Part 2

Community Services 2000-2001

Wayne Koivu
General Manager - 
Community Services

"We are living in an exciting time of change in the Community Services sector with unparalleled opportunities to help the disadvantaged and the forgotten."

	overview
	mission centres
	volunteering
	superintendent's report
	care services
	community services
	pastoral services
	corporate services
	triple bottom line reporting
	financial summaries
	major donors

Community Services

WUE Services

Wesley Disability Support Services

Wesley Institute

Community Housing

Serenity House

Homeless Persons' Services

Homeless Persons' Services

Wesley Dalmar

Trends

The world and Australia are changing at an unprecedented pace. While change can be good we recognise that some people will not be in a position to benefit from those changes without our help.

Social welfare reform: With the introduction of significant tax reforms during this past year and the launch of welfare reform as recommended by the McClure Report, Wesley Mission has been presented with many challenges and opportunities.

There are now more people on income support than ever in the history of Australia. More families are living below the poverty line, despite Australia's strong economic growth and relatively low unemployment. These circumstances have led to an ever-growing divide between the rich and the poor.

Ageing population: As the number of aged people who require support increases at a faster rate than the rest of the population, we will need to give careful consideration to the resourcing, planning and development of future services.

Privatisation of government services: We welcome the trend throughout OECD countries towards the privatisation of services traditionally run by Government. We believe that the not-for-profit sector delivers these services in a more cost effective, caring and compassionate way.

Key Result Areas

Christian Faith

This past year saw the expansion of Wesley Uniting Employment to 69 communities across New South Wales, Queensland and South Australia.

In each of these locations, relationships have been established with local congregations thus strengthening the ministry to that community of Wesley Uniting Employment and the local congregation. In all of our centres there has been an increased opportunity for staff and clients to access our chaplaincy services during the past year.

Quality of Life

Wesley Mission has helped over 20,000 individuals back into the work force through the work of Wesley Uniting Employment during the past year.

We have created the opportunity for hundreds of people with disabilities to live more productive and independent lives through the services of Wesley Disability Services.

In this past year we have helped thousands of former homeless people to live with a higher degree of independence and self-determination. Through our Homeless Persons' Services we also assisted these people as they overcame a range of social and individual challenges.

We have also trained hundreds of young people to further develop their skills in ministry, the arts and counselling through education and training at our Wesley Institute for Ministry and the Arts. Through Wesley Dalmar we significantly enhanced the quality of life for thousands of families and children throughout New South Wales.

Service Delivery

Our work is never done. There are more homeless people than ever before, more people in need of the assistance offered through our Disabilities Services, more families in crisis and need. Wesley Mission is diligent in helping those who would otherwise be neglected and marginalised. We are committed to ensuring that people are given every chance to succeed no matter what barriers may hinder them from realising their potential. We are living in an exciting time of change in the Community Services sector with unparalleled opportunities to help the disadvantaged and the forgotten.

Resource Management and Management Responsibility

During this past year we maintained a constant pursuit for excellence in all services. A number of our centres obtained accreditation under various industry accreditation mechanisms, many were re-accredited. The majority of our centres achieved full accreditation under the ISO 9000 Series Accreditation. Some areas of our work were restructured to ensure greater efficiency and effectiveness.

Future Challenges

The greatest challenge, and one that Wesley Mission will handle well, is to remain dynamic in service provision so as to respond constructively to the significant changes and opportunities that will present themselves during the next few years.

Our team is committed to being at the cutting edge of service development and delivery. This is no small task and presents us with significant challenges that we are confident we can meet.

Environmental Assessment

During the past year we have paid significant attention to the environment through all of our services. We have sought to reduce energy consumption and waste through the introduction of a range of procedures and protocols. As we invest time and energy in caring for people and changing lives we are also committed to protecting the environment. These programs cover a broad spectrum of activities from the recycling of household waste, worm farms, paper recycling and overall energy reduction.

Wesley Uniting Employment

As a NSW-based organisation we developed significant contacts with uniting churches in many rural towns and centres, including the re-development of an underutilised uniting church building in Nowra. We were pleased to announce the appointment of Rev Louise Robinson as Chaplain to Wesley Uniting Employment (WUE).

