Anglicare Victoria Annual Report 2024-2025

WOMINJEKA

KIRRIP-IK

My friend/s

CABBE MELEMUNG’IL BILADU-NJAN WARR?

Greetings, how are you?

LIWIK BULOK NUGAL-IK

We belong to many ancestors

NGOON GODGIN KIRRIP-BULOK NUGAL-IK

Thanks my many friends

NGOON GODGIN WUMEN-NGAT BIIK-DUI-IK

Thanks and come all of you on my Country

NGOON GODGIN

Thank you

AUNTY KELLIE

(Wurundjeri Woiwurrung)

Senior Cultural Operations Lead

We acknowledge the True Custodians of the land on which we work and live. We recognise their continuing connection to Country and community. We pay respect to the Elders of the past, present and future.

AV works with children, families and young people to build better tomorrows. We work to find solutions for children in need, create opportunities for young people, and support families to stay safe and together. We take action today to deliver better and fairer outcomes tomorrow.

Every child has the right to be safe and happy. AV works with our clients to understand their challenges and see their strength. We are single-minded in our mission to create positive change and support them towards a better future.

HUNTER

Cover Image: Sherie Thomas, Child Wellbeing Practitioner, The Orange Door

Pictured: Kiera Hunter (Wurundjeri Woiwurrung) and Aunty Kellie Hunter (Wurundjeri Woiwurrung)

About this report

Anglicare Victoria’s 2025 Annual Report is an overview of our strategy, operations, client outcomes, achievements and finances for the 2024-25 financial year. The intention is to give the reader a view from the doorway into the rooms and environments where our practitioners help clients in need. This year’s report spotlights our employees with lived experience – those who have used the kinds of services we provide while they were growing up, or as a parent themselves.

The difficult or vulnerable situations our clients face mean it is often not appropriate to photograph or film them – and in some cases, publishing their picture would compromise their safety. For this reason, the majority of the pictures in this report were sourced from a combination of our employees, volunteers and carers. We have also used the children of staff to represent the work our practitioners do with families.

*Names have been changed throughout to protect privacy.

A MESSAGE FROM THE CEO

Welcome to our 2025 Annual Report, which captures the impact, achievements and stories of the last year with all the colour and movement that comes from working with vulnerable children, youth and families across Victoria.

This year, as a way to tell our story, we have chosen to feature those who work at Anglicare Victoria and have used the kinds of services provided by our organisation. Anglicare Victoria’s employees are dedicated to helping those less fortunate than themselves. Our work and outcomes show this every day. What may not be as obvious is that a number of our employees were first inspired to work in this field because of their own experiences. Among our 2,200 employees are those who grew up in foster or residential care, needed help with family violence, or at one time faced their own struggles with alcohol or another substance. This is known as lived experience. We are lucky to have those of you with lived experience working for us, and it is important that we listen carefully to your views and thoughts. Collectively, this helps us to improve the services, support and systems our clients find themselves in and, in so doing, enables us to help others more effectively.

This annual report features many of our employees with lived experience, and showcases the different ways they are using those experiences as motivation to make a difference across our diverse organisation. I hope you will enjoy reading their stories.

Charting a course for a new era

Anglicare Victoria posted another strong financial performance during 2024-25, with revenue growing by 6.5 per cent compared to the year before. This is the fifteenth consecutive year we have grown our revenue, helping us to continue scaling up our services to help more Victorians who are doing it tough. This is the final year we will report against our strategic agenda 20202024, which has been replaced with a new fiveyear plan signed off by our Board.

When the strategic agenda was first released in 2020, we were living in a very different world. With the pandemic now behind us and technology advancing at a rapid rate, we need to chart a course for the new era. Flexible and hybrid work arrangements are part of business as usual, social workers use video calling software and, wherever possible, we meet our clients where they’re at. We now have a call centre that took more than 76,800 calls during the financial year, and helped to connect more than 23,000 families with schoolaged students to broadband that will give these kids the boost they need to compete with their peers.

The new strategy reflects these new ways of working. It sets ambitious goals so we can continue growing our services, helping thousands more people in need.

We care about outcomes

Social work is often measured using metrics like service hours, because that is how our services are funded. However, what matters most is that our work has a positive impact for our clients. This is the real measure of what we do.

Here is a small selection of the client outcomes we can all be proud of:

• 96 per cent reduced their stress about money after working with one of our financial counsellors

• 90 per cent of parents who completed an intensive family preservation service with us remained living safely together with their children

• 89 per cent of our foster carers were satisfied or highly satisfied with the support they received from us

• 88 per cent of the kids in our care regularly attend school – a figure that includes our residential care homes

• After completing our innovative Adolescent Family Violence in the Home program, parents and caregivers reported a marked reduction in violence, poor behaviour and parental distress overall

As we continue to develop our organisation’s outcomes framework, we can measure even more of these metrics so that we are delivering the best possible service to our clients.

Paul McDonald Chief Executive Officer

ARCHBISHOP MESSAGE

In the Scriptures we see many examples of Jesus and the early church reaching out to children and other vulnerable people with love, and the transforming impact that has on their lives. If we look around us, we can also see that these acts of service continue today. Humble, dedicated people are working quietly to address issues such as family violence, poverty and substance dependency so that families can look forward to better tomorrows.

Anglicare Victoria and its predecessor agencies were founded with a core mission: to lift up the most vulnerable people in our community, so everyone has the opportunity for a purpose-filled and healthy life. As families continue to struggle with the cost of living and events around the world create anxiety and uncertainty, this work is more important than ever.

The Anglican Diocese of Melbourne will be welcoming the Right Reverend Dr Richard Thorpe as our next Archbishop later in the year. The Archbishop-elect is known for his commitment to revitalising parishes and planting new churches, and I trust that his experience and vision will see the Anglican church in Melbourne grow and thrive in partnership with our agencies.

Both as Bishop Administrator and as a former Board member, it has been a delight to witness the wonderful work the staff, volunteers, parishes and supporters of Anglicare Victoria are doing around the state. In this annual report, you will see for yourself the positive impact their programs and services are having on children, young people and families. I’m sure you will join me in thanking them for another year of service to the Victorian community.

May the love of God be with you.

The Right Reverend Genieve Blackwell Administrator of the Melbourne Diocese

Pictured: Anglicare Victoria CEO Paul McDonald

TO IMPROVE THE LIVES OF MORE THAN 50,000 VICTORIANS 2200ALMOSTSTAFF WORKED OUT OF 96 LOCATIONS

CHILDREN AND YOUNG PEOPLE WERE IN OUR CARE EACH NIGHT MORE THAN

IN 2024-25 were supported through Targeted Care permanentPackages,care and Lead Tenant arrangements children and young people lived in Out-of-Home Care with us! lived in 30 residential care homes across Victoria 250 138

3644 VULNERABLE FAMILIES WERE GIVEN PARENTING AND EARLY INTERVENTION SUPPORT

2782

people were given specialist family violence support

5793 parents attended sessions run by AV’s ParentZone program

families took part in our Evidence-Based Model programs, which are internationally recognised for familieskeepingtogether 1045

363 young learners regained their academic confidence thanks to our TEACHaR program 1230 young people were supported back into education with the Navigator program

young2450 people were supported through youth services and given opportunities to build a futurebetter

23 000 families with school students were connected to the National Broadband Network for free through our call centre

3990 people improved their financial situation with the help of our financial counsellors

7728

Victorians were given urgent help including groceries, clothing, medication and financial assistance at one of 16 locations

OUTCOMES OUR

Every day our clients achieve extraordinary things, often after fighting through huge challenges which are no fault of their own. We are proud to support and encourage them. Our practitioners work in partnership with families to help them stay safely together, help vulnerable children get back on track at school, and provide stability to the young people in our residential care homes.

Anglicare Victoria’s outcomes framework was developed under the Strategic Agenda 20202024, which continues to be expanded and used across the organisation. These outcomes are reported under the impact areas on this page for the 2024-25 financial year*.

FAMILIES BACK IN CONTROL, STAYING AND GROWING TOGETHER

Nine in ten (90 per cent) children at risk remained living safely with their family after their parents completed an intensive family service with AV.

CHILDREN AND YOUNG PEOPLE IN SAFE AND STABLE HOMES

Eight in ten (81 per cent) children in our care¹ have lived in the same home for more than a year.

Seven in ten (70 per cent) have lived in the same home for two or more years.

STRONG YOUNG PEOPLE

After a term of accelerated learning with the TEACHaR program, seven in ten (72 per cent) young people had high levels of learning engagement.

Two thirds (65 per cent) had more confidence in their academic ability.

Nine in ten (88 per cent) young people in our care regularly attended school.

Eight in ten (79 per cent) young people in our care have contact with their birth parents at least once a month.

MOVING FROM CRISIS TO RECOVERY

19 in 20 (96 per cent) clients reduced their economic stress after working with AV’s financial counsellors.

EARLY ACTION: STEPPING UP TO PREVENT HARM

Three quarters (75 per cent) of parents improved parental confidence after attending an AV ParentZone group.

Seven in ten (71 per cent) parents improved connections with their local community after attending ParentZone sessions.

Pictured: Digital Marketing Manager Kiera Outlaw (right) and her son Hunter

OUR STRATEGY

Anglicare Victoria’s Strategic Agenda 2020-2024 has guided the organisation through a turbulent period of pandemics, natural disasters and rapidly changing technology and service delivery. Despite these challenges, the strategic agenda provided a structure that successfully helped the organisation grow, sustain, excel and transform while providing the best possible care for children, families and young people.

AV has developed a new five-year strategy that has been approved by our Board and will provide direction until the end of the decade. We will report fully on this framework in our next annual report.

Strategic Agenda 2020-2024

Over four years, AV’s strategic agenda has set out how we will deliver on our mission. It means striving to deliver high quality services and care to our clients, as well as growing the scale of the organisation so we can help more Victorians in crisis.

For AV, success means:

• Families back in control: staying and growing together

• Safe places: children and young people in safe and stable homes

• Early action: stepping up to prevent harm

• Fast response: active support from crisis to recovery

• Strong young people: supporting young people as they develop and grow

• Leadership: working for an effective, fair and compassionate service system.

In essence, AV’s strategy is simple: grow, sustain, excel and transform as an organisation for the benefit of our vulnerable clients.

Grow is about providing the services clients need, where they need them most. Sustain is about being there for the long term and providing a reliable presence in the communities in which we work. Excel is about research and continuous improvement so that we always provide the best service we can. Transform is about innovation, advocacy and responding to emerging challenges so that AV can continue to thrive.

The organisation reports quarterly to the Board against the strategic agenda. A summary of achievements from the last financial year can be found on page 16.

An era of positive change

Since the beginning of the decade, our organisation’s Strategic Agenda 2020-2024 has produced a huge range of positive impacts.

A selection of these include:

1. Five years of growth

AV has grown in scale since the beginning of the decade, allowing us to help thousands more Victorians in need. Employee numbers have grown by about a third and revenue has increased every year since 2020.

2. Home Stretch campaign

The Home Stretch campaign was spearheaded by AV’s Chief Executive Paul McDonald and successfully extended the end of state care from the age of 18 to 21 in all states and territories. This simple but transformational initiative, which has already improved the lives of thousands of young people in Out-of-Home Care, attracted the support of hundreds of organisations to create the momentum for positive change, and was made possible by the support of generous philanthropic donors.

3. Policy influence and advocacy

AV has an important role providing advice to Victorian Government Ministers and advisors, and wrote more than 20 policy submissions to government processes during the life of the strategic agenda on issues impacting our clients. Some important reforms we have successfully advocated for over this period included more than $500 million in additional support for young people in residential care, including expanding therapeutic support into every ‘resi’ home. The 2023 Victorian Budget also allocated $33 million to a new Housing First program to deliver housing and support for vulnerable young people leaving state care, which the budget papers note is “modelled on the successful COMPASS Partnerships Addressing Disadvantage program delivered by Anglicare Victoria and VincentCare”.

4. Growth of Evidence-Based Models

AV has been a leader in sourcing effective Evidence-Based Models (EBMs) from overseas and adapting them to help families, parents and individuals in the Australian context. AV’s own EBM, Rapid Response, has been used by the Victorian Government as part of its Family Preservation and Reunification Response. We were the first organisation in Australia to introduce Functional Family Therapy – Youth Justice, which works with families to reduce reoffending.

Pictured from left: Rebecca Talbot, Organisational Development and Learning Manager; Chrisanne Widrose, ParentZone Team Leader; Harriet Xavier, Family Group Conference Lead

5. Expanding to new geographic areas

Since 2020, AV has grown its service offerings into new areas of Victoria, and strengthened our presence in regional areas such as Loddon and Gippsland. We have also provided services nationally for the first time. Our contact centre became the national referral centre for the School Student Broadband Initiative, an Australian Government program run in conjunction with the NBN.

6. Becoming one of Victoria’s leading providers of family violence services

Partnering with the Victorian Government, AV has grown its work in this area across a range of programs. This decade we have worked with thousands of victim-survivors of family violence, families where adolescents are using violence in the home, and people who choose to use violence with their partners.

We are also one of the government’s largest partners for The Orange Door, providing both family violence services and support for vulnerable families.

7. Supporting recovery from natural disasters

Following some of Victoria’s worst natural disasters this decade, AV provided case management to advocate for those affected and help them get back on their feet. Our employees played this important role after the state’s bushfires in 2020, following a storm in the Dandenong Ranges that resulted in widespread property damage in 2021, and after the floods in northern Victoria in 2022, when many residents lived in a temporary village in Elmore.

8. Established client voice, lived experience and innovation teams

During this period AV established a dedicated role to develop and implement a strategic approach to elevating the voices of our clients and employees with lived experience of the services we provide. We also formally established Business Development and Innovation teams to continually foster innovative solutions, as well as the Business Development and Innovation Fund, an in-house incubator to develop promising new projects.

9. Embedded diversity, Culture and PRIDE into everything we do

AV’s diversity is one of the things our employees love. The organisation has twice been recognised as a Diverse Employer by the Diversity Council of Australia. It has maintained its Rainbow Tick accreditation for the first half of this decade. And the practical actions in its Innovate Reconciliation Action Plan have helped to embed First Peoples Culture into our operations and processes.

10. Thrived during the pandemic

While disruptive, AV not only weathered the storm of the COVID-19 pandemic but managed to thrive. The organisation adapted many of our programs and processes to run via video conferencing, rolled out personal protective equipment and Rapid Antigen Tests to our residential care workers and provided case work to the residents of several public housing towers that went into sudden lockdown. We also introduced the Well Worth It! program, which provided daily online activities and support for staff working from home to maintain wellbeing and connection.

AV2030: Building on our success

AV’s new five-year strategy was endorsed by the Board in 2025. AV2030 outlines a vision that aims to expand our core services to meet the needs of a growing population, as well as responding to pressing issues like family violence, disaster and climate stress, cost of living and housing pressures. It will build on the success of our previous strategic agenda, delivering creative solutions and driving much-needed sector reform, while developing AV into one of the country’s leading providers of services to children, young people, families and individuals.

AV2030 divides our work into four categories: Meet the need, Make the difference, Create the change and Build strength. We will report against this strategy in the 2026 Annual Report.

Pictured: Peter Clout, Lead Practitioner and Project Worker, AV Preston office

STRONGER TOGETHER IN 2024-25

Anglicare Victoria’s exceptional people make our achievements possible. The passion and skill they bring to work every day helps to improve the lives of tens of thousands of Victorians. Our strategy provides guidance for our employees to transform, grow, sustain and excel as they walk together with their clients to achieve remarkable things.

TRANSFORM

The 2025 Home Stretch Symposium in Melbourne was a sell-out event, hosted by two young adults who grew up in foster and residential care respectively. The symposium drew leading international speakers to make the case that state and federal governments should provide additional support and guidance to young people after they leave care – a focus for the Home Stretch campaign’s advocacy efforts during 2024-25.

Developed an innovative court-mandated men’s behaviour change program for the Magistrates’ Court of Victoria.

GROW

Total staff numbers grew by 105 positions in 2024-25. AV hired 488 new employees during the financial year, an average of more than nine every week.

AV grew total revenue for the fifteenth successive year, averaging an increase of more than 10 per cent over this period. Revenue growth was 6.5 per cent for 2024-25.

Pathways to Change is a flexible program that can be delivered to people in remote parts of the state and is designed to keep them engaged for the 10-week duration of the intervention.

Developed and launched the Client and Lived Experience Engagement and Participation Strategy 2025-28. The strategy sets out a framework for client participation and lived experience at AV that is safe, meaningful and embedded.

SUSTAIN

AV was one of only 60 organisations nationwide to be named as an Inclusive Employer by the Diversity Council of Australia. Employees come from 88 different cultural backgrounds and speak 65 different languages. About 15 per cent of employees identify as LGBTIQA+ and AV has a Rainbow Tick Accreditation, showing our commitment to providing safe and inclusive workplaces and services.

