Annual Report 2011

Contents

Report from the Church Council 3

Congregations’ Summary 5

Community Care Network Board 7

Commercial Committee 8

Community Services 9

UnitingCare Mental Health 15

Wesley Lodge 37

Property and UnitingCare Community Housing 38

Human Resources 39

Fundraising and Communications 40

Thank You 41

Corporate Citizens 42

Financial Summary 43

Board Members 76

Corporate Governance Statement 80

“And do not be

conformed to this world,

but be transformed by the

renewing of your mind,

that you may prove what

is the good and acceptable

and perfect will of God.”

Romans 12:2

The Church Council of Par-ramatta Mission operates in ac-cordance with the regulations of the Uniting Church in Aus-tralia and pro-vides leadership and oversight of Parramatta Mis-

sion. We are further charged with the responsibility of building up the com-munity of Parramatta Mission in faith, hope and love.

The Council incorporates elected rep-resentatives from each of its congre-gations and has established various committees and boards to support the activities of Parramatta Mission. These include the Community Care Network Board, the Commercial Committee, the Audit and Compliance Committee and the Quality Improvement Commit-tee.

During 2011, the Church Council in-vested considerable energy in pro-gressing its Strategic Plan - and in building on the conversations and in-tentional ‘listening initiatives’ that oc-curred in 2010. This process has pro-vided clarity about the mission, vision and values of Parramatta Mission - as follows:

Our Vision

A Church responsive to the love of God, renewed through the Grace of Jesus Christ, empowered by the Holy Spirit and engaging people through life-giving worship, witness, service and pastoral care.

Our Mission

To realise our Vision by gathering peo-

ple to worship, proclaiming the Gospel in word and action, delivering care for the needs of those who live within a di-versity of culture and lifestyle, to care for our community, to engage with its life, to confront its contradictions and to care for God’s good creation.

Our Values

Grace – We joyfully seek to be • gracious to our neighbour - who-ever they may be - and commit ourselves to their well-being via the gift of God’s grace, which is known to us in and through Jesus Christ.Inclusion – We are welcoming to • all people and invite participa-tion.Dignity – Everyone is made in the • image of God and is therefore of infinite worth. Each person has a God-given dignity which cannot be taken away from them - and this also defines how we relate to Creation - of which we are a part.Faith and Hope - People’s lives • can be transformed by the com-passion of God’s love and given both meaning and hope.

It is humbling to witness how our di-verse community of congregations, volunteers and staff confront the chal-lenge of bringing Parramatta Mission’s goals to fruition – and with such a strong spirit of cooperation and posi-tive energy. We are truly part of a dy-namic movement that seeks to con-sistently ‘transform lives’.

All of our services and ministries touch people at critical moments and we are therefore placed in the privileged posi-tion of journeying with people in times of need.

In particular, the opening of the new Hope Hostel in North Parramatta sig-nalled a new era for the accommoda-

tion and support of people who are homeless in our community. This very special facility is a sign that we are a society which values some of the most marginalised people in our community by offering them hope, hospitality and dignity.

Our fundraising team has continued to actively explore creative and effective ways of building relationships in the community - and have successfully connected many groups with our youth and homeless services programs.

Notable milestones - stemming from our Strategic Plan - were also achieved with the appointments of Tanya Gadiel as CEO of our Community Services and Trish Rooney as our Westmead Mission Worker.

Our Heritage Committee has contin-ued its outstanding work over the past year. There is so much to be learnt from our rich heritage. Our Church’s passion, commitment and community-based interaction with people who are marginalised, unwell and socially iso-lated - commenced nearly 200 years ago, well before the formal establish-ment of the ‘Parramatta Mission’ that we know today.

In early June, our General Manager, Chris Bertinshaw, indicated that after four and half years in the role, it was time for him to move on and allow the Mission to explore fresh leadership directions. Under the leadership of Chris, capacity has been created to allow for methodical and sustainable growth and expansion of the Mission’s services over the next 10 years. Chris departed Parramatta Mission with our sincere thanks, collective prayers and best wishes for the future.

The Church Council has subsequently commenced a process to discern new leadership directions. In the interim,

Report from the Church Council

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Rev. Keith Hamilton will exercise the functions of the General Manager and provide overall leadership at the Mis-sion.

As always, there are so many people to thank for the assistance and wis-dom provided over the past year. In particular, I would like to express my appreciation to the pastoral team, led by Rev Keith Hamilton, for their pasto-ral and theological wisdom. Acknowl-edgement is also given to David Nor-ris as Chairperson of the Community Care Network Board and Robert Key as the Mission Secretary. Both con-sistently bring outstanding leadership and guidance to us.

After about 23 years in key leader-ship roles at Parramatta Mission, I have decided to step down as Chair-person of the Church Council, effec-

tive as of 30 June 2011. It is my desire however, to remain an active member of the Boards and Committees of the Mission and to contribute my experi-ence and energies to the projects and people I have been privileged to work with over an extended period. Fulfilling my role on an interim basis will be Da-vid Norris - who has been elected as the Acting Chairperson of the Church Council for 2011 - 2012.

I am confident that a strong, resilient platform has been established to allow an intentionally people focused ap-proach in all Parramatta Mission’s ser-vices and ministries. Moreover - and in line with this platform - we need to ensure that optimal resources contin-ue to be deployed to our crucial ‘front line’ teams and services.

Every person associated with Par-

ramatta Mission has a role to play in ensuring that we remain unified and focused in our efforts to extend hos-pitality, transform lives and bring hope to those we serve.

May God continue to bless Parramatta Mission.

Regards,

Ian GrayChairpersonChurch Council

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Four congrega-tions with grand vision, energy and drive lead Parramatta Mis-sion in the proj-ect of ’trans-forming lives’ across Greater Western Sydney and beyond. These congre-

gations are inspired by the “God with us”, revealed in Jesus Christ and ener-gized by the Spirit of Christ at work in the world today. Parramatta Mission is the worship, witness and service to God by these four congregations. In this Annual Report, you will read of this work under various headings.

An activity of the past year has been the development of our strategic di-rections for the next ten years. Lead-ership was provided for this by a team of people, including Chris Bertinshaw, General Manager of Parramatta Mis-sion until his departure in June 2011.

Over four and a half years, Chris pro-vided leadership to staff, appointing all bar one of the senior management team. Under the leadership of the Church Council and its Community Care Network Board, this team has the capacity to take the Mission into new

fields of endeavour over the next ten years as our Strategic Plan is enacted. A strong word of thanks is extended to Chris for his co-leadership and the contribution he and his wife Margaret made to congregational life.

The lives of the four congregations and the Korean Faith Community have been enriched through oppor-tunities to meet together for worship and social interaction. Examples were the annual congregational meeting, held in December 2010, and the joint Church Council-Congregational Lead-ers’ Meetings held through 2010.

A highlight was a fundraising con-cert held in October 2011 with Ambre Hammond at the piano. Admission to the concert was free, with the op-tion to make a donation at the conclu-sion, enabling many people who were homeless or disadvantaged to attend. Seeing a homeless man sitting in the historic Leigh Memorial church listen-ing to Chopin, with his Alsatian dog asleep on the floor by his feet, seemed entirely appropriate for Parramatta Mission.

Working groups such as the Future Ministry Directions Task Group and the Ministry to Seniors Task Group, as well as planning for congregation celebra-tions, have maintained and deepened

relationships with members of congre-gations, staff and volunteers.

