Family Life: 2014-2015 Annual Report

2014-2015 Annual ReportLearning & Sharing for

life changing impact

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PurposeTransforming lives for stronger communities.

VisionFor all children to thrive within strong families that are supported by capable and caring communities.

MissionThrough effective services, support and connections, enable children, young people and families to thrive in caring communities.

ValuesRespect

Inclusion

Empowerment

Community

About Us

Family Life 2014-2015 Annual Report

Our HistoryFamily Life was founded in 1970 by a caring and concerned group of citizens who wanted to ease the growing pressures on families. Today, Family Life continues to provide support for families across the life cycle, by adapting and responding to changing needs and family diversity. Our activities include counselling, mediation, mental health services, parenting skills and support, community education services, outreach to home, case coordination, children’s contact services, social enterprise employment pathways programs, volunteering, evaluation and research and advocacy for innovation and investment to prevent the root cause of social problems. Our Mission and outcomes are achieved with 120 staff, 400 volunteers, and a large community of diverse supporters.

Margaret McGregor the first Social Worker and Founding Director

Doris Cater (right) founding Committee member & Volunteer Reception Coordinator with an early volunteer

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About Us

Opening of the 197 Bluff Road Service Centre Founder and first President, David Allison served until 1979

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RespectFamily Life acknowledges and values the human and legal rights of all individuals.Gloria (Volunteer at Highett Opportunity Shop) has been volunteering at Family Life for over 36 years, starting in 1979 at Family Life’s first Opportunity Shop at Bluff Road Hampton.

Gloria has loved being part of the Family Life family. Even at 92 years of age she’s still enjoying being part of the Friday team. She supports young people as well as new starters to help meet the needs of the local community.

EmpowermentFamily Life encourages and strengthens individuals, families and communities.After completing the Creating Capable Leaders program, Cheryl’s confidence increased to talk to people she didn’t know very well. Her family have always been cricket enthusiasts, so Cheryl requested a cricket clinic at the After-School Club. The staff, volunteers, and children and parents on the housing estate thoroughly enjoyed the afternoon, resulting in increased community connection.

Our Values


At the heart of our community organisation is the authentic grass-roots relationships with our people; the people we help and the people of the community.

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InclusionFamily Life maximises the opportunities for individuals and families to participate in local and broader communities.

Grandmother of 2, with a background in childcare, Sue has been volunteering for 8 years, including her weekly visits as part of the Family Support Services team. She supports families that attend the weekly Buddies Playgroup at the Keith Street Community House. These sessions provide families with an opportunity to learn and play.

CommunityWe understand that Family Life exists as part of a network of relationships and interactions.Mornington Peninsula Advisory Committee is a newly established community group providing leadership, support and advice for strengthening local families and the community. The Tootgarook Community House is meeting local needs through a range of programs and support activities to support local residents.

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Our Highlights


1011 family members engaged in Family Dispute

Resolution

Award 10 years of Community

Bubs NAPCAN Play Your Part Awards

352 individuals take part in Creating Capable

Communities

Launch Relationship Renew and Review one year

pilot program

Launch first owned retail premises Highett Opportunity Shop

469 families supported through Integrated Family

Services

Jo Cavanagh OAM presented an applied research, practice change proposal at the “Addressing Filicide:

Moving to Prevention International Conference” held in Prato, Italy

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Our Highlights

536 children, young people, men and women participated in

Group sessions

Launch Collective Impact Cardinia project

794 children helped through SHINE

program

Award 2014 Women of Influence

(Social Enterprise/ Not for Profit Category)

awarded to Jo Cavanagh OAM

Alicia McCoy presented ‘Creating an organisational culture for social impact

measurement’ at the “Social Impact Analysts Association Conference” held in Toronto, Canada

400+ volunteers donated

54,175 hours

26 Community Bubs

families and babies supported and thriving

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Family Life’s Theory of Change - A whole of community approach


Capable Communities Strong Families

Adults, young people and children learn and participate within

supportive communities

Individuals are connected to their culture and community and feel a sense of belonging

Individuals are participating through employment, training, education and volunteering

Children and young people are achieving educational milestones

Individuals actively contribute to strengthening their community

Individuals are connected through a mutual support network of friends, family and neighbours and by participating in community activities

Individuals recognise when they need help and know how to find and access support services

Individuals are work-ready and motivated to engage in employment and training opportunities

Children and young people are engaged in school and learning with support from their parents

Individuals have the skills and support needed to volunteer in their community

Families experience positive wellbeing and strong and

respectful relationships

Individuals experience optimal individual functioning

Individuals have healthy relationships

Individuals and families experience reduced conflict and violence

Individuals utilise their personal strengths in times of adversity

Individuals recognise their health and wellbeing needs and make positive choices and decisions to address them

Individuals develop healthy relationships with family, friends, peers and intimate partners

Individuals understand the dynamics and effects of conflict and violence

Individuals develop their ability to manage individual and family challenges

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Our priority is to achieve wellbeing for families and assist them to overcome vulnerabilities and barriers from disadvantage. We do this by leveraging the strengths and resources of all sectors and community members in a collaborative effort where we do better because everyone helps. We work together to create capable caring communities that can strengthen families for children to thrive.

To accurately measure and report value creation and the social and economic return of our whole of community effort is, like the problems we seek to solve, a complex, multifaceted issue. However, the experience and evidence of successful Family Life innovations has been a powerful motivator to embrace the challenge to more effectively document and communicate those results.

We know from the consistent outcomes of our community-based programs that the lives of vulnerable families, children and young people are changed for the better: that together we transform lives for stronger communities.

We know that whole school communities are improved and neighbourhoods become more inclusive and residents more supportive of each other.

We know that local leaders can be developed and empowered to address local concerns. Local leaders become the role models for others to become engaged and the impact and benefits grow.

We also know that through our social enterprise businesses we can engage the good will of the surrounding community to make the business successful as a work place where those struggling to engage with employment can receive training and social support to achieve their aspirations and goals.

Thriving Children

Children and young people experience optimal development

and are safe from harm

Parents provide care that optimises their children’s physical, mental, emotional and social development

Children and young people have a secure and positive attachment to their parent

Children and young people live, learn and play in an environment that is free from violence and conflict

Children and young people have a positive sense of self

Parents understand how to manage their children’s behaviour and meet their developmental needs

Parents have the ability to create a safe, stable and nurturing environment for their children

Children and young people use prosocial strategies and behaviours to express themselves and have their needs met

Children and young people develop self-awareness and self-esteem

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Families across the lifecycle

Aging and disability

Communities

Families

Children and Young People

Social Enterprise

Community Engagement

and Leadership

Volunteers

Research Evaluation and Impact

Analysis

Community Houses and

Outreach

Service Centres

Government

Partners

Business

Philanthropy

Research Institutes and Universities

Donors

Supporting the most vulnerable through innovation and impact

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Message from the CEO................................................................................................................................12Message from the President .................................................................................................................... 14Patrons and Board Members ....................................................................................................................15Strategic Pillars - What we will have achieved by 2017 ..................................................................... 16Preparing for Change .................................................................................................................................17Capable Communities ............................................................................................................................... 18Creating Capable Leaders.........................................................................................................................................19Innovation ....................................................................................................................................................20Tootgarook - Mornington Peninsula Advisory Committee ........................................................................ 21Collective Impact Cardinia Shire ...........................................................................................................................22Social Enterprise Opportunity Shops and PeopleWorx ...............................................................................23Strong Families ........................................................................................................................................... 25Integrated Family Support ..................................................................................................................................... 26Youth and Family Team ............................................................................................................................................27Family Violence Services ......................................................................................................................................... 28Family Law Services .................................................................................................................................................. 29Family Support Services .......................................................................................................................................... 30Innovation .....................................................................................................................................................31Social Enterprise Services ........................................................................................................................................ 31Bayside Children’s Contact Services .................................................................................................................... 31 Bayside Counselling Services .................................................................................................................................33Relationship Review and Renew Pilot ................................................................................................................33Thriving Children .......................................................................................................................................34Community Bubs ........................................................................................................................................................35Children’s Mental Health (SHINE) ....................................................................................................................... 38Innovation ................................................................................................................................................... 40Family Violence Services .........................................................................................................................................40Being Remembered by Your Community - Legacies That Live On ..................................................42Our People ....................................................................................................................................................43Staff ..............................................................................................................................................................43Volunteers ....................................................................................................................................................45Thank You ....................................................................................................................................................47Service Area Map ........................................................................................................................................48Message from the Treasurer ................................................................................................................... 49Financials .....................................................................................................................................................50