The Aspire to Be partnership with Yooralla was extended, ensuring young people in residential care with previously undiagnosed disabilities can get the support they need.

We continued to deliver on our Innovate Reconciliation Action Plan 2023-25, which was developed by AV and approved by Reconciliation Australia. The organisation is tracking well against the actions outlined in the document, and is working towards developing the next RAP to continue guiding our activities after the current plan expires.

AV’s gender pay gap was -3.7 per cent in 2024-25, as reported by the Workplace Gender Equality Agency (WGEA). This means that, on average, women earn slightly more than men at AV. This places AV within the target range of -5 per cent to +5 per cent, a benchmark only 15.3 per cent of employers currently meet.

Won $16m of new work through competitive government tender processes. This work included a dedicated sibling placement and support service, a court-mandated counselling service (see Transform section) and funding for Therapeutic Foster Care.

More than 23,000 families with school kids were connected to the National Broadband Network at no cost, through AV’s national contact centre for the Australian Government’s School Student Broadband Initiative.

AV’s foster carer Lesley Brechin won the foster care category at the 2025 Victorian Protecting Children Awards, and Residential Services Team Leader Lisa Cappola won the Keeping At Risk Young People Safe Award. Foster care couple Rose and David Foulkes, kinship carer and AV employee Sasha Naboulsi and Foster Care Case Manager Narelle Rosbergen were finalists.

Residential Services Team Leader Lisa Cappola from the North Metro region was presented with a Lifetime Achievement Award by the City of Darebin after 25 years of service to the region.

Lisa also won a Victorian Protecting Children Award (above).

Melbourne West financial counsellor Michael Hartnett won the Rising Star Award at the 2024 Financial Counselling Victoria Conference.

Anglicare Victoria won four of the eight awards on offer at the 2025 Resi Rocks Awards, which honours excellence in residential care for young people.

AV’s 2024 Annual Report was awarded a Silver recognition in the Australasian Reporting Awards.

Pictured: Lisa Cappola, Residential Services Team Leader (middle), onstage at the 2025 Victorian Protecting Children Awards.

Government grants and tenders make an important contribution to AV’s financial performance. The $16m of new grants and tenders the organisation successfully applied for in 2024-25 will help to consolidate and expand some of our service areas, including Therapeutic Foster Care and a dedicated sibling placement and support service.

TENDERS WON + (16M)

POSITIVE INFLUENCE AND SECTOR LEADERSHIP

With practitioners working across more than 100 program areas, Anglicare Victoria’s employees see a lot. The combined observations and insights from almost 2,200 staff inform our role as a system changer and influencer on behalf of tens of thousands of clients and community members. As part of our advocacy to state and federal governments, AV meets directly with elected officials and government representatives, prepares submissions to inquiries and government processes, and works collaboratively with public servants to identify areas for improvement. We work with the media when appropriate and we stand alongside other organisations and peak bodies to campaign on issues bigger than ourselves.

AV has led advocacy efforts in the following areas during the 2024-25 financial year:

Home Stretch – A life-changing campaign for young people in care

Following the successful Home Stretch campaign, every state and territory has embraced the campaign’s signature reform to extend the end of Out-of-Home Care (OoHC) from the age of 18 to 21. This award-winning campaign, chaired by AV Chief Executive Paul McDonald, has already helped thousands of young people. Prior to this campaign, young people in care had their care arrangements terminated at the age of 18.

Striking out on their own at 18 meant they would often exit care into unemployment or homelessness.

In the first quarter of 2025, the Home Stretch Symposium (see page 24) heard from a series of international speakers about the role of ‘corporate parenting’, which has been introduced by the UK Government. Corporate parenting refers to the responsibility of the government, as the guardian of children in state care, to continue providing guidance, support and opportunities for care leavers well into young adulthood.

This idea of the corporate parent represents the next phase of the Home Stretch campaign. Just as any parent continues to stand beside their child after they leave home, so should the government continue to play this role after young people leave care.

Improving Out-of-Home Care

The Victorian Government has committed substantial resources to improving foster and residential care after many years of government lobbying by AV and other organisations. AV CEO Paul McDonald chaired the residential care sub-committee of the influential Roadmap Implementation Ministerial Advisory Group (RIMAG), which helped to shine the spotlight on the need to invest in this area.

All residential care homes now have therapeutic support available for young people.

Foster care

AV brought an evidence-based approach to foster care through the self-funded introduction of the Mockingbird Family model. Mockingbird Family provides both planned and emergency respite for carers to prevent placement breakdown. This approach was influential in the Victorian Government’s championing of the intensive, trauma-informed Therapeutic Foster Care model to provide greater support for kids in need.

Education

AV advocates strongly and consistently for positive educational opportunities for young people in care, including initiatives that acknowledge and address the challenges they have had to face in their young lives. Our TEACHaR (Transforming Educational Achievement of CHildren at Risk) accelerated learning program, which helps young people in care catch up to their peers, was funded for seven years by generous donors. It has now been taken up by the government and funded as a state-wide program. AV’s Family Wellbeing in Schools program was a finalist in the 2024 Victorian Protecting Children Awards.

Family violence

AV has worked closely with the Victorian Government to strengthen delivery of The Orange Door to best support families who use the service.

Recovery from natural disasters

AV’s financial counsellors in the North Central region secured more than $742,000 of additional insurance payouts during 2024-25 for those affected by the October 2022 floods in northern Victoria. Overall, the team has managed to obtain more than $4 million above what people were originally paid by their insurance companies following the event. This money is a vital lifeline for those affected, helping them manage complex financial challenges as they rebuild and repair their homes.

Housing for young people leaving care

Building on the success of the innovative COMPASS Leaving Care program developed by AV and VincentCare, AV is delivering the Victorian Government’s Housing First program in several regions. Housing First is designed to work with existing supports like Better Futures and Home Stretch, providing housing for at least two years along with case work and tenancy support.

Pictured: Victorian Energy Minister Lily D’Ambrosio (left) with Anglicare Victoria CEO Paul McDonald

Advocacy priorities for 2025-26

Mental health for young people

AV will launch Someone Else’s Problem – a report on the challenges of providing tailored mental health support for young people in residential care – in the 2025-26 financial year.

Foster care

AV will continue to advocate for greater assistance for Victoria’s foster carers, as well as continuing to embrace innovative foster care models such as Mockingbird Family. Foster care is a critical lifeline for children and young people who are unable to live with their families.

Housing for young people leaving care

Young people leaving state care make up more than half of the youth homeless population, yet the response from state and federal governments is not in proportion to the challenges faced by this group. The Victorian Government’s Housing First program is a good start, but more is needed.

Youth justice

We will continue to advocate for more balance in the Victorian Government’s response to youth crime. For young offenders who grew up in the care of the state, there are more effective, evidence-based therapeutic responses available that help to prevent reoffending rather taking a hardline approach.

Standing up for young people with disabilities in residential care

The Australian Government has announced changes to the National Disability Insurance Scheme to reduce access to the system for those with mild to moderate intellectual disabilities.

AV’s Aspire to Be partnership with Yooralla has been transformative in helping young people in residential care get a formal disability diagnosis and access the NDIS.

Many of those in residential care have mild to moderate intellectual disabilities, and we are working with the National Children’s Commissioner and others to ensure this group of young people is appropriately supported.

Collective action for change

AV partners with other organisations on a range of campaigns.

A selection of these include:

National Foster Care Sustainability Group and foster care campaigns

AV participates in collective action to recruit foster carers and secure more assistance for carers across the country.

Rental Affordability Snapshot

Coordinated by Anglicare Australia, the Rental Affordability Snapshot aims to draw attention to the plight of people on welfare payments and the minimum wage who are struggling to find a rental property.

Everybody’s Home

A coalition of organisations working towards ending homelessness.

Home Time

A national campaign run by Melbourne City Mission that aims to house 40,000 homeless children and young people.

Smart Justice for Young People

A group of organisations formed with the intention of raising the age of criminal responsibility to at least 14 and reducing the proportion of young Aboriginal and Torres Strait Islander people in the justice system.

16 Days of Activism Against Gender-Based Violence

A United Nations campaign, coordinated locally by Respect Victoria, that looks to build Victorian communities where all women are safe and equal.

2025 HOME STRETCH SYMPOSIUM – A NEW BENCHMARK FOR LIVED EXPERIENCE

In May 2025, AV held the fourth Home Stretch Symposium in Melbourne. The event brought together more than 300 policymakers, sector leaders, care leavers, academics and advocates. Delegates came from across Australia and the world, showing their commitment to improving outcomes for young care leavers.

The event marked a new chapter for the campaign that has transformed thousands of young lives by extending state care to the age of 21. It also posed the important question: ‘What comes next?’

Young people with lived experience of care shared stories of resilience and spoke powerfully about the gaps that remain for those currently in the system. Housing, mental health and pathways into education and employment were a big focus.

For the first time, two young care leavers, Jasmin and Dylan, acted as co-MCs for the twoday symposium, bringing a sense of warmth and poignancy to the proceedings. Ultimately their stellar performance helped to set a new benchmark for what it means to include lived experience in our events.

International insights

The symposium was fortunate to have three respected international speakers for the duration of the event. All are renowned for their work in supporting young people to build positive futures after leaving Out-of-Home Care.

Emeritus Professor Robbie Gilligan from Trinity College Dublin used his evocative storytelling style to remind delegates that just one person can make all the difference in the life of a young person.

Dr Louise Roberts from Cardiff University spoke about a good practice charter she has developed to support young parents who are in care or transitioning out of care.

As the UK Government’s National Implementation Adviser for Care Leavers, Mark Riddell used his presentation to speak about how the UK has prioritised care leavers. It has developed a range of supportive government policies that offer advantages to young adults after they have left state care.

A new agenda for care leavers

The concept of the ‘corporate parent’ was central to the program and presentations. Corporate parenting is the responsibility of the government – as the guardian of children in state care – to continue providing guidance, opportunity and support well into young adulthood.

Home Stretch Chair Paul McDonald reminded delegates that parenting doesn’t stop at 18, or even 21. Just as any parent continues to stand beside their child after they leave home, so too must the state when it takes on this role.

A strong call emerged for governments to adopt ‘next step’ reforms. These included:

• guaranteed housing for care leavers

• priority access to health and education services

• recognition of care leavers as a distinct group within social policy.

Delegates also explored practical measures, ranging from job guarantees on government projects to free tertiary education. All these policy ideas reflect what any responsible parent would want for their children. With growing public and political recognition, we will continue to drive this agenda until every young person leaving care can step into adulthood with security, dignity and hope.

Pictured: Speakers and sessions from the fourth Home Stretch Symposium in Melbourne, including co-MCs Dylan and Jasmin (bottom left) Artwork pictured by graphic recorder Deb Sketches

A HOT BREKKY AND A HELPING HAND

Every Wednesday morning, when many Victorians are barely out of bed, a crew of dedicated volunteers gathers at St Peter’s Eastern Hill for the daily breakfast program. The church hall serves as the communal dining room for the program’s guests, who are people from the local area experiencing homelessness.

“We arrive at 6.45 to set up the dining room and get everything ready to serve around 100 guests,” said Andrew Carter, a regular volunteer with the program. “St Peter’s is a place where they know they’ll be welcomed, and they won’t be questioned or judged. For some of our guests who are sleeping rough, it could be the only hour or two they feel safe all week.”

“Programs like the breakfasts at St Peter’s serve a dual purpose,” said Jack Brookes, who works as a team leader in the program. “Not only can our guests enjoy a hot meal, but they can also have a chat with our staff and be referred to other services like the St Mark’s Community Centre, where they can get the help they need.”

The support and services available at St Peter’s and St Mark’s are a lifeline for clients. At AV’s other emergency relief sites, clients can also pick up grocery staples, vouchers for medication and petrol, and meet with financial counsellors.

The long road back from natural disasters

While AV’s financial counsellors usually work with clients who find it difficult to pay their rent and bills, they also step up after natural disasters to ensure vulnerable people receive the insurance payouts they are entitled to. In 2024-25 our North Central financial counselling team secured an extra $742,000 in insurance claims for clients affected by the 2022 Rochester floods. In total, the team has secured more than $4 million in additional insurance payments above what people were originally offered.

Financial counsellors also play an important advocacy role and liaise with other professionals to build a support ecosystem around clients in areas or times of high demand.

“We’ve built really solid working relationships with the other financial counselling services in our region,” said Lylia Martion, a financial counsellor in AV’s North Central region. “We meet regularly to talk about trends, casework, waitlists, and how we can support each other to better meet community needs.”

Working within a large organisation such as AV allows financial counsellors to refer clients on to other services such as family violence or parenting support, as well as linking them with our call centre team to cut energy and other utility costs.

We’re not just helping people today; we’re working to reduce the need for financial counselling in the future.

– Lylia Martion, Senior Financial Counsellor, North Central

Cutting power bills down to size

“With the cost of living already so high, many households are feeling the pressure of rising energy costs,” said Swati Kakkar, Team Leader of AV’s Energy Assistance Program team, which specialises in assisting Victorians who are struggling with their utility bills.

The Energy Assistance Program is a Victorian Government program, delivered in partnership with AV, and the team specialises in assisting Victorians who are struggling with their utility bills.

“Our team can help people understand their energy bills, apply for concessions and hardship support, and check if better energy offers are available,” said Swati.

“We can also facilitate three-way calls with retailers to resolve any issues and provide them with simple and practical tips for reducing energy costs around the home.”

Easing rental stress

“The Rental Stress Program, delivered by AV and funded by Consumer Affairs Victoria, provides both financial counselling and legal support to clients living in private rental arrangements,” said Michelle Taranto, AV’s Assistant Director in our Southern Division.

“Our Rental Stress service means we can help more people across the state continue to live independently and reduce the negative social impacts of insecure housing.”

Going national – helping families conquer the cost of living

In 2023, AV added a nationwide service to our contact and referral centre – the School Student Broadband Initiative (SSBI).

“Anglicare Victoria’s National Referral Centre (NRC) has helped to connect more than 23,000 vulnerable families to free broadband internet until 2028,” said Sinmayan Thilagarajan, who leads the SSBI team at AV’s Central Office.

“The NRC has engaged with more than 60,000 families, including many who are experiencing significant challenges, and those who live in remote First Peoples communities,” Sinmayan said.

In 2024-25, 7,728 clients were provided with urgent assistance at AV’s 16 emergency relief sites across the state. Our financial counsellors worked with 3,990 people to improve their financial situation, including almost 1,000 people who were experiencing rental stress. The Energy Assistance Program team worked with 1,813 Victorians to reduce their energy bills.

Pictured: Volunteer Andrew Carter (left) and Team Leader Homelessness

Jack Brookes at St Peter’s Eastern Hill Breakfast Program

Pictured: Patrick Kelleher, Customer Service Advisor – Energy Assistance (left) and AV volunteer Mona

FROM HOWLING WINDS TO A GENTLE BREEZE

“There has been an increase of families coming through our service who have been impacted by family violence,” said Jelica Gal, a Family Services Practitioner in AV’s Western Metro Region.

“Jasmine*, a single mum who migrated to Australia, was referred to our service because of concerns about how much time her children were having off school,” said Jelica.

“As we got to know her, it was clear that she was experiencing family violence, but she was worried that if she asked for help her children would be removed from her care.

“We provided referrals to a multicultural family violence service, conducted a risk assessment, and helped Jasmine create a safety plan. We also provided parenting support, helping Jasmine create routine charts and understand the different stages of child development and connected her with AV’s financial counsellors,” she said.

“One step at a time, Jasmine began to recognise that she had a right to feel safe and not live in fear,” said Jelica. “She’s now created a beautiful home for herself and her children, reconnected with friends and neighbours, and her children are back at school.”

No judgement – just help when they need it

There is no such thing as an average day working in family services, and there’s no typical client –families come from a variety of backgrounds and may present with multiple challenges that need to be addressed. AV’s family services teams work with vulnerable children and their families, with the goal of keeping families together, safely, wherever possible.

Working in the home is common, but our teams also join forces with schools, childcare centres and other services to work towards the best possible outcome.

Jelica said the cost of living and poverty were common challenges faced by AV’s family services clients.

“We can link them to local food banks, provide budgeting tips, request material aid, and refer them to financial counsellors if needed,” she said.

“It’s also important to support the parent’s wellbeing by helping them create their own self-care plans. Parents often put everything and everyone else’s needs before their own, but their vulnerability can also be a source of strength.”

It’s an honour to work alongside

families who are often isolated

and heavily burdened and support them to have hope

again.

– Jelica Gal, Family Services Practitioner

AV’s practitioners helped more than

3,640 families find their way from crisis to calm during 2024-25

Q: Can you share a little about your lived experience?

I’m a victim-survivor of family violence.

Q: How does your lived experience impact your work?

l have a greater awareness of the complexity of family violence, and my clients sense that l offer a depth in understanding their situation, without needing to disclose my story. To disclose or to not share my lived experience is a decision l resolve by reflecting on whether it will or won’t be beneficial to a client.