In April this year we commenced a new ministry with the extension of Trish Rooney’s work from one day a week with Meals Plus and Open Church to now include ministry at Westmead as the Westmead Mission Worker. This role includes ministry work with the Westmead congregation, Wesley Lodge, Wesley Apartments and the hospital precinct, with Trish acting as interim Chaplain to The Children’s Hospital at Westmead.

Our Westmead Congregation has continued to hold regular Saturday barbeque breakfasts for families stay-ing at Wesley Apartments, as part of sharing the hospitality of Jesus Christ. This is also demonstrated in the wel-come made to visitors staying at Wes-ley Lodge who drop-in to the Open Door social activity of a Wednesday afternoon, or into church on a Sunday morning.

Veitinia Waqabaca provides an in-spired leadership to the congrega-tions of Westmead and the Leigh and Ermington Fijian Congregations. She has given attention to developing young leaders in the Fijian congrega-tions, and this work is bearing fruit. Her pastoral care of the Westmead

Congregations’ Summary

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Congregation and leadership of wor-ship encourages all in their Christian faith. In April 2011 we were delighted that following a review, and on the rec-ommendations of the congregations, the Presbytery determined to extend Veitinia’s placement beyond the tenth year. Veitinia will be with us through to September 2013, which will take her through to retirement. With the addition of Trish Rooney at Westmead, Veitinia will give even greater focus on developing the leadership of our Fijian congregations.

The congregations continue to ex-plore new ministry initiatives into the CBD and to the east of Parramatta. We have met with the Uniting Church University chaplain and with the Unit-ing Churches of Northmead, Dundas West, Ermington and West Epping, as part of this exploration.

Our congregations actively encourage the building of relationships with other Uniting Churches across NSW and the ACT. Our youth have shared in activi-ties with Northmead Uniting. Mem-bers of West Epping Uniting Church continue to hold regular barbeques for the men and staff at Hope Hostel as well as visits to Parrahouse. Early this year West Epping held March into Mis-sion, when about 50 members painted the stairwell at Thelma Brown Cottage, planted a garden at Hope Hostel and repaired fences at Kelly’s Cottages. Our congregations continue to nurture these relationships with other congre-gations across the state that not only assist in raising funds for our work, but most importantly, raise awareness of the needs of people who need our help.

The Leigh Memorial Congregation

was so enthused by the 125th anni-versary of the Leigh Memorial Church in June 2010, that they extended the theme of ‘valuing the past, claiming the present, seeking a future’ by orga-nising a ‘Heritage Week’ in June 2011 – which will become an annual event. The June 2011 event acknowledged the first Presbyterian Service held in Parramatta, when Rev John Dunmore Lang preached in Parramatta on 19th June 1823.

The Leigh Congregation continues to thrive. A highlight for the Leigh con-gregation was the annual concert ‘Lively Leigh Music’ held in November 2010, and then again at the new date of June 2011, during Heritage Week. A men’s group commenced on one Saturday morning per month; in an upcoming activity the men will install a garden sprinkler system at Wesley Apartments.

I take this opportunity to acknowledge and thank the work of the leaders of our four congregations, the members of the Church Council, the Community Care Network Board and the Com-mercial Committee, who give of their time, energy and wisdom, in a vol-untary capacity. Also my thanks for the work of staff and volunteers, who with the congregations, put the Mis-sion’s Strategic Plan into action, and who ‘transform lives’ every day. I also acknowledge the immense contribu-tion, energy, wisdom, vision and sup-port of the Standing Committee of the Church Council; Ian Gray, David Norris and Robert Key.

A church as large, complex and as ef-fective as Parramatta Mission requires partnerships with many churches, organisations, governments and indi-

viduals to build a civil society, to trans-form lives in the ministry of reconcili-ation that God in Christ has given to the church. It is indeed a privilege to be part of Parramatta Mission. Thank you all.

Blessings,

Rev Keith HamiltonSenior Minister

Church service at Leigh Memorial to commemorate the start of the 2011 Law Year

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The service activities of Parramatta Mission are separately constituted as Parramatta Mission Community Care Network. This organisation is recogn-ised as a public benevolent institution and its governance is the responsibil-ity of a Board appointed by the Church Council. The Board’s membership covers a broad range of expertise and includes both members of the Mission and community representatives.

In opening this report I wish to recog-nise the substantial contribution made to the Mission by Chris Bertinshaw. Chris joined the Mission as General Manager in 2006, when it had a turn-over of $8 million and a staff of 120 people. By the end of the 2010/2011 year the Mission had a staff of 250 people and a budgeted turnover for the 2011/2012 year of almost $20 mil-lion. Many new programs were intro-duced under Chris’s leadership and he implemented operating procedures and commercial disciplines to place the Mission on a sound footing for the continued sustainable provision of its services. Chris left the Mission in June 2011 to pursue other challenges. I express the gratitude of the Board for Chris’s valuable service.

The reporting year saw changes in the management structure of these services concomitant with Chris’s de-parture. The two divisions of the Mis-sion’s Community Care Network, Unit-ingCare Mental Health (“UCMH”) and Community Services, now headed by Chief Executive Officers (CEOs) who, while under the overall leadership of Rev Keith Hamilton, the Senior Min-ister of Parramatta Mission, report directly to the Board. Karen Burns as CEO will continue her outstanding and

dedicated leadership of UCMH. Tanya Gadiel has joined the Mission and has already made her mark as an excellent CEO of Community Services. Tanya had an extensive knowledge of the work of the Mission as the Member for Parramatta in State Parliament.

Yet again, by the grace of God, this year has been one of continued growth for the Mission in meeting needs in the community.

Highlights in the reporting year in-cluded:

The opening of a new Hope Hos-• tel – this Housing NSW (funded jointly by the State and Federal Governments) development has enabled the Mission to provide supported accommodation in a modern facility, providing dignity to homeless men, many of whom are living with mental illness or are trying to re-establish themselves after time in prison. The project has since won an award in the Urban Design Institute of Austra-lia 2011 Awards for Excellence.

Development of a food recovery • program - in partnership with The GPT Group and Woolworths.

Gap Park telephone counselling • service – Lifeline Western Sydney expanded its telephone counsel-ling services to include a dedicated line from The Gap, Watson’s Bay, a notorious suicide “hot spot”.

headspace Parramatta – UCMH • became the lead agency for headspace Parramatta, part of a national youth mental health pro-

gram, in addition to its role as lead agency for headspace Mt Druitt.

Housing and Accommodation • Support Initiative (“HASI”) Cen-tral Coast – an important part of the work of UCMH is providing mental health services under the HASI program, which operates in partnership with NSW Health and Housing NSW. The extension of these services to the Central Coast was consolidated with the opening of an office at West Gos-ford.

Growth of the Mission’s services has always been accompanied by a con-stant focus on quality improvement and this will include an external review in the coming year for the purposes of a reaccreditation of UCMH services.

The Board continues to be inspired by the dedication and professionalism of its managers and staff. The range and importance of the caring services they provide will become apparent from a more detailed reading of this report, which I commend.

Finally, I wish to record the Board’s gratitude for the confidence shown in the Mission by Commonwealth and State government funding bodies, partner agencies and by corporate and private sponsors. With their sup-port, the Board looks forward to the challenges of the coming year.

David NorrisChairperson Community Care Network Board

Community Care Network Board Report

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The Commercial Committee of Par-ramatta Mission has been established by the Church Council to provide oversight and leadership of the resourcing functions of Parramatta Mission.

Resourcing functions include:

• Finance• Administration• Human Resources• Information Technology• Wesley Lodge Motel• Fundraising• Property

This Committee is mandated to ensure that optimal resources - both people and financial - are made avail-able to support our front line services and ministries.

