Part 4

Corporate Services 2000-2001

Richard Menteith
General Manager - Corporate Services

"More and more volunteers are only available outside working hours. 
We need to be more flexible in their deployment and provide staff supervision and facilities to grow this valuable resource."

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

Corporate Services

Personnel

Volunteers

Trends

Quality Trends:

There is a universal movement in the corporate world to establish quality standards to meet customer requirements, compete in domestic and worldwide markets and continuously improve to save costs. Australian governments have clearly declared their intention to work only with quality endorsed community organisations. 

IT Trends:

Information technology is moving towards an Internet based system. The Internet and web browser is the platform on which the Mission is establishing its IT structure.

Knowledge:

Organisations are increasingly recognising knowledge as an intellectual asset. Knowledge is a strategic tool that when combined with other organisational assets, can achieve competitive advantage.

Fundraising:

The Prime Minister recently launched his Community Business Partnership Program to promote corporate altruism. The program embraces a social coalition of government, businesses, communities and individuals.

Communications:

Despite the burst of the 'dot-com' bubble, the Internet is becoming integral to how the world communicates. In 1999 there were 100 million people on line, with a prediction of 200 million by 2000. There are now over 400 million. Our web site receives over 6,000 visitors each week. 

Growing with the Internet is the expansion of other communication systems including the digital revolution in free-to-air and Pay TV.

Volunteering:

Volunteering is now an important part of civil life and contributes directly to social capital. Government departments, rehabilitation providers and the not-for-profit sector are looking towards volunteers to fill service gaps. 

Participation in corporate volunteer service provides employees with meaningful team building experiences and creates a positive corporate image.

Charitable Entrepreneurship:

Current social expectations and experiences have made traditional forms of fundraising less viable with commercial activities becoming essential to maintain the financial viability of charities. As a result, charities need to be financially astute and even entrepreneurial. 

Challenges

1. The demand for services will always exceed the resources to meet them. Greater efficiencies, improved stewardship of resources and greater client satisfaction and the acknowledgement of our standards by third parties through certification and accreditation are constant challenges.
   
   Wesley Mission is working toward full organisation operational ISO 9000 Series Accreditation and the adoption of the environmental standard, ISO 14000. This will improve our performance in the areas mentioned above.
2. We want to extend our IT capacity to work with our clients and service users, staff, volunteers, business partners and donors to lift the quality of, access to, and efficiency of our services and programs. 
   In two years we intend to be the leader in Australia's social services sector in the deployment of Internet-enabled applications aimed at improving the productivity and effectiveness of our staff.
3. Wesley Mission has been 'on-line' since 1996 and our web site is recognised as the leading not-for-profit web site in Australia. By the year 2005, we will communicate with over 40 percent of our stakeholders on-line.
4. More and more volunteers are only available outside working hours. We need to be more flexible in their deployment and provide staff supervision and facilities to grow this valuable resource. 
5. Wesley Mission is committed to becoming a knowledge-based organisation, which recognises knowledge as a resource and attempts to retain it and use it effectively. Retaining staff and recording the intellectual resources of the Mission are two ways in which the Mission succeeds in this objective.
6. Partnership programs with major corporations are a key fundraising strategy. Increased competition in fundraising means Wesley Mission must be innovative in generating new sources of income to meet expanding needs.
7. Current businesses are being managed with commercial expertise and are constantly being analysed to maximise return on investment and to measure risk. Wesley Mission is committed to a diversified portfolio of business to achieve its objectives.

Key Result Areas

Christian Faith

In late 2000, Corporate Services staff joined together in a Christian outreach to the people of country NSW during devastating floods. More than $200,000 in cash and a further $200,000 worth of goods were raised and distributed. The experience was rewarding from every perspective, and forged links of Christian friendship.

Operation Hope Camps at Vision Valley gave disadvantaged children the opportunity to spend time in a Christian environment. Many children who attended the camps responded to the gospel.

A Wesley Institute student initiative, 'GetOut' Ministries, involved several groups of students in outreach activities. Their presentations had a clear Christian focus, and challenge to young people to consider careers in a variety of church ministries.

Wesley Centre was the headquarters of Reachout 2000, which conducted Christian outreach on the streets of Sydney during the Olympic Games.

Quality of Life

Two major social justice reports, Suicide in Australia - A Dying Shame and The Faces of Homelessness, were released during the year, as well as The Faces of Volunteering. These reports were well received by the public and media.

