some time together as husband and wife,” said Melissa.
*Names have been changed to protect privacy
Our Strategic Focus 7
Our Financials
Our Financials
Summary statement of comprehensive income for the year ended 30 June 2016 2016
2015
$
$
13,388,479
12,978,102
200,219
285,926
Other Income
2,766,059
1,733,669
Total Revenue
16,354,757
14,997,697
10,008,081
9,593,485
2,439,767
1,798,477
501,672
418,731
1,168,702
1,041,220
730,480
546,962
1,486,267
1,526,638
16,334,969
14,925,513
19,788
72,184
-
250,000
Loss on Sale of Property, Plant and Equipment
3,222
23,625
Specific Purpose Donations and Memorial Fund Revenue
8,528
2,642
Specific Purpose Donations and Memorial Fund Expenses
(3,085)
(1,977)
Net Surplus
28,453
346,474
Other Comprehensive Income
-
-
Items that will not be reclassified subsequently to profit or loss Revaluation of land and buildings
-
-
28,453
346,474
Revenue Government Funding Donations and Fundraising (Net)
Expenses Employment Family Day Care / In Home Care Contractors Accommodation Direct Client Assistance Brokered Contracts Other Operating Costs Total Expenses
Operating Surplus
Community Development Grant - Toomah Centre
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 2016. Persons seeking information are invited to direct enquiries to the Chief Executive Officer.
Summary balance sheet as at 30 June 2016 2016
2015
$
$
Current Assets
7,089,120
5,722,513
Non-Current Assets
7,669,579
7,893,686
14,758,699
13,616,199
4,576,302
3,447,210
196,855
211,900
Total Liabilities
4,773,157
3,659,110
Net Assets
9,985,542
9,957,089
Total Assets Current Liabilities Non-Current Liabilities
Government Income by Program
$13,388,479
Early Childhood Development Service
$1,630,589
Communities For Children
$1,149,014
Counselling
$1,144,926
Early Learning Centre
$620,587
Disability
$1,641,511
Family Day Care & In Home Care
$1,720,025
Housing
$475,372
Integrated Family Services
$2,443,646
Victims of Crime - Southern & Gippsland
$2,537,441
Other
$25,368
Income & Expenditure In recent years, we have seen changes to our traditional government funding model, challenging us to transition into more diversified funding streams and becoming less reliant on government funding. In 2009 almost 90% of our funding was from government today this sits around 80%. Predicted growth in fee-for-service funding has driven greater investment in business processes and systems development. This investment now will enable us to be more consumer focused, with greater mobility, improved document and database management and transparency right across the organisation.
Total Income $16,354,757
Total Expenses $16,334,969
Throughout the period, revenue grew by almost 9%, largely due to growth across our ELC program. Wages increased by 4% primarily due to greater government investment in programs as a result of the Royal Commission into Family Violence. As we head into this more competitive times, we are financially geared for success – our asset base and liquidity remain very strong with total net assets remaining steady year on year.
Federal Government
$3,484,717
State Government
$9,866,077
Local Government
$37,685
Bank Interest
$140,568
Client fees
$543,987
Corporate Foundations
$160,361
Commercial Contracts
$1,756,283
Donations & Fundraising (net of expenses)
$200,219
Other
$164,860
Salaries, contractors and Oncosts
$10,008,081
Family Day Care and In Home Care Educators
$2,439,767
Accommodation Costs
$501,672
Client Assistance
$1,168,702
Depreciation
$390,345
Brokered Contracts
$730,480
Other Costs
$1,095,922
Across 2015/16, through the generous support of
From local, state and federal 373 rai s i ng m o re than 561donations $486,000 $26 million individual donors, businesses, organisations, schools and community groups, we received
government we received more than
We want to thank you... Our volunteer Board & Committee Members Board Members
Ian Forsyth - Chair Elizabeth Mildwater - Vice Chair Ricki Ryan - Treasurer Carl Strachan, OAM Chris Eccles Gary Castricum Innes Willox Kevin McKenzie Max Warwick Nicola Mendelson Pam Usher Sally Capp
Sub-Committees*
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 all of our wonderful donors, including our significant donors and supporters (who gave $5,000 or more) for their very generous and ongoing contributions. Significant Supporters
Trusts & Foundations
Ian Ball Lucian Anceschi Terry Grigg Elizabeth Mildwater
Bainbridge Family Trust City of Casey Mayor's Fund Kylie Blackwood Foundation Pty Ltd Lord Mayor's Charitable Foundation Newsboys Foundation Sunshine & Crocodiles Fund Pty Ltd The Andrews Foundation The Flora & Frank Leith Charitable Trust The Garry White Foundation The Good Guys Foundation The Russell Foundation
Corporate & Community Supporters Bendigo Private Banking Services Castello Group Pty Ltd Castricum Holdings Pty Ltd G & K O'Connor Montague Group (Ray Montague) Newmarket Shopping Plaza (John & Lynne Booth) Parklea Pty Ltd Red Knight Motorcycle Club Australia 6 Inc Sharp Corporation of Australia South East Business Park Pty Ltd Vantage Property Investments The Rotary Club of Casey The Woolsery Cheryl & Max Warwick Wartax Gold Investments Pty Ltd (Carl Strachan, OAM) Zagame Automotive Pty Ltd Zagame's Berwick Zagames Corporation
Ambassadors David Parkin, OAM Matthew Richardson
Patron Carl Strachan, OAM
Head Office: 48 Webb Street, Narre Warren VIC 3805 Phone: 1300 946 337 | Fax: (03) 9796 7650 windermere.org.au