WUE demonstrated its commitment to staff development by providing Frontline Leadership training to 50 managers. We were humbled by the quality, expertise and dedication of our staff that who played a small part in the Mission's work. Our people demonstrated how they could make a difference by the efficient and effective delivery of our diverse services. Our daily impact on the people who need our services transcends geography, politics and ego. Our people know we make a difference, not only to our immediate clients but also to their families, children and indeed to communities.

WUE provided a diverse range of services across NSW, encompassing people from the most disadvantaged client groups. WUE demonstrated a commitment to the Aboriginal and Torres Strait Islander communities by building links and undertaking initiatives to increase access to services and increase WUE Aboriginal staffing levels. New Enterprise Incentive Scheme Program business start-ups began across the state, encompassing the regional centres of Orange, Bathurst, Lithgow and Dubbo, and towns and communities such as Young, Harden, Blayney, Cowra, Boorowa, Rydal, Kandos, Gilgandra, Wellington, Narromine, Coonabarabran and Lightning Ridge.

Wesley Uniting Employment helps a client find work

Each week WUE compared its performance to its competitors. Our performance showed pleasing improvement. The Department of Employment, Workplace Relations and Small Business conducted quality audits in eight WUE sites with many positive findings relating to our staff and operating practices. Client surveys indicated a high level of satisfaction with all our services. We actively gathered employers' vacancies and matched them to people looking for jobs.

Job matching placed over 14,000 jobseekers. Almost 20,000 clients commenced intensive assistance while over 500 jobseekers commenced a job search training program. New Enterprise Incentive Scheme trained and placed 80 persons into the program. This financial year we assisted over 1000 clients. The Return to Work Program was very successful with 49 percent of participants joining in training; training and then employment; or training for a job.

Work for the Dole participants enjoying the challengeof rebuilding computers

The Community Support Program assisted 640 clients. Clients gained a variety of suitable outcomes, ranging from full-time employment to acceptance for the disability support pension, mature age payment, fulltime education and being referred to intensive assistance in the job network.Wesley Learning and Development trained approximately 1600 people.

Work for the Dole scheme had approximately 1300 contracted places in 87 separate projects, across most of Sydney, Illawarra/Shoalhaven, and Newcastle/Hunter regions. The program expanded with the awarding of 278 additional places in the Central Western area of Sydney

After an intense year of activity across a variety of programs, WUE returned a financial surplus to Wesley Mission. We increased our service to many disadvantaged areas of NSW and continued to seek and tender for new opportunities to widen the Mission's work. In the next financial year WUE will tender for further opportunities in Work for the Dole, the Personal Support Program, the Transition to Work Program and for numerous training programs. Many of these opportunities have come about as a result of the Government's welfare reform initiatives.

Wesley Disability Support Services

The ethics committee continued to meet and assisted management and staff with many difficult ethical issues. Positive outcomes were identified for the 20 referrals received this year. We thank the honorary members who have given their time, knowledge and support to the committee.

Wesley Disabilities aimed to ensure that people with a disability were valued, accepted and enabled to grow as members of the community. We fostered an environment where people were supported in their cultural and Christian beliefs.

All 40 WDSS sites continued to maintain ISO 9000 Series Accreditation. A review of the disability policy and procedures began in consultation with stakeholders. A revised manual will be complete by the end of 2001.

Wesley Life Skills empowering clients to reach their potential

Training for staff and service users remained a high priority and was provided by accredited internal and external trainers.

We remained committed to improving our service to all stakeholders. Action plans for improvement were identified from audits, monitoring and service review.

Occupational Health and Safety committees met monthly to monitor and address health issues, incidents and legislative requirements across services. Committees were comprised of elected staff and service representatives.

The Disability teams worked together, with the oversight of both managers to ensure the philosophy of Wesley Mission and the Disability Services Act was maintained across our sites.

We continued to work closely with the Department of Ageing, Disability and Home Care and appreciated the support and assistance received from the Department and Regional Managers.