Wesley Mission provided a safe workplace for staff through our acknowledged commitment to the principles of Occupational Health and Safety and Equal Employment Opportunity. The Human Resources Department resolved a substantial number of workers' compensation claims and provided a number of staff with return to work strategies.

Service Delivery

Corporate Services departments are integrated to provide the strongest possible support to the Pastoral, Community and Care work of the Mission. New systems in Human Resources and Payroll, sophisticated new information technology innovations, quality accreditation, and strong accounting and finance initiatives enabled efficient management.

Our clothing recycling operation supported many customers and clients, and various major corporations used the Wesley Centre for conferences, annual general meetings, marketing and staff development.

Vision Valley was home to 300 bus drivers during the Sydney Olympics.

Measurement, Analysis and Improvement

The Wesley Mission financial results are published at the end of this report. One hundred and twenty two Mission centres were accredited under ISO 9000 series standards.

Resource Management

Wesley Mission recorded 177,133 volunteer hours worked during the past 12 months. This is equivalent to 89 full-time staff members and $2.4 million in salaries.

Information technology connected 25 more Wesley Mission centres to the computer network. More than 1550 staff attended courses in a wide variety of job-related training.

The new Rayward Lodge facility at Carlingford is the largest building project at this time, and facilities for Wesley Palmdale Funeral Service, Lifeline and renovation work at Vickery Lodge are all vital resources.

Cottee Orchard completed Stage One of a major upgrade of the orchard with the planting of 60 acres of almond trees and navel oranges.

Mangrove Mountain Retreat was upgraded with the installation of a 30-metre climbing wall, a giant swing, an abseiling area, purchase of canoes for the lake and a sensory walking trail.

Environmental Assessment

Wesley Mission's commitment to sustaining the environment is illustrated in the various measures undertaken within the Corporate Services areas. Our pursuit of ISO 14000 accreditation underlines this commitment.

• Worm farms to reduce kitchen waste and to add quality to our gardens.
• Water conservation through the recycling of various grades of water for irrigation of properties.
• Energy conservation through improved design and construction of buildings.
• Land and bush regeneration through Work for the Dole at campsites.
• Recycling of clothing, paper, cardboard.
• Use of recycled building materials in Homes for Hope GreenSmart Villages. 
• Biodegradable drinking cups which do not release gas or liquid when decomposing.
• Tree planting at Pendleton Farm Retreat, Mangrove Mountain Retreat and Vision Valley.
• Recycled paper production.

Corporate Development

Team members prayed together each week and attended staff worship services together which enhanced our team structure.

Our events and sponsorship activities helped make the work of the Mission better known to corporate Australia and through our media sponsors, the wider community.

The team held many successful events and promotions throughout the year with the Home for Hope - PATHE GreenSmart Village project and the Spirit of Mission dinner being the highlights.

Building a path to the future…PATHE partners with Dr Andrew Refshauge, Rev Dr Moyes and Project Manager Dian Ball

Following the success of the first Home for Hope at HomeWorld Kellyville, Wesley Mission formed a partnership with the HIA, HomeWorld, Australand, Wincrest Homes and The Copper Development Centre to build the first GreenSmart Village in NSW. All four homes featured the very latest environment initiatives with all construction waste recycled on site.

The project was an enormous success due to the support of principal sponsor, CSR Building Materials which provided construction materials; BBC Hardware; Fantastic Furniture; Sydney Water with their partners The Royal Botanic Gardens, Australian Native Landscapes and the Nurserymen's Association; The Daily Telegraph; and the donation of real estate by the NSW Government through Landcom. When the homes are sold in 2002, a profit of $1.5 million will go to our disability services.

The Spirit of Mission dinner proved so successful that all seats were sold just one week after tickets went on sale! Guest speaker Sandy Holloway delighted the audience with his insights and experience of volunteers at the Sydney Olympics. Spirit of Mission Awards were received by CSR, Pat Farmer, Jackie Love, The Nine Network, Dr Jim Pendlebury, Epping Boys High, Dorothy Morris and the late Ian Lance.

The Corporate Development Team was restructured with Project Managers assigned clear areas of responsibility: events, promotions and projects. Project Co-ordinators and administration support staff were also added to enhance the performance of the team.