On a monthly basis, reports are received from our key leaders on relevant issues - with outcomes re-ported to the Church Council.

During the course of the past year, I have been acutely aware of the tenacity demonstrated by our key

leaders in confronting difficult issues with grace and commitment. Par-ramatta Mission is a highly complex Parish Mission of the Uniting Church, with over 70 business units, 250 staff and an annual turnover approaching $20,000,000.

Parramatta Mission deploys at least 90 cents in every dollar to our front line services and ministries. Our administrative functions are very lean, therefore placing pressure on staff to operate ‘above and beyond the call’ in order to support those we serve.

One of our future challenges is to address the sustainability of our ser-vices (as client/consumer demands increase) - and an ongoing desire for continuous quality improvement. The Commercial Committee, in consulta-tion with the Church Council, will be seeking to address this issue over the coming year.

In June 1979, Wesley Lodge Motel first opened its doors to provide hos-pitality in the heart of Westmead. Ever since, Wesley Lodge has extended hospitality and resourced the minis-

tries and services of Parramatta Mis-sion. Under the expert leadership of Dianne Hart, Wesley Lodge Motel is a highly respected, professional 3.5 star 59 room motel, extending hospitality and hope.

The completion of Parramatta Mis-sion’s new Strategic Plan sets the groundwork for new resourcing chal-lenges and opportunities. Ambitious and innovative plans have recently been established that will require careful consideration and compre-hensive resource planning.

The Commercial Committee looks forward to planning and implementing strategies that support the Strategic Plan as Parramatta Mission seeks to bring continued hope and transfor-mation to the people we serve.

Best wishes,

Ian GrayChairpersonCommercial Committee

Commercial Committee

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Women’s and Children’s Services

The current site of Thelma Brown Cottage was opened in 2003 and is a domestic violence refuge for women and their children. It consists of seven furnished two bedroom apartments that can accommodate women with up to six children each. This year it provided a safe haven for 55 women and 103 children escaping domestic violence. Sadly, capacity constraints meant that 113 women were unable to be assisted at Thelma Brown Cottage.

Thelma Brown Cottage is a crisis ser-vice where women (and their children) can stay for a period of up to three months. During their stay families are assisted in rebuilding their lives. Sup-port is provided in the following ways:

Assistance finding suitable stable •accommodation, in either the public or private sector,Emotional support, counselling, •psychological and psychiatric services,Transport,•Legal and court support,•Advice and information,•Drug and alcohol addiction,•Domestic violence and relation-•ships,Meals,•

Financial assistance and material •aid, andLiving skills and personal devel-•opment.

Kelly’s Cottages consists of 12 bedsits and provides semi supported medium term accommodation for single homeless women. Over the past year, 23 homeless women have been accommodated and with our assistance, 12 of these have found permanent accommodation.

Kelly’s Cottages receives no govern-ment funding and operates with one part-time coordinator, who over the past year has delivered successful self esteem programs, and developed partnerships with housing providers

Community ServicesAt the heart of Parramatta Mission’s operations is its Community Services division. With a staff of 70, this team is responsible for accommodation, case management and food services. Assisting people who are the most vulnerable in our community, homelessness and food insecurity are critical issues facing people who are disadvantaged across Western Sydney. The work carried out by our dedicated staff over the year deserves to be commended. Community Ser-vices is an incredibly diverse operation covering programs for women, children, families, youth and men. Additionally this area covers Wesley Apartments, Food Services and the Community Visitors Scheme. Tanya Gadiel - CEO

Community Services

Left: Our Women’s Services team from L-R: Back row – Aimee Trochei, Rita Chemouni, Linda Williams, Alison Cremin. Front row - Kylie Nash, Anthea Karatasoulis, Archana Gurung Ghale, Nicky Zaouk. Above:: Diane Ledingham with Director Homeless Services, Michael Wright.

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which have led to the successful per-manent housing of 12 single women.

Brighter Futures is an exciting early intervention program that is delivered in partnership with Wesley Mission – the lead agency for the program in the Parramatta-Holroyd region. Through this partnership Parramatta Mission employs two full-time Family Case Workers who manage 22 fami-lies over a two year period, as well as a Children’s Community Worker who conducts playgroups and parenting programs for these families.

Families entering the Brighter Futures Program have at least one child less than nine years of age and one of the following vulnerabilities:

Domestic violence•Drug and alcohol misuse•Parental mental health issues•Lack of extended family or social •supportsParent(s) with significant learning •difficulties or intellectual disabilityChild behaviour management •problems (e.g. parent-child con-flict, school problems)Lack of parenting skills or inad-•equate supervision.

Successful outcomes in 2011 have included increased parenting capa-bility, financial and budgeting skills, cooking skills, respite assistance, childcare support and stabilised housing.

The Community Services Grants Pro-gram and funding from Shell Refining (Australia) enabled us to continue our important work for families in the Ermington/Rydalmere area. Despite the closure of the Ermington Fam-

ily Learning Centre in January 2011, we were able to continue to provide breakfast clubs at local schools and a supported play group. Youth Services

Parrahouse Youth Crisis Refuge provided a safe house for 62 young people this year, with a 34 day average length of stay. Situated in a suburban home, young people are offered a safe and caring environ-ment with case management sup-port. Staff encourages residents to focus on educational and basic living skills, complimented with recreational activities.

While residing at Parrahouse, clients are encouraged to participate in a day program, as this is a crucial step in moving forward for young people accessing crisis accommodation.

Parrahouse is a six bed crisis refuge for young people aged between 16-18 years, who are homeless or at risk of homelessness.

The Supervised After Hours Accom-modation Program is co-located within Parrahouse. This is a partner-ship with the Crisis Response Team from Human Services - Community Services division. Working with the Supervised Afterhours Program Helpline, four overnight crisis beds are provided for young people aged between 10-17 years, who are identi-fied by the Crisis Response Team as in need of immediate supervised accommodation. In the 2011 year, we

provided overnight emergency ac-commodation for 379 young people - 45 more than in 2010.

Parrahouse has also established a strong partnership with High Street Youth Health Service resulting in a nurse visiting the facility monthly to conduct health screens. Together, both services have planned and im-plemented a Quit Smoking Program for their young clients.

As a transition from ‘crisis’ accom-modation, Parramatta Mission also provides medium to long term sup-ported accommodation for young people through our Koompartoo services – providing new beginnings for young people is the catch phrase for Koompartoo. The service compris-es of Koompartoo Mays Hill, which consists of 12 bed sits, Koompartoo Merrylands, which consists of two town houses and accommodates six residents, and Val Howson cottage, a residential home housing a further five young people.

Koompartoo provides accommoda-tion and various levels of support to 23 young people aged between 17-25 years. 50 young people were sup-ported and accommodated through the 2011 year. The average age of the young people entering these services was 19 and the average length of stay was 229 days.

Data collected during the year from the Koompartoo programs highlights its success, with 89% of our young people exiting into secure housing. This is a remarkable achievement for our Youth Services team.

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With more young people being drawn into the youth homelessness culture, the risk of them becoming chronically homeless is a very real possibility. It is heartening to see Parramatta Mis-sion’s Youth Services being so suc-cessful in breaking the cycle of youth homelessness.

Our team of dedicated youth work-ers encourage all of the young people residing in our accommoda-tion programs to reconnect with the community. This year our value added programs and activities included; participation in Youth Week, the Hepatitis C Awareness Program, our ‘Mural Project’, plus attendance at Parramatta Eels home games and Milk Crate Theatre performances in Parramatta.