Wesley Disability Accommodation Services

Disability Accommodation Services provided 24-hour accommodation support for 26 people with a range of support needs.

Services were provided across the Sydney metropolitan area in a variety of ways including group home services and drop-in support. These services were flexible and based on individual needs.

Accommodation services continued to support and respect the cultural and religious beliefs of service users.

Funding was approved for a part-time chaplain for 2001/2002. This will be an enormous support to staff and service-users in times of difficulty and crisis.

We are committed to providing quality services with each person receiving a service that is planned and meets their individual needs.

The Individual Program Plan (IPP) drives service provision across all accommodation services by drawing together all relevant parties to maximise independence and skills acquisition in the least restrictive manner.

The Program Support Team expanded to include a part-time Individual Program Plan Coordinator who supported coordinators and key workers to ensure that plans were implemented effectively and efficiently, that they provided positive outcomes and delivered a quality service.

A full-time program provided service-users with training and behavioural intervention support.

Wesley Disability Support Services Accommodation was deemed 'eligible' as an accommodation service provider for people identified by Service-Access-System or through the devolution of large institutions.

Many exciting achievements have occurred for our service users and staff, reminding us how important it is to value each person's achievements and contributions, no matter how great or small.

Wesley Disability Respite Services

Respite services supported families and carers of people with a disability by providing regular away-from-home quality care.

We identified individual need, enhancing the person's quality of life through education, open-communication, advocacy and role-modelling. Respite is a range of professional services available to maximise life opportunities for each child.

Breakaway Children's Respite provided assistance to 65 children with disabilities. Children accessing respite were aged from 5-18 years.

The emergency respite bed was used daily. There are more than 30 children and families waiting for respite at Breakaway.

Respite extended program hours during the June school holidays and provided support to additional children. There was an overwhelming response from families and children.

Demand for respite always exceeded availability, especially when parents were working and required additional support for their disabled child during school holiday times.

Breakaway Respite operated 24 hours a day for five days per week and extended operating hours, as resources were available.

Wesley Life Skills

All nine sites held staff devotions. Christian music was available in the centre's library. Pastoral provided a guide to devotions and topics were applied to daily life issues.

A key principle was the provision of individual program plans where, through the development, implementation and evaluation of goals, service-users had access to life-long learning and skill development. Meaningful programs were designed in consultation with families and created opportunities for work placement, leisure experiences and improvement to quality of life.

Service-users were supported to access resources such as TAFE, employment services, and work experience within Wesley Mission and external organisations.

A program was employed to provide support to service users with challenging behaviours. People were assisted to access ongoing training in social and legal aspects of good citizenship to increase positive community membership.

There was an increase in the gathering of statistics which were used to identify and measure the training needs of both service users and staff. Occupational Health and Safety statistics identified issues of potential risk enabling immediate preventive action. Life Skills continued to maintain compliance with ISO 9000 Series Accreditation.

Life Skills: Kylie is sung happy birthday by the former Mayor of the Sutherland Shire, Clr. Ken McDonnell

The Personal Review and Development Program identified leadership as a goal for all coordinators, supporting them in their attendance of management training.

A database of bi-lingual staff was developed to assist service users from non-English speaking backgrounds. Service users and staff were encouraged to participate in the development of environmentally friendly processes.

Community Living Program

Service user and staff devotions were facilitated on a rotational basis. Leaders used song, prayer and poems as ways to communicate and encourage participation. Mission Talk was distributed to service users and staff. Individual cultural differences were recognised and valued.

The program assists people to remain in their own homes for as long as possible. Individual program plans have identified the changing needs of some service users. We continued to develop strong links with aged care assessment teams to ensure individual needs were met.

The service assisted people with disabilities in determining their own future, to live independently and be included and valued in their own community.

A highlight was the wedding of two service users. Staff assisted with the preparation in conjunction with service users and their families.

Statistics relating to training, Occupational Health and Safety issues were used as tools for continual improvement. This also assisted in improvements to the quality of life for service users and staff. As a result of internal and external audits, action plans were developed and monitored monthly.

Training supported staff in the management of challenging behaviour, and assisted in referring ethical issues to our Ethics Committee.