HOWZAT!!!...The Captains and Legends Cricket Challenge

Paula Duncan and Nikki Webster at Corporate Breakfast 2000

Corporate Communications

Telling others about the Christian faith is a core work of Communications. Through radio, television, video, the Internet and our magazines Impact and Frontlines we communicated the Gospel of Jesus Christ to Australia and beyond. 

We provided feedback and Christian comfort to our audiences as we communicated the Gospel in word and deed, responded with letters to our viewers and listeners and promoted Wesley Mission services to help people in their time of need.

During the year, our radio, television programs and internet pages reached over 100,000 people each week. We sold 1,000 copies of our videos. We provided graphic design and video production services to the Mission and produced special Easter and Christmas television and radio programs. 'An Australian Christmas' at Tumbalong Park was once again a wonderful celebration of the birth of Christ. Amsterdam 2000, organised by the Billy Graham organisation, enabled us to present a series of special radio and television programs direct from the Netherlands.

We played a key role in the Mission's Olympic outreach with the Internet enabling news stories, picture and audio segments to be distributed around the world. We also hosted an international Christian sports radio network in our studios during the Games.

The Communications department underwent a reorganisation during the year with Appeals, Deferred Giving, Trusts and Foundations and Spring Fair coming under the newly titled Corporate Communications department.

Appeals 

Two supporters were forced to live without electricity for three weeks. Their situation highlighted the plight of the homeless and struggling. Encouraged by the compassion of Wesley Mission they donated the money they received in compensation to the Mission's work. This was just one example of the care and compassion displayed by our generous donors. 

Thousands of supporters joined with Wesley Mission to bring healing and hope to the hurting and disadvantaged during the year. Many had a desire to follow Jesus Christ's example while others simply wanted to help those in need.

Through the generosity of our donors more than $1.7 million was raised enabling Wesley Mission to broaden its base of care to those in need. 

As the work of the Mission expanded, the acquisition of new donors was crucial. Christmas and winter appeals and publicity from our appeal to help NSW flood victims resulted in 1353 new donors. A number of current donors also joined the Guardians pledge program and committed to provide regular funding for ongoing care activities. 
Quality procedures were reviewed and updated to ensure that high standards of processing donations and donor expectations were met.

Deferred Giving/Community Relations

Many of the clients we contacted did not have close family contacts. As we showed a genuine interest in their welfare we often had the opportunity to refer these people to the caring services of Wesley Mission.

It was a privilege to share the Christian faith with a wide variety of people we contacted and visited. It was particularly gratifying when this personal contact led to confirmation of a gift through a will - our core work and ministry.

Three publications were used to promote our work: Make a Difference showed the scope of Wesley Mission's caring ministries; a folder Your Personal Record which collates personal details and wishes, and a booklet, A Partnership of Care explained many legal terms relating to wills.

Thousands of donors, supporters and bequesters were visited by the team. Our tours of Mission centres and free advice days with solicitors added a popular and effective dimension to our work. Despite increasing competition, the future work of the Mission has been well enhanced by acquired wills.

In 2000-01, $1.355 million was bequeathed to Wesley Mission. A total of almost $35 million has been committed in known bequests. This allows Wesley Mission to confidently plan for an expansion of caring services. Complementing this, almost $2 million in legacies were received for Mission projects.

Information Technology

IT aimed to improve the quality of life of all Wesley Mission computer users, by adding value to the systems they used.

Our IT staff provided a comprehensive service to all areas. This included purchase, help desk and maintenance.

The number of Helpdesk calls logged, completed and still open at the end of the month were measured and reported. More than 80 sites were permanently connected to our network and this number will increase.

The completion of the rollout of the IT network to all Mission sites was the year's major project. This enabled a communications strategy to be implemented in which e-mail and the Intranet are major functions.

Strategic Planning and Development

The staff of Strategic Planning and Development provided research and planning support, statistical and submission development assistance and specifically targeted support that upheld the Mission's values. Research shows that community service organisations and major charities turn away more people than they have the capacity to help. This church believes that everyone deserves the right to adequate food and shelter, to be loved and nurtured with dignity and to achieve their inherent potential.

Three significant planning days were held: Planning for Progress, review, evaluation and alignment; Planning to Achieve, developing successful strategies; and Priority Scanning and Planning. The planning days drew together representatives of our Board, Church Council, members and managers, resulting in plans that ensured our Vision will be proclaimed, understood and lived out.