The Residential Induction Unit (RIU) is a State Government funded accommodation service that forms a vital component of the NSW Youth Drug Court Program. It operates 24 hours each day with residents required to remain on-site, if not at-tending programmed activities.

The young people admitted to the RIU have been found guilty of a criminal offence whilst under the influence of drugs and or alcohol, and would otherwise be incarcerated. This is usually their last opportunity to become rehabilitated outside of cor-rectional facilities.

This year youth admissions reached 107, with an 18 day average length of stay. Some young people stay at the RIU for up to five months with outstanding results. The RIU is an important example of our goal to ‘transform lives’.

Homeless Services

In 2010-2011, all of Parramatta Mission’s homeless services faced increased demand for accommoda-tion and support. Across the sector delays in the supply of housing have been compounded by a spiralling rental market, forcing families, cou-ples and singles to seek assistance.

The aftermath of the global financial crisis, the increase in food and utility costs and the lack of employment opportunities for people with less qualifications, are all factors placing pressure on singles and families with low incomes or on welfare benefits. The lack of rental properties (public and private) and the slowdown in the housing market generally, will present further challenges to all non-govern-ment organisations (NGOs), including Parramatta Mission.

New Hope Hostel (incorporating Hope Hostel and Hope Apartments)

Long overdue, the new Hope Hostel opened in March 2011 and is provid-ing a level of accommodation and dignity to people facing crisis which is unsurpassed in Sydney. In giving clients much needed privacy, the high standards the Department of Com-munity Housing applied resulted in an accommodation service that clients, staff and visitors can truly be proud of.

With 24 single rooms and three emergency transitional units, we are able to respond to men, women and families confronting homelessness. Six permanent accommodation units in Block A of the facility are occupied through leasing agreements with men

who have progressed though our crisis and outreach programs.

Manager, Angela Daynes, Case Manager, Indri Windyasari and their dedicated team have worked tire-lessly to ensure the standard of care and accommodation, reflect our core belief of transforming lives. Individual client room access, a purpose built reception area, three amenities areas, a housekeeping service and lift ac-cess to all floors has transformed the concept of crisis accommodation.

Our temporary hostel (closed in January 2011) in Albert Street, North Parramatta, proved critical for Western Sydney, with occupancy levels at 95% for the past 12 months. Even with a 20% increase in clients seeking accommodation and an exceptionally high turnover rate, more than 50% of clients were still able to stay for over one month. Over 1,100 requests were filled for overnight emergency accommodation, and over 350 men stayed at the Hostel for between 1-13 weeks.

Leigh Transitional Rehabilitation Service

This 16 bed supported accommoda-tion service works to restore the lives of men with drug and alcohol issues. Comprising of two dedicated houses in Parramatta and outreach proper-ties in Merrylands and Seven Hills, the program is run by our veteran in service delivery; Brian Hockings. Running the accommodation program with group work, case management and external support agencies, Brian has displayed outstanding dedica-tion and commitment to effecting change in the lives of men entering the program.

The new state-of-the-art Hope Hostel was officially opened in March 2011.

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Over 71 men entered Leigh’s 13 week program over the past 12 months, with 82% of men (58) successfully completing at least one complete series, and 36% attending a second series. The narrative nature of the program and the creation of a thera-peutic community model, are critical to the success of men recovering from, or living with addiction.

Next year the program will expand its rehabilitation model to include men living with addiction and mental illness.

Parramatta Mission’s expertise in relation to dealing with homeless-ness was recognised by Parramatta City Council (PCC) this year, with a successful tender for the Chronically Homeless Men in the CBD Project. This project will see us work with UnitingCare Mental Health (a service of Parramatta Mission), the University of Western Sydney and Housing NSW to rapidly house 10 rough sleepers from the Parramatta CBD. This is a major project designed with three goals; firstly to assist highly vulner-able people in need; secondly, to de-velop a training package for PCC staff dealing with people who are home-less; and thirdly, to conduct research into the complex issues related to homelessness and the Program’s ef-fectiveness.

Food Services

Food Services developed as a Par-ramatta Mission-run program in 2011, and now collects left over fresh and prepared food from six Woolworths stores and participating retailers at the APT owned Rouse Hill Town

Centre (including Martelli’s, Country Growers, Muffin Break and Cookie Man). Our fleet includes a Mitsubishi refrigerated truck and Volkswagon Crafter refrigerated van.

Our work with The GPT Group has yielded 13,634kg of rescued food. Woolworths donated over 20,000kg of produce, meat and dairy product this year – in total, enough food for over 100,000 meals. Rescued food is turned into nutritious meals and emergency food parcels at Meals Plus and at various Parramatta Mis-sion-run accommodation programs. With a growing demand for assis-tance with food from agencies and churches across Western Sydney, and the increasing difficulty many people are facing with spiralling rents and higher food costs, a more cost effec-tive and sustainable model for dealing with the problem of food insecurity is being investigated.

With a pre-election commitment of a grant of $200,000 from the O’Farrell State Government to expand the Food Services model, and the po-tential to emulate some of the great work being carried out by charities in Victoria, there is a real opportunity to make an ongoing difference in the lives of those struggling to live on the margins.

Meals Plus - Community Outreach Program

As the only day centre in Parramatta, the team at Meals Plus provides sup-

port and assistance to people who are homeless and disadvantaged, providing basic needs such as meals and showers, and programs to pro-vide personal support through either triage or longer term case manage-ment.

Averaging 63 breakfasts and 56 lunches daily, Meals Plus served a total of 30,940 meals during the past 12 months. Showers and laundry facilities were highly utilised, with increased demand for food parcels, legal advice, financial counselling and chiropractors.

Both the Recreational and Men’s Dis-cussion Groups have proved popular with clients. These programs involve our Pastoral Team as active partici-pants, and enable clients to engage with them. The continuation of the Mental Health Clinic at Meals Plus, by the Sydney West Area Health Service, also compliments our client support strategy.

Meals Plus received unbelievable support during the year. This in-cluded Community Development and Support Expenditure (CDSE) grants from Parramatta Leagues Club and Merrylands RSL (via Parramatta and Holroyd Councils), financial support from Eli Lilly, Baxter Healthcare and Parramatta Mission’s congregations.

In 2011 Parramatta Mission was again a key participant in Parramatta’s Homeless Persons Week. Highlights included our Church Service for the Homeless and the Lord Mayor’s Lunch for the Homeless, with over 200 people attending.

The GPT Food Recovery Program was launched at the Rouse Hill Town Centre in Sep-tember 2010.

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Corporate volunteer days have been popular at Meals Plus and we are especially grateful for the assistance received from The GPT Group and IBM Australia.

Our ability to house one of our long term homeless men (who spent the last four years sleeping rough in our car park), in the new Hope Apart-ments, was our success story of the year. This was a true ‘street to home’ result that was the outcome of a variety integrated services to end a significant episode of homelessness.

Last year I reflected on the challenges we faced as a sector. While we have confronted these challenges, there is still much to do. I am proud of the work we are doing to assist those in need and transform lives. I would like to recognise the dedicated work of our accommodation and outreach teams. The work carried out in relo-cating to the new Hope Hostel and the increased numbers supported at Meals Plus, highlights the resilience and dedication of our Homeless Service staff.

We have also received strong sup-port from Human Services, Housing NSW, Centrelink, St. Vincent de Paul and Mission Australia, in assisting our clients through such programs as ‘Beyond the Link,’ ‘Milk Crate Theatre’ and the ‘Michael’ Program.