Some service-users required alternate ways of communicating - a Boardmaker Program was installed on computers to ensure staff had access to contemporary technology. 

David Morgan Enterprises

Prayerfulness and celebration characterised the 'living faith' of David Morgan Enterprises. The celebration of faith is remembered every Friday morning and it is always moving to see our employees with disabilities share prayer with our community.

The quality of life of employees with disabilities was enhanced by providing employment based on skills improvement through training, and social fulfilment through friendship. This year we participated in the Workplace English Language and Literacy Program, which has been a one-on-one training program for all our employees.

Sales reached a record $1.6 million, which resulted in a healthy surplus. All sectors of the business recorded strong and consistent growth. Strong sales and production enabled our work in employment to continue and our associated programs such as training to succeed.

David Morgan Enterprises won the much-vaunted contract to pack the audience participation kits for the Opening and Closing Ceremonies of the Sydney Olympic Games. Working through day and night shifts, our entire workforce of 70 prepared 113,000 Globite cases for the Opening Ceremony and 118,000 eskies for the Closing Ceremony.

This was the second largest event we had ever secured, including the Rugby League double-header at the Stadium's opening.

We were re-certified for ISO 9000 Series Accreditation registration at our triennial audit. We upgraded our Therapeutic Goods Association registration and can now release pharmaceuticals for sale as well as packing sterile therapeutic goods. Such improvements enhanced our service and competitiveness.

Changing expectations and ambitions of people with disabilities combined with changing community expectations meant that we continued to keep pace with community thinking. The Federal Government's agenda for welfare reform will affect the way we provide our services in the future. Our management task is to keep ahead of these trends.

Wesley Industries

We continued to offer places to 35 service users, despite being only funded for 20. Much work has been completed on an industrial agreement that will formalise the conditions and benefits that apply to our service users. It will also assist in retaining current, and gaining new, Government funding.

Although we did not reach our sales target we made sales of $357,000 - an all-time record. The previous best annual sales figure was $224,000. New cleaning operations will provide financial security for the centre on an ongoing basis.

The administration and packaging arms of Wesley Industries received ISO qualification early in the financial year. We also continued to meet the Disability Service Standards required within the supported employment industry. The centre's self-assessment was submitted to the Department of Family and Community Services in accordance with the timetable.

Spring Fair proceeds were used to purchase a very effective gas-fired factory heater and special matting to make the workplace more comfortable for our service users and employees. Our local profile increased by the staging of two highly successful community dances.

Wesley Institute for Ministry and the Arts

Institute students and staff were involved in many Wesley Mission centres this year. They led worship for Sunday Night Live and made a major contribution to Easter Mission. Creative Arts students were heavily involved in performances throughout Sydney during the 2000 Olympics.

Students at WIMA hit the right note.

Wesley Institute is a dynamic community of God's people from a variety of vocations, locations, languages, churches and cultures. Students and staff were committed to personal development through study and fellowship and a common goal: being equipped to undertake ministry opportunities in all walks of life.

Exchange programs were developed with several US campuses, including Azusa Pacific, Biola and Calvin colleges. Marketing personnel have attended 40 local careers markets. Our Bachelor of Theology program in the Korean language will be submitted for accreditation. A student initiative, GetOut Ministries, provided many opportunities for ministry.

There was an overall increase in enrolments - 312 students on campus, a 20 percent increase resulting in 53 new students. This result is above the tertiary education average, and was the result of the hard work of the Marketing/Promotions staff.

WIMA students continued to succeed in their chosen fields. A WIMA art student's work was hung in the Blake Prize and a music student toured overseas with the Sydney Youth Orchestra. Drama and dance students conducted several outstanding performances, including Back From Nowhere and Abundance 2001.

Homeless Persons' Service:

Community Housing

Community Housing provided supported accommodation for homeless people in 25 properties in metropolitan Sydney making a total of 136 beds. We rejoiced that God worked powerfully among our residents. One client initiated a Bible Study group at Bankstown House; others attended Alpha Courses and Sunday services in various churches.