In this report

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Message from the CEO


Who do we think of when we use the adjective “vulnerable”? When we say we are here to help vulnerable families, children and young people, who comes to mind? Do we think of conditions like “in need of special care, support or protection because of age, disability, or risk of abuse and neglect”?

Do we think this means people in the community we don’t know, or are we increasingly realising that vulnerability is very close to home? So close that researchers report there are even more families “one pay packet away from homelessness,” and 1 in 5 adults will experience a mental illness in their lifetime.

As I look back over the past year on the work of Family Life, it is clear to me that those seeking our assistance, whether for learning life skills to improve relationships, or intensive therapeutic services to overcome trauma and harm, are families from all walks of life, and all cultures. Issues like family violence, mental illness, drug and alcohol abuse are not socio-economically determined. Whilst research identifying high need postcodes certainly alerts us to the neighbourhoods where problems and poverty cluster, requiring multi level responses, we also know that families in any neighbourhood need support from others and professional assistance to overcome issues creating vulnerability to poor health and reduced well-being.

As an independent community agency, we lead with our values of respect, inclusion, community and empowerment. We have no religious or specific cultural affiliations, and we remain focussed on the vision of our founders - caring community members who wanted to help vulnerable families. As

needs have changed so must our responses. Our strategic planning requires knowledge, innovation, and entrepreneurial approaches to learn from history, clarify our priorities, and ensure our responses are effective for now and into the future.

Over the past year it was made clear to Family Life that our work is also vulnerable - vulnerable to changes in government, policies and funding at all levels - local, state and federal. The federal austerity budget of 2014 delivered a bitter blow as we saw our SHINE children’s mental health innovation unravelled and programs closed; we were advised of contract terminations for Creating Capable Communities, and new contracts offered were at a reduced level of funding with no indexation. At the state level, Family Life saw resources “redistributed” to other organisations, and the process of service re-organisation reduce the level of services we had been providing for the most vulnerable children and parents in our community. It was a bitter experience to reduce services, lose good staff, and overall implement cut backs. And in a context where we know problems are spreading and impacting on more.

The only option, is to focus where we do have control over our resources, review for efficiencies and cuts, and re-organise ourselves to find the opportunities to continue our Mission.

Fortunately, the Cybec, Cabrini Health and Barr Family Foundations are all committed to philanthropic grants for Community Bubs. These donors get “up close and personal” with the children and families and the difference staff, volunteers and community houses make to reducing isolation and strengthening

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parenting. In the past year we have been able to start Community Bubs in Tootgarook for Rosebud West and the surrounding area. After 10 years of success, and a national award, we know we have a program which is ready for impact investing or payment for success, the new funding models which are bringing private capital into a new social outcomes for a financial return market.

Family Life has embraced the learning to be ready for these new client focussed payment models. We have more to do as so many of our families have members with a disability and we work with many children with the multiple effects of developmental delay due to trauma and abuse. As governments continue to talk about targeting and cuts, Family Life has engaged more pro bono support and community experts to assist us strengthening our innovation, social enterprises and impact reporting.

This is definitely a time of transition to new models to respond to social and community needs. It is a time for Family Life to press forward with determination as a future focussed, high impact community organisation, seeking effective responses and solutions to the root cause of vulnerability in our community. Why is family violence increasing? Why are more young people attracted to devastating drugs? Why are more people feeling vulnerable and struggling with the daily challenges of life? We believe solutions must be found in partnership with

people - through evaluation and feedback from our services, - and action based consultation with communities.

Our Collective Impact project to stop family violence in Cardinia Shire, and our Relationships Review and Review pilot to prevent separation conflict, are two examples of our community wide and family focussed innovations for evolving effective responses and root cause prevention solutions.

With no specific funds for fundraising (our Community Relations Department has been closed due to budget cuts), we increasingly rely on good people of the community to share by word of mouth and social media, and encourage family and friends to exercise their social responsibility by choosing to donate to and support the work of Family Life. Our website is a cost effective way for us to communicate and share what we do and how people can contact us and donate to our work. We are working to make this our leading customer and community interface accessible via mobile phones.

Our service outcomes report the measurable difference we make to those encountering new problems causing vulnerability, and to those facing multiple disadvantages with economic, social and personal issues compounding their vulnerability. As a community organisation we rely on government elected by the community for support, and on you as individual community members. Please invest in what works and share what you can with Family Life, and enjoy the successes we experience to transform lives for stronger communities.

Take care - Jo

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Message from the President

The 2015 financial year has been another year of significant achievement for Family Life, with the agency responding well to challenges on multiple fronts.

However, funding reductions experienced in the second half of financial year have meant that some services have had to be cut and that tight control on expenditure is forecast for FY 16. As highlighted in the CEO’s report, this is very disappointing for the agency and, more particularly, for the clients we serve. The issue is covered more fully in the CEO’s report.

A few highlights:

• Our range of services continue to deliver excellent results, across the bayside and Mornington Peninsula areas and in our “step out” areas of Casey, Cardinia and Cranbourne. Feedback from our client surveys remains very positive.

• The agency changed its structure from a Victorian association to a company limited by guarantee. This important structural change better positions the agency for work on a national basis. We have already tendered for work interstate in partnership with others.

• We continued our anchor partnership with Impact Investing Australia, which aims to greatly harness the use of non government funds to fund social programs. It is expected that FY 16 will see the launch of new funding models and sources, including social impact bonds. These models are needed as governments face budget pressure from an ageing population, slower economic growth and the end of the mining boom.

On behalf of the Board, I would like to thank:

• all staff for their ongoing dedication and achievements, led by our visionary CEO, Jo Cavanagh and her executive team;

• the dedicated 400 plus volunteers who underpin the agency’s work;

• all those who have supported the agency during the year, through donations either financially or in kind and through participation in our fundraising events; and

• the following who provided probono services to assist the Board: Balfe and Webb, K&L Gates, Malcolm Parks, Herbert Smith Freehills and CE Family Lawyers.

I would also like to thank my Board colleagues - volunteers all - for their invaluable contributions and support.

The agency is pursuing a number of initiatives for FY16. These include securing further funding from government and non-government sources and increasing revenue from our independent social enterprises. The agency is also exploring partnering options which might strengthen the agency as we continue to work to “Transform Lives for Stronger Communities.”.

Len Gill

President


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Board members

Patrons

Dr Roger Riordan AMFollowing a successful career developing and marketing the Vet antiviral software, in 2002 Roger and his second wife the late Patricia Riordan set up the Cybec Foundation as a Charitable Fund. The Foundation has established scholarships in a variety of fields of study, and has funded a number of major charitable and environmental projects. In 2012, Roger was made a Fellow of Trinity College at the University of Melbourne. Family Life is grateful to Roger for his extraordinary support of our Community Bubs program.