Two major social justice reports were released: Suicide in Australia - A Dying Shame and The Faces of Homelessness and in response to the International Year of Volunteers, The Faces of Volunteering. We were thrilled by the public and media response to each of these issues, and requests for the reports have come from throughout Australia. 

At least 58 tenders were written and submitted, to a total value of $16 million. Successful outcomes enabled the growth of our ministries of word and deed throughout NSW.

An additional Submission Development Consultant was added to our unit to address the growing need for service delivery funding, bringing the total number of full-time staff to four. The Strategic Planning Unit (SPU) was revised and further developed the Corporate Plan 2001 - 2005, which will be released in the new financial year.

Volunteers Department

Read the special volunteering report

Flood Appeal 2000

During November 2000, Northern NSW was affected by the most devastating floods in the region's history. Hectares of land waiting for harvest were destroyed by floodwaters and with it went the hopes of many farmers.

The need was immediate and so was Wesley Mission's response. Wesley Mission's Management Committee and Senior Staff agreed that the Mission had a Christian responsibility to do all that it could. 

Lending a hand...Wesley staff volunteer Shirley Rapmund gives out hampers (above) while Margaret Williamson with her sons Tim and Seaton, help flood victims (below)

Letters were sent to flood-affected residents outlining Wesley Mission's available services while donors were asked to make a special donation to the Flood Appeal, which raised $183,000. 

Corporations who rallied to ensure the Flood Appeal was a success included the Commonwealth Bank, BBC Hardware and Harvey Norman. Our major corporate supporters donated cash and goods in kind to the value of $200,000.

Although the floods occurred two weeks before Christmas, Wesley Mission sent a team of 15 staff and volunteers to Narrabri, Nundle and Gunnedah to conduct three Christmas parties for flood victims and distribute Christmas hampers and cash grants. 

During the exercise 36 pallet loads of goods were distributed. 
After the 'drying out' period over Christmas, Wesley Mission continued to distribute goods and money that were donated to the Flood Appeal and provided counselling and pastoral support where needed.

Human Resources

Due to Wesley Mission's commitment to Occupational Health, Safety and Injury Management, a Manager, Occupational Health Safety and Injury Management and a Workers' Compensation and Injury Management Consultant were appointed in September to further develop, implement, monitor and improve the Mission's Occupational Health, Safety and Injury Management Quality Management System (OHS&IMQMS) procedures and processes. 

Our major focus was on Occupational Health, Safety and Risk Management Strategies, effective workers' compensation claims management, return to work and rehabilitation management to meet current changing Occupational Health and Safety and Workers' Compensation Legislation as well as specific industry accreditation standards requirements. The Occupational Health Safety and Injury Management team conducted 73 internal Occupational Health Safety and Injury Management Training Courses and attended 160 centres throughout the Mission providing Consulting, Risk Management and Workers' Compensation, Return to Work, and Rehabilitation Services to all staff.

Through the development and implementation of new Occupational Health Safety and Injury Management Quality Management System, Wesley Mission has been successful in reducing workers' compensation premiums by $200,000 in 2000-2001, allowing the savings to be redirected into other mission programs. Another major focus was to develop and implement policies and procedures to meet new industry legislation in relation to Child Protection.

With the introduction of the Fringe Benefits Legislation a major challenge for the Mission was to identify a cost effective remuneration strategy, which would meet legislative requirements and simultaneously control the financial risk to the Mission. The Employee Benefits Manager successfully achieved this objective. 

Training and Development

Wesley Mission Training is a registered training organisation that provides nationally accredited training programs in management and leadership and industry specific training to meet accreditation standards in line with our Vision and Values. During the year 1550 staff members attended 35 individual courses, 74 managers attended leadership training and 580 staff attended orientation.

Accounts staff at computer training

We successfully tendered and received endorsement as a frontline management initiative provider. This allows us to provide training and issue qualifications to diploma level in frontline management.
We also gained mutual recognition as a training provider in all States.
We became the first training organisation in Australia to deliver training via Virtual Classroom using Centra Symposium Remote Delivery Software - an industry first. Lessons have been delivered in Sydney and received in the far North and far South Coast of NSW. 
With the development of databases across the mission, electronic forms and online training the demand for computer applications training has been a major focus. Further growth is anticipated. 
Twenty-five women completed Springboard; a personal development program for women in non-management, which resulted in 33 percent being promoted to a management position.