Clients were presented with certificates at the 2000 Christmas Party, which honoured them for their annual achievements. Clients participated in, and attended a number of social and recreational activities including the Royal Easter Show and a National League soccer game.

Community Housing received ISO 9000 Series Accreditation. During the Olympic Games the Department of Housing provided the service with a grant for Community Housing to operate a 63-bed motel at Yagoona to assist people with temporary accommodation.

In November 2000 Community Housing with the Department of Housing took responsibility for 36 short-term bedsits at Miller, in Sydney's southwest. The property accommodated men and women in need of housing. We were grateful for the assistance received from the Department of Community Services, churches, individuals and organisations.

Serenity House

A number of our 68 residents made first-time decisions for Christ, and many more made recommitments. An average of 35 clients attended our weekly chapel and approximately 10 clients attended Bible study and many attended church services on Sunday.

Observable improvements included family reconciliations, improved living skills, 15 attended cooking classes, and 12 learnt computer skills.

Recovery statistics as at 30 June 2001 of length of continuous sobriety:

Number of distinct individuals: 161
Average length of stay: 8 days

Regular volunteer activities included gardening, painting, maintenance, lawn mowing, furniture sales, pickups and deliveries. Thirty nine clients attended Camp Merroo in January, sponsored by Mounties Club at Mt Pritchard.

Residents attended Maryfields Day Recovery Program sponsored by the Casino Community Benefit Fund. A large percentage of residents attended Alcoholics Anonymous, Narcotics Anonymous and Gambling Anonymous recovery meetings daily. Between July and February, 2001 an additional 16 bedsits were obtained from the Department of Housing and renovated for occupancy.

Talking things through...residents at Serenity House are encouraged to attend recovery meetings.

A building from Ingleburn Army Barracks was purchased for $300 and relocated at a cost of $9000. It has been renovated by residents and is used for recreation, chapel and recovery groups. In May, 2001 a Department of Housing property was obtained for the beginning of a program for women (Grace Manor). Two tenders were successful from clubs and Casino Community funds.

Serenity Furniture

Serenity Furniture is a second hand furniture business in Green Valley in Sydney's south-west, established by the volunteer efforts of Serenity House residents. Christian spiritual growth was evident in most of our volunteers with a number making commitments to Christ. This was a great encouragement to all.

Most of our volunteers achieved six months or more of sobriety. As a result some have achieved full-time employment and settled into their own independent living. Men involved in the program established good friendships and purchased quality furniture, which provided personal and social stability as they moved into the workforce.

A successful trading year provided a surplus to assist with the operation of Serenity House. A Serenity volunteer won the Spring Fair Competition by raising a record $57,000.

A large growth in sales was recorded for the six months from January, 2001. An increase in the quality of donations and an improvement in customer traffic stimulated this growth. Customer satisfaction was high and led to greater repeat business. An inflatable advertising balloon was donated and placed above the shop, raising the profile of the business.

A four-tonne truck was purchased to collect more donations and to help meet the needs of the expansion of the shop into adjacent premises. An average of 12 volunteers per week assisted our service. We were able to supply quality furniture to recent new projects, including bedsits

Edward Eagar Lodge

Edward Eagar Lodge provided crisis hostel accommodation for 63 male and 13 female homeless people on a nightly basis. The Lodge demonstrated its Christian faith and commitment by seeking to provide quality care within the resources available to encourage clients to achieve a positive lifestyle, which provided dignity and independence.

NSW Governor Professor Marie Bashir with Roberto Pejsa, a day centre client at Edward Eagar Lodge

Our holistic approach not only provided the security of a warm bed and nourishing food, but included communal activities such as art, drama, writing, parenting and assertiveness groups, recreational opportunities and special outings. Some clients attended the Olympics and Paralympics after receiving free tickets.

It is estimated there are approximately 750 rough sleepers in Sydney and there are a growing number of asylum seekers who are homeless.