At Parramatta Mission we have increased our focus on transforming lives with the creation of the Commu-nity Services division, under the lead-ership of our new CEO, Tanya Gadiel. With Tanya’s experience working with the community in Parramatta and Western Sydney, she will increase our attention to the needs of people living

on the margins, provide increased client focus and further improve client outcomes.

I am grateful for the support of our Community Care Network Board, management team and our adminis-tration and property section. Together, I am confident we can continue to improve our focus on client service, and support those in most need throughout Western Sydney.

Michael WrightDirectorHomeless Services

Wesley Apartments

This year has been extremely busy for Wesley Apartments, as it continues to provide accommodation for families of seriously ill or injured children who are undergoing treatment at The Chil-dren’s Hospital at Westmead.Wesley Apartments is a unique service which comprises of six, two-bedroom apartments fully furnished with all the modern conveniences. The purpose is to provide a home-away-from-home to families facing a serious crisis. It is a situation no one would like to experience, but for families whose child suddenly ends up in intensive care, being able to be at their bedside every waking mo-ment becomes critical for both parent and child.

Since the opening of Wesley Apart-ments in March 2010, it is clear that the need for such a service greatly outweighs the current supply. Wesley

Apartments has provided accom-modation for over 55 families to date, staying anywhere between two weeks and eight months. Families are travelling from all over Australia and surrounding islands in search of treat-ment at Westmead. Two of the units have continued to be leased by the Leukaemia Foundation, which utilises the units for stem cell transplant and bone marrow patients.

This year Wesley Apartments has worked closely with the CAFAT or-ganisation, in providing accommoda-tion for families from New Caledonia travelling to Australia for treatment. It has provided a home for eight fami-lies thus far.

This year the apartments have ac-commodated 48 families. Wesley Apartments has the strong support of the crew of HMAS Parramatta, who recently provided a BBQ area for the residents. The apartments are also a focal point for members of the con-gregation who recently reinvigorated the gardens and installed a watering system.

In August of last year, Wesley Apart-ments provided accommodation and support for a young mum from Ulladulla, Kristy Carriage. Kristy had the following to say about Wesley Apartments: “Our twins, Lexi and Maddie, were born at only 25 weeks at Royal North Shore Hospital. Sadly Maddie was the only twin to survive. In only days of being born, Maddie was transferred to The Children’s Hospital at Westmead for further specialised treatment. Every hour was critical, so I needed to be at her bedside at all times. I dis-covered Wesley Apartments through

Left: HMAS Par-ramatta present a cheque towards Wesley Apart-ments ...and the BBQ area that was built thanks to HMAS Par-ramatta!

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a hospital social worker, and was lucky enough to be accommodated. Wesley Apartments allowed me to be close enough to Maddie, enabling me to continue to breastfeed on a two hourly basis. There was enough room in the units to accommodate my husband, children and family. Wesley Apartments became my home for six months.”

Kristy CarriageUlladulla

As much as Wesley Apartments would like to accommodate and help everyone, this is just not pos-sible, with only six units available, but dozens of families in need during their time of crisis. Since opening, there has been a constant waiting list of five or more families. With Ronald McDonald House and the hospital’s hostel also at full capacity, there are families that do not have the option to be by the bedside of their sick child.

As Wesley Apartments does not receive any government funding, it relies entirely on the generosity of donors. The future goal is to raise enough money to pay off Wesley Apartments’ current loan, and have

more units available, for more families in need, at a more affordable price. There is a charge to stay at Wes-ley Apartments, but even with this charge, it costs $40,000pa more to operate than it receives from the charge.

Nicole CampagnaSupervisorWesley Apartments

Community Visitors Scheme

This program provides outreach to people who are elderly in our commu-nity. Working in partnership with the Parramatta Nursing Home in Thomas Street, volunteers from the congrega-tion, the community and staff visit an assigned resident, on a regular basis.

The generous gift of time from these volunteers means the world to resi-dents who do not have regular family visitors.

Summary

2010-2011 was a busy and challeng-ing time for Community Services at Parramatta Mission. It was a year in which the organisation adopted a

different leadership model, and a year in which a new position of CEO was created to head this vital area.

I am delighted to have been the suc-cessful applicant for the role, and I have been impressed by the dedica-tion of the staff delivering the out-standing services I have just outlined. This is the success story of our staff and the people who trust in us. The work occurring at Parramatta Mis-sion is incredible, and it only occurs because of the dedicated team who turn up to work day in and day out. I want to thank every one of them but I must especially thank the two terrific Directors of this team; Michael Wright – Director of Homeless Services and Nicky Zaouk - Director of Family and Youth Services.

Parramatta Mission transforms lives every day - a goal the Community Services team is completely commit-ted to.

Tanya Gadiel CEOCommunity Services

Left: Kristy Carriage with daughter Maddi, born at 25 weeks – “Wesley Apartments became my home for six months.”

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UnitingCare Mental Health

It has been a productive year for Unit-ingCare Mental Health (UCMH), with many clients, consumers and their families and carers receiving support and counselling from our many and varied services. As always, our most important partnerships have been with our client groups, and we aim to continue to provide services that facilitate unique recovery journeys and self determination.

This year has also seen a number of new services announced for UCMH, including the successful tender for a further headspace site, this time based in Parramatta, as well as e-headspace, which provides telephone counselling to young people across the nation. These services will com-mence later in 2011, and we look to engaging with a wide range of stake-holders in the community. Our Hous-ing and Support Initiative programs have also grown in capability with increased packages in both Western Sydney and the Central Coast. Our Problem Gambling Treatment Services have also grown to South Western Sydney, with services now operating from Fairfield, due to additional fund-ing from the Responsible Gambling Fund.

UCMH is dedicated to authentic quality improvement (QI) principles. QI principles are embedded through-out all aspects of the organisation through a number of strategies, all of which result in supporting and enhancing service delivery. The Qual-ity Improvement Committee was established to ensure that an open and equitable dialogue existed in the formation, review and implementation of quality processes. This process has resulted in many quality improve-ments and innovations. All staff and members of the Committee are invit-ed to comment and provide feedback on the policy and procedures which informs the review process.

The Clinical Governance Commit-tee has the defined role of reviewing clinical processes across UCMH, in particular the intake and assessment tools, in order to ensure that the most

useful, effective, evidence based assessment tools and processes are used.

Individual service users are encour-aged to provide feedback throughout the duration of their engagement with the service. Feedback is gleaned in a formal process through the Consumer Representative who conducts a bian-nual survey, collates responses and uses the information to inform service improvements.

Accreditation status: The quality of UCMH service delivery was endorsed through the achievement of three ac-creditations in 2008, and UCMH will again undertake an external review in late 2011. UCMH has been fully ac-credited by the Quality Improvement Council with all standards being met and four being exceeded. As part of quality commitment, all UCMH ser-vices are audited on a regular basis, including client files, OH & S require-ments, regularity of team meetings, risk detection and assessment and the regular appraisal of staff perfor-mance. These audits are carried out to ensure compliance with quality standards and to ensure that our staff and organisation operates under defined policies and procedures and that our clients and consumers receive the best in quality care.

Mental Health Supported Accommodation Service

Irene Luth is a Mental Health Sup-ported Accommodation Service providing residential support to con-sumers to continue their rehabilitation with the aim of living independently in the community. The services are provided in Carlingford and Went-worthville.