Since its inception the Training Network has consistently provided the Mission with wide support and resources in the area of training development and implementation and policy development. The network is comprised of Wesley Mission training professionals representing a range of industry representatives co-ordinated by the Training and Development Manager.

Property and Development

Wesley Mission's project department completed the following major building projects during the year:

• Twenty-four new units were completed in Stage Five of development at Alan Walker Village with all now sold and occupied.
• Frank Vickery Village saw 36 new units completed in its Stage Five development. All have been sold and occupied.
• Major projects under construction or ready to commence include the refurbishment of Vickery Lodge at Sylvania to the value of $720,000 and; the addition of a larger kitchen and dining area at Mangrove Mountain to the value of $670,000.
• Major Project Planning was completed for the FH Rayward/Dalmar aged care facility at Carlingford. This will provide for 60 units at a cost of $9m. An additional 130 aged care units are planned at Frank Vickery Village at a cost of $17m with two groups of 21 retirement units planned for Frank Vickery Village at a cost of $9m.

Wesley Hospital will undergo refurbishment at a cost of $600,000.

Pendleton Farm Retreat

Ministry to children at our school holiday camps and caring for women who attend our Weekends Away were key areas of Christian witness. Staff and volunteers worked together to build faith. Friends of Pendleton Farm Retreat supported us prayerfully and practically. 
2000-2001 was a year of considerable expansion. New staff were employed and new staff offices were built. The commitment of the staff was exceptional as we continued to build a team that cared for each other and the guests we served. 

Staff worked long hours to ensure that guests enjoyed their stay. They also received training in new procedures, time management and customer service delivery. Marketing strategies into South East Asia and Japan have attracted many more guests. A new horse riding activity maintained our position as South Australia's premier farm stay.

The introduction of the GST meant changes in the administration area. We continued to strive towards surplus income. An increase in bookings indicated that our progress towards this goal is strong. The local community is supportive and our profile soared with our success in local Tourism Awards. 

A hydraulic pool hoist was installed for guests with special needs, thanks to a donation from AMP.

Our presence at the 2000 Royal Show also increased our exposure and helped bookings. The Manager continued his membership of the Tatiara Tourism Group/Board of Tourism South East.

Vision Valley

A team of more than 100 committed volunteers assisted the ministry. These young people often forsake up to two weeks of their annual leave to provide quality Christian care for the children who attend our camping program. More than 23,000 volunteer hours were given.
Vision Valley provided another wonderful year of ministry. Eleven school holiday camps and Operation Hope camps for disadvantaged children were very successful. More than 1200 children benefited from these programs and many responded to the Gospel.

A highlight of the year was hosting 300 Olympic bus drivers for three weeks. Although an incredibly busy period, with breakfast commencing at 4am and staff resources stretched to the limit, all agreed it was an exceptionally fun few weeks. 

A total of 181 groups used the centre during the year. These included church conferences, school camps, and international groups. International tourists are now a significant part of our operation. In total, an incredible 39,225 guests were hosted and 123,285 meals served.

Staff training and development has been conducted throughout the year - an important means of improving skill levels. Our large team of dedicated staff and volunteers have focused on staff development as the key to a happy and productive workplace.

Mangrove Mountain Retreat

Our Work For The Dole program was very successful with more than 60 people graduating. The program profoundly affected many long term unemployed people, giving them the skills to obtain consistent and satisfying employment. 

Operation Hope remained the focus of the Retreat's ministry in 2000-2001. The majority of the 125 disadvantaged children who participated in the program were referred by Central Coast welfare agencies. Many of these agencies claim the program had a positive effect on the young people who attended.

The centre attracted more groups than the previous year and is fast becoming one of the most popular retreat centres on the Central Coast. A total of 98 groups used the facility, a growth in occupancy of 15 percent on the previous year. 

Income from accommodation fees showed growth of almost $100,000 on the previous year. This is a most encouraging result given that the centre is only in its third year of operation. The centre has benefited from some significant donations, which included a fleet of canoes and a respite cottage. 

An Open Day provided a wonderful opportunity to thank supporters and donors. Several dignitaries attended including Federal and State members of parliament and the Mayor of the Central Coast who endorsed our work amongst disadvantaged people. 