Q: How do staff with lived experience enhance AV’s programs and services?

Having staff with lived experience is a gift to both the culture of the workplace and service to clients. It opens an increased space for respect and sensitivity and enriches the way we share and embrace positive stories.

SMILING AGAIN

“It’s easier to ask a child difficult questions when they’re engaged in an activity they enjoy,” said Rowland Chitate, a Therapeutic Key Worker in the TRAK Forward program. “Recently I had some children take me outside to show me their chickens while we spoke.”

When it comes to working with children who have been affected by family violence, Rowland said it’s important to build trust and create a sense of safety, so they feel comfortable opening up to practitioners.

AV offers a range of family violence programs across the state for victim-survivors, children and those who use violence in the home. TRAK Forward is a family violence service that works with the non-offending parent, helping them provide safety and stability for their children after leaving a violent relationship.

“We worked with a client who became anxious and distressed every afternoon at four o’clock, because her ex-partner had always expected her to have dinner on the table by six,” Rowland said.

“She was still structuring her day around this, even though the relationship ended 12 years ago. After a few sessions, she came in and told us she hadn’t cooked dinner until seven o’clock the night before, and she was so thrilled. It seems like a small thing, but it had an enormous impact on her confidence. Suddenly she was sitting up straighter and smiling more, and she ended up getting a new job and car.”

Rowland said while TRAK Forward works with victim-survivors, they always keep the person using violence in view and ensure they are held accountable for their actions.

“It’s a flexible program tailored to individual needs, which runs for six months. Clients can attend both one-on-one counselling and group work programs. I work with them to set goals around their safety and relationships and support them through challenges like navigating the court system, communicating with their ex-partner, and arranging contact with the children,” he said.

Adolescent Violence in the Home

women and children 933

experiencing family violence.

In 2024-25, we provided specialist services to 1,499 men received education and counselling through our men’s behaviour change programs.

Most parents and guardians struggle to know what to do when one of their children uses violence in the home. Feelings of guilt or shame are common. If they feel fear, it is often complicated by a protective impulse towards their child. For these reasons and more, this kind of violence in the home is an under-reported issue, as many people do not seek help – or simply do not know where to turn.

AV’s Breaking the Cycle program builds on pioneering work by the agency in this area that stretches back decades. The program takes a whole-of-family approach, emotionally supporting parents and caregivers as they work through a framework towards positive change with the young person involved.

Research into this intervention found that Breaking the Cycle was successful at reducing the frequency of all types of abuse – physical, emotional and financial. For physical abuse in particular, a third of participants (32 per cent) reported that it happened never or rarely following the intervention. The rate of those who said they experienced physical abuse daily (37 per cent) or once a week or more (51 per cent) both fell by at least half. Parents or caregivers also reported a corresponding drop in feelings of distress.

While Breaking the Cycle does not prevent all kinds of abuse in all cases, it has proven effective in reducing the level and frequency of abusive behaviour by adolescents in the home.

MEMORIES THAT WILL LAST A LIFETIME

“James*, who has significant disabilities, was approaching the age when we would usually be working with the young person to plan for what life will look like after leaving foster care,” said Melissa Hatfield, who leads a team of case workers in Gippsland. “But James was not going to be able to live independently, and his needs were not being met within the existing system.”

Foster care case managers and team leaders like Melissa are skilled in identifying and advocating for the needs of those in AV’s care. Over the past 12 months, Melissa and her team have worked tirelessly to champion James’s cause – with heartwarming results.

“James has a beautiful, secure attachment with his carers, and they were keen to continue supporting him, but they were about to have a baby and there just wasn’t enough space in the home,” Melissa said.

“In this situation a young person leaving care would likely have to move into disability accommodation, but we advocated for a unit to be built for James in the carers’ backyard. This would give him some independence and autonomy but also allow him to remain part of the family for life. It was an incredible outcome,” she added.

Love and connection

James was just one of 844 children cared for by AV’s 875 dedicated foster carers in 2024-25. Some placements were just for a night or two, others lasted for years in long-term or permanent care arrangements. As well as using innovative foster care models with inbuilt carer support such as Mockingbird Family in several regions, AV is expanding our Therapeutic Foster Care (TFC) program. TFC provides trauma-informed support for children and young people with complex needs.

Melissa said there are always more children needing care than there are foster carers available. She encouraged anyone who has been thinking about it to give it a go, whether that’s in the form of full time, emergency, or respite care.

“Some of our carers are looking after kids with complex needs, so having a circuit breaker like respite care available to them means they can sustain that support over a longer period,” she said.

“These kids are so deserving of love and connection. They deserve someone in their corner. Our goal is not for these children to merely survive – we want them to thrive. That’s what we’re all working towards, day in and day out.”

There’s someone to see them off to camp, take them to the doctors, teach them life skills. These things are priceless.

–

Melissa Hatfield, Home-Based Care Team Leader

FEELS LIKE HOME

“All of AV’s residential care houses now have a therapeutic specialist on board,” said Senior Therapeutic Specialist Lauren Brooks.

“The role of the therapeutic specialist is complex and requires extensive experience in the mental health and child protection systems. I support the carers who work in the house, and I also provide family therapy and clinical support directly to the young people living in the house, as well as their family members,” she said.

AV’s residential care, or “resi” homes, are much more than just a place to stay for young people who are unable to live with their families.

Following the Victorian Government’s decision to provide funding for a therapeutic specialist to every resi house, they’re also becoming places to heal, grow and thrive.

“The therapeutic response acknowledges that young people living in resi have often experienced a lot of grief and loss in their lives,” said Lauren.

“Their family history may have involved significant family violence, drug use, or mental health concerns.”

Stability and care

Colletta Tuitufuga, who works as a Residential Care House Coordinator in Melbourne, is already seeing the impact this approach is having on young people and their families.

“When Tom* first came into the house, he would be out most nights,” said Colletta. “He was being exploited by unsafe adults who were involving him in criminal activity and had lost hope that he could return to live with his family.

“Tom told us his dream was to be back with his mum. We worked with Tom and his mum to develop a positive relationship. This also helped Tom learn to trust the staff in the house, and he began to stay home more.

“Family work is important because our goal is to reunify young people with family wherever possible,” said Colletta.

Working in residential care is about building relationships, connecting, and having compassion and empathy for the young people and their families.

– Colletta Tuitufuga, House Coordinator

“What we’re trying to do is support the family, so the young people won’t be returning to the same dynamic that led them to coming into care. By the time Tom was finally reunited with his mum he was back at school, attending health appointments, and no longer engaging in criminal activity.”

House coordinators like Colletta do their best to create a place that feels like home for the young people who live in resi, with stable and regular routines wherever possible. Young people live in homes of two, three or four individuals, all with unique personalities and needs. These busy homes are full of genuine care for the teenagers who live there, whether workers are helping them get ready for school, cooking dinner or helping them pursue sports, music or other interests.

250 young people lived in AV’s 30 residential care houses in 2024-25, with passionate and skilled staff like Colletta and Lauren supporting them around the clock to repair their relationships and return to their family home, if it’s safe to do so.

Q: Can you share a little about your lived experience?

I grew up in residential care and was involved with the department and youth justice from the age of 12 to 21.

Q: How does your lived experience impact your work?

Having lived experience helps you relate to young people better. Their radar is very strong; they can tell whether someone’s being genuine.

Q: What has changed since you were living in residential care?

Back then, we didn’t have any leaving care programs like Better Futures or Home Stretch. When you aged out of care at 18, that was it.

Q & A WITH

TEAM LEADER, YOUTH SERVICES

Pictured: Scott Hopkin, Youth Services Scott Hopkin

FROM BEST MATES TO BROTHERS

“When Aaron* needed a place to stay, Bruce and I put our hand up and said we’d love for him to come and live with us,” said Jackie, who along with her husband Bruce has been Aaron’s kinship carer for over three years.

“Aaron came to us at the start of Year 8, but we’ve known him for a long time. He’s been best friends with my youngest son since they were in Grade 3 together.

“We’ve seen him grow so much as a person. When he first moved in, he was very withdrawn and kept his emotions to himself. Now he’s a lot more confident,” she said.

With Jackie and Bruce’s encouragement, Aaron began a school-based bricklaying apprenticeship. To help him get around, they bought him a car to drive to and from work.

“Kinship carers play a pivotal role in Victoria’s child protection system and in AV’s Out-of-Home Care program,” said Claire Bevan, a Kinship Care Team Leader in AV’s Eastern Region. “What makes kinship care different is that the children they are caring for are family or already known to them, which adds a layer of complexity to an already challenging situation.”

Many of the children in kinship care have been exposed to abuse and neglect, which can be distressing for both them and their carers.

Kinship carers may be looking after their own nieces and nephews, grandchildren, and even their own brothers and sisters – or in Aaron’s case, friends of the family.

“Kinship carers need to balance the relationship they have with the parents, while also looking after the children and prioritising their safety and needs,” said Claire. “They may not have had any parenting experience or training when it comes to caring for a young person who has experienced trauma and can also struggle with covering the additional costs associated with caring.”

“AV’s kinship case managers work to support the best interests of the children and young people in relation to their health, emotional and behavioural development, education, social presentation, identity, self-care skills and family and social relationships. They also support carers, providing them with emotional support and education, and linking them with counselling and other support services. They use their connections with other experts across the agency to support kinship carers and make placements as successful as possible,” Claire said.

A key focus for kinship case managers is on building strong relationships. As a result, many kinship care arrangements become permanent, which gives the children the safety, stability and certainty they need to thrive.

Aaron settled in really well as part of our family, and the two boys are still really good friends. He’ll continue living with us until he’s ready to move out on his own.

– Jackie, Kinship Carer

In 2024-25,

AV kinship carers provided care to 516 young people who were unable to live with their parents, helping them stay connected to their family, community and culture.

KEEPING CALM IN A CRAZY WORLD

To say parenting has ups and downs is an understatement. Parenting constantly delivers unexpected challenges that can push even the most capable and patient people to the limit.

“Supporting and coaching parents is one of the most effective methods of keeping families safe, happy, and together – something the ParentZone program has been doing for decades,” said Iris Guasch, a ParentZone Resource Coordinator in AV’s South Metro Region.

“The programs are flexible and designed with the parent’s needs in mind,” said Iris. “They provide a forum for them to talk about their concerns, while feeling supported.”

Iris is talking about parents like Eddy*, who joined the Talking Teens group because he was clashing with his teenage son. Eddy saw his primary role as a father as providing boundaries and consequences, which was causing conflict in the household. During the sessions, he reflected on the importance of listening to his son’s perspective and being aware of his own tone during conversations. By the end of the program, Eddy was referring to this insight as a valuable “course correction” in his parenting – one that would help him develop a more collaborative relationship with his son throughout his teen years.

The ParentZone sessions cover topics about caring for children from babies to teens, healing after family violence, and how to be a great dad, all underpinned by the principle that the parent is the expert in their own kids.

Facilitators are there to guide parents to discover their own solutions that suit their family. Hence the name of the evidence-based group developed by AV – Parents Building Solutions. The program and its topics are constantly evolving to meet the needs of modern families.

Finding the way together

Sessions are interactive and inclusive, drawing on the wisdom of parents from different cultures and language groups to come up with innovative ideas. This strengths-based approach boosts each parent’s confidence and helps them feel like they’re not alone.

“Parents Building Solutions runs over six weeks and is co-designed with the participants. They identify gaps in their parenting that they would like support and information about, and the ParentZone facilitators adapt the sessions accordingly,” Iris said.

cyberbullying, and we have a variety of in-person and online sessions available both during and outside business hours, to cater for parents’ work schedules and financial constraints.

Iris said many parents who attend their sessions often have no family support or opportunities to meet other parents. They often see parents developing lasting and supportive friendships that go far beyond the end of their group sessions.

“It’s very rewarding working with families,” said Iris. “I get to see how different families function, and watch children and parents grow and thrive together.”

Thank you for helping me be the father that I want to be!

– Craig*, ParentZone participant

In 2024-25, 5,793

“2024 saw the introduction of a playgroup for parents with mental health challenges. We have developed digital resources and programs on how to support children to stay safe online and avoid parents took part in ParentZone sessions across the state. 75 per cent reported feeling more confident about their parenting after completing their program.

A HELPING HAND FROM SOMEONE WHO’S BEEN THERE

“A big part of peer support is that we’re there to walk alongside our participants, not ‘fix’ them,” said Kat Wadeson, a Peer Worker who is part of an alcohol and other drugs (AOD) pilot program in AV’s East Metro region.

“We meet the person where they’re at, normalise their experiences, and follow their lead,” she said.

“Peer workers differ from clinicians because the support they offer is grounded in their own personal recovery journeys,” said Steffi Bortignon, AV’s Program Manager Community Services in Melbourne’s east. “Working alongside clinically trained staff, peer workers provide what at times can be the missing link for some people.”

Guiding participants through one-on-one sessions and group peer support, peer workers also provide emotional and relational support through difficult tasks and times, such as when a person enters a detox program.

A

journey that never truly ends

“Sharing our lived experience builds trust,” added Kat. “I often find I can relate to the feeling that they’re experiencing and let them know I’ve been there, which makes the relationship dynamic different. They know I’m not looking down on them, and this minimises stigma and shame.”

The East Metro Peer Worker pilot program is part of the Yale University Lived Experience Project, with five staff from the region involved – and the team are already seeing the benefits.

“The pilot has reduced stigma and allowed other staff with lived experience to open up about their backgrounds – be that within the AOD area, or another service stream,” said Steffi. “And of course, it’s important that we support our peer workforce.”

“I still get triggered, and when that happens, I just name it,” Kat said. “I’ll tell the participant what I’m experiencing and ask if they mind if we do some deep breaths or change the topic for a bit, which is also subtle role modelling to them.”

The lived experience of peer workers fosters deep empathy, rapport and hope from a lens of personal experience of the journey, which is an invaluable contribution to a person’s recovery.

-

Steffi Bortignon, Program Manager Community Services

The eastern AOD program launched its first Lived Experience Peer Worker pilot program in 2024-25, developed in collaboration with SHARC (Self Help Addiction Resource Centre), a sector leader in peer work training and support.

AV’s AOD services work with people who are struggling with substance use and trauma to address the issues that are influencing their behaviour. Our programs, such as Dual Diagnosis, the Family Alcohol and Drug program and the SURe (Substance Use Recovery) program, offer practical support and education through counselling and case management for adults.

Our LYFT (Linking Youth and Families Together) program works with young people who are using substances and their families to improve communication and reduce conflict, so they can heal and get back on track.

AOD programs helped 2,039 clients and their families.

LIVING EACH DAY AT ANGLICARE VICTORIA

Anglicare Victoria is fortunate to have many employees who have personally lived through many of the challenges our clients face.

“Client engagement and lived experience are not just contributing factors, they are transformative forces,” said Anglicare Victoria CEO Paul McDonald.

“Listening to these voices will fundamentally change our organisation, our system and the lives of people we work with for the better.”

While many employees have not traditionally seen their experiences as a point of pride, that is something we would like to change.

AV believes that drawing on their insights and observations makes us stronger as an organisation, as well as giving us unique insight into what our clients go through.

Melissah Charlton

If we have more people in our workplace that have experienced the services that we’re delivering, it will only strengthen our services.

– Melissah

Charlton, Assistant Regional Director

When Anglicare Victoria’s LEAP (Lived Experience taking Action and increasing Participation) project launched in 2022, it had three aims:

• Building an organisational culture where lived experience is respected and valued.

• Providing opportunities for people with lived experience to meaningfully contribute across the organisation.

• Improving service delivery and outcomes for clients.

Building on several years of work in this area by the LEAP project team, AV launched our inaugural Client and Lived Experience Engagement and Participation Strategy in 2024-25. The three-year strategy outlines the organisation’s commitment to embedding the lived experience of our clients and employees into everything we do.

To mark the occasion, some of our employees were generous enough to share stories of their lived experiences for this annual report, from growing up in foster and residential care to family violence and substance use.

Melissah Charlton, AV’s Assistant Regional Director in the west of Melbourne, was previously the organisation’s client voice and lived experience lead, and has worked across many other frontline services.

She was first placed in foster care when she was just nine months old.

“I was well supported by my foster carers, but growing up in care is never ever easy,” Melissah said.

“I decided to study social work as I had a passion for the sector and felt my experience would bring something extra and different to the work I could offer as a professional. When I began my career more than two decades ago, lived experience wasn’t seen as a badge of honour. I was conscious of being judged for my lived experience, and I felt I had to earn respect as a professional first. Lived experience wasn’t something you would have put on a CV as a skill or attribute back then, but fortunately times have changed and lived experience is now valued.”

Melissah said lived experience expertise is now considered an important element in how we develop and deliver services.

“Including people with lived experience adds a different lens to the work. Ensuring people with lived experience have a voice at the table is important and valuable perspective for the sector. We bring something to the work that isn’t necessarily better than professional training or evidence-based practice, but it is equally important.”