During the year the Lodge achieved:

• ISO 9000 series accreditation
• Computer networking
• New telephone system
• Fire requirements upgrade
• Some painting by the Work for the Dole Program
• Kitchen upgrade to comply with new food safety standards

Volunteer hours: 288 per month, 3177 yearly total. The 2001 Winter Appeal was launched at the Lodge by NSW Governor Marie Bashir and a painting was donated by prize winning artist, Nicholas Harding. We assisted in the organisation of a Summit on Homelessness held at Parliament House NSW and provided input to other community agency groups and media advocacy on homelessness.

Wesley Dalmar Child and Family Care:

Dalmar Executive Services

Wesley Dalmar's Patron Nick Farr-Jones >

As part of a national Uniting Care Australia launch, the Executive Services team of Wesley Dalmar worked with the Carlingford branch of the Target retail chain to host a Christmas gift appeal for needy families. A new kitchen was installed at Dalmar's head office at Carlingford while the push towards a greener Wesley Mission was encouraged with the installation of a worm farm.

A member of the Executive Services team provided training for Dalmar workers, served as mentors and lobbied various government departments for additional sources of funding.

Wesley Dalmar, in partnership with the University of Western Sydney, was successful in securing funds from the Australian Research Council to conduct research in the area of healthy family functioning.

Around 40 former residents of Dalmar Children's Home gathered at Carlingford to celebrate Christmas and donated more than $350 for the purchase of Christmas gifts for children in Dalmar's care.

The number of prayer partners aligned with Wesley Dalmar increased during the year, with Dalmar now enjoying the prayer support of more than 170 people across Australia.

Dalmar's annual report was produced in a calendar format, with $3000 donated by QAS and $500 from a regular supplier. The calendar received widespread support and commendation.

Dalmar Cumberland-Hills Region (includes Castle Hill Foster Care, Short-Term Units, Hills Family Centre)

Several families in the short-term units attended local churches and the majority of school age children attended the weekly kids' club or youth group. A group of five children from the short-term units attended a Vision Valley vacation camp.

Staff from the Hills Family Centre took part in an area-wide prayer initiative known as Redigging the Wells.

Activities organised by staff at Castle Hill, to support foster parents and children, included fortnightly coffee mornings, school holiday 'fun days' and camps. The camps were particularly beneficial for birth children, whose contribution to supporting foster children should not be underestimated. The presentation of a conference paper on The Impact of Fostering on the Natural Children of Foster Carers, followed by a television interview for SBS' Insight program were also highlights.

Hills Family Centre staff compiled and distributed Christmas hampers and gifts to client families and submitted several journal articles.

Wesley Dalmar...supporting children and families in crisis

Children being cared for by the Lindara Family Program enjoyed camps at Vision Valley and one child was provided with tuition to improve schoolwork.

A number of volunteers supported children staying at the Short Term Units, while residents from the nearby Alan Walker Village continued to welcome each new family with a basket of assorted goodies.

Centre staff conducted domestic violence information days in shopping centres and ran a forum for women as part of International Women's Day. A number of group sessions were run in developing residential areas.

Castle Hill staff trained seven students, co-hosted training with the Department of Community Services for more than 40 foster carers and conducted two recruitment campaigns. There was a significant increase in the number of men attending groups, particularly those focusing on parenting skills.

Resident and former resident meetings were held regularly at the Short Term Units program. Strategies such as this helped to improve services and analyse existing activities.

The Short Term Units received $1600 from the Department of Community Services for play equipment and $5000 from Spring Fair, to purchase one-off services for clients.

Dalmar Nepean Hawkesbury Region (includes Foster Care, Family Counselling, Reaching Out)

The worship service held at Dalmar Nepean's annual foster care camp was well attended by foster carers, staff and children. Former Wesley Dalmar Chaplain, the Rev Peter Wilson, led the service.

Dalmar Nepean's foster care team hosted two camps for female teenagers, both of which built links between young people in Out of Home Care. Penrith real estate firm, Ashjoy Realty, sponsored one camp. The annual foster care camp was attended by 45 people. A highlight was a football clinic hosted by the Penrith Panthers. Parents also enjoyed the training provided by the Playback Theatre and bush dance. A Penrith Panthers' representative was also present during Dalmar Nepean's annual foster care thank you dinner, held on the Nepean Belle Paddlewheeler.