Stringybark Lodge

The centre has attracted a range of varying groups who have benefited from facilities including six corporate groups, 12 schools and 15 churches. These were a wonderful time of ministry with many children responding to the Gospel.

More than 10,000 people used our modern state-of-the-art facilities. Four successful Operation Hope programs for disadvantaged children were held in the lodge. Most commented on the relaxed atmosphere and the rejuvenating quality of the centre's location amongst the native eucalypt and banksia.

The centre was incredibly successful gauged by the positive response of our customers. Solid growth was recorded from corporate hirers who were able to achieve cost efficient training and development. International groups also enjoyed the centre. The Lodge has been popular with church groups with its ensuite bathrooms being the major attraction.

The centre achieved an occupancy rate of 45 percent - a wonderful first year result. In total, 9,625 people were accommodated at Stringybark Lodge. The centre achieved a better than budget financial result with an operating surplus of $50,000. 

We have continued to develop quality programs including guided eco bush walks and environmental education programs. Schools and international groups seek these experiences as well as cultural events such as sheep shearing and Aboriginal dance shows.

Wesley Clothing

The Wesley Clothing team was supportive of each other and sought to help and sustain each other to achieve an objective of supporting disadvantaged families. 

Do the right thing...Wesley Clothing bin

The values and the vision of Wesley Mission were understood and implemented by staff. Their commitment and dedication was seen in the execution of their assigned work.

Our commitment to attitudinal change and service delivery was a commitment to excellence. By excellent service delivery and the quality of goods sold, shoppers in our The Look second-hand clothing stores felt appreciated and affirmed.

The resources available within the Wesley Mission and its high profile were fully utilised to attract corporate partners to our work.

Wesley Conference Centre

Wesley hosted 89,501 delegates in 613 external events, 86 percent of which were repeat business. Additionally, 438 internal events saw 95,066 people coming through our doors. New companies are enjoying our facilities for their annual general meetings or other conferences. Corporations using the facility included AMP Insurance, Nestlé, Colonial, Television Education Network, Viking Industries and Origin Energy.

Wesley Centre comprises conferencing facilities, a brasserie and a bookshop, and during the year was characterised by the constantly helpful and cheerful staff. It was more than just customer service - it was a commitment to caring for other people, whether clients, visitors or colleagues.

Hosting a team of evangelists during the Olympics required flexibility as opening hours were extended. An Internet café flourished and all staff learned to use the espresso machine. A non-award agreement for technical personnel was reached and established a platform for our services to better serve our clients.

Wesley Theatre.....a player in the global conference community

The introduction of a new logo boosted recognition in the marketplace and brought a completely new vibrant look to our stationery, exhibition banners, promotional items, information kits and brochures. New menu options and upgraded audio visual equipment positioned our Conference Centre at the forefront of the conferencing industry.

Wesley Centre developed its resources following industry trends and established itself as a player in the global conferencing community. Security cameras and fire door alarms tightened security.

Head Office Services

When supplier ethics did not match Christian ethics, we were provided with the opportunity to respond in a Christ-like manner. This witness emphasised that Christ is central to our values, and in particular to that of wise management of resources, integrity and accountability.
Purchasing and other administrative services undergird programs and staff who attend to Wesley's service users, thus enhancing their quality of life.

E-commerce sources were researched for the provision of access to a greater buying power, negotiating resources, Internet facilities and a consolidated payment system.

Over 60 percent of our stationery requirements were already being purchased directly on the Internet. Facilities were included for managers to approve purchases prior to them being confirmed with the supplier.

Supplier performance was measured through the submission of an electronic supplier feedback form that any user can access via the Intranet. These responses were added to our supplier database and, where appropriate, were included in the preferred supplier list that was generated by the database.

Three hundred and ninety mobile phones and 301 vehicles were operational as at the end of the financial year. The vehicle fleet increased by 25 vehicles.

The GST added to our expenses, especially through GST administration requirements, and affected vehicle trade values by $300,000 for the year. Competitive tendering on each vehicle (an average now of four vehicles ordered each week) reduced this impact.

Legal and Administrative Services

The Legal Department was a resource for managers and management in relation to all legal issues and documentation affecting our work in aged care administration, estates and legacies, insurance, funding and all corporate and secretarial issues. It also played an important part in the Mission's growth in the creation of joint ventures, foundations, partnerships and sponsorships and in arranging leases for our many employment sites. 