A trial by fire

Sherie Thomas had addiction issues, has been homeless and now works for AV as a Senior Child Wellbeing Practitioner with The Orange Door.

“There was a point when child protection stepped in. The kids ended up going to my mum for a year and a half, which was a real trial by fire to be honest,” said Sherie. “I think it has given me a greater understanding of what the department look at when they’re supporting families.”

“My lived experience has brought a depth of knowledge to my work around some of the frustrations and barriers that families experience. There are systemic issues we are all taught about at uni and in our practice frameworks, but which you could never expect a parent to know about,” she said.

“Sometimes when you’re struggling, doing the best you can and feeling like it’s just not good enough, what makes a difference is having a connection with that one person who fully understands where you’re at and can see the way through it – because they’ve been there,” said Sherie.

Escaping addiction to build a new life

“I left school at the start of Year 8 after getting expelled, and I cycled through countless residential care placements in different houses,” said Scott Hopkin, who leads the Youth Services team in AV’s North Central region.

Scott said that he developed substance addictions in his teens, and once he aged out of care he spent time in refuges, hostels and on the streets.

“I knew that if I continued on this path, I would be dead. So I cut off my whole friendship group and moved out to the country. I enrolled in a community services course, and ended up getting a job in residential care,” Scott said.

“Later I secured a role in the homelessness program at AV, and now I work as a team leader, helping young people who have faced many different struggles to achieve the positive future they deserve. I have also been involved with establishing the Better Futures Housing Alliance to support young people into long-term stable housing through a partnership with local real estate agents.”

The difference in dealing with child protection as a professional compared to as a parent is quite marked. I understand what it’s really like to sit on the other side of the table in that room feeling judged, vulnerable and ashamed.

– Sherie Thomas, Case Support Worker

Breaking

the cycle

“Both my parents came to Australia as refugees. Unfortunately, family violence was normal for me growing up,” said Sioux Bettiens, a Family Services Practitioner in AV’s North Central Region. “I saw my mum and my brother getting hurt a lot, but as a child you just accept things.”

When Sioux had her first child at 23, her partner became violent – and she found herself in danger of repeating the cycle that characterised her childhood.

“I felt very isolated and ashamed. I’m so grateful to the maternal child health nurse who was able to link me to a counsellor. Eventually I found the strength to leave.

“When my children got older, I decided to study mental health, and loved it,” Sioux said. “After working in complex mental health and disability for a while I applied for a case support role at AV. My supervisor encouraged me to do my Diploma of Community Services, and now I’m proud to be a practitioner working in family services.”

Supporting young people to walk in both worlds

“First People have been telling stories for tens of thousands of years,” said Uncle Les Corlett, AV’s Cultural Engagement Lead. “It’s part of everything we do, from ceremonies to dancing, to sitting around the campfire talking about our lives.”

“When you’re working with young people, you need to give them tools, and the main way of doing that is to tell your story. If that helps them, then I’ve done my job,” Uncle Les said.

Les has spent his career working with young First Peoples, both in Aboriginal community organisations and services organisations like AV.

“My mum passed away when I was four, and dad passed away when I was nine. There were 13 of us, and we were separated and put in foster care. I was brought up knowing that I was Aboriginal but not knowing what Country,” he said.

“There’s a lot of young First People out there who are going through the foster care system, and it’s difficult for them to navigate living in both worlds. I can use the experience I have to support others who are in the same situation.”

The Client and Lived Experience Engagement and Participation Strategy was developed after interviews with clients and former clients, employees with lived experience, senior management, First Peoples cultural leads and the People and Culture team. You can read more about the strategy on page 69.

Scott Hopkin

Uncle Les Corlett Sioux Bettiens

Sherie Thomas

PARTNERS ON THE JOURNEY TOWARDS RECONCILIATION

In 2024-25, AV continued its cultural learning journey under the umbrella of its “Innovate” Reconciliation Action Plan (RAP).

With the guidance and advice of our Cultural Leads, Aunty Kellie Hunter and Uncle Les Corlett, we continued to map a path towards embedding Culture across the organisation. Aunty Kellie and Uncle Les are part of AV’s Buldau Yioohgen “Big Dreams” Youth Leadership Academy, which gets stronger each year (see page 48). Buldau Yioohgen provides opportunities for leadership and growth for young First Peoples in our programs, who undertake a year-long journey that includes on-Country camps, work experience, mentorship, cultural activities and much more.

Our vision of reconciliation at Anglicare Victoria is for every Aboriginal and Torres Strait Islander person who uses our services, works with us, or supports us, to feel culturally safe and respected.

In October 2024, a delegation of AV staff was privileged to attend the Garma festival on Yolŋu country.

Six AV staff (four of whom are First People) were joined by two staff from Tennis Australia – a long-standing partner of Buldau Yioohgen – and two staff from our sister agency in the Northern Territory. This was a unique opportunity to be welcomed onto Country by a local community who generously shared knowledge, stories, dance and history, as well as hosting lectures and forums on key issues including the implications of the Referendum result.

At a governance level, boonde-mak (“coming together” in Wurundjeri Woiwurrung), chaired by the CEO, provides oversight on the quality and direction of AV’s support of First Peoples clients, staff and community members. The group meets quarterly and comprises a sub-group of the organisation’s Executive Leadership Team along with our Cultural Leads, who both contribute their own perspectives and provide feedback on behalf of the First Peoples’ Staff Network that they convene. This staff network is Aboriginal-led and run, and provides a forum for AV’s First Peoples to provide connection and peer support.

AV has recognised the important work of the Yoorrook Justice Commission in documenting the impact of colonisation. AV made a submission to the Commission that acknowledges the role of our predecessor organisations in historical injustices. This submission is available on the Commission’s website.

Our seven local RAP groups provide regular opportunities for staff across the state to build their cultural knowledge in practical ways. These opportunities include hands-on activities, celebration of key dates and events, engaging with local communities to learn more about what Country and Culture means to Mob across the state, and making sure that AV stands up and shows up to walk alongside First Peoples at key events such as the annual NAIDOC March.

Looking to the future, our People and Culture Team is developing a cultural learning “journey guide”, outlining a journey of four stages: Cultural Awareness, Deepening Knowledge, Walking Together and Ally to Accomplice. This journey will be supported by a style guide to provide advice to staff about respectful and appropriate use of Language and making reference to First People, particularly in written materials.

Cultural immersion

Attending the Garma Festival, a four-day cultural celebration on the lands of the Gumatj clan of the Yolŋu people in East Arnhem Land, was a truly immersive experience.

649

staff completed e-learning cultural training modules

AV partners with the following Aboriginal Community Controlled Organisations

Victorian Aboriginal Child and Community Organisation, Bendigo and District Aboriginal Co-operative, Njernda Aboriginal Corporation, Ramahyuck District Aboriginal Corporation, Boorndawan Willam Aboriginal Healing Services

The festival centered on the buŋgul dance grounds, where the call of the yidaki (didgeridoo) brought hundreds of people together each evening to witness the Yolŋu clans dance at sunset. These dances were performed on the sand to the rhythm of songmen and clapsticks, with Elders leading the way and younger members joining in. Some nights, teenagers in basketball jerseys would run up and join the dancers, knowing the steps that had been passed on by their Elders, and taking up pride in the continuity of their Culture.

We are deeply committed to the wellbeing of children and young people at Anglicare Victoria, so witnessing the festival’s youth space was especially moving. This dedicated space allowed young people to experience, learn, and embrace Yolŋu Culture in a culturally safe environment. Watching young people take pride in their Culture and carry forward the mantle of leadership was personally empowering for me.

Jasper Cohen-Hunter Wurundjeri Woiwurrung man and AV employee

Pictured: Jasper Cohen-Hunter, Wurundjeri man and AV employee

Pictured: Yolŋu baby leads the front of the Gumatj clan at the opening ceremony on the Buŋgul grounds.

FINDING STRENGTH THROUGH CULTURE

Buldau Yioohgen, AV’s First Peoples youth program, has gone from strength to strength in 2024-25. Buldau Yioohgen means “Big Dreams” in the Woiwurrung language, and this unique program aims to inspire young Mob to do just that – dream big.

Working with Aboriginal Community Controlled Organisations, sporting bodies, and corporate partners, the Buldau Yioohgen team welcomes young First Peoples from across the state to cultural activities, on-Country camps and career opportunities that might otherwise be out of reach. The young people develop their skills, confidence, and resilience, and form a cultural identity and connections that will last a lifetime.

The program is structured around four stages: Moondani (embrace), Balit (strength), Ngarra Jarra (healing), and Nyarrn-Gak-Go Ngulu-ik (hear my voice). Program activities align with Buldau Yioohgen’s four guiding principles: Leadership, Obligation, Respect, and Empowerment and self-determination (LORE).

In 2024-25 the young people had the opportunity to attend the National Indigenous Tennis Carnival (NITC) where they were part of Team Vic, who won the coveted Ash Barty Cup. They also performed cultural dances at the opening of Tennis Australia’s Newcombe Medal awards, before graduating in front of friends and family in a ceremony held at Melbourne Zoo.

Going full circle

Buldau Yioohgen encourages participants to return as mentors after graduation, sharing their lived experience with the next group of young people coming through the program. Tyrese Walsh (Taungurung and Kurnai), a Ngarra Jarra graduate from 2023 and mentor in 2024, was named Young Victorian Volunteer of the Year at the 2024 Volunteering Awards for his outstanding contribution and dedication to his community.

There’s no better feeling than to sit on Country and appreciate the beauty of it – to hear the crows, the laughter, and to think of what my ancestors did here.

– Savanah Jenkins, Buldau Yioohgen Peer Mentor

Savanah Jenkins (Taungurung, Wemba Wemba and Yorta Yorta) graduated in 2024 and has been mentoring the 2025 cohort.

An accomplished artist, Savanah created a possum skin pelt for the NITC in 2024, which was used in the annual cultural exchange between state teams. She’s been able to share these skills with the young people in the academy, helping them decorate their own possum skin cloaks with stories of where they come from, who their Mob is, and their totems.

For Savanah, it’s important to pass on the knowledge she holds to the next young Mob.

“I’m trying to take everything I’ve learned and give them a bit of pride and confidence to share their Culture,” she said. “I really love sharing with the ones who haven’t learned about possum skins – what they mean, how they were used, and ways they can share their stories. It’s a powerful thing to bring back what our ancestors have done 60,000 years ago and share our stories today.”

Thank you to the Buldau Yioohgen partners

Mt Buller, North Melbourne Football Club, Victoria Police, Fire Rescue Victoria, Tennis Australia, Tennis Victoria and Darley/ Godolphin

Pictured: Joseph, Buldau Yioohgen participant.

Pictured: Aunty Kellie Hunter, Senior Cultural Operations Lead and Savanah Jenkins, Buldau Yioohgen Alumni and Peer Mentor.

BECOMING THE PARENT THEY WANT TO BE

“Positive parenting supports families to be happy, calm and nurturing. It is based on building strong family relationships and using positive strategies to guide children’s development, emotions and behaviour,” said Leanne Waite, AV’s Practice and Performance Lead, Early Years.

“Triple P provides parents with simple, practical strategies to build healthy relationships with their children and to confidently manage their child’s behaviour, reducing some of the stress that can be experienced as a parent.

It also helps children develop the confidence and skills they need to be resilient, get along with others, regulate their emotions and actions and learn what’s expected of them.”

Triple P – Positive Parenting Program – has different levels of intervention, from supporting parents who are interested in general information about their child or teen’s development, through to working with parents who require more support and skills training.

It can also provide specialised interventions for more complex issues, such as children’s health, relationship breakdown, and parental depression.

“Each intervention type has a range of strategies that can be selected by parents to build their parenting toolkit,” Leanne said. “Parents can work on developing good relationships, responding to challenging behaviour, encouraging behaviour they like, guiding children’s behaviour, and teaching new skills and behaviours.”

“All Triple P sessions are structured but flexible,” said Leanne. “Parents set their own goals and develop parenting plans that support the changes they wish to make and how they will do it.”

Supporting families to stay safe at home

Triple P is one of AV’s suite of Evidence-Based Models (EBMs) – programs and services that are internationally renowned for their effectiveness and positive outcomes. Across Victoria, 1,045 families engaged with one of these programs in 2024-25.

Another EBM that has a proven record of success for parents is SafeCare, which supports caregivers of children up to five years old who are at risk of abuse or neglect. The program is delivered over 1820 weeks and focuses on three key areas: parentchild interaction, home safety and child health.

“Caregivers learn to increase positive interactions with their infant or child, reducing parental stress and challenging child behaviour. A focus on home safety helps caregivers identify common household hazards and ways to reduce or eliminate them, as well as understand the importance of supervision in preventing accidents,” Leanne said.

Caregivers learn to recognise when their child is sick or injured, how to care for them, and when to see a doctor or seek emergency help.

“Recently the SafeCare team received a selfreferral from a parent who had completed part of the program in the past and wanted to finish it to support reunification with their child,” said Leanne.

“Maryanne* completed the parts of the program on child safety and parent-infant interaction. This helped her reduce hazards in the home and interact confidently with her child. Maryanne’s commitment and motivation to complete the program led to the infant being returned to her care.”

AV has been an accredited SafeCare agency since 2018 and participates in a yearly accreditation review. The program is delivered by trained educators who are supported by coaches. Caregivers are encouraged to select the parts of the program that best fit their needs and circumstances.

I feel so much better after talking with you. The ideas, guidance and support were so amazing and I feel lucky to have this opportunity.

– Jessie*, Triple P participant

Pictured from left: Denise Soupe-Ograk, Family Services Practitioner; Alice Borde, Family Practitioner; Kellie Yeow, Triple P Practitioner

RETURNING TO LEARNING

“When Bella* was first referred to the Navigator program in Grade 6, she was disengaged from school and rarely attending class,” said Cam Turnbull, AV’s Program Manager Youth and Community Services in the North Central Region.

“Her father had passed away suddenly, and this loss cast a long shadow over the family’s daily life. Bella was also dealing with anxiety, as well as sensitivities to food and noise. It’s no wonder the world felt overwhelming to her,” Cam said.

The Navigator program helps kids who have disengaged from school find their way back to learning without becoming overwhelmed. Every young person is different, and the process can involve building relationships, leaning into interests like music or sport, or finding more flexible ways to access education.

Cam said one of Bella’s brothers has autism, and the family had received advice that Bella should be assessed as well.

“Her mum was supportive but hadn’t been able to organise an appointment for Bella because she was struggling with her own grief,” he said. Bella’s Navigator Case Manager, Tegan Morrissey, explored the funding options available and arranged an appointment with a paediatrician, so Bella wouldn’t have to go onto the public waiting list.

She was diagnosed with autism and anxiety almost immediately, unlocking funding from the National Disability Insurance Scheme (NDIS) so she could start accessing much-needed support.

Flexibility and patience

“Bella is now enrolled in a new school which offers flexible attendance arrangements,” said Tegan. “The family is connected with other services in the community that harness her love of music, so she can continue to work towards her goals.”

Cam said Bella’s story highlights just how complex school disengagement and refusal can be.

Better futures within

reach

When 17-year-old Liam* was referred to AV’s TEACHaR program (Transforming Educational Achievements of CHildren at Risk), he had recently moved cities and was living in residential care. Although he was enrolled in high school, he had only ever attended for a few weeks during Year 7 –more than five years earlier.

Liam’s background included experiences of neglect, mental health challenges, disrupted learning, cognitive challenges and more. These issues contributed to repeated school suspensions and led to long-term school refusal.

Early in the process Liam identified his career goal – to become a plumber and enrol in a preapprenticeship course at TAFE. Two consecutive 10-week blocks of one-on-one support were designed with this goal in mind, helping him overcome the anxiety that comes with years of disrupted schooling.

AV’s Navigator program supported 1,230 young people like Bella to get back into the classroom in 2024-25.

Navigator keeps working alongside Bella — advocating, listening, and helping her find her way back to a place where school, and life, feel a little more manageable.

– Tegan Morrissey, Navigator Case Manager

Sessions with a TEACHaR Education Specialist began weekly in the residential care home where Liam lived, and were carefully aligned with his learning readiness, interests and emotional needs.

TEACHaR inspired Liam to work hard on his goals. As a result, he made remarkable strides in academic performance, personal and social development, and at the time of writing was close to finishing his enrolment in a pre-apprenticeship plumbing course. With targeted support and belief in his potential, Liam has taken meaningful steps toward a future that felt out of reach before his work with the TEACHaR program.

360 young people

In 2024-25, 46 education specialists helped more than across the state catch up to their peers and regain their confidence in the classroom through AV’s innovative TEACHaR program.