Mr Graeme Disney OAMGraeme is a former Mayor of Bayside and his contributions and service to our community have been recognised by many awards including the Attorney General’s Department Award for his voluntary work as a Justice of the Peace and in 2002, the Federation Medal.

In 2006, Graeme was awarded an Order of Australia Medal (OAM) in recognition for his service to the community of Sandringham, contributing to a range of local government, yachting, church and local history organisations.

Mr Len Gill – President - Bachelor of Engineering (Civil) and a Member of the Australian Institute of Company Directors. Professional non-executive director.

Ms Lesley Coleman – Vice President - Master of Administration and Bachelor of Arts. Adjunct Senior Research Fellow at Monash University’s Australian Centre for Justice System Innovation.

Mr Mark Vassella – Vice President - Master of Business Administration, Bachelor of Commerce and has completed Australian Institute of Company Directors course. Chief Executive, BlueScope Australia and New Zealand.

Mr Jeff Phillips – Treasurer and Public Officer - Bachelor of Economics and a Chartered Accountant. Chief Financial Officer of Bennelong Funds Management.

Ms Heather Spooner LLB – Secretary - In 1987 was appointed a Magistrate and more recently worked as a Coroner until her retirement in 2014.

Mr Grant Douglas - Master of Business Administration and Bachelor or Engineering. General Manager of Cope Sensitive Freight

Ms Karilyn Fazio - Master of Organisational Coaching, Bachelor of Arts and Diploma of Education. Executive Coach, specialising in leadership development.

Mr Richard Ruth - Managing Director for M5 Networks Australia

Mr Stephen Tickell - Diploma of Teaching, Certificate of Business and a Licenced Estate Agent. Director of the Hocking Stuart Real Estate Franchise Group

Ms Georgina Cohen - Master of Management (Technology) Head of Business Systems, Australia Post.

Mr John Dickinson - Bachelor of Management Studies, Chartered Accountant and a Graduate Member of the Australian Institute of Company Directors.

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Strategic Pillars

What we will have achieved by 2017 Community ImpactHave grown social and economic outcomes through effective relationships, prevention and earlier intervention, innovation, and research and evaluation.

Influencing PolicyFamily Life has a reputation as a trusted partner and thought leader that informs, educates, advocates and influences at all levels

Engaging StakeholdersProductive engagement of diverse stakeholders through an effective and integrated communications strategy.

Operational ExcellenceHave a “whole of agency” commitment to the most effective use of evidence, data integrity, analysis, performance measurement and compliance

Financial SecurityHave built the financial sustainability and security of our mission by growing income streams, including discretionary income; and developing the business acumen of our managers.

Cultural DevelopmentHave a workplace community where our people are committed to our mission, capable, work as a team, achievement focused and know they are valued.


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Preparing for change

Political and business leaders are calling for investment in infrastructure for social organisations to scale effective activities, provide measurable data and use online systems to achieve business improvements and deliver greater impact. With an ageing population, reduced resources for health and welfare spending, an urgency for change to funding models is upon us. Leading the way is the move to customer directed care and the National Disability Insurance Scheme.

Combining entrepreneurship, innovation, sector expertise and capital to tackle social issues more effectively is essential. Family Life already has expertise and evidence to be a leader in adapting to this change.

Family Life made the strategic decision in 2014 to become an investor and early adopter for new private capital models of funding. Building on our investment in research and evaluation to demonstrate our impact, we are now investing in digital communications and online service access to meet family and community requests for help. Sadly to be future ready we have had to reduce fundraising and community event activities to direct our time and resources to preparing for the changes coming in how government and private investors will distribute funds for helping people in need.

Impact investment aims directly to improve lives. Its objective can be socia l, environmental or developmental. It includes investment in non-prof it organisations

and “prof it-with purpose” businesses. Its def ining characteristic is the setting of clear impact objectives from the start and the continuous measurement

of their achievement. - Sir Ronald Cohen

Source http://www.ronaldcohen.org Revolutionising Philanthropy: Impact Investment Sir Ronald Cohen, Chair of the Social Impact Investment Taskforce established by the G8 The Mansion House Thursday 23 January 2014.

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Capable Communities


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Capable Communities

Family Life works in partnership with communities to understand and address place-based needs. When communities work together, families are strengthened, communities are connected and inclusive, and individuals have a positive sense of culture and belonging. Community members support each other and participate in work, education and volunteering. Children and young people grow up in safe and supportive neighbourhoods.

Creating Capable Leaders

75% of participants reported an increased connection

to their community

100% of participants

reported improved self-confidence

of participants reported increased confidence and motivation to seek out

job, study or volunteering opportunities75%

Creating Capable Leaders is part of the Creating Capable Communities program that aims to strengthen families and neighbourhoods. It’s objectives are for participants: to feel an increased connection to their community and to have increased self-confidence, leadership skills, community development knowledge, and increased motivation and confidence to seek further vocational, educational and/or volunteer pathways.

Over the past five years Family Life has been progressing culturally respectful partnerships with Aboriginal organisations. We established the Aboriginal Advisory Committee chaired by

Aunty Carolyn Briggs, a senior Boonwurrung Elder. The Mornington Peninsula Shire Aboriginal Support and Development Team who provided Family Life staff with cultural sensitive training.

Creating Capable Leaders with the Willum Warrain Aboriginal Association Inc. has empowered local leadership, community-led change, increase in school and community volunteering, engagement with learning and employment, stronger and resilient families. People are working collaboratively for everyone’s benefit and the results are inspirational.

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“Participating in this course is committing myself to an ‘educational experience’, getting out there, and meeting

new people and experiences.”

“(I am) enjoying reconnecting with the community after f ive years in isolation after a family tragedy.”

“ It has made a remarkable difference in my conf idence & my ability to remove myself from stressfu l situations.

I now know how to connect with my inner self, I have reconnected with community & have

developed new passions & a new vision”


Capable Communities - Innovation

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Tootgarook - Mornington Peninsula Advisory Committee Family Life’s Tootgarook Community House opened in March 2013 and became our third Family Life Community House where staff, volunteers and local residents work together in high-need communities to promote children’s wellbeing and development. Families gather in a safe and supportive environment to socialise, form friendships, and learn skills and access formal and informal support. The newly established Mornington Peninsula Advisory Committee provides leadership, support and advice to build and maintain relationships with families, residents, local service organisations, community groups, local government and schools in Hastings and Tootgarook/Rosebud. Collectively, we are working to improve and transform the lives of local families.

Family Life led the planning with residents for Neighbour Day 2015 at Eastbourne Primary School and Seawinds Community Hub. Over 1200 residents attended a fun day with 28 service and business stalls.


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The vulnerability of these children to behavioural and learning difficulties and mental illness is profound, and the growing complexities are playing out in children’s services and local classrooms across the growing catchment.

Nothing short of a paradigm shift is needed to build resilience and stop the abuse, but it must come from the community.

That is why Cardinia Shire Council and Family Life have come together with a sense of urgency in a ground-breaking Collective Impact project to prevent family violence from its root causes

in the community. Collective Impact Cardinia was launched at the May 2015 Child Aware Conference.

The Collective Impact approach engages local families with lived experience of family violence with local government, community members, groups, businesses, sporting clubs service organisations and schools that have the same drive and commitment to reduce and prevent family violence.

It is a unique project that will engage the voices of children to gather their ideas about happy and kind relationships and what helps to make children feel safe and loved.