The legal team has also provided assistance to other congregations of the Uniting Church and was active in liaising with other churches, charities and peak organisations. The Corporate Solicitor is the Secretary of the Sydney Presbytery Property Committee, a member of the Baptist Community Services Ethics Committee and the Aged Services Association Self-Care Committee as well as being the Convener of the Church Law Forum and a member of the City of Sydney Law Society Executive Committee and the Society of Notaries.

The Mission's continued expansion led to a corresponding growth and complexity of property contractual and structural legal issues and problems. Additionally, community attitudes and political philosophies brought significant legislative changes in a number of areas of law including child protection, privacy, discrimination, human rights and civic liberties, employment, occupational health and safety, taxation and corporation's law. State and Federal governments, the NSW Synod, and other authorities, continually required more stringent accountability procedures. The legal team had a vital role, not only in continual updating of our procedures but also in visiting centres and training managers to comply with these procedures.

Spring Fair 

Hundreds of dedicated Christians gave hundreds of hours in making cakes, jams and crafts, selling bric-a-brac, jewellery, plants, books, new and pre-loved clothes to raise funds to help care for those in need. 

Bargain spectacular ....... hundreds flock to Spring Fair 2000

Funds raised through Spring Fair help purchase items not budgeted for and improve staff environment.

Commencing in February 2000 and culminating with a giant three-day bargain spectacular in Wesley Centre in September, Spring Fair attracted tens of thousands of people. Many companies donated prizes and stock, making an invaluable contribution to the final result. 

Jacki Love opened the Fair and ushered in an exciting program. On the final night of the Fair, Wayne Hampton of Serenity House was crowned Mr Spring Fair 2000 by retired child magistrate, Barbara Holborow. 

Spring Fair volunteers raised over $362,000. This was a fine achievement considering that the Sydney Olympics 2000 shortened Spring Fair fundraising by approximately one month. During the Fair, Wesley Mission volunteers raised over $43,000 for Pastoral Services. Mr Spring Fair 2000, Wayne Hampton and his helpers, raised a record $57,000 for the caring work of Serenity House.

Wesley Mission expressed its deepest gratitude to the Spring Fair committee, all candidates and to those who supported them, and to the many hundreds of dedicated volunteers and staff who unselfishly gave of their time and talents to make Spring Fair 2000 a great success.

We praise God for his blessings on Spring Fair and for honouring the hard work of volunteers who raised funds for those in need.

Finance and Accounting

The 2000-01 year has proved to be a challenge with significant progress made in consolidating and realigning work processes and responsibilities. Improvements have been made in processing and paying of creditors by decentralising data entry to country areas. In the year ahead, an upgrade of the accounting system will create further opportunities for decentralisation and processing improvements. With these changes opportunities will exist for Finance Department staff to further their skills. Centre management will benefit from improved access to financial information.

Stories

Flood Appeal

Victor 
As the self-appointed historian of Nundle, Victor had spent countless hours recording the chronological development of the township. These handwritten notes along with most of his belongings, were washed away in the floods. Wesley Mission gave Victor a second chance at recording history by giving him a new tape recorder to use in his research. This helped to restore some of his esteem, dignity and enjoyment.

Family of four affected by the flood
"We have tried many times to express our exact feelings in this thank you letter but many drafts have ended up in the bin. How do you write to people that you do not know and thank them from the 'bottom of your hearts' for this incredible donation to our family and what it means to us?
We started off with absolutely nothing but dreams to follow and have struggled through droughts, rain damaged crops...
...the donation that you had organised for us was met with tears and shock initially and now a feeling of overwhelming gratitude to you and others who have given so generously to help people like ourselves keep going."

Vision Valley

Mel 
Life had been a roller-coaster ride for 14 year-old Melissa. 
She had gone from the lows of being given a drug overdose by her mother to the highs of a life-changing stay at a Wesley Mission Operation Hope Camp. "I can't wait to come back again," said Melissa. 
After attending an Operation Hope camp at Vision Valley she felt like she was on top of the world. Feeling the care and concern of others was a new experience for Mel.

Volunteers

Jacqueline 
Jacque took great pleasure in helping those in need. With the assistance of Wesley Mission, Jacque rounded up her many university friends and spent a day cleaning, painting or helping wherever there was need.
"Motivation for volunteering comes from the heart. If you don't have money, you can give time and energy. Volunteering is a way of serving and it brings great fulfilment."

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