IT TAKES A VILLAGE

At AV, stakeholder engagement is critical to ensure the voices of vulnerable Victorians are heard by opinion leaders and policy makers. This engagement is supported by marketing and media outreach to achieve critical organisational goals, including attracting foster carers, and building trust among public and private funders by raising awareness about ways to address the challenges faced by our communities. The Home Stretch campaign, for example, has attracted thousands of individual supporters and hundreds of organisations since it began almost 10 years ago, through regular outreach, communication and engagement.

We collaborate closely and constantly with departmental staff from the Victorian Government on a vast range of services and sector initiatives. AV is part of multiple children services alliances, which are local partnerships between government and community organisations to coordinate integrated safety, wellbeing and healthy development support for children in need. And we are committed to the partnership model of The Orange Door, which promotes close working relationships between multiple stakeholders to help those affected by family violence.

AV regularly seeks feedback from stakeholders to improve the way we engage with them, through surveys, meetings and other feedback processes.

Our stakeholders include:

• clients and past clients of our services

• donors

• employees and volunteers

• state and federal government MPs and Ministers

• public servants – including child protection staff and those administering programs operated by AV

• foster and kinship carers

• Melbourne Anglican Archbishop and Melbourne Diocese

• Anglican parishes

• corporate and program partners

• community sector organisations and peak bodies

• media

• universities and academics

• contractors and suppliers

• schools

• members of the public.

Anglicare Victoria is fortunate to work with dedicated partners, including Anglican parishes and schools, who donate funds and goods, volunteer for our programs, and help to strengthen the impact of our appeals and our advocacy. This pattern of give, engage and amplify helps us to deliver services more effectively.

Corporate partners made a big difference to the lives of our clients. Blue Connections IT and Dell Technologies contributed through handson volunteering and giving days. FleetPartners supported our AV Aid Van initiative to take food relief on the road, as well as volunteering at our breakfast program for people experiencing homelessness. For kids in need, iCare Staffing provided care, connection and Christmas support, while Nana Huchy donated gorgeous toys and Le Pine Funerals coordinated gift collections at their various sites.

AV delivered programs in partnership with public and private organisations during 2024-25. A selection of these programs included:

Aspire to Be

Since its inception in 2023-24, the Aspire to Be program has been transformative for children and teenagers in residential care with undiagnosed disabilities. The partnership with disability service provider Yooralla has helped secure diagnoses for these young people and allowed them to access the National Disability Insurance Scheme, providing essential support that they will be able to access after they leave state care. These diagnoses also help to take the pressure off residential care staff, who had previously had to care for these young people without a full understanding of the underlying causes of their sometimes challenging behaviour.

Better Futures Housing Alliance

The Better Futures Housing Alliance (BFHA) partners with real estate agents in Greater Bendigo to help young people who have been living in Out-of-Home Care to transition to independent living. The BFHA team has built strong relationships with property managers in the Bendigo region. These property managers advocate for the young people to landlords, helping them secure homes in the private rental market.

These young people are supported by a life coach to help them make informed and responsible life choices.

Loddon Care Hub

Loddon Care Hub is an innovative program designed to speed up the process of reunifying families wherever possible. The Care Hub brings together experts of different disciplines to respond quickly and directly to the individual needs of families, allowing parents to be reunited with their kids sooner. The model removes the hold-ups in the system while families wait for appointments and other processes to be resolved. The Loddon Care Hub is delivered in partnership with Bendigo and District Aboriginal Co-operative, Njernda Aboriginal Corporation, Berry Street, Take Two, The Salvation Army and Bendigo Community Health Services.

Qspace

Qspace works with LGBTIQA+ young people, their families and carers. A partnership between Drummond Street Services and AV, Qspace recognises that rainbow communities often feel misunderstood when trying to access health services – especially mental health support. The service provides brief, short and medium-term interventions, helping to overcome stigma and providing an environment where young people of all persuasions feel welcome. Practitioners also facilitate workshops for schools to help provide inclusive education and care for students.

Village 21

Village 21 was opened in the northern suburbs of Melbourne in 2020. Providing accommodation for six young people and two live-in mentors, the project is a partnership between Kids Under Cover and AV. Kids Under Cover was responsible for building the accommodation, while AV provides support to the young people living there, helping them learn valuable life skills and transition to independent living.

PARTNERING FOR IMPACT

Thank you to the many organisations, government departments, peak bodies, donors and Aboriginal Community Controlled Organisations who make our work possible.

Anglicare Victoria acknowledges the support of the Victorian Government.

FREE LEGAL HELP, ADVICE AND ADVOCACY FOR THE GIPPSLAND COMMUNITY

“Family violence and family law continue to be the most in-demand areas of legal need in the 2024-25 financial year. This reflects the significant family violence rates in Gippsland and the difficulties people experience in accessing and navigating the family law system in the region,” said Simon Suttie, who manages the Gippsland Community Legal Service (GCLS) on behalf of Anglicare Victoria.

“Disaster preparedness and recovery also remained a key focus area. Our communities are concerned about the potential for another Black Summer event after consecutive wet summers have increased fuel load,” he said.

Since the Black Summer bushfires, the GCLS Disaster Preparedness and Recovery Project has supported clients to navigate the complex legal implications of climate disasters. The activities of the project include providing legal advice, casework, community legal education, and law reform advocacy on legal issues stemming from fires, floods, storms, and earthquakes.

“Shortly after the devastating storms that hit Victoria in early 2024, the GCLS Disaster Preparedness and Recovery team worked to clarify misinformation about access to compensation after power outages. We also established an outreach service in Mirboo North to assist the community with a range of legal issues arising from the disaster, including tenancy, insurance and access to compensation. The Disaster Preparedness and Recovery Team continues to provide community legal education to Mirboo North over a year later,” said Simon.

The impact of the GCLS Disaster Preparedness and Recovery Project was recognised at the 2025 Anglicare Australia Awards for its innovative service models that have increased resilience and reduced the risk posed by disasters to communities in Gippsland.

Simon said GCLS provides vital legal services to help people living in Gippsland access justice.

“In many cases, those clients would not be able to protect their legal rights without our assistance,” he said.

GCLS is a service of Anglicare Victoria which benefits from the support functions of the organisation while maintaining a distinct identity as an accredited Community Legal Centre.

Fourteen lawyers and two support staff, based in AV’s Morwell office, take appointments and walk-ins and provide outreach across the region. They also provide family violence intervention order services at Magistrates’ courts in Bairnsdale, Korumburra, Latrobe Valley, Sale and Wonthaggi. GCLS receives funding from the Commonwealth of Australia Attorney-General’s Department, Victorian Government, Victorian Legal Services Board and Commissioner, and Victorian Legal Aid.

86 per cent of GCLS clients said they understood their legal situation better after consulting a GCLS lawyer.

This year, the GCLS team conducted 40 community legal education sessions at neighbourhood houses, libraries, and schools, informing members of the public about topics such as insurance, family violence, Wills and power of attorney. They also produced a range of community legal education resources, including information sheets and videos, which can be accessed on the GCLS website and YouTube. Popular topics included understanding the impact of the 3G shutdown, following evacuation orders during fire emergencies, and understanding the compensation available after a power outage.

GCLS provided 2,760 one-off legal services and 174 ongoing legal services during the 202425 financial year. A further 694 clients received information or referrals to other services.

97 per cent of clients reported having a better understanding of a legal topic after attending a community legal education event.

Pictured: Jason Marshall (left) and Ben vanPoppel, GCLS community lawyers

FROM STRATEGY TO IMPACT: FUNDRAISING THAT TRANSFORMED LIVES

In the 2024-2025 financial year, Anglicare Victoria’s Fundraising and Philanthropy division launched a refreshed strategic approach focused on donor engagement, storytelling, and digital innovation, as part of the 2025-2028 Fundraising Strategic Plan.

AV increased investment in fundraising to grow individual giving programs, acquire new donors and significantly grow regular giving programs which, in turn, supported AV’s education and emergency relief programs. The push into regular giving in particular was very successful, with 1,000 new regular giving donors added during the financial year, along with 1,300 new single gift donors. The average contribution of the new regular givers was higher than forecast and, importantly, will provide regular income that will underpin fundraising activities for years to come. These are significant early steps towards diversifying AV’s fundraising income streams in line with the Fundraising Strategic Plan.

Central to a successful fundraising year was ‘Our People, Our Stories’, a quarterly publication which put the spotlight on real stories of transformation made possible through donor support. The donor-focused publication resonated deeply, contributing to a 22 per cent increase in individual giving and providing multi-faceted opportunities for storytelling about the impact of donations to existing and new donors.

Corporate and school partnerships also flourished, with several long-term supporters increasing their commitments and new partners joining to fund the agency’s homelessness and emergency relief activities. While AV spends more than $2 million during the financial year on food, medication and other relief for thousands of families and individuals in need at our 16 sites across the state and our HelpHub program, less than half of this expenditure is funded by the Commonwealth Government. As a result, we rely on the generosity of donors to help people in need.

Jenny* is a mum of four whose husband passed away unexpectedly. While struggling to care for her kids at the time she was processing her grief, the family’s rental property was sold out from under them. They found themselves unexpectedly homeless. She heard about AV’s emergency relief services, and last financial year Jenny was one of more than 7,700 Victorians who was given urgent help with food, clothing and more.

“I was really anxious to come in and find out if I was eligible for food relief, but you’ve made me feel really welcome – I’m so grateful to you guys!” Jenny said.

Supporting Anglicare Victoria means investing in real change. I’ve seen firsthand how my contribution helps young people find safety, hope, and a future. That’s why I give.

– AV Donor

Food, toys and cultural support

Along with major fundraising appeals throughout the year, AV’s FoodBoost and Toy Appeal generated substantial donations that will make a huge difference to many people who are struggling. The Toy Appeal towards the end of 2024 led to more than 12,800 toys and gifts being donated, providing presents for almost 4,100 kids on Christmas Day.

Of the kids who received presents through the Toy Appeal, 740 of them were in Out-of-Home Care with us, 1,900 were from AV programs and 1,450 were in families that sought help from our emergency relief centres.

Another significant recipient from AV’s fundraising efforts through the financial year was the Buldau Yioohgen ‘Big Dreams’ Youth Leadership Academy (see page 48), which provides cultural activities, on-Country camps, mentorship and work experience to teens with a First Peoples background.

Philanthropic giving saw a significant uplift, thanks to tailored engagement strategies and a renewed focus on impact reporting. Major donors responded positively to transparent communication and opportunities to see their contributions in action, resulting in a 30 per cent increase in major gifts.

Digital fundraising played a pivotal role, with optimised email journeys, targeted social media outreach, and a streamlined donation platform contributing to a 40 per cent growth in online giving. These innovations not only improved donor experience but also expanded Anglicare Victoria’s reach across the state.

While individual giving programs and philanthropic giving performed well, a decline in bequest income impacted the overall income generated by AV.

The year’s achievements reflect the dedication of the Fundraising and Philanthropy team and the generosity of our supporters. Together, we’ve strengthened our ability to respond to urgent needs and create lasting change for vulnerable children, young people, and families. AV is grateful for the generosity of our philanthropic partners, corporate sponsors, community fundraisers, individual donors and those who leave us a gift in their Will. We couldn’t do what we do without you.

Pictured:

FROM CLASSROOM TO COMMUNITY

“AV’s partnership schools across the state came up with so many creative ideas for our FoodBoost appeal this year,” said Penny Mitchell, AV’s Relationship Manager, Partnerships.

“Carey Baptist Grammar spelled out CAREY CARES on their Junior School oval with 1,759 items of food, and Moorooduc Primary School’s 260 students donated 195 food items – an amazing effort for a tiny school.”

FoodBoost is AV’s annual winter campaign to collect non-perishable food and much-needed funds to support families experiencing hardship at our emergency relief sites. Schools are always the largest contributors to the appeal, and in 2024 they also donated around three quarters of the toys AV collects for our annual Toy Appeal. Victorian schools contributed more than 12,000 food items in the 2025 FoodBoost appeal – about two thirds of the total donations.

“Hume Anglican Grammar combined their fundraising efforts for AV’s FoodBoost campaign with STEM Week this year,” Penny said. “They created this incredible trail of 570 cereal boxes, which they then toppled like dominoes – and all the cereal went to families in need.”

“Mentone Grammar School collected 4,000 items – so much food that we had to make two trips in the AV Aid Van to pick it up!” Penny added. “And the Year 9 students at Ivanhoe Girls Grammar School promoted the food drive across the other year levels, spreading the word about food insecurity and homelessness with the entire school.

“Ripponlea Primary School students made and sold items at a market stall and donated the funds towards summer holiday activities for kids living in residential care, and families at Scotch College not only donated food but also assembled Christmas hampers for AV’s Gippsland Hamper Appeal.”

Schools also contributed to AV’s programs through acts of service. Melbourne Grammar students volunteered more than 450 hours of their time to work at the homeless breakfast program at St. Peter’s, and Brighton Grammar and Overnewton students spent around 300 hours counting food, stocking shelves and handing out food parcels at the St. Mark’s Community Centre for homeless people.

AV partnered with 47 government and faithbased schools in 2024-25, including 22 Anglican schools. Penny gave 24 presentations at schools to help students understand the work we do at AV, from the impact of Out-of-Home Care on young people’s sense of self to the complexities around homelessness and food insecurity. AV also works in partnership with schools to deliver early intervention work for families and kids in education settings, reducing the need for social services intervention further down the track.

More than 18,000 items of food and 500 toiletry products were donated by schools, community groups, parishes and businesses to our 2025 FoodBoost appeal

Approximately 12,000 items of food were donated by schools – 67 per cent of total donations

At Melbourne Grammar, service is an integral part of our identity. Through action and collaboration with other organisations across Melbourne, we are able to live out our values of respect, compassion, service and contribution. The Ross House connection with Anglicare Victoria is a living example of how important these connections can be.

– Ben Hanisch, Head of Senior School and Deputy Headmaster, Melbourne Grammar School

800 food parcels were created by staff and volunteers, filling pantries and lunchboxes for people in need

AV partnered with 47 government and faith-based schools during 2024-25

Pictured clockwise from top left: Chris de Paiva, Program Manager Diocese and Parish Partnerships (top) collecting food donations from Strathcona Girls Grammar; cereal donated during FoodBoost appeal; ‘Carey Cares’: food donated by Carey Baptist Grammar

OUR COMMITMENT TO HISTORY AND HEALING

Anglicare Victoria and our founding agencies – the Mission of St. James and St. John, St. John’s Homes for Boys and Girls, the Mission to the Streets and Lanes, and St. Luke’s Anglicare – have cared for tens of thousands of children and young people for almost 150 years.

AV holds the records of past clients who were adopted, spent time in foster care or kinship arrangements, or lived in the many children’s homes and services run by these agencies. Our Heritage Services and Adoption Information Services team provide a range of services to past clients who spent time in our care or were affected by historical adoption practices. These services include support to access records, assistance with redress claims, referrals to specialist support services, and the opportunity to connect with fellow care leavers at our regular luncheons and Christmas party.

A safe space to connect and reflect

The development of AV’s first Heritage Centre continues. In 2025, AV appointed Jo Willey to the role of Archivist within the Heritage Centre project team. Jo is coordinating an Archives Project, working with thousands of documents and artefacts from our former agencies and homes – some of which are more than 100 years old.

“There are over 245,000 archival items and artefacts in AV’s collection. The focus of the project has been to prepare an Archival Inventory to better understand these collections, and provide a framework for the preservation of the archival materials to support the lived experience of former residents and clients,” Jo said.

“The items include historic registers and bound volumes, annual reports, books, pamphlets, photographs, films, videos, and cassettes, along with paintings, posters, architectural plans, religious items, and objects. For example, there is a silent film from the Mission of St. James and St. John dating back to the 1920s, a historic register from the Berry Street Training Home for Girls, as well as original architectural plans and drawings for buildings at St. John’s Homes for Boys and Girls. There is even a lantern donated by Dame Nellie Melba in 1923.

“We’ve also recently collected some fascinating items from former clients and staff, such as handknitted egg warmers that were used in the dining room at St. John’s.”

When complete, the Heritage Centre will be a safe space for our past clients and their families, showcasing and preserving the collective histories of AV and our founding agencies. As part of our commitment to lived experience and client voice, we are taking a collaborative approach by engaging with our past clients every step of the way.

Past clients of our predecessor agencies have been part of this project from the very start. They have told us what is important to them in a Heritage Centre, participated in interviews to share their memories, and provided photographs and artefacts from their time with us. It has been a privilege for the Heritage Centre team to hear their stories.

– Bronwen Sarantoulia, Heritage Services and Redress Manager

CREAM OF THE CROP

Anglicare Victoria is all about people. Our success is only possible because of the exceptional employees, carers and volunteers who are driven to build better tomorrows for all Victorians in need.

It is important to recognise that the work they do is not easy. As an organisation, our systems, managers and team leaders need to support our people as they support others. Some of the environments they work in present frequent challenges and surprises which demand a high level of skill and adaptability.