Family Life is the Australian partner for Map Your World – a Google Map technology and software that enables children to share their stories and ideas on an interactive website and contribute as change agents in their communities. This technology will add to ensuring this cross-community collaboration is a bold approach to making change happen at a local level. It’s exciting and very future focussed on new ways to address the root cause of social problems.


Collective Impact Cardinia Shire Cardinia Shire is one of Victoria’s fastest growing municipalities - a large urban and rural Shire on Melbourne’s metropolitan fringe. The Shire is experiencing alarming levels of family violence – and it is happening in front of and around children.

In the last 5 years 2,142 children were witnesses to family violence in Cardinia Shire

A 156% increase in family violence call-outs in Cardinia since 2000

In last 12 months across Casey, Cardinia and Dandenong:

One reported incident every 75 minutes and estimated one unreported incident every 9 minutes


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Social Enterprise Opportunity Shops and PeopleWorxPeopleWorx was initiated over 10 years ago in response to a significant community problem; youth unemployment. Victoria’s unemployment is growing; the current youth unemployment rate is 14.6 per (the highest since the 1990s).

The PeopleWorx program is a grass-roots program, based around trained volunteers working as a team with employed staff to empower unemployed people to realise their talents and a fulfilling future of social participation and employment. Family Life’s Opportunity shops are vibrant, busy stores, filled with community spirit and camaraderie where PeopleWorx participants experience an excellent workplace.

We see people:

• Going forward and getting jobs in community.

• Becoming volunteers in the community, and staying connected.

• Whose mental health issues are reducing.

• Who are going back to school, back to education, having a future where perhaps they mightn’t have had one before.

We also see evidence of lives being changed.

PeopleWorx, is funded by income from Family Life’s three Social Enterprise Opportunity Shops. Funding is supplemented when we are successful with grants from philanthropic trusts and foundations and through corporate and individual donations.

Training programs for special development schools via an initiative called Beyond the School Gates has become a priority as we recognised a service gap to help young people with mild to moderate disabilities to prepare for a successful life beyond school.

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“This programme is one of our most important (f lagship) programmes. The environment that these students get to work in and learn in, is so unfailingly supportive they get the opportunity to be gently introduced to the world of work, they work with the

volunteers and the staff here who are really important, not only do they understand about work readiness, but they are also kind, supportive and patient. These students grow in conf idence, for many of our students this is the f irst time they’ve actually

worked in a real work environment... outside school, ... to be better prepared for their life after school. PeopleWorx is offering real genuine work experience for our students, and opportunities that they wouldn’t get anywhere else.”

Emma Mestitz Beyond the School Gates Manager

Capable Communities

86% of participants reported

learning new things

71% of participants made

new friends

Intro to Work (PeopleWorx), July to November 2014:


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Strong Families

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Strong Families

Family Life recognises the importance of individuals’ wellbeing and relationships and the impact on families. When individuals are healthy and resilient they lead a full life and can overcome personal challenges. They form and sustain positive relationships with family, friends, peers and intimate partners. Individuals are safe and conflict and violence is reduced.

Integrated Family Support Family Life’s Child and Family Teams provide in-home family support, for diverse families including single, step and kinship families. Families Support staff are trained in cultural competencies to work effectively with people of diverse cultures and socio-economic backgrounds.

Our specialist staff take a whole of family approach to promote effective and sustainable change with a focus on the best interests of the children. Staff collaborate with other service providers and parents/carers, making regular outreach visits to homes, schools, child care centres and other specialist agencies.

”She has been so supportive and informative, giving us a feeling of

security and conf idence that the past incidences do not need to be our future.”

‘‘We really appreciated your help and support throughout our hard and tough times we faced this year! Y ou were a

helping hand when needed most.”


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Strong Families

Youth and Family TeamThe Youth & Family Team work with young people aged 11 – 25 years, individually and with their families. Our specialist staff meet young people in the community, as a proven way to ensure engagement and build trusting relationships.

This team also specialises in supporting families where there is family violence perpetrated by the young person.

Over the past 12 months, Family Life has offered a volunteer Youth Mentor program. Volunteers meet with the young person weekly working on the agreed goals set by the young person and the Case Manager. Mentors provide emotional support and encouragement with activities and community connections.

“She gave me advice on how to deal with my parents.”

“Got my Dad involved to help me, and was respectful of keeping my information

private and not telling my mum.”

“She helped me understand my parents point of view better and helped me with

my organisational skills”.

The Youth Team provide Life Skills Groups in schools for students needing extra support. A former AFL player, a mentor in the program, also helps with presenting students with a certificate of attendance upon completion. School feedback has been excellent, with expansion of the program to more schools underway.

“‘I learnt how to manage my anger.”

‘“It was a very great course and taught me a lot. I was very happy I joined.”

“‘I got support and help and it will never be forgotten.”

Young people:

84% felt listened to

94% felt respected

91% felt supported

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Family Violence ServicesThe Family Violence Services Team assists men, women and children affected by family violence.

Strong Families

The team delivers the MATES program for men who use family violence against family members. The program requires them to take accountability and responsibility for their violence they have used. Family violence counselling and case management services assists men to sustain the changes they have made in the group, and provides additional help to overcome issues affecting their well being such as language barriers, homelessness, mental health issues and drug and alcohol problems.

Family violence counselling and monitoring safety of the women and children who have been affected by the men’s violence is an integrated and critical part of our safety processes. Building understanding of family violence and how it affects adults and children throughout their life is essential to promoting change. The Making Choices group for women assists them to realise they are not alone with this experience. Groups for children who have experienced or witnessed

family violence assist children to make sense of their experience and regulate their emotions.

With and increasing numbers of adolescents using violence against parents, siblings and other family members Family Life teams are working to improve early intervention and prevention innovations to get to root causes and reduce violence in our families and communities.


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Strong Families

Family Law ServicesFamily Law Services provide support for separated parents, grandparents and children with complex issues to resolve. Our highly skilled teams have worked closely with the families, across program areas and with other allied professionals to find the very best solutions to meet the needs of families.

At Family Life we have a wonderful suite of programs that ‘wrap around’ families when they need it most. Our goal is always to keep parents out of court where possible, and assist them to develop strategies to reduce conflict. The Children’s Contact Service (CCS) works closely with our Parenting Orders Program (POP) to deliver safe, fun, accessible services for children and parents to

strengthen their relationships during challenging times. The Goodstart Early Learning Centres work closely with the CCS team to provide an ideal environment for young children and parents to enjoy time together. When parents are ready to mediate and create a parenting plan for the future, they attend our Family Relationship Centre for Family Dispute Resolution (FDR).

Parenting Orders Program:

Parenting After Separation: Family Dispute Resolution:

70% of parents reported

the relationship with their child had

improved

100% of parents said they would use tools and strategies they learnt

in their future parenting

73% of parents reported acquiring new skills and knowledge through the

FDR process

30% of parents reported having less conflict

about parenting arrangements

40% of parents reported

their children experienced less

conflict

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Family Support ServicesThe Family and Relationship Services team deliver high quality counselling to couples, children and individuals across the Mornington Peninsula and bayside areas of Melbourne. The team also provides our Specialised Family Violence Service in the form of counselling, groups and community education. Family Life has partnered with Victoria Police to collaborate and innovate with new approaches to supporting families who are experiencing Family Violence.