Irene Luth is a joint initiative between the Western Sydney Local Health District and UCMH, as the non-gov-ernment (NGO) provider. The aim of the Irene Luth program is to provide residential support for people with mental health problems who require accommodation and a high level of support to continue their recovery.

The program is designed to link clinical mental health services with services that provide psychosocial rehabilitation and secure housing to assist people with mental illness to access these services.

Key achievements this year:

Pilot program commenced for •consumers in respect to intensive 24 hour support requirements thereby enabling an improved quality of life.Increased early intervention of •mental health needs, thus de-creasing the number of hospital admissions required due to relapse.Men’s Shed Program has con-•tinued to increase over the past 12 months. The focus has been on development of functional living skills, social connected-ness, community engagement and improvement in general and mental health.

Goals for the next 12 months:

Maintain effective exit strate-•gies for clients to successfully re-connect with the community and maintain physical and mental health well being.Continue effective and appro-•priate support of participating consumers within the program.

HASI Western Sydney

The Housing and Support Initiative (HASI) is an innovative partnership between NSW Health, Housing NSW, and various NGOs to provide sup-ported accommodation services for people living with a diagnosed mental illness. The program provides support within a recovery philosophy. The pro-gram support hours are as follows:

Low - 5 hours per week – 27 •packagesMedium/High – up to 5 hours per •day – 13 packagesVery High – up to 8 hours per day •– 8 packagesHASI in the Home Low – up to 5 •

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hours per day – 20 packagesHASI in the Home Medium – up •to 3 hours per day – 10 packages

The program aims to achieve a col-laborative approach to the provi-sion of mental health services and is designed to link clinical mental health services with services that provide psychosocial rehabilitation, secure housing and to assist people with mental illness to access these services, participate in the commu-nity, maintain successful tenancies, improve quality of life and importantly to assist in the recovery from mental illness.

Key achievements this year:

Maintenance of all consumers’ •tenancies over the 12 month period. 26% of consumers progressed •into independent living external to the HASI Low program follow-ing intensive individual support from the program and introduc-tion to mainstream support networks.

7% of consumers progressed •into lower HASI support packag-es following intensive individual support from the program and introduction to mainstream sup-port networks.Influential in the retendering •process of HASI packages to NGO providers via preparation and piloting of a triage model within the HASI Western Sydney support level packages, thereby enabling the triage of consumers to a required level of support at a given period.Successful tender renewal for the •next three years for the Low and Very High Programs.The social functioning and com-•munity participation of all clients improved dramatically.Less than 2% of consumers re-•quired a hospital admission due to a relapse in their illness. Successful tender for the new •HASI High program obtained with the retendering process completed by NSW Health.Pilot program commenced for •consumers in respect to intensive

24 hour support requirements, thereby enabling an improved quality of life.

Goals for the next 12 months:

Maintain effective exit strate-•gies for clients to successfully re-connect with the community and maintain physical and mental health well being.Transition of consumers into •lower support level programs as appropriate.Increase the partnership with Af-•fordable Community Housing to provide further accommodation service options.Successful and ongoing partner-•ship with Integrated Services Project for 24 hour HASI support.Further development of staff skill •sets and capacity.Continue effective and appro-•priate support of participating consumers within the program.Meet key performance indicators •established by NSW Health to ensure receipt of funding.

HASI WESTERN SYDNEY Table 1.1 = Gender Provides an overview of gender distribution for HASI consumers over the 12 month period.

Table 1.2 = CALD (Culturally and Linguistically Diverse) Provides an overview of CALD status for HASI consumers over the 12 month period.

Program: Low Medium High Very High HASI in the Home

Total number of packages: 27 8 5 8 30

Total number of consumers provided with service: 42 12 6 13 39

Total number of support hours: 6,562 12,486.75 2,906 13,880 10,421.25

Total number of staff: 4 6.4 4.4 8.8 6.4(

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HASI Northern Sydney and Central Coast

Key achievements:

Recruitment and retention of •staff for this program.Establishment and maintenance •of a professional working rela-tionship with partnered and allied agencies.Outstanding results with complex •clients referred to the program.Exited clients successfully who •are living independently in the community.Maintenance of all program par-•ticipants’ tenancies over the 12 month period. The social functioning and com-•munity participation of all clients improved significantly.

Establishment of a service site •on the Central Coast, with offices at West Gosford.Successful in obtaining the •tender for four high and ten low support packages on the Central Coast. On receipt of tender managed a •successful transition and mainte-nance of clients into UCMH HASI services from previous NGO provider.

Goals for next 12 months:

Expand service capacity on the •Central Coast.Maintain professional partner-•ship and interactions with allied agencies.Continue to enhance professional •reputation of organisation within

the service area.Maintain outstanding service •reputation and capacity of the program within the identified service areas.Ensure participating clients in-•crease their independence within the wider community.Transition of clients across levels •of HASI programs as appropri-ate.Further development of staff skill •sets and capacity.Maintain effective exit strate-•gies for clients to successfully re-connect with the community and maintain physical and mental health well being.Maintain full client capacity and •key performance indicators within the program.

HASI Support Domains

Main Support Activities

16.3% Domestic skills

16.3% 18.8%

2%

12.6%

3.2%

17.3%6.8%

23.9%

18.8% Personal and health self-care

2% Vocational support

12.6% Advocacy

3.2% Income management

17.3% Counselling / psychosocial support

6.8% Links with family and friends

23.9% Community access / socialisation

Community access

Links with family and friends

Counselling and psychosocial support

Income management

Advocacy

Pre-vocational and vocational support

Personal and health self-care

Domestic skills

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UCMH Personal Helpers and Mentors Program

The Personal Helpers and Mentors (PHaMS) program is funded by the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA). The program uses a strengths-based, recovery-focused approach to assist people who are severely affected by a mental illness in the community and is underpinned by three key outcomes:

1. Increasedaccesstoappropriatesupportservicesattherighttime(improvedcoordinationofcare;clinicalmentalhealth-relatedservice(s)andcommunity-basedpsychosocialsupports).

2. Increasedpersonalcapacityandself-reliance(personalandhealthself-care,advocacy,psychoso-cialeducationandreferral).

3. Increasedcommunityparticipa-

tion(mentalhealth/othersocialsupports,vocationalsupport,linkswithfamilyandfriends).

The PHaMS program provides a flex-ible approach and is not time-limited, thereby supporting the often episodic nature of mental illness. The program takes into account the diverse needs of people from specific groups, in-cluding the following:

Indigenous Australians.•People from CALD backgrounds. •Young people aged 16 to 24 years.People who are homeless or at •risk of homelessness.People who have previously been •institutionalised and/or incarcer-ated.People with AOD co-morbidity.•

The UCMH PHaMS team is managed across two sites: Parramatta and the

Hawkesbury. The team continues to work with consumers in Western Sydney as part of a holistic support system. UCMH fosters strong and ef-fective partnerships with other UCMH and non-UCMH services alike and attracts referrals from these sources. Over the past 12 months, the PHaMS service received a total of 98 refer-rals; 10 were self-referrals, 60 from clinical services, 15 from non-clinical services, 2 from family and friends, 8 from other UCMH/Parramatta Mission services, and 3 from other sources-see chart 1.

A number of PHaMS consumers currently access services, including: UCMH ‘Men’s Shed’ program, UCMH Consumer Representative, UCMH Western Sydney Leisure and Recre-ation Service (WSLARS), UCMH Day to Day Living Program, PRA Westclub and the ‘Men’s Shed’ program.