In 2024-25, almost 2,200 staff worked out of 96 locations to improve the lives of more than 50,000 Victorians. Almost 490 new employees joined us during the financial year, with overall employee numbers growing by more than 100 positions.

Anglicare Victoria’s workforce has grown by approximately 540 new positions over the life of the Strategic Agenda 2020-2024 and the first half of 2025.

This growth has predominantly been in The Orange Door, Family Services and Residential Services.

More than 360 employees moved internally, from one role to another, during 2024-25, more than twice as many as the year before. Turnover was 11.8 per cent, down on the 13.2 per cent the year before. Both years put AV in the low turnover range (defined as turnover rates of up to 15 per cent of the workforce).

Our employees were assisted by 280 volunteers, who helped our events, emergency relief centres and parish activities run smoothly.

From onboarding, training and student placements through to new psychosocial safety initiatives, our People and Culture team provided support across the organisation to meet the moment – and make life better for those less fortunate than themselves.

Pictured: Jasbir Suropada, Senior Practitioner, ParentZone

EXPERIENCE IS THE BEST TEACHER

Many of AV’s employees were first inspired to pursue a career in community services because of their own interactions with the foster care system or the many programs provided by organisations like ours.

At AV, we believe this lived experience is essential to our mission to transform lives for the better.

In 2024-25, AV launched our inaugural Client and Lived Experience Engagement and Participation Strategy, recognising the importance of listening to and amplifying the voices of this group of employees – as well as those of our clients.

The three-year strategy outlines the organisation’s commitment to embedding lived experience into everything we do.

The strategy recognises the unique insights of people with lived experience, including children, young people, families, and First Peoples as essential to shaping services that are inclusive, responsive and impactful. With a focus on codesign, peer work and advocacy, the strategy sets out clear actions to elevate these voices and support meaningful participation.

The strategy builds on the LEAP (Lived Experience: taking Action and increasing Participation) project, which was launched in 2022. The LEAP group continues to operate and explore opportunities for AV employees with lived experience, as well as helping to raise awareness of this group within the broader organisation.

You can read more about the lived experiences of our employees in the feature story on page 42.

My hope for the future is that services truly listen to us and include us. When people like me who have had this experience can be part of the solution, then we are going to see a real difference in the way services are run and, in the end, better outcomes for families in our community.

– AV client Jo

Pictured clockwise from right: Sherie Thomas, The Orange Door Child and Wellbeing Practitioner with mother Marlene and daughter Lara

SOMEWHERE YOU BELONG

AV works in some of the most diverse communities in Victoria, and we want this diversity to be reflected in our workforce. Diversity, Equity and Inclusion remains one of the most positively-rated areas whenever we receive feedback from employees. Everyone is welcome at Anglicare Victoria, and our intention is for all employees, clients, volunteers and carers to feel like our workplaces are spaces where they can be themselves and feel a sense of belonging.

For the second time, AV participated in the Inclusive Employer Index survey run by Diversity Council Australia (DCA) in the second half of 2024. More than a third (36 per cent) of our employees took part in the survey, which looked at diversity demographics, employee experiences in the workplace and the impact of inclusion within the organisation. The organisation was recognised as an Inclusive Employer for the second time by DCA, one of about 60 organisations nationwide.

To be named on the Inclusive Employers list, organisations must exceed DCA’s National Index Benchmark across at least five out of six key areas: awareness, engagement, inclusive organisational climate, inclusive leadership, inclusive team, and exclusion.

This is not to suggest the job is done. The results are encouraging but leave room for improvement. While 96 per cent of employees surveyed felt AV was taking action to create a diverse and inclusive workplace, 72 per cent felt AV had an inclusive culture (compared to 52 per cent of the Australian workforce).

The survey found AV had 88 different cultural backgrounds represented in the workforce, with respondents speaking 65 different languages.

About one in seven (15 per cent) identified as LGBTIQA+, one in five (20 per cent) had a disability and 1 per cent had a First Peoples background.

Building on our success

In April 2023, AV launched our inaugural Diversity, Equity and Inclusion Workforce Strategy. After more than two years of its implementation, we continue to strive to ensure every employee feels respected, valued, and supported. A diverse and inclusive workplace is one in which everyone feels empowered to achieve their best.

To enable us to make sustainable and accelerated change with the resources we have available, we are focusing our efforts on six priority areas:

• Reconciliation

• CALD (Culturally and Linguistically Diverse)

• Disability

• Gender Equity Committee

• PRIDE (Promoting Respect and Inclusivity for Diversity and Equality)

• LEAP (Lived Experience: Taking Action and Increasing Participation).

Our Diversity, Equity and Inclusion Workforce Strategy continues to evolve, guided by employee feedback, data insights, and lived experience. From flexible working arrangements to safety reporting guidelines and leadership development, we’re embedding inclusion into every layer of our organisation.

Being named an Inclusive Employer is an achievement, but it’s also a motivator. We will continue listening and learning, to ensure our workplace reflects the communities we work within and the values we stand for.

– Gaye Crichton, Director People and Culture.

HEALTH, SAFETY AND WELLBEING

At AV, our people do work that matters—often in challenging, high-pressure environments. It’s why we are committed to making our workplaces as safe, supportive, and healthy as possible. Employees operating in environments such as residential care and emergency relief often work with clients who are in heightened emotional states and enduring some of the worst periods of their lives. Their skillset requires techniques that help to restore calm to potentially volatile situations. Ensuring the safety of our clients, employees and volunteers is always our highest priority.

Comprehensive training and supervision are essential, and our practitioners have opportunities to debrief and discuss challenging cases with their supervisors and managers. AV uses the RiskMan database to log, track and respond to incidents big and small. The Health, Safety and Wellbeing (HSW) team in the People and Culture division check incident reports when they occur, follow up with staff and offer additional support whenever it is needed. And our Employee Assistance Program is available to all employees for free short-term, confidential counselling and for early intervention support following critical incidents.

Working together for safer workplaces

While AV has dedicated health and safety representatives in most of our workplaces across the state, the health, safety and wellbeing of clients, volunteers, carers, contractors and employees are ultimately responsibilities that are shared across all levels and workplaces of the organisation. The HSW team at Central Office helps frontline employees build a strong team culture and ensure their supervisors and managers have their back when it counts.

AV is committed to providing a safe and healthy work environment for our employees, volunteers, contractors and clients. We aim to eliminate or reduce risk wherever possible, introducing structures and allocating resources specific to each program, region and operating environment to respond to each one’s particular needs.

AV’s continuous improvement approach to health and safety incorporates:

• constant monitoring and oversight through governance committees

• investigations and follow up to improve practice

• proactive site inspections to identify hazards

• dedicated health and safety roles and expertise

• comprehensive training and supervision.

Psychosocial Hazards Project

While AV has always upheld a duty of care to protect the health, safety and wellbeing of its workforce, proposed amendments to the Occupational Health and Safety Regulations 2017 (Vic) will require employers to adopt a risk-based approach to managing psychosocial hazards. These regulations will take effect from December 2025.

Creating a safe environment by addressing psychosocial risks also supports employee wellbeing and performance.

In 2024-25, AV engaged a consultant, WTW, to undertake a comprehensive psychosocial risk assessment of the organisation. All AV employees had the opportunity to have their say in a psychosocial risk survey, which was launched during National Safe Work Month in October 2024. About half (47 per cent) of employees participated.

“Our people face unique challenges every day,” said Sharon Lavars, AV’s General Manager of Health, Safety and Wellbeing.

“Their voices have shaped our understanding of psychosocial risks, and their wellbeing is our top priority. We are committed to transforming these insights into meaningful action.”

Overall, AV measured favourably against the Australian norm and the global not-for-profit organisation norms. However, we recognise there is much work to be done to appropriately ensure the psychosocial health, safety and wellbeing of our workforce is protected. The WTW risk assessment is being transformed into a two-year action plan for our organisation, and we will report against this in the 2026 Annual Report.

Top 3 Well Worth It! program initiatives in 2024-25

The Well Worth It! program puts the spotlight on health and wellbeing throughout the year, encouraging employees to practice prevention and early intervention.

Flu Vax Program March to Jun 2025

334 onsite vaccinations

206 flu vouchers issued

National Safe Work Month campaign

513 engagements during the month

Fitness Passport sign ups

412 current members

Pictured: Penny Mitchell, Relationships Manager Partnerships (left) and Brigitte Aylett, Executive Assistant, at Run Melbourne 2025

TOOLS TO MEET THE MOMENT

The world our clients live in is constantly changing, and professional learning and development is an essential way to support our frontline employees to respond to the changing needs of those they work with. As well as an extensive general induction with online modules when all employees commence work at AV, specialised induction training is given to individuals working for The Orange Door, Family Services and Out-of-Home Care.

More than half (57 per cent) of AV’s employees participated in at least one professional learning opportunity during 2024-25. Almost a third (31 per cent) participated in two or more.

Employees had a choice of almost 60 different training options during 2024-25, including everything from training targeted at practitioners to business writing courses and leadership development. 125 people completed AV’s team leader training program, while the Ignite Emerging Leader Program again proved popular, with 103 completing it during the financial year.

The RISE Project (Realise. Inspire. Support. Energise.) aims to help Culturally And Racially Marginalised (CARM) women advance into senior leadership, and 20 AV employees are participating in this 18 month program.

Some of the other learning and development opportunities offered at AV during the financial year included:

• recurring mandatory training modules to ensure up-to-date knowledge

• study leave for employees undertaking further education

• an annual learning calendar with a wide variety of courses

• student placements and early career development

• a variety of in-person and virtual training sessions

• Therapeutic Crisis Intervention training, to teach employees how to help children manage stress in constructive ways.

Breakout: Investing in the future

As an organisation that has grown by more than 500 employees in the last five years, it is important to ensure our systems evolve to enable our people to continue doing what they do best.

Since September 2024, the People and Culture Team has been working on the roll-out of Dayforce, which is scheduled to go live in 2026.

Dayforce combines Payroll, HR, Benefits, Time and Attendance, Talent and Workforce Management into one cloud-based platform, replacing three separate systems that previously provided this functionality. The new system will provide employees and managers with more tools to manage their workday, provide access to better data and streamline a range of administrative processes.

HIGH AND RISE-ING

Australian research highlights that CARM women are capable, ambitious and well-positioned to contribute to organisational success. However, many face barriers that hinder their career progression.

At AV, we believe that addressing these barriers is not only the right thing to do for the women themselves but also beneficial for our organisation. By building and promoting a strong pipeline of CARM women leaders, we can broaden our strategic perspective, identify emerging needs, innovate, and achieve business goals in diverse settings.

Launched in 2023, The RISE Project (Realise. Inspire. Support. Energise.) is a partnership between Diversity Council Australia, Settlement Services International and Chief Executive Women.

RISE is funded by the Australian Government Office for Women through the Women’s Leadership and Development Program 2022-2026. It aims to remove the barriers that restrict the movement of CARM women into senior leadership.

RISE involves collaboration between 25 organisations across Australia, including AV. Twenty women are taking part in the RISE Project at AV, from practitioners to managers and team leaders.

AV project manager Kudzi Sibanda, who moved from Zimbabwe to Australia when she was young, said what she valued most about the RISE Project was the wonderful community it had fostered among the participating CARM women at AV.

Beginning in September 2024 and running for 18 months, participants will be involved with a range of activities in three main areas: identifying systemic barriers, career support and advancement activities, and project support, check in and feedback.

AV launched a RISE Action Plan 2025-26 towards the end of the financial year that includes regular progress reports, impact assessments and feedback mechanisms for those completing the project.

“Programs like RISE are a reminder that inclusion must be intentional, intersectional, and embedded in everything we do,” said Gaye Crichton, Director People and Culture.

We come together to share our stories, uplift each other, and navigate our professional paths collectively. This shared commitment to each other’s growth and success is what will ensure our own ongoing success within the program and beyond.

– Kudzi Sibanda, Project Manager and RISE participant

Pictured: Kudzi Sibanda, AV Project Manager

MAKING A MARK WITH AOD TRAINEESHIP

In 2024, AV joined the Alcohol and Other Drug (AOD) Trainee Pilot Program, which combines onthe-job training with further study for promising candidates.

The Victorian Department of Health program was designed to strengthen the state’s AOD workforce through a structured learning experience. AV’s first trainee was Allison Jury, who was selected from 150 applicants due to her stand-out blend of professional experience, lived experience and passion for the importance of AOD support.

Allison joined our AOD team in the Southern Division, splitting her time between hands-on experience with a variety of our project teams, as well as completing a Diploma in AOD through Odyssey House.

She was supported by senior practitioners Noelene Davids and Lou Tamala, received external supervision through SHARC (Self Help Addiction Resource Centre), and attended conferences and network meetings.

Allison also worked with partners like Windana Drug and Alcohol Recovery, where she ultimately secured a role as an Aboriginal Wellbeing Worker in the First Peoples Healing Program.

The traineeship has fast-tracked Allison’s career in ways that wouldn’t have been possible through study alone. She not only gained practical knowledge and experience but also built strong industry networks.

“The AOD workforce needs skilled, dedicated professionals, and this program has proven how valuable it is in preparing trainees for real-world practice,” says Grenville Wise, Program Manager.

“We hope the Department of Health continues to invest in this initiative so we can provide more opportunities like this in the future.”

Allison’s success is part of a broader strategy to support early career professionals and students across Anglicare Victoria.

AV placed 167 students in roles across the organisation, as well as hosting seven Switch to Social Work interns and 12 Community and Social Services Graduate Program participants through support from the Department of Families, Fairness and Housing.

The best part of this experience has been the support I received from the AV team. I was given space to learn, grow and contribute in a meaningful way. This traineeship has set me up for a career that I’m truly passionate about.

– Allison Jury, AOD trainee

Pictured clockwise

CHAIRPERSONS’S REPORT

This annual report marks my third year as Chairperson of the Anglicare Victoria Board, and I am just as enthusiastic as ever about the extraordinary work this organisation does every single day. As you can see in the pages of this report, the agency has continued to grow, thrive, and deliver on its promise to create better tomorrows for the people of Victoria. As a result, our stakeholders, including state and federal governments and fellow social sector organisations, have confidence in our ability to provide essential services to those most in need in our community.

Our staff and volunteers deserve a heartfelt thanks for the work they do all year round. Under the stewardship of our Chief Executive Officer

Paul McDonald and AV’s Executive Leadership Team, they have continued to walk beside and advocate for those in need. In particular, I would like to acknowledge the contribution of Ron Courtney, who retired this year after more than a decade serving on the Property Committee, and Garry Dalton, who recently retired from his 15year tenure as General Manager, Property and Fleet.

Both these men are leaving Anglicare Victoria in a better position than when they joined us, and the legacy of their influence and impact will be felt long into the future.

Another strong performance

It has been another highly successful year for government tenders, allowing AV to expand upon our existing services and add much-needed new programs to our repertoire. The sibling placement and support service will help keep more brothers and sisters in Out-of-Home Care together, while the Foster Care Specialist Disability program and Therapeutic Foster Care will bridge a crucial gap in the current system for children and young people with additional needs.

Although we posted a budget deficit of $1.66 million for 2024-25, these additional tenders, and the invaluable philanthropic support we receive from our donors and volunteers, has enabled the agency to grow our operating revenue by 6.5 per cent. AV remains in a strong financial position to continue supporting Victoria’s most vulnerable children, young people and families. I would like to extend my thanks to all those who have contributed to the agency over the last financial year.

Managing risk in a changing environment

Risk management remains a focus of the agency, and work continues across regions and program areas to ensure our risk management framework remains fit for purpose and can support us in looking after the welfare of staff and volunteers while caring for vulnerable children, young people and families. Cybersecurity poses an everpresent threat and, in 2024-25, Anglicare Victoria managed around one million attacks on our system per month. This is a rapidly evolving area and one which will only grow in importance into the future. As a result, the agency has conducted a range of activities and training to ensure all staff and systems are up to date.

Heartfelt thanks to the Board, Council and AV staff

I would like to take this opportunity to thank the Anglicare Victoria Council, including those members who are retiring this year and those who have recently been elected. I would also like to thank the Board for their ongoing dedication to AV’s mission. This committed and cohesive team provides expertise and guidance, in a voluntary capacity, to ensure AV continues to provide such remarkable service to the Victorian community.

Congratulations to incoming Archbishop Dr Ric Thorpe

I would like to welcome Melbourne’s new Anglican Archbishop, the Right Reverend Dr Richard (Ric) Thorpe, who will start with the diocese later this year. Dr Thorpe was elected in May 2025 by more than 750 clergy and lay parish representatives who together form the Archbishop Election Synod, following the departure of Archbishop Dr Freier after serving 18 years in office. He comes to us from the Diocese of London, where he has distinguished himself with his ability to grow new Anglican congregations.

Thanks also to Bishop Genieve Blackwell, who has been acting as the administrator of the Melbourne Diocese in the period between Dr Freier vacating the position and Dr Thorpe commencing later in 2025.