Strong Families

Counselling - Clients were generally feeling low (3/10) when they came to Family Life and this improved (8/10)

after counselling


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Social Enterprise Services

Social Enterprises combine commercial trading with a social (or cultural or environmental) mission to create ‘profit-with purpose’ in order to fulfil social mission. Trading is not to create a profit for private benefit. In contrast to traditional charities, which are dependent on grants and donations, social enterprises sell products and services in order to achieve their aims. Our Opportunity Shops have led the way demonstrating how a retail business can generate income and create social benefits to fulfil the Family Life Mission.

From this retail success, we are seeking to meet other service gaps and needs in the community using the social enterprise approach. Our new enterprises are Bayside Counselling Service and Bayside Children’s Contact Service.

In line with changes in government policy (like the National Disability Insurance Scheme) Family Life is ready for Consumers making the

service purchasing decision. By purchasing services locally consumers are also supporting the community in which they live. By opting for a social enterprise service, there is a ripple effect in the community, as our ‘profit-with purpose’ proceeds are invested back into local programs which are transforming the lives of children, young people and families in our community.

Bayside Children’s Contact ServiceFamily Life provides the government funded Children’s Contact services for the southern and south eastern suburbs of Melbourne to help families to reduce conflict post separation by having a safe supervised location to spend time with their children.

The government service currently has a 6-month waiting list. Problems, which bring families to the centres, continue to compound and relationships deteriorate during this waiting period. At times alternative arrangements are made to use McDonalds, Police Stations, and sometimes public settings when a supervised service is not available. As we saw in the tragic end to Luke Batty’s life, such compromises can be a high risk for children.

Family Life has developed a social enterprise solution for this community need. A user pays program, is available at our 199 Bluff Road Community House for supervised Children’s Contact, on week days and Saturdays. Family Life suggests parents can make a valuable investment in improving their relationships by paying for supervised contact with children, rather than waiting for a funded service or using less secure alternative settings. Success thus far does confirm that there are parents who have a capacity and willingness to pay. Using this evidence we have advocated with the Federal Government to consider a subsidy to individual families needing assistance to use the service. This is the direction proposed by the Competition Policy Review (2015) to promote individual rather than block grant funding models for services.

Strong Families - Innovation

32


Bayside Children’s Contact Service Case Study: Jenny and Keith met at a party and after dating for a short period of time moved in together. Jenny fell pregnant quickly which was planned and their relationship was positive and they were both happy.

After the birth, Jenny developed Postnatal Depression and their relationship deteriorated quickly with them constantly arguing. When Lance was 7 months old, Keith moved out of the family home and visiting arrangements were inconsistent and ceased when Jenny established a new relationship.

Keith initiated mediation, however an agreement could not be reached and court proceedings started. It took 2 years before Keith would see Lance through the Bayside Children’s Contact Service.

Keith attended the Bayside Children’s Contact Service for seven supervised visits with Lance, all of which were extremely positive in establishing and rebuilding their relationship. Keith’s behaviour was consistent, age appropriate and child focused.

Bayside Children’s Contact Service provided a court report requested by the Independent Children’s Lawyer. Following court, the decision was made for Keith to have unsupervised time with Lance every second weekend leading up to overnight visits after a six week period. This has been a very positive outcome for the family.

Family Life is able to innovate to meet community needs using our own child and parent friendly facility. The outcomes for children like Lance are that disrupted bonds and attachments with parents are restored. We know this improves the child’s sense of self-worth and identity and capacity to progress through developmental milestones.

This increases capacity to engage with learning and education, and reduces the need for, and cost of, special developmental services. The evidence supports better outcomes for all when parents and extended family provide safe nurturing care for their children, and we can reduce the burden of health and welfare costs for the community.

Bayside Children’s Contact Service:

21 families have

engaged with the Bayside service

since March 2014

121 supervised contact visits have occurred

at the Bayside service

100% of parents reported that the BCCS environment allowed them to enjoy

time with their children


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Bayside Counselling Services

Relationship Review and Renew Pilot

This is Family Life’s newest Social Enterprise. Counselling and relationship services are available on a fee for service basis to anyone seeking support for:

• Children & Young People• Communication Coaching• Family Relationships & Parenting• Life Transitions/Challenges• Individual counselling

Our qualified and professional staff provide the service to the same quality assured standards which apply to government funded programs. This quality guarantee means people receive help from qualified and supervised professionals.

As ‘profit-with purpose’ services, any surplus from Family Life’s Social Enterprises are reinvested into unfunded innovative programs responding to community needs.

Family Life was selected by the Federal Government to pilot the Relationship, Review and Renew (RRR) program in 2015. More than one hundred couples who are ambivalent about whether to separate or not, have participated in this innovative program. The RRR pilot is being evaluated by Emeritus Professor Thea Brown (Monash University) and the Family Life Research Outcomes Measurement Evaluation (ROME) unit.

The RRR model is based on Dr William Doherty’s Discernment Counselling combined with a psycho-educative component. The RRR program was designed with contributions from Family Life’s relationship counsellors, family dispute resolution and child-inclusive practitioners. The counsellors trained with Dr Doherty in 2014 as part of the development of the RRR model. Evaluation of the Pilot program will be available early in 2016.

We are delighted with preliminary findings and the benefits participants are reporting for strengthening families and relationships and reduce separation conflict. Advocacy to influence

policy and government investment in this cost saving early intervention service will be a priority in 2016.

What’s different about RRR? It gives you scope to explore the issues with the individual, the role they play which has had a negative impact on their relationship/marriage and then bring it back to them as a couple.

We are encouraging deeper self-awareness, which results in individuals taking more responsibility for how they’ve contributed towards the decline of the relationship.

The structure is different from traditional couples counselling as it does not focus on change but rather on gaining insight into their own histories and patterns of their own relationship behaviour.

The process allows for individual focus within the couple system.

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Thriving Children


34

35

Thriving Children

Family Life recognises that for children to thrive their physical, mental, emotional and social needs must be met. When parents are skilled and confident they form a warm and secure bond with their children and meet their developmental needs. Parents create a nurturing environment for their children to grow up in that is free from violence. Children and young people achieve developmental milestones, feel good about themselves and have a strong sense of self-identity.

Community BubsThe Community Bubs Program is an outreach and home visiting support program for families. with infants to ensure children thrive and parents provide safe and nurturing care.

Family Life improves outcomes for babies and their families by combining intensive home visiting by professionals and trained volunteers, with a strong focus on helping families connect to their local community. The goal of Community Bubs is to create a legacy of change which can be sustained by parents and their informal supporters when services withdraw.

Three critical elements to the success of the Community Bubs model are:

1. Trained and highly-skilled specialist staff

2. Trained volunteers and support from the community

3. A community house where families can meet with staff, volunteers and join parenting groups

Families in the program receive seamless referrals into our services (as needed) including counselling, mediation, family violence, No Interest Loans, Children’s Contact Services and mental health services. A number of mums have remained linked with local playgroups, involved in Family Life’s Creating Capable Communities (CCC) and other recreational and social groups to support positive connections with their local neighbourhood, well after formal services have closed.

Over the past two years we have seen an increase in complexity of needs across challenging family issues, including ongoing inter-generational trauma and a higher incidence of reported family violence.

All parents strongly agreed or agreed that their practitioner listened and respected them and was supportive, flexible and communicated well with them and their family.

“I realised it’s normal to be overwhelmed and learned strategies to deal with it.”

“[My Community Bubs Specialist] was a reliable and consistent support. Very supportive and was very helpful and honest in providing me with advice”

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Parents feel a lot more confident after receiving a Community Bubs service than before they came to Family Life, with averaged ratings of confidence increasing by at least 30%.