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Self

Clinical Services

Non-clinical services

Family/friend

UCMH/PM services

Other

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The Parramatta-based team has offered support to 38 consumers in the Parramatta and North Parramatta area. A total number of 12,042 hours of support has been provided in many areas of life skills; 7% in the form of domestic support, 30% in personal and health care, 2% advocacy, 1% income management, 19% coun-selling, 15% links with family and friends, and 19% other (see Chart 2).

The Richmond-based team has of-fered support to 60 consumers in the Hawkesbury area. A total number of 5,495 hours of support has been pro-vided in the various areas of life skills: 2% in the form of domestic support, 28% personal and health care, 4% advocacy, 2% income management, 41% counselling, 15% links with family and friends, and 6% other (see Chart 3).

The PHaMS team works with con-sumers one-to-one to help them identify and achieve their goals. This may include: access to the community, access to appropriate accommodation, skills for daily living, support with vocational activities, and linkages with clinical support.

Chart 2

7% Domestic skills

30% Personal and health safe-care

7% Pre-vocational and vocational support

2% Advocacy

1% Income Management

19% Counselling/psychosocial support

15% Links with family and friends

19% Other

7%

19%

30%

7%

15%

1%2%19%

PHaMS Parramatta team: Consumer supportNature of support provided

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2% Domestic skills

28% Personal and health safe-care

2% Pre-vocational and vocational support

4% Advocacy

2% Income Management

41% Counselling/psychosocial support

15% Links with family and friends

6% Other

PHaMS Hawkesbury team: Consumer SupportNature of support provided

2%6%

28%15%

2%

4%

2%

41%

Key achievements:

Strengthened relationships and posi-•tive outcomes with existing and new consumers, including: increased engagement at referral stage, posi-tive referral outcomes, and titration of support over time where appropri-ate.‘The Greenhouse: Arts in Action’ •program provided an inclusive and safe environment aimed at en-couraging socialisation and health through art and music therapies.‘The Greenhouse: Men’s Health and •Well-being’ group provided a relaxed and social atmosphere and offered male consumers with physical, men-tal and emotional support.Establishment of new partnerships •including: TIS and transcultural men-tal health, HASI Indigenous workers and job network agencies.Monthly staffed group outings pro-•vided consumers with an opportu-nity to access the community and develop positive relationships whilst decreasing instances of isolation. Outings included: bingo trips, BBQs, outings to shopping centres and Blue Mountains drives.

Chart 3

“MR lives with bipolar disor-der, PTSD, panic, anxiety and depression and has done so for many years. With the as-sistance of her PHaMs Support Worker, MR had set goals to get out of bed by the morning each day, gain employment, increase social interaction, and start seeing a psychologist. MR has been with our service for approximately one year. Within this year MR has achieved all of these goals. MR now works in a cafe 12 hours each week, has less financial stress, has increased her social interaction, has pushed herself beyond her comfort levels and is regularly seeing a psychologist. Due to her mental illnesses, establish-ing this routine was at times, and still is at times, challenging for MR. Despite this, MR per-sisted and she now is enjoying the rewards associated, includ-ing financial freedom, reduced stress, increased confidence and the luxury of being able to enjoy outings with her friends and/or

family - all of which were not a possibility for MR a few months prior. Whilst MR’s many diagno-ses have caused challenges for her in the past, with the support of PHaMs, her psychologist, and her Disability Employment Con-sultant, MR has developed many coping strategies to allow her to live a more fulfilled life. Not only has MR achieved the goals she set out to achieve, MR has also gained a lot of additional life skills during this past year. These include greater insight, assertiveness skills, social skills and coping skills which she will be able to apply to her life in the future. MR’s psychologist has even noted that her psycho-logical well-being has increased dramatically. MR has now set further goals for herself, includ-ing saving enough money to visit her daughter overseas during Christmas and maintain her job with the view of increasing her hours.”

Case study

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Establishment of a fortnightly •‘men’s group’ in the community aimed at promoting a healthy lifestyle and rewarding social re-lationships (facilitated by PHaMS staff).

Goals for the next 12 months:

Continue to provide appropriate •and effective support to consum-ers.Maintain effective relationships •with external service providers (clinical and other).Explore opportunities for future •partnerships with agencies in other sectors and sustainable referral sources (CALD communi-ties, Indigenous organisations, correctional services, alcohol and drug services, employment and housing).Encourage a higher number of •self-referrals by linking in with Mental Health Family and Carer services.Promote to those that are more •traditionally hard to engage by promoting the service in various community forums, i.e. commu-nity training, local health centres and tradeshows.Explore the potential to run peer •support social groups involving the UCMH Consumer Represen-tative.Provide ongoing educational and •developmental opportunities for staff focusing on recovery.

The UCMH PHaMS team would like to thank all consumers, past and present, of the program for their involvement and feedback into our service. We would also like to extend a thank you to all service providers, carers, friends and advocates we have been involved with. We look for-ward to continuing to work together in the future.

Western Sydney Leisure and Recreational Service

The Western Sydney Leisure and Recreational Service (WSLARS) is funded by Western Sydney Local Health District. WSLARS provides af-fordable community based social and recreational activities for individuals

aged 18+years with a primary diagno-sis of a mental illness.

The WSLARS aims to assist people with severe and persistent mental illness to improve their quality of life and live successfully at an optimal level of independence in the commu-nity. The program is consumer driven and follows the recovery model. The service is directed at individuals who experience social isolation and aims to increase their well-being by participation in social and recreational activities on a regular basis. Con-sumers are referred to this service via community based mental health support agencies.

Key achievements:

At 30 June 2011, the service had 150 active consumers and has continued to engage consumers in the develop-ment of the quarterly calendar. In this there is a combination of community based activities, as well as drop-in days, where consumers can attend the service, be provided with healthy meals, be supported in participation with fellow consumers, while promot-ing an atmosphere of peer support.

Outlook for the year ahead:

Continued promotion, expansion and growth within the WSLARS program. The calendar aims to provide mean-ingful community based activities to enhance consumers’ self confidence, well-being and communication skills, which are also enjoyable in order to decrease instances of social isolation.

Other activities offered include the opportunity for consumers to attend a supported group holiday which is conducted bi-annually.

WSLARS will also be continuing their partnership with headspace at Mt Druitt, which provides activities for 18-25 year olds. The activities provided are music, art and outings to increase socialisation and the development of peer support for a group that often do not feel they fit into other services.

Program StatisticsFor the 2011 year, WSLARS had 150 active consumers and provided 18,350.5 hours of face-to-face sup-port, averaging at 122.3 hours per consumer. WSLARS has four full-time staff.

Telephone Counselling Services

13 11 14 Telephone Counselling service

In 2010–2011, Lifeline Western Sydney (LLWS) continued to provide a 24 hour 7 day telephone counselling, support and referral service to people seeking assistance at the actual time of personal crisis. This service has been operational since 1974. People in need phoned 13 11 14 and con-nected to a telephone counsellor who listened non-judgmentally and provided appropriate referrals when additional or ongoing support was required.

The services of LLWS are available to all members of the community. In 2010-11 LLWS answered over 15,500 calls. Of those calls, 63% were fe-male, the highest proportion of callers were aged 45 to 54 years, most call-ers lived alone and were never mar-ried, with a small percentage iden-tifying as Aboriginal or Torres Strait Islander. Caller issues were primarily related to family and relationships, health and disability.

As a crisis support service, LLWS is committed to supporting people with a mental health issue and those at risk of suicide. In 2010–11, 7% of counselling calls were suicide related. Of those, 72.5% were suicide related calls with thoughts of suicide and 27% were suicide related calls with a suicide plan. 4% were suicides in progress. Of the counselling calls received by LLWS, 20% were mental health related calls with the high-est proportion reporting depression and anxiety. Appropriate referral for specialist and ongoing support is provided to callers as a part of the service we provide.