Tony Sheumack Chairperson

Pictured: Tony Sheumack, Anglicare Victoria Chairperson

CHAIRPERSON’S AWARDS

Each year, Anglicare Victoria celebrates the achievements of our staff, clients, and volunteers at the Chairperson’s Awards. It’s an opportunity to recognise the valuable contributions these individuals, families and teams have made to the lives of young Victorians and their parents and carers.

CLIENT AWARDS*

INSPIRATIONAL OUTCOME

This award honours resilience, perseverance, and a commitment to achieving better outcomes and a stronger future. This year there were two categories: individual and family.

RISING STAR

This award is presented to an individual who has demonstrated a positive attitude and commitment towards an element of their personal growth.

VOLUNTEER AWARDS

FOSTERING FUTURES (FOSTER CARE AWARD)

Winner: Katrina Alley and Ross Salathiel

Katrina and Ross have demonstrated extraordinary lifelong commitment to a young person with complex disabilities. Katrina became an accredited AV foster carer to be his long-term carer, and the couple overcame significant challenges to secure funding for a purpose-built independent living unit on their property, so they can continue supporting this young person for life.

OUTSTANDING VOLUNTEER

Winner: Hannah Valenti – Step Out Lead Tenant, North

Hannah has devoted countless hours to mentoring and supporting young people. Her commitment, positive role modelling, dedication and compassion embodies the spirit of Lead Tenant.

STAFF AWARDS

EXCELLENCE IN SERVICE

Team Winner: Pathways to Change Team, Central Office and Box Hill

This team drew on their collective expertise to design and implement a brand-new complex program spanning several regions and seven courts and managed to successfully launch the service within just 12 weeks.

Individual Winner: Annie Ritchie – Child and Young Person Practice Lead, The Orange Door, North Central

Annie is an exceptional professional who manages complex relationships between agencies and government departments and puts the children and young people in The Orange Door at the forefront of decision making.

STEVE WATKINSON MANAGER AWARD

This award is presented to an individual manager who, through drive, leadership, and innovation, has demonstrated absolute passion and commitment, both to best program outcomes and staff development.

Winner: Rebecca Virtue – Program Manager, Placement and Support, Gippsland

Rebecca identified a critical gap in the system for children with complex disability needs and championed the development of the Foster Care Specialist Disability program, ensuring it would be trauma-informed, child-focused and sustainable. Thanks to Rebecca’s hard work these children now have stability and better access to assessments and therapeutic supports.

SPECIAL RECOGNITION AWARDS

Yarraville Cricket Club

This community organisation has had an enormous impact on one of our winners from last year’s Chairperson’s Awards, helping her to launch her own small business, gain real-world experience and generate enough profits to grow her enterprise at just 17 years old.

School Student Broadband Initiative Team, Central Office

In just 18 months this team has worked with more than 60,000 people. Their combined efforts have helped to connect more than 23,000 families in Australia with children at school to the internet.

*The winners of the client awards are involved with the child protection system. Their names have been omitted here to protect their safety and privacy.

Pictured: Award winners, employees and audience members at 2025 AV Chairperson’s Awards

GOVERNANCE AND OVERSIGHT

Best practice governance, oversight and risk management are essential when providing care and services to the state’s most vulnerable children, young people and families. In the complex and challenging work environments in which AV’s frontline employees operate, effective systems and structures are needed to ensure they can focus on delivering care to our diverse client base.

AV’s governance framework was guided by the Anglicare Victoria Constitution, which was updated in 2017 during the 20 Year Review – Governance and Related Matters.

It is reviewed regularly and subject to continuous improvements. A robust network of systems has been developed to report and follow up incidents as they occur, identify and address challenges, and support staff, volunteers, carers and clients who are affected. The security of client data remains paramount, and AV also has systems in place to address environmental, social and governance considerations.

Board and committees

The nine-person AV Board meets monthly to set strategic direction, provide leadership and oversee organisational integrity. Its operations and decisions are informed by a range of committees that each consider a different suite of current and future risks (see page 92-93), as well as a governing Council. CEO Paul McDonald has been responsible for delivering the Strategic Agenda 2020-2024, as well as taking a hands-on role in developing the new strategy which was approved by the Board in 2025. Progress against the previous strategic agenda was measured and reported to the Board quarterly.

The AV Board and the Board Committees have oversight of AV’s continuous improvement system. They do this through:

• ensuring a Quality and Safety Governance Framework is in place and reviewed regularly

• maintaining a risk register

• regular internal and external audit processes

• reporting and facilitating the exchange of information between relevant AV governance groups, including the Executive Leadership Team, Client Services Executive, Growth and Innovation Executive, Business Excellence Executive, Pillars of Practice, People and Culture committees and boonde-mak.

Along with the usual suite of risks managed by most businesses, AV has additional considerations to manage including child safety, client care, staff and volunteer safety as well as a complex set of legislative requirements, regulation, funding agreements, codes and standards. Each committee of the AV Board has carriage for a different set of risks, and AV has quality managers and staff embedded in every region who have responsibility for supporting the identification and mitigation of risk through activities that focus on monitoring compliance and promoting continuous improvement. AV has also created a stand-alone Safeguarding Team to focus on the safety and wellbeing of children, which has responsibility for investigating complaints and allegations related to their safety.

Pictured back row L-R: Marianne Watson, David Poynter, Sue Sealey, Kirsty Simpson, Andrea Dwyer, Sonia D’Urbano, Pictured front row L-R: Vincent Bucci, Bridget Weller, Claire Nyblom, Amanda Stacey, Gaye Crichton, Jan Noblett.

Not pictured: Paul McDonald, Michael Oerlemans, Vicki Levey.

AV Executive Leadership Team

Quality and Safety Governance Framework

AV’s operations need to meet the complex and diverse needs of clients, while ensuring a safe, rewarding, and productive working environment for our employees and volunteers. Quality and Safety Governance is achieved through a whole-oforganisation approach of integrated systems and processes, underpinned by continuous monitoring, evaluation and improvement.

While responsibility for organisational quality and safety rests with the Board, quality and safety at AV is owned and championed by the whole organisation, from frontline staff and volunteers through to team leaders, managers and the Executive Leadership Team.

AV Quality and Safety Governance systems and processes are organised into the following domains:

QUALITY AND SAFETY GOVERNANCE DOMAINS

QUALITY AND SAFETY GOVERNANCE DOMAINS AND ACTIVITIES

GOVERNANCE DOMAIN ACTIVITIES

CONTINUOUS IMPROVEMENT

• Continuous improvement cycle

• Outcome measurement and evaluation

• Service design

• Pillars of Practice and Communities of Practice

RISK MANAGEMENT

• Risk Register

• Risk management system

• Business continuity

• Internal audit and file audit frameworks

AUDIT

COMPLIANCE

DATA REPORTING SYSTEMS

FEEDBACK

INFORMATION MANAGEMENT

SAFEGUARDING

• External audit and review

• Statutory and contractual compliance obligations

• Quality Assurance, monitoring and reporting

• Performance reporting

• Outcomes measurement and reporting

• Client and carer voice

• Complaints, compliments and suggestions

• Employee feedback and surveys

• Information, document, records and archive management

• Child safety

• Incident management

• Safe workforce

• Safe service environment (OHS)

Pillars of Practice and Communities of Practice

Pillars of Practice have been established in various program areas to drive the implementation of practice consistency, practice improvement and service design. The Pillars of Practice explore practice improvements with all relevant program managers to ensure the development and implementation of AV’s services is effective.

Practice improvements are informed by the audit review and monitoring functions in the quality system.

Communities of practice operate for some programs to share best practice and improvement initiatives.

State-wide oversight is monitored through the Client Services Executive which includes regional management.

Pictured: AV Deputy CEO Sue Sealey (left) after winning the Robin Clark Award at the 2024 Victorian Protecting Children Awards; Deb Tsorbaris, CEO, Centre for Excellence in Child and Family Welfare Robin Clark Leadership Award

AV QUALITY AND SAFETY PRINCIPLES

ONE

Empowering staff and clients to voice quality and safety concerns

TWO Preventing harm by providing safe environments

THREE Protecting clients from harm, neglect and abuse

FOUR

Partnering with clients to assess need and make positive change

FIVE

Respecting cultural diversity, inclusion and equity

SIX

Promoting continuous improvement

SEVEN

Upholding accountability and ownership of quality and safety

EIGHT

Effective planning, resource allocation and training

NINE

Proactive collection and sharing of information and data

TEN Openness and transparency

Compliance with Victorian Social Services Standards

The regulation of social services in Victoria changed on 1 July 2024 with the introduction of new Social Services Standards and a Social Services Regulator. The new standards were designed to ensure that all elements of service delivery – including people, systems and facilities – consider the safety and wellbeing of clients.

AV is registered to deliver services in accordance with the Social Services Standards, and continues to undertake rigorous self-assessments to ensure compliance with the new framework.

AV is committed to excellence in governance across all areas of our operations, and we are guided by a set of Quality and Safety Governance principles. These principles are developed from the quality governance principles in the Community Services Quality Governance Framework and the Social Services Standards.

Audit and review processes

In addition to complying with the new Social Services Standards, AV is subject to a variety of external assessment processes, as well as conducting our own internal review processes for quality assurance purposes. We monitor compliance with legislation such as antidiscrimination, equal opportunity provisions, health and safety and the individual requirements of each contract or service agreement.

AV engages external auditors to review key areas including quality governance, service delivery, LGBTIQA+ inclusion, finance, cyber security, modern slavery, and other identified areas or systems that require specialist expertise to independently review.

External audits of AV during the financial year included:

• monitoring by Department of Families, Fairness and Housing (DFFH) which include Out-of-Home Care spot audits

• accreditation against standards such as QIC Health and Community Services Standards and Rainbow Tick Standards

• Commission for Children and Young People (CCYP) residential care monitoring visits

• annual financial audit

• WorkSafe Victoria monitors organsiations against the Occupational Health and Safety Act 2004.

AV’s compliance with the Charter for Children in Out-of-Home Care is assessed through the residential care monitoring program operated by the Commission for Children and Young People. This program interviews young people about their experiences living in residential care homes.

During 2024-25, 15 separate audits were conducted by the internal audit team under AV’s Annual Audit Plan. These audits were developed based on the 11 themes in the organisation’s Risk Register and the results were reported to the AV Board to support continuous improvement. More than 1,800 client files were internally audited during the financial year.

Monitoring and reporting occurs in real time across the organisation, including live dashboards of performance data, incident reports, compliance information and human resources statistics, which can be accessed by executives and program managers.

Quarterly updates about changes to relevant legislation are provided by Health Legal. New or changed legislative requirements are allocated to executives and managers to consider and action.

Safeguarding and child safety

Child safety is one of AV’s highest priorities, and comprehensive systems are in place to ensure a consistent child safe culture across our service areas. A Child Safe Working Group monitors the agency’s compliance against the Victorian Child Safe Standards and National Principles for Child Safe Organisations, and promotes continuous improvement in systems and processes that strengthen child safety and wellbeing.

Prospective and current employees and volunteers are subject to stringent safety screening, must hold a current Working With Children Check and are subject to regular police checks and mandatory child safe training.

The Safeguarding Team works alongside the Quality Team to conduct all investigations. Compliance is monitored by the People and Culture Team and reported to the AV Board.

The Safeguarding Team works as part of Quality and Outcomes to undertake all client investigations, including allegations of abuse or misconduct towards children. Investigation outcomes are reported back to programs to enable identification of potential future system improvements.

Pictured: Chris de Paiva, Program Manager Diocese and Parish Partnerships (left) with client at AV Williamstown Emergency Relief Centre

boonde-mak

– “coming together”

Chaired by AV’s CEO, boonde-mak means “coming together” in Woiwurrung language. It is a group that includes senior executives from a range of areas, as well as AV’s Senior Cultural Operations Lead and Cultural Engagement Lead. Boondemak comes together quarterly, ensuring a forum where important First Peoples issues can be discussed and addressed at the highest levels of the organisation.

Cyber security

AV is acutely aware of the increasing risks posed by cyber security threats. Due to the sensitivity and privacy concerns associated with client data, AV invests heavily in both time and resources to mitigate against this risk.

During 2024-25, AV blocked more than 900,000 threats to our cybersecurity every month on average. Phishing attacks, malware and ransomware are challenges that require constant vigilance. The organisation’s response to cyber security is led by our Information Technology

Services but is a collective responsibility for all employees. Best practice systems, testing and regular education all play an integral role in the organisation’s response to external threats – part of a holistic approach that encompasses people, processes and technology.

All employees are encouraged to maintain a security-conscious culture. Staff are required to complete online cyber security training as part of their general induction, as well as a mandatory refresher every two years to ensure they remain alert to potential security threats. Simulated phishing tests are conducted regularly throughout the year. Anyone who clicks on a suspicious link is required to complete additional training.

AV has a regular cadence in managing the risk of threats across all areas of the IT environment in association with our IT Security Service provider, Trend Micro. This extends to all areas of AV’s architecture and operates in real time. Strong system access controls are maintained through three security measures – encryption, multifactor authentication (MFA) and single sign-on (SSO). Smartphones provided for use by AV employees are enrolled in a secure Mobile Device Management (MDM) platform.

Disaster recovery and incident response plans have been updated that encompass all aspects of service operation and delivery. Ongoing external vulnerability audits are conducted by thirdparty security experts, probing for weaknesses and implementing comprehensive measures to address evolving digital threats and safeguard the privacy and integrity of our information systems.

Sustainability

While AV’s core business is delivering social services to improve the lives of vulnerable Victorians, there is a growing community expectation that not-for-profit organisations will operate in the most sustainable way possible.

The majority of our work is spent face-to-face, person-to-person, supporting families and young people through some of the most difficult times of their lives. Often this work happens in our clients’ homes to minimise disruption.

The areas where we have the potential to reduce our environmental impact are in our facilities, our transport and our supply chain.

AV has a series of regional sustainability committees that are active and engaged in highlighting the issue of sustainability and the benefits of reducing waste, using energy more efficiently and cutting emissions.

AV has embraced hybrid working, giving employees the option to work from home part of the time to suit their family responsibilities and their lifestyle. Upskilling across the organisation during the pandemic means our workforce is now equally comfortable working from home via videoconferencing as they are in an AV workplace. This helps to reduce the amount of travel people do as they commute to and from work in private or fleet vehicles, ultimately reducing petrol use and emissions.

However, almost all of AV’s fleet uses internal combustion engines, with hybrid electric vehicles making up less than five per cent of the total. This has been identified as an area of improvement.

AV’s Preferred Supplier Policy preferences using suppliers and other businesses that have similar ethical and community values to our own, both from a social and sustainability standpoint. Recycled and sustainable products are sourced for our sites wherever possible.

For several years AV has fully offset the emissions generated by our operations by purchasing Green Power through our energy provider Shell. All new sites that have been fitted out or built since July 2016, including our Broadmeadows office, have LED light panels, LED downlights and sensors installed to reduce energy use. These sites include Morwell, Bairnsdale, Warragul, Wonthaggi, Sunshine, Central Office in Collingwood, Echuca, Maryborough, Box Hill, sections of Lilydale and Yarraville and the Footscray Orange Door. We are progressively replacing lighting with LED panels, downlights and sensors at our other offices.

Segregation of waste is standard at AV sites. Multiple bins ensure appropriate disposal of general waste, as well as appropriate recycling of cardboard, bottles and plastics. Our used IT hardware is recycled under a zero-waste-tolandfill policy, and building waste from demolition or construction of major projects is recycled if suitable.

Redress

At Anglicare Victoria, we want to emphasise the importance of recognising and addressing the prevalence of historic institutional abuse in organisations such as our own and our founding agencies, and demonstrate our willingness to acknowledge and support those who experienced abuse. Our organisation participates in the National Redress Scheme operated by the Australian Government.

AV is also providing information to the Victorian Government’s Redress for Historical Institutional Abuse program, which is for people who experienced physical, emotional or psychological abuse and neglect as children in institutional settings in the state prior to 1990. The scheme began accepting applications for redress and making offers in May 2025. AV is also engaged with the Historical Forced Adoptions Redress Scheme introduced by the Victorian Government to acknowledge the impact of historical forced adoption practices.

Our Heritage Services team will also continue to assist past clients to access their records, make referrals to appropriate support services and respond to claims of abuse received outside of the scheme.

Modern slavery

AV updates our modern slavery statement annually, reporting against the Commonwealth Modern Slavery Act 2018 for the financial year on our framework and processes to minimise the risk of modern slavery in our business practices. The statement is uploaded to our website.

AV looks for suppliers that demonstrate a commitment to implementing policies and practices consistent with our own, and completes a due diligence process that includes a range of ethical considerations.

AV has not identified any instances of modern slavery in our operations. We provide the opportunity for concerns to be raised through our website where employees, volunteers and members of the public can raise their concerns or make a complaint.

The Modern Slavery Working Group meets regularly to identify and implement process improvements and compliance policies that need to reflect modern slavery obligations.