100% clients reported that they would

come back to Family Life if they needed

help or support

100% that they

would recommend Community

Bubs to other parents

71% indicated

they’d gained new skills

to use in the future

Community Bubs:


Thriving Children

Community Bubs is a philanthropically funded initiative made possible thanks to the generosity of the Cybec Foundation, Cabrini Health and the Barr Family Foundation

Community Bubs Specialist Staff (past and present) at the 10 year celebrations with Dr Roger Riordan AM

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Children’s Mental Health (SHINE)The SHINE Mental Health Support Services provides services for children and parents where mental health issues are already a concern within the family. SHINE focuses on early intervention and prevention and aims to reduce the risk of a child experiencing a mental health problem by helping them to strengthen their resilience and coping skills.

Family Life has had to wind back our service delivery as the federal government de-funded SHINE children’s mental health program in Bayside and Frankston. The SHINE team in the City of Greater Dandenong and in Casey continue to work effectively with local schools and communities, as demand is high for Family Life SHINE services.

The SHINE team works from our Cranbourne office and are also co-located at Southern Migrant Refugee Centre and Doveton College. The team provides intensive case management support and have a suite of ‘value adding’ initiatives including group work to support wider community health. The team have integrated a portfolio approach into practice where each team member is strengthening connections to respond to specific issues or vulnerable communities.

Doveton is one of the most disadvantaged communities in Melbourne and in the South East Growth Corridor. Indicators for Mental Health and Wellbeing in Doveton provide evidence of a high level of ‘at risk’ youth and families.

Family Life works on-site at Doveton College a purpose-built public school in the third poorest postcode in metropolitan Australia. The school is home to 700+ children from birth-to-Year 9, a significant Educational/ Community precinct with a primary school, secondary school, an early learning centre and community hub.

Our staff at Doveton College continue to collaborate with an educational community towards a focus on holistic wellbeing. Our Creating Capable Leaders program has led to the development of volunteers able to support our groups and therapeutic activities which compliment intensive case work. A snapshot of one of these groups is provided on the following page.

Y-Girls is a group provide to empower increased self- awareness and promoting social skills and resilience. The course included:

• Exploring contemporary issues that affect teenage girls e.g. identifying as LGBTI

• Self-discovery: who are they as young teenage girls?

• Issues that impact teenage girls: self-image, self-esteem, well-being and bullying

• Exploring friendship circles, trust groups and positive language to make changes

• Responsible decision-making including reproductive health, consent, drugs & alcohol.

The program promotes well-being and encourages positive and supportive relationships with peers. Our volunteer Lana noted that the girls have matured as a result of the course; being able to express their hopes, dreams and aspirations.


Thriving Children

39

SHINE Case Study:

Supporting change through a friendship circleA shy but placid 8 year old, Regan was referred to SHINE by her school who were concerned about her emotional wellbeing, learning and engagement. Regan initially expressed that she had experienced being bullied at school and she found it difficult to make friends, leading to her wanting to leave school and stay at home. Regan shared that she enjoyed arts & crafts and she spoke about other girls in her class and how she’d like to get to know them but that she was terrified.

A lunchtime friendship circle was introduced to do Arts & Crafts. For 10 weeks, 6 participants together with a SHINE worker and a professional volunteer with skills in Art Therapy explored topics with the girls around values, culture, how to address bullying, types of violence, conflict resolution, body signals, breathing, and relaxation and how to make friends. After each group session, individual casework was provided to Regan, including creating a safe space, skills in managing anxiety and friendships and supporting the group work done in the friendship circle.

We began to see rapid and significant change in Regan over a short time frame. Regan no longer made excuses about not wanting to go to school and she felt great playing at recess and lunch (only feeling nervous sometimes). Regan is now confidently making friends and is able to manage bullying, in part due to her new supportive friendships.

It was evident throughout the process that the dynamics of the friendships greatly complemented and enhanced the individual therapeutic work in achieving these significant outcomes.

Thriving Children

My puppet is sad because she has no food and no one to play with.

My happy puppet’s name is Alexa. Both puppets sing, ‘Don’t you worry child’…

This puppet story is from Act Up. Act Up is a psychosocial drama program designed to promote emotional self-

regulation, pro-social behaviour and tools to build resilience through the platform of drama and role-plays.

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Thriving Children - Innovation

Family Violence Services Since 1986 Family Life has been at the forefront of developing best practice to responding to Family Violence, using innovative techniques and programs to assist families, children and young people exposed to violence. Over the past 12 months Family Life has been working with the Victoria Police and the innovative Taskforce Alexis to offer quicker responses to family violence reports in the community where children are present. Under current police policy should the police attend an incident of family violence they are required to complete a report (L17) and send it on to a suitable responding agency.

The aim of the L17 Response team is to ensure that victims and perpetrators of domestic violence are given the opportunity of speedier, integrated access to available services, within a mandate of early intervention and onwards referral for sustained support.

The team collaborate closely with Victoria Police, Salvation Army Family Violence Outreach Program, DHHS Child Protection and a range of other family violence-related service providers.

The service includes a therapeutic approach, information, advice, support and referral either via phone consultation and/or limited home visits where required. This consult may also result in a referral into other Family Life services including family support or counselling. The L17 respondent practitioners are providing secondary consults to their colleagues and have been working closely with colleagues in the Family Violence team to enhance a culture of responsiveness and evidence informed practice around the issue of domestic violence.

A structure has been set up consisting of representatives from all partner agencies which meet weekly to triage reports and identify any gaps in services.


41

Thriving Children - Innovation

Family Violence (Care Team Approach) Case Study: Megan separated from partner Dale after an 8 year relationship, 3 years after the birth of their child Taylor. Both parents had drug and alcohol issues and Megan was being treated through counselling and medication for Postnatal Depression.

Megan described the relationship as ‘loveless” where she was frequently abused, with her daughter witnessing the abuse. This included:

• Being pushed into a cupboard, • Blocking exits and invading personal space. • Teasing and making derogatory jokes. • Acting in a threatening manner and yelling• Jealousy, accusations of affairs and using highly offensive language,• Mocking Megan’s mental health, particularly Postnatal Depression. • Derogatory name calling and belittling Megan in front of friends. • Not contributing to Taylor’s daily needs financially. • Excluding Megan from attending Dale’s family events. • Ridiculing Megan’s family traditions and describing her family as being useless.

The Specialist staff worked on;

• Psychoeducation in understanding how the cycle of violence may have been experienced by Megan and Taylor.

• developing Megan’s understanding of the impact witnessing Family Violence can have on Taylor both short and long term.

• developing Megan’s self-esteem to enable her to make choices about her future and minimise the risk of harm.

• developing confidence to start a new phase in her life post separation with Dale if that is what she should choose.

The therapies and approaches used were Client centred, solution focussed, strengths based, systems theory, stages of change theory, Relaxation techniques, Mindfulness, Cognitive and Behavioural Therapy and Emotionally Focussed Therapy.

A Care Team approach included Community Health and Drug & Alcohol Counselling.

The power that occurs when services move out of silo style case management to cooperate results in goals being achieved more efficiently and effectively.

Megan made a decision to obtain an Family Violence Intervention Order. She and her daughter reside in the family home with Dale having fortnightly contact with Taylor.

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Being Remembered by Your Community

Legacies That Live OnMrs June Rose Taylor - $20,000 – Bequest June Taylor and her family spent much time caring for disadvantaged children. June’s $20,000 (specific sum) bequest to Family Life has been invested in a Family Life Service that enables parents who have Court Orders, to spend time with their children, in a safe, supervised and welcoming home-like environment at the Family Life Community House at 199 Bluff Road Sandringham. Most importantly, the children are able to build and maintain crucial bonds with their parent.