The development of stronger links with Vision Valley also enabled a family from Quakers Hill Family Centre to have a dream holiday at Arcadia.

 Extra Hands...increasing demands on families

Dalmar Nepean recruited and trained five additional foster carers - bringing the total to 33. Long-term care was provided for 25 children and teenagers, while respite care and temporary/bridging care was offered to 46 children/teenagers each.

An interagency community-planning forum was established by the Riverstone Family Centre.

Reaching Out's core work was helping families with high levels of conflict, while staff developed and expanded networks with other agencies, including local Centrelink offices.

The foster-care team at Penrith revised carer assessment material, took part in three, quarterly data collections conducted by the Department of Community Services and obtained funding for an extra worker to recruit and train carers providing temporary care.

Demand for services at the Quakers Hill Family Centre and Riverstone Family Centre increased significantly. There was an 80 percent increase in the number of families accessing services at both centres (from 811 families in 1999- 2000, to 1460 families in 2000-2001). Of the additional 649 families, about 150 went to the Riverstone Family Centre.

Using research, Reaching Out staff established a reference group to ensure that a policy of continuous improvement was adopted. This was achieved through client feedback, monthly data reports, and regular meetings with other similar service providers.

The Riverstone Family Centre officially opened in November 2000.

Local youth benefited from the allocation of $70,000 annually to Quakers Hill Family Centre, as part of a successful youth support tender.

Quakers Hill Family Centre obtained $2500 for volunteer training in child protection and recognising boundaries/ limitations; $2123 for group work in the multicultural family work program; $1500 for the Meriton village project; and $6000 from the local Century 21 real estate office.

Dalmar Metropolitan Coastal Region (includes Cottee Lodge, Foster Care, Generations Connect, Phoenix)

The acquisition of four new properties by the Ashfield Independent Living program provided young people with two exit houses, an early intervention house and an additional independent living house.

Gateway Cottage Children's Crisis Service cared for 55 children throughout the year. Of these, 45 percent returned to their birth families while 18 percent were placed with foster families. Such outcomes are extremely positive as they break the cycle of crisis and provide structured support and placement stability.

The Phoenix Service provided care for nine children who had little experience in safe and stable homes. The children were accommodated in five homes and cared for by specialist youth workers. The extensive support provided to the children resulted in dramatic improvements in their health, education and interpersonal and social relationships and a significant decrease in their challenging behaviours.

Through Generations Connect, we connected mature aged volunteers with isolated, young parents, who shared experiences in parenting and helped to provide appropriate care. The Coordinator of this program worked with Burwood Council to mark the International Year of Volunteers; produced a volunteer handbook and information package; and conducted joint training with Hope for the Children Foundation.

The Family Therapy arm of Wesley Dalmar's Metropolitan Coastal office formed a significant link with the Out of Home Care services. This saw the family therapist providing counselling and support to children and parents in the Gateway and Phoenix programs.

The Lakemba Arabic Mothers group continued to provide parenting and educational skills for mothers whose children attended the local day care centre.

Gateway Cottage successfully applied for two funding allocations under the Department of Community Service's Innovation and Improvement Fund.

With the completion of renovations at the Lewisham office, more working space was created for the 40 staff.

Dalmar Ashfield Independent Living Program

Dalmar Ashfield Independent Living Program staff placed user-friendly, youth Bibles, Jesus videos and a CD of contemporary Christian music in each accommodation unit.

Successful tenders enabled Dalmar Ashfield Independent Living Program to offer a continuum of care, as required under agreements with government. This meant staff cared for clients at any point of need: currently they care for 30 people across a range of programs.

An increase in funding enabled Dalmar Ashfield Independent Living Program to acquire four new properties, appoint three new staff and provide care for 10 additional residents.

Western Suburbs Leagues' Club provided Dalmar Ashfield Independent Living Program funds for the purchase of a Street Outreach van. Our youth workers travelled to where young people gathered and provided support and referrals to other local services.

Dalmar Central Coast (includes Foster Care, Independent Living Programs)

Central Coast staff completed regular training, including familiarisation with the new Children and Young Persons (Care and Protection) Act. The program's first student placement was accepted.