Pictured: Belinda Warren, Support Engineer

BOARD MEMBERS

TONY SHEUMACK

COMMENCED OCTOBER 2021

Tony worked as an educator in both government and independent schools for more than 40 years, most recently as the headmaster of Beaconhills College. A practising Anglican of deep personal faith, Tony is a committed environmental steward and has developed a range of international service programs. He is also a board member of the Independent Schools Block Grant Authority Board and Mentone Grammar School.

PROF. SHAWANA ANDREWS

COMMENCED OCTOBER 2021

Professor Shawana Andrews is a Palawa Trawlwoolway woman, Director of the Melbourne Poche Centre for Indigenous Health and Associate Dean Indigenous in the Faculty of Medicine, Dentistry and Health Sciences at The University of Melbourne. Shawana has over 25 years’ experience working in Aboriginal health and higher education, including clinical social work and a PhD on family violence and cultural practice methodologies. Her most recent book, Health, Spirit, Country and Culture is part of the First Knowledges series.

ANDREW ASTEN

COMMENCED FEBRUARY 2021

Andrew is a Partner at Boston Consulting Group (BCG) within the Transport, Cities and Infrastructure practice, with his work ranging across infrastructure asset ownership and operations, major project design and delivery, construction, and building materials. He has also worked extensively in BCG’s public sector practice, with experience in social policy and public sector reform. He has a background as a commercial lawyer with Herbert Smith Freehills and over 15 years’ experience serving on not-for-profit Boards.

BISHOP MATTHEW BRAIN

COMMENCED NOVEMBER 2022

Bishop Matt Brain was ordained in the Anglican Diocese of North-West Australia in 2003, gaining valuable experience in rural and remote ministry before moving to the Diocese of Canberra and Goulburn in 2010 and being consecrated a bishop in 2015. Bishop Matt has completed a doctorate, published numerous books, articles and conference papers and has lectured at St Mark’s Theological College and Charles Sturt University. Since 2018 he has been the Bishop of the Anglican Diocese of Bendigo.

JOANNA FAZIO

COMMENCED OCTOBER 2021

Joanna Fazio leads her own independent consultancy, where she partners with for-purpose, not-for-profit and philanthropic organisations to maximise their impact. Prior to this, Joanna was the Head of Impact and Strategy at World Vision Australia, the largest international non-government aid organisation in Australia. Her diverse professional background spans mass market fundraising, luxury business management, and the investment sector.

MATTHEW PRINGLE

COMMENCED OCTOBER 2018

Matthew has extensive experience in corporate finance, audit and assurance, governance, and strategy, including over 25 years’ experience as a Partner at Pitcher Partners. His roles with Pitcher Partners have included leading the corporate finance practice group, senior audit partner and leading the corporate governance and board advisory practice area. Matthew serves as a director on a series of private, listed and unlisted organisations.

PROF. DAVID MACKAY

COMMENCED OCTOBER 2020

David was an Associate Professor at Deakin University, teaching and researching in the fields of eCommerce, and natural resource economics (climate change). Most recently, David has studied the importance of good governance in not-for-profit organisations, focusing on the impact faith-based governance can have on leadership. He is a fellow of the Australian Computer Society, a fellow of the Australian Institute of Company Directors and a director of several boards in health, education and employment.

CLAIRE SIME

COMMENCED OCTOBER 2020

Claire is currently the Chief Strategy & Transformation Officer at genU, a disability, ageing, training and employment services organisation. Prior to that she was at Epworth HealthCare in a senior strategy role, as well as at KPMG as a management consultant helping clients with strategy, change management and major transformations.

AM KC

COMMENCED OCTOBER 2021

Daryl has practised as a barrister, predominantly in commercial and corporate law, since 1991. Before that he was a solicitor at Blake Dawson Waldron (now Ashurst Australia). He served as Chair of the Professional Standards Committee of the Anglican Dioceses of Melbourne, Ballarat, Bendigo and Wangaratta from 2012 until 2021. Daryl has also served as a Board Director of the Peter MacCallum Cancer Centre and the Peter MacCallum Cancer Foundation.

DARYL WILLIAMS

BOARD CHAIR

MEMBER

MEMBER

MEMBER

MEMBER

BOARD MEMBER

AV COMMITTEES

The CSC meets quarterly to monitor the quality and safety of services delivered, and ensure the voices of clients are heard.

Claire Sime Committee Chair

Shawana Andrews Board member

Tony Sheumack Board Chair (ex-officio)

Maree Roberts External member

Meaghan Courtney General Manager Quality and Review

Paul McDonald CEO

Jan Noblett Director Quality and Outcomes

Sue Sealey Deputy CEO

Marianne Watson Director Client Services

Dr Anne Welfare Principal Practitioner

The PC meets bi-monthly to provide advice on all matters related to the governance and management of AV’s property portfolio.

Matthew Pringle Committee Chair

Tony Sheumack Board Chair (ex-officio)

Daryl Williams AM KC Board member

Ron Courtney External member (retired end 2024-25)

Peter Dempsey External member

Vincent Bucci Director Finance and Business Services

Paul McDonald CEO

Sue Sealey Deputy CEO

Caroline Smith General Manager Property and Infrastructure

COMMITTEE (RAC)

The FAIC meets monthly to monitor and review financial reporting, auditing and risk management practices.

Matthew Pringle Committee Chair

Andrew Asten Board member

Tony Sheumack Board Chair (ex-officio)

Andrew Dix External member

Peter Horsburgh External member

Russell Jansen External member

Vincent Bucci Director Finance and Business Services

Noreen Hazari Budget and Analytics Manager

Paul McDonald CEO

Tony Philips Financial Controller

The RAC meets twice a year to provide oversight and governance of AV’s risk management framework, control audits and reporting.

Matthew Pringle Committee Chair

Prof David Mackay Board member

Tony Sheumack Board Chair (ex-officio)

Claire Sime Board member

Andrew Dix External member

Vincent Bucci Director Finance and Business Services

Gaye Crichton Director People and Culture

Paul McDonald CEO

Jan Noblett Director Quality and Outcomes

The WCCC meets quarterly to review and advise on workforce issues including safety, diversity and inclusion, employee engagement, wellbeing, development, leadership and compliance.

Prof David Mackay Committee Chair

Bishop Matt Brain Board member

Joanna Fazio Board member

Tony Sheumack Board Chair (ex-officio)

Joanne Hansen External member

Damian Neylon External member

Vincent Bucci Director Finance and Business Services

Gaye Crichton Director People and Culture

Paul McDonald CEO

OUR LEADERSHIP

AV’s Executive Leadership Team provides strategic and operational leadership for the organisation. It is responsible for driving our strategic agenda which describes the organisation’s shared goals and direction.

Paul McDonald CEO

Sue Sealey Deputy CEO

Vincent Bucci Director Finance and Business Services

Gaye Crichton Director People and Culture

Andrea Dwyer Director Project Development and Innovation

Jan Noblett Director Quality and Outcomes

Kirsty Simpson Director Strategic Communications and Marketing

Marianne Watson Director Client Services

Bridget Weller Director Strategy

Sonia D’Urbano Regional Director East

Amanda Stacey Regional Director North Metro

Vicki Levy Director South Division

Michael Oerlemans Regional Director North Central

Claire Nyblom Regional Director West

David Poynter General Manager Business Development and Evidence-Based Models

Pictured: Board members Claire Sime (left) and Matthew Pringle

Pictured: AV Chairperson Tony Sheumack (left) with Board member Joanna Fazio

STAYING RESILIENT

Anglicare Victoria (AV) posted a total net deficit for the 2024-25 financial year of $1.66 million, after many years of operating surpluses.

A slight increase in operating costs, significantly lower than expected income from bequests, along with an increase in fundraising investment during the second half of the financial year, contributed to the result. The investment was used to attract new donors to the organisation, as part of a four-year strategy to increase the supporter base.

AV posted an increase in overall investment income, including strong year-end funds management distributions and a significant uplift in the market valuation of our investment portfolio.

Overall, AV’s financial position remains strong, with a sound net equity balance of $46.8 million.

Operating revenue - $269.8 million

Total operating revenue grew by 6.5 per cent during 2024-25. This was primarily due to increased State Government funding for core service programs and success in winning a series of government tenders to deliver a range of services in metropolitan and regional areas of Victoria, relating to:

• Expansion of family violence services

• Extended and ongoing funding for the Care Hub services and programs

• Introduction of Therapeutic Foster Care services

• Housing First Leaving Care services

• Development and delivery of Court Mandated Counselling Orders for People Using Violence (PUV)

• Expansion of educational support services (Navigator programs)

• Educational support for children in Out-ofHome Care

• Extension of the Gambler’s Help program

• Sibling placement and support services

Operating expenditure - $273.1 million

Total operating expenditure increased by 7.9 per cent compared to last year.

This was largely due to:

• increased staff costs and direct client expenses associated with the expansion of existing and new programs, as mentioned previously

• unfunded increases associated with the rise in compulsory superannuation from 11.5 per cent to 12.0 per cent

• Victorian Government adjustment of the Workcover premium calculation rate, resulting in a total cost increase of $1.7 million.

Non-operating items/activities

- $1.7 million

This result reflects the favourable “mark to market” valuation increase of AV’s investment portfolio of $1.7 million, as at 30 June 2025.

Financial position – total assets $115.4 million and total liabilities $68.6

million

AV’s lower than expected operating performance has impacted AV’s overall financial position, with net equity decreasing to $46.8 million from $48.5 million at the end of the previous financial year. However, AV’s financial position remains sound, with a healthy net working capital balance (current assets less current liabilities) of $14.3 million.

This strong financial position ensures AV remains sustainable and able to fund annual operational infrastructure requirements (primarily property and technology) and key strategic plan ambitions for future growth and enhancements.

Finally, I take this opportunity to personally thank all our staff, volunteers, Board, Finance Committee members and external advisors for their valuable contribution and advice during what was a particularly challenging year.

Vincent Bucci Director – Finance and Business Services

STATEMENT OF SURPLUS AND DEFICIT AND OTHER COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2025

GLOSSARY

Aspire To Be – AV partnership with Yooralla that aims to ensure all young people with a disability living in Out-of-Home Care receive a diagnosis, are able to access the National Disability Insurance Scheme and receive support appropriate for their needs.

Buldau Yioohgen – ‘Big Dreams’ Youth Leadership Academy for Aboriginal and Torres Strait Islander young people. Buldau Yioohgen takes young people through a 12-month program to reconnect with their Culture on Country, as well as introducing them to partner organisations and opportunities.

COMPASS – Innovative investor-funded program to provide accommodation and other support to young people transitioning from state care to independent living. An AV partnership with VincentCare.

Emergency relief – Food and other support for people in urgent need. Can include medication, clothes and petrol vouchers.

Family services – Child-centred therapeutic intervention for vulnerable families that are often dealing with a range of challenges.

Practitioners partner with families to set goals for improvement.

Financial counselling – A free service which helps clients struggling with debt and associated issues such as job loss and problem gambling. Financial counsellors advocate for clients with creditors and insurance companies and negotiate debt repayment plans.

Foster care – A form of care where children live in a home with adults who are not their biological parents or family members. Also known as homebased care.

Home Stretch – A successful campaign that encouraged all states and territories to extend state care for vulnerable young people from the age of 18 to the age of 21.

Kinship care – When children live with family members who are not their parents.

Lead Tenant – Involves a youth mentor living in a household with young people to provide positive role modelling and help them learn the skills to start living independently.

Navigator – An education program designed to help children who have disengaged from school find their way back into the classroom.

The Orange Door – Victorian Government family violence service. Both survivors and those who use violence can refer themselves via phone, online or in person.

Out-of-Home Care/state care – Umbrella term that covers all forms of alternative care for children who are unable to live with their parents. Includes foster care, kinship care and residential care.

ParentZone – Long-running AV program area designed to equip parents with positive strategies and techniques to restore a sense of calm and control to their families. The main ParentZone program is Parents Building Solutions.

Rapid Response – Evidence-Based Model developed by AV to prevent removal of children from families at risk. Involves intensive support by practitioners at the point of crisis and frequent contact.

Residential care – A form of care where young people live together in groups in a residential house, cared for round-the-clock by staff members. Young people in residential care often have complex needs which makes foster care placements unsuitable.

Targeted Care Packages – Funding for therapeutic and other services provided to individual children in state care with specific needs.

TEACHaR – Transforming Educational Achievement of CHildren at Risk. Education program designed by AV to help kids in state care catch up to their peers in particular academic areas. The program uses trained teachers and is tailored to the needs of individual children.

THANK YOU

We would like to acknowledge our generous philanthropic partners, corporate sponsors, community fundraisers, parish partnerships, schools and individual donors for their commitment to building better tomorrows.

Philanthropic Partners

Anglican Diocese of Ballarat

Ballarat Foundation (United Way)

Dr Barbara Fary OAM

Barbara Mann

Beverley Jackson Foundation

Bokhara Foundation

Bruce & Mary Humphries

Coralie Coulson

D Kaye Smith

Danks Trust

Bindy & David Koadlow

Elizabeth & Philip Leahy

Equity Trustees

Fiona Crosby

Helen M Pearse

HMA Foundation

Jaan Enden

Jack Brockhoff Foundation

Janet Thomson OAM

John & Lyn Levy

Krystyna Campbell-Pretty AM

Leon Costermans OAM

Lyone Foundation

Margaret Harper

Marion Collis

Parncutt Family Foundation

Paul Sheahan AM

Peter & Joanne Manger

Peter Clemenger AO

Prescott Family Foundation

Lady Primrose Potter

Ralph & Barbara Ward-Ambler

The Flora & Frank Leith Charitable Trust

The Godfrey Go Well Charitable Trust

The Kimberley Foundation

The Will & Dorothy Bailey

Charitable Fund

Vera Moore Foundation

Virginia Stevenson

William Angliss Charitable Fund

Corporate & Community Partners

Agnico Eagle Australia

Alliance Bernstein

Arid Zone

Blue Connections IT

Commonwealth BankCollingwood

Convergint

DELL Technologies

Epworth

Hume City Council

Iconic Food Distribution Group

InvoCare Australia

KindToKidz

Le Pine Funerals

Logicalis Australia

Myer Community Fund

Nana Huchy

On Site Laboratory Services

Teambuilding Co Australia

Wangaratta Uniting Church

Op-Shop

Women of the University Fund

Woolworths at Work

Schools

Ballarat & Queen’s Anglican

Grammar School

Bemin Secondary College

Bendigo Senior Secondary College

Brighton Grammar School

Camberwell Girls Grammar School

Camberwell Grammar School

Carey Baptist Grammar School

Cathedral College Wangaratta

Caulfield Grammar School

Christ Church Grammar School

Elwood College

Firbank Grammar School

Flemington Primary School

Girton Grammar School

Haileybury

Hampton Park Secondary College

Hume Anglican Grammar

Ivanhoe Girls’ Grammar School

Ivanhoe Grammar School

Korowa Anglican Girls’ School

Lowther Hall Grammar School

Melbourne Girls’ Grammar

Melbourne Grammar School

Melbourne Montessori School

Mentone Girls’ Grammar School

Mentone Grammar School

Mentone Park Primary School

Middle Park Primary School

Moe (South Street) Primary School

Moorooduc Primary School

Newmark Primary School

Ngarri Primary School

Old Orchard Primary School

Overnewton Anglican Community College

Parkdale Primary School

Pascoe Vale South Primary School

Pelican Child Care Centre

Ripponlea Primary School

Sandringham East Primary School

Scotch College

St Michael’s Grammar

Strathcona Girls Grammar

Wangaratta Primary School

Bequests & Estates

Alan Leslie Clark Trust

EC Curwen-Walker Charitable Trust

Estate of Edith Jean Brock

Estate of Elizabeth Mary Britten

Estate of Graeme Ross Blair

Estate of Lorna Heather Holsinger

Estate of Margaret Nancy Brown

Estate of Samuel Vernon Miller

Florence & Melville Hughes Trust

Henry Brough Smith Charitable

Trust

Lily Maude Payne Charitable Trust

Llewellyn Evans Testamentary

Trust - Mrs G Franklin Settled

Louis & Lesley Nelken Trust

Arthur George Birch Estate

The Beryl and Lloyd Collins

Perpetual Charitable Trust

The Tivey Memorial Fund

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Central Office

103 Hoddle Street, Collingwood VIC 3066

PO Box 45, Abbotsford VIC 3067

P. 1800 809 722

E. info@anglicarevic.org.au

Contact us if you need this information in an accessible format such as large print: please telephone 1800 809 722 or email info@anglicarevic.org.au

Anglicare Victoria’s Annual Report is available on our website: anglicarevic.org.au

ABN 97 397 067 466 Incorporated via the Anglican Welfare Agency Act 1997 in the Victorian Parliament. A member of Anglicare Australia. Endorsed as a Deductible Gift Recipient by the ATO. All donations of $2 or more are tax deductible.