Family Life has honoured Mrs Taylor on the signage at the Community House.

Mrs Evelyn Lord - $56,879 - Bequest We learned from her nephew Mr Harry Lord and his wife Carmel, that throughout her life, Evelyn Lord was passionate about the welfare of children.

So, Family Life invested Mrs Lord’s residuary bequest in supporting our high-impact Community Bubs and PeopleWorx programs. Thanks, in part, to Evelyn’s bequest Family Life was able to develop the Chelsea social enterprise; today it provides a safe and welcoming environment in which locals can learn new skills, make friends, develop confidence, get work experience and contribute to the community.

Evelyn’s 16-year-old great niece is a volunteer at the Family Life Opportunity Shop Social Enterprise in Chelsea. What an incredible family!

Would you too like to leave a legacy and be remembered by your community?If you would like to leave a lasting legacy by making a bequest to Family Life in your will, please talk to your lawyer. Information is available on the Family Life web site www.familylife.com.au or phone Family Life on 8599 5433 and ask to speak to Jo Cavanagh Family Life CEO.

Mrs Evelyn Lord (centre) aged 99. Photo supplied by her nephew Harry Lord and his wife Carmel.)

Mrs June Rose Taylor with her husband Peter and in her WREN uniform (c1944). Photos supplied by her daughter Linda Taylor.


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Our People

Staff

Family Life engages multidisciplinary, professional staff to deliver quality services to the community. Staff are highly engaged and have an overwhelmingly strong commitment to Family Life’s values - Respect, Inclusion, Empowerment and Community. 93% of staff agreed with the statement ‘I am proud to tell others I work at Family Life’ in the 2014 Staff Engagement Survey.

Adding strength to the People, Culture and Quality team, Family Life has a dedicated Learning and Development Coordinator and Quality and Compliance Coordinator. With this added expertise, the team has implemented numerous initiatives and launched various projects to further strengthen the skills and employment experience of Family Life staff.

Leadership has been a key focus this year. Over 95% of respondents to the 2014 Staff Engagement Survey are confident in the ability of the Executive Leadership team. With the foundations of a strong executive level team, a Leadership model was developed and launched for all Family Life staff members to nurture and extend the inherent leadership qualities in our staff and to provide a greater capacity for professional development and learning. A range of leadership-focused training has also been rolled out and targeted to staff in a supervisory role.

Mental health at work and workplace wellbeing is another focal point. With just over 90% of staff reporting that Family Life understand the importance of being mentally healthy, this understanding and focus has been further accentuated over the year. The launch of a confidential and highly accessible Employee Assistance Program to staff and volunteers

has been key to investing in staff wellbeing. A dedicated mentally healthy working group has been established internally with a number of initiatives launched throughout the year with frequent communication, reminders and reflections for staff.

Family Life has maintained certification to ISO 9001:2008 and the Department of Human Services Standards covering all Victorian State Government funded programs, and has implemented internal quality audit systems. In an evolving regulatory environment Family Life has remained responsive and proactive, with a collaborative approach and an ongoing commitment to quality.

We also congratulate the following staff members who were awarded scholarships in 2015:

Marie Stanway (Team Leader Child & Family Team) was awarded the Great Leaders Are Made (GLAM) Scholarship.

Alicia McCoy (General Manager Research & Impact) received the UNSW Executive Education Scholarship - Australian Graduate School of Management on Shaping Strategy to Create Value.

Gregory Storer (General Manager Operations) is completing a Master of Business Administration through the Australian Scholarships Foundation/Kaplan Business School scholarship.

Meagan Norbury (General Manager People, Culture & Quality) attended the General Managers Program and Authentic Communicator course through UNSW Executive Education.

Michelle Stevenson (Business Development Manager) was awarded the Australian Scholarships Foundation/University of Melbourne to attend the Managing Innovation course.

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Finance & Development

Business Development

Marketing and Fundraising

Bequests & Major Donors

OperationsInformation Technology

VolunteersService Support

CEO/Board

Services:

Child FIRSTCommunity Bubs

Community Development

Family Law Services Family Support

Family and Relationship Counselling

Family Violence ServicesNILSSFYS

SHINE Children’s Mental Health

Research, Outcome,

Measurement & Evaluation

Social EnterprisesBayside Counselling

ServiceBayside Children’s

Contact ServiceOpportunity Shops

PeopleWorx


People, Culture &

Quality

45

With the support of approximately 400 volunteers, Family Life is able to leverage government and philanthropic investment as we work together to strengthen local community and build a civil society together.

200+ volunteers work every week in the Opportunity Shops and Warehouse, mentoring our PeopleWorx participants, generating $913,573 and recycling tonnes of goods.

57 trained volunteers worked with our Service teams to provide care and support for vulnerable families, children and teenagers.

112 skilled volunteers undertook community lead fundraising events including the Open Garden Day and Golf Day. Volunteers also provided support to the Corporate Services teams, providing administrative and pro bono services.

Our People

Volunteers

98% feel valued by

Family Life

60% volunteer to

meet new people

87% volunteer to

give back to the community

98% would recommend

volunteering at Family Life

57% believe they help improve

the lives of vulnerable children and families

Our Volunteers Feedback:

46

Judith Campain

Nancy Kulawasky

Sattar Kianifar

Raeleen Thompson

Gerry Lambourne

Heather Hunter

Ray Crombie

Cheryl Brettargh

Pauline Reynolds

Amanda Barnett

Marina Williams

Sandra Ellery-Evans

Rosemary Carter

Malcolm Parks

Allison Ladd

Pat Gundish

Special Mention volunteers

Long standing volunteer Gloria James (left with Heather Copley)

Long standing volunteer Alan Begg (on right, with Bob Standaloft) retired from volunteering with Family Life in 2014. His late wife Paddy was the Family Life Director in 1978.


Our People

“A sense of purpose.”

“Other volunteers have become like a 2nd family when I had

my ups and downs.”

“As an older volunteer, it has made me feel needed and

given (me) conf idence.”

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The full list of supporters may be found on our web site. This list provides an illustration of the breadth of our relationships:

Thank You

During the year we engaged with government, businesses, trusts, foundations, donors, health services and corporate volunteers; thanks to their support we were able to expand our services in high-need communities and help more families.

Balfe and Webb

Barr Family Foundation

Bennelong Funds Management

Cabrini Health – Malvern and Brighton

Cardinia Shire Council

CE Family Lawyers

Cope Transport

Cybec Foundation

Deloitte Touche Tohmatsu

Doveton College

Dr Roger Riordan AM

EACH

Federal Government

Foundation 59

Freemasons

GR Herbert and Co

Herbert Smith Freehills

Intimo Lingerie (Intimo Aware, Domestic Violence Awareness program)

Kingston Council

Lions Clubs

Lowe Construction and family

Mornington Peninsula Shire Council

Monash University

Mr Malcolm Parks

Ms Christine Richardson

Philip Coombs Children’s Foundation

Pratt Foundation

Rotary Clubs

Royal Melbourne Golf Club

SMRC

State Government of Victoria

Swinburne University

The Good Guys Foundation

The G.P. & M.D. Farrell Foundation

The Hofmann Family

The Ian Potter Foundation

The Newsboys Foundation

The R.E. Ross Trust

The Royal Children’s Hospital

The University of Melbourne

ToniKaye Foundation

VACCA

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Service Area Map

Frankston

Chelsea

Cranbourne

Berwick

SandringhamCheltenham

Tootgarook

Hampton EastHighett Moorabbin

Ringwood

Hastings

DandenongDoveton

Cardinia Partnership

Service Centre

Community House

Children’s Contact Services

Opportunity Shop

Warehouse

Stories in this Annual Report have been modified to protect the identity of the families; however the essence of the stories are accurate. Please note the statistics quoted in regard to client feedback are based on the number of clients who responded and in some instances are derived from small samples. Some figures may also include double counting of clients due to individuals receiving support via multiple service areas.Photos have been provided by Family Life staff and by volunteer photographers Zoe Singleton and Miranda Kremers.Annual Report design by grizzledesign.com.au


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Despite the challenges that Family Life experienced in the past twelve months, we still enjoyed a moderate growth in revenue from $9.8 million (13/14) to $10 million (14/15), up by 3.6%. As the 2014 government funding cuts impact, we are working our way through the financial and service continuity challenges these are creating.