Staff at the Central Coast Independent Living Program provided clients with referrals for drug and alcohol-related issues, as well as advocacy, education and training, client support and counselling.

Staff at the Central Coast Independent Living Program successfully implemented a new model for clients entering the program. They also created better opportunities for clients to access local services, by reconfiguring the houses available for use.

On the Central Coast, foster care staff hours increased from two full-time positions to the equivalent of 3.5 staff. The program finished the year with a better than budgeted outcome.

The growth of Central Coast foster care resulted in the purchase of an extra car and the provision of additional resources.

An extra vehicle was purchased for an outreach worker with the Central Coast Independent Living Program.

Dalmar StreetSmart

In April 2001, Dolly magazine featured an article on StreetSmart, including interviews with several clients. The story highlighted the difficulties faced by youth who were homeless or living in squats, and involved with drugs, alcohol abuse or prostitution. During the Olympics, the StreetSmart drop-in centre extended its service to seven days a week and provided young people with daily activities and dinner. The van outreach volunteer training course produced 50 new volunteers.

Sue Hopcroft StreetSmart Volunteer, on the streets of Cronulla

StreetSmart assisted young people through case management, practical assistance (fares, food vouchers/food parcels, clothing, meals in the centre twice a week) and internal and external centre activities (eg photography, painting, sport, bush walking, crisis intervention, the homeless brokerage program and van outreach). After a five-year lease, without the option to renew, StreetSmart closed the drop-in centre on May 31.

Newcastle City Mission (Hunter Region)

Newcastle City Mission is committed to the word and deed ministry of Wesley Mission and was delighted to become an activity of Wesley Mission. All regional staff combined at weekly worship to share good news stories and pray for those in our community in need. "Newcastle City Mission takes things that are bad and makes them good again" was the theme that developed during the year. Conducting a word and deed ministry our services recognised and helped with issues of loneliness, poverty, homelessness, unemployment, food, clothing, mental illness, youth crises and spirituality. Newcastle City Mission delivered 12 programs in 2000/2001. The Mission gained the Commonwealth Carelink program and a Youth Mentoring contract. The Community Support program grew by 278 clients, homeless services were restructured, eight bedsits were added to community housing and retail turned a profit for the first time in history.

Outstanding budget results were recorded across all Mission programs. Operating results as of 30 June, 2001 indicated a surplus of $123,094. This represents a dramatic improvement that surpassed budget expectations. The Wesley Quality Management team assisted the Mission in gaining ISO 9000 Series Accreditation. Newcastle City Mission has 23 paid staff. This is an increase of five during 2000/2001. Services were operated from eight office locations all with access to Wesley network facilities.

Stories

Wesley Disability Support Services

Marlene

When you meet Marlene it's hard not to feel overwhelmed by the courage and determination of this 20 year-old. A severe bacterial infection at the age of 10 left Marlene unable to speak or move and dependent on a ventilator for breathing.

Wesley Life Skills has played an important role in Marlene's life by providing a Care worker who spends time taking Marlene on outings.

"I was thinking about my life and my situation and how lucky I am to have Wesley and great people to help me get through life as well as enjoy it."

Serenity House

Andrew

Andrew had hit rock bottom when he arrived at Serenity House. Andrew was determined to start a new life free of drugs and crime. "The people at Serenity House saved my life," he said.

"Just like Serenity I want to make an impact in the lives of others who are doing it tough. I want my life to be an example to them, that there is hope in living a life free from addiction."

Dalmar Foster Care

Michelle

As a result of the support Michelle received from Wesley Dalmar's foster care program she was able to grow into a mature young adult.

Michelle had lived in foster care for 13 years of her life.

Michelle says that,

"Wesley Dalmar is like having an extended family. They are always here for me."

Edward Eagar Lodge

Kay

Living on and off the streets since she was eight years old, Kay never received formal education. She arrived at Wesley Mission's Edward Eagar Lodge when she was 45 years old, illiterate and desperate for somewhere to live. With the help of Wesley Mission, Kay was provided with accommodation and can now do things most people take for granted such as catching public transport and doing the banking.

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