PerformanceFamily Life’s surplus from all ordinary operating activities was $50,560 (13/14 surplus of $174,104). This was a good result considering all the external challenges.

Underpinning our growth was a $308,000 increase in government funding, up 4.1% on last year. It is important to note that this increase has largely come from a Federal government pilot program (Relationship Review and Renew). Family Life’s reputation and capability to research and innovate has rewarded us this excellent opportunity to address social needs with high impact and efficient solutions.

As a community-based charitable organisation, Family Life worked closely with our local partners to address localised social issues with our innovative programs. These for-purpose collaborative endeavours have led to heightened awareness and in turn have generated increased grant incomes; i.e. $25,000 more from philanthropists and $27,000 more from local governments.

Despite the challenging economic outlook, the sales revenue from our social enterprises increased by $25,000, up 2.8% compared to last year.

To meet our commitments to staff and investments in our communities, our expenditure also increased by $442,000, up 4.6% on last year.

InvestmentOur investment expenditure has continued to focus on staff development, research and innovation. Systems to facilitate data collection, as well as staff learning and development, are crucial.

The Board is committed to invest in our communities through our community houses, social enterprises and collective impact program.

OutlookTo manage the pressures of inflation and wage growth as a result of the Equal Remuneration Order from Fair Work Australia, management will continue to seek new funding opportunities in 15/16.

Family Life’s balance sheet remains very strong. Regarding our current liabilities, it is the Board’s policy to maintain full cash backing as a conservative and prudent approach.

It is important for Family Life to be agile to stay on mission to help the most vulnerable in our community through our innovative programs with our collaborative approach. Please join us and support Family Life at http://familylife.com.au/donate/

Jeff Phillips

Treasurer

Message from the Treasurer

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Financials


Southern Family Life Service Association Inc. Statement of profit or loss and other comprehensive income for the year ended 30 June 2015.

Income from Operating Activities $ 2015 $ 2014Federal Government funding 5,101,983 4,948,940State Government funding 2,804,822 2,650,034Local Government funding 143,087 116,444Non-Government grants 483,813 519,975Donations 280,538 186,748Voluntary contributions 68,357 51,539Public fundraising 96,854 134,641Social enterprises 913,573 889,042Service income 92,068 75,139Membership subscriptions 90 10Interest 113,385 166,188Other income 20,154 25,264Total Revenue 10,118,724 9,763,964Volunteers’ in-kind contributions estimated 1,354,375 1,300,000Grand Total 11,473,099 11,063,964

Family Life is proud of its exemplary history as a provider of quality services, with full compliance with Federal and State family service audits, and ISO 9001:2008 accreditation under Department of Human Services standards . Our financial reports are audited independently every year to ensure transparency and accountability. In recent years, one of our community banking partners noted that “Family Life’s governance and structure are documented, implemented and maintained in a very sophisticated manner”. Our strong corporate governance is featured in the Department of Human Services website as a case study. (www.dhs.vic.gov.au/for-business-and-community/not-for-profit-organisations/strategic-business-planning/not-for-profit-case-study-family-life)

Federal Government funding 44.5%

State Government funding 24.5%

Volunteers’ in-kind contributions estimates 12%

Social Enterprises 10%

Non-Government grants 8%

Local Government funding 1%

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Financials

Southern Family Life Service Association Inc. Statement of financial position as at 30 June 2015.

CURRENT ASSETS $ 2015 $ 2014Cash & Cash Equivalents 1,231,070 358,542Held-to-Maturity Investments 2,200,000 3,011,705Receivables - Trade & Other 73,663 179,661Other Current Assets 146,873 161,185TOTAL CURRENT ASSETS 3,651,606 3,711,093

NON-CURRENT ASSETSProperty, Plant and Equipment 3,370,613 3,288,543TOTAL NON-CURRENT ASSETS 3,370,613 3,288,543TOTAL ASSETS 7,022,219 6,999,636

CURRENT LIABILITIESTrade & Other Payables 363,442 112,675Accrued Expenses 438,036 437,222Unearned Income 561,418 670,411Interest Bearing Loan 48,414 45,144Provision for Employee Entitlements 413,970 406,630Provision for Employee Entitlements - LSL 278,745 218,005TOTAL CURRENT LIABILITIES 2,104,025 1,890,087

NON-CURRENT LIABILITIESInterest Bearing Loan 537,611 782,423Provision for Employee Entitlements - LSL 42,951 40,054TOTAL NON-CURRENT LIABILITIES 580,652 822,477TOTAL LIABILITIES 2,684,587 2,712,564NET ASSETS 4,337,632 4,287,072

MEMBERS’ FUNDSAccumulated Funds 3,784,131 3,748,930Reserves 553,501 538,142TOTAL MEMBERS’ FUNDS 4,337,632 4,287,072

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Service Centres

Sandringham 197 Bluff Road Sandringham Victoria 3191

Phone +61 3 8599 5433 +61 3 8599 LIFE Fax +61 3 9598 8820

Frankston Level 1, 146 Young Street Frankston Victoria 3199

Phone +61 3 9784 0650 Fax +61 3 9770 2906

Cheltenham Level 2, 11 Chesterville Road Victoria 3192

Phone: +61 3 8599 5433 Fax +61 3 9598 8820

Cranbourne 182c Sladen Street Cranbourne Victoria 3977

Phone +61 3 9784 0650 Fax +61 3 9770 2906

Community Houses


Phone +61 3 8599 5433 +61 3 8599 LIFE Fax +61 3 9598 8820

Hampton East 12 Keith Street Hampton Victoria 3188

Phone +61 3 8599 5433

Tootgarook 10 Carmichael Street Tootgarook Victoria 3941

Phone +61 3 5985 1297

Opportunity Shops

Cheltenham 316 Charman Road Cheltenham Victoria 3192

Phone + 61 3 9583 0305

Highett 14 Railway Parade Highett Victoria 3190

Phone +61 3 9555 2100

Chelsea 435 Nepean Highway Chelsea Victoria 3196

Phone +61 3 9773 9761

Warehouse 12/94 Keys Road Moorabbin Victoria 3189

Phone +61 3 9555 2174

Children’s Contact Services


Phone +61 3 8599 5433 +61 3 8599 LIFE Fax +61 3 9598 8820

Frankston Level 1, 146 Young Street Frankston Victoria 3199

Phone +61 3 9784 0650 Fax +61 3 9770 2906

Frankston South Early Learning Centre 134 Frankston-Flinders Rd Frankston South VIC

Phone +61 3 9784 0650

Berwick Early Learning Centre 1 Cheviot Avenue Berwick Victoria 3806

Phone +61 3 9784 0650

[email protected]

www.familylife.com.au

Family Life Limited ABN: 37 712 782 209 ACN: 606 542 590 Copyright © Family Life 2015

Documents

Family Life: 2014-2015 Annual Report