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The LLWS Telephone Counselling service is supported by UCMH’s Edu-cation and Training Department which aims to increase the knowledge and skills associated with counselling, communication, mental health and suicide risk. The Telephone Coun-selling service is delivered by ap-proximately 100 suitably recruited, trained and supervised volunteers. The service trained an additional 73 volunteers in the Telephone Counsel-lors course in 2010-11. The Telephone Counsellors attended in-service ses-sions on a range of topics to support skill development, including sessions on suicide intervention, the telephone counselling practice model and family and carer information, in addition to regular and ongoing support and supervision sessions.

Gap Park Telephone Counselling Service

In October 2010, LLWS expanded its telephone counselling services to include an additional crisis service at Gap Park. Gap Park is located in the local government area of Woollahra and is known as a suicide ‘hot spot’.

The service was developed as part of the Gap Master plan by Woollahra Council and is a specialist crisis phone service. The objective of the phone service is to provide individu-als who find themselves considering suicide at Gap Park, with support via a dedicated 24/7 crisis support help-line manned by appropriately trained counsellors. It also provides con-cerned bystanders with an opportu-nity to seek help for a third party they observe whose safety may be at risk. Two tamper proof telephones were in-stalled in the vicinity of the park, with calls answered 24 hours a day 7 days a week by a dedicated team of LLWS staff. To the end of June 2011, more than 320 calls had been received by the service.The service is funded by the Depart-ment of Health and Ageing through Lifeline Australia and works in close partnership with the Rose Bay Local Area Command, Woollahra Council and Kings Security.In 2011, LLWS will further expand its telephone counselling services after being successfully selected by Life-line Australia to deliver the national

Paid Overnight service. The service will operate between 12 midnight and 6am, 4 days a week, with the aim of increasing the number of calls answered during these peak call periods.

Face to Face Counselling Services

LLWS provides a range of face-to-face counselling services to members of the Western Sydney and South Western Sydney communities. They include:

General Counselling: available to anyone over the age of 16, who has a need for face-to-face planned coun-selling. Clients seek assistance with relationship issues, anxiety, depres-sion and many other issues. Clients can be individuals with or without a diagnosed mental illness, or families or couples who are experiencing difficulties. The service operates with a sliding scale of payment, making it affordable to all. There were 902 counselling sessions provided to 65 new clients from our centre at Par-ramatta in 2010-11.

Problem Gambling Treatment Ser-vice: provides help for anyone affect-ed by problem gambling, including the partners and families of gamblers. It is a free and confidential service funded by the Responsible Gambling Fund. The service is provided during business hours as well as after hours from our offices at Parramatta and Fairfield, with outreach counselling services also provided at Castle Hill.

The service provided in Fairfield began in early 2011, following a successful grant application to the Office of Liquor, Gaming and Racing to expand our current services to the South Western Sydney region. Across all the Problem Gambling counselling services, in 2010-11 LLWS delivered 479 counselling sessions to 72 new clients.

Financial Counselling Service: assists clients who are experiencing difficulties through debts incurred, including assistance with improving financial literacy, budgeting assis-tance and negotiations with debtors. Services are provided from our Parra-matta centre, with outreach services

provided at Meals Plus, Castle Hill, Rouse Hill, Penrith, Mt Druitt and Fairfield. The services are funded via the Responsible Gambling Fund, Office of Fair Trading and the Com-monwealth Department of Families, Housing, Community Services and Indigenous Affairs. There were 1,017 financial counselling sessions to 288 new clients conducted across all locations.

Mental Health Families and Car-ers Program

“The impact of mental illness on people who experience it, their families and carers is enormous and involves a range of social, psy-chological, physical and financial consequences”(Prof Beverly Rapha-el). Research shows that supporting families and carers of consumers with a mental illness reduces relapse rates and hospital admissions for consum-ers, decreases the distress levels of their families and enhances the ef-fectiveness of service delivery.

Western SydneyAs of the 1st July 2006, NSW Health funded the Family and Carer Mental Health Program (FCMHP) to achieve the following aims:

To improve family and carer cop-•ing.To increase carer’s knowledge of •mental illness.To enhance carer’s well-being, •resilience and relationships.To assist carers in finding ser-•vices to meet their needs and circumstances.To provide individual emotional •support to carers.

The FCMHP operates in partner-ship with Sydney West Area Health Service from Auburn to Lithgow. This includes the local government areas of Auburn, Blacktown, Baulkham Hills, Blue Mountains, Hawkesbury, Holroyd, Lithgow, Parramatta and Penrith.

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The FCMHP provides carer education and training. It aims to build resilience and im-prove the ability to cope with the challenges of caring for someone with mental illness. Education and training focuses on carer strengths, provides information and skills and offers opportunities to share experiences

Individual carer support includes:

• Emotional support• Information• Individual advocacy

Education and TrainingThe program is staffed with three education and training officers who provide informa-tion and training to families and carers from Auburn to Lithgow. They provide a variety of courses that aim to increase resilience in the carer’s role, develop mental health literacy and help carers cope with loss and grief is-sues.

Support to Carer Support GroupsThe FCMHP provides infrastructure support to a number of Carer Support Groups in part-nership with a range of community and health services. Some groups are independent community groups and others are sponsored by service providers. The following groups receive active support from the FCMHP:

1. Blue Mountains Women’s Support Group (Blue Mountains Women’s Health Centre)

2. Pialla Support Group (Penrith) (SWAHS)3. Lithgow Support Group (independent)4. Hawkesbury Support Group (indepen-

dent)5. Mount Druitt Arabic Support Group

(Transcultural MH)6. Harris Park Arabic Support Group (Tran-

scultural MH)7. Cumberland Hospital Support Group

(SWAHS)8. Blacktown Hospital Support Group

(SWAHS)9. Junaya Group (COPMI) 10. COPMI-staff have been working closely

with COPMI to provide school holiday activities.

Key milestones achieved for 2010-11:

Family and Carer Support Services:

1. Establishment of a carer support group within Black-town Hospital.

2. Re-establishment of a carer support group within Cumberland Hospital.

3. Working in partnership with the University of Western Sydney to address the effectiveness of carer support groups. A PhD student and University Doctor have been participants in the setting up of the Blacktown Carer Support Group.

4. Continuation of our work with the Janaya Support group for young carers, incorporating a school holiday program supported by COPMI and FCMHP.

5. Supporting Arabic carer support groups in Mount Druitt and Harris Park.

6. Information stalls at the Penrith Mental Health Forum and headspace “it’s time to talk” forum addressing youth suicide.

7. Our annual Carer Day was held in Blacktown Work-ers Club in May which was focused on well-being within mental health. It looked at alternative ways to stay fit and healthy, e.g. laughter therapy, iridology, mindfulness and massage. It also had guest speak-ers on respite, medication and the Mental Health Act. Approximately 50 carers attended and feedback was positive, identifying a need for more clinical informa-tion, self care and healing sessions.

8. Newsletter and mail outs to carers with information on all support groups and education and training op-portunities.

9. FCMH presence at Interagency Meetings within our geographic area.

10. Development of customised courses to meet the individual needs of carers e.g. Managing Stress and Resilience, and Emotional Intelligence.

11. Establishment of an interagency working party with local service providers in the Lithgow community, with the goal to make the support group for carers viable and ensure they feel supported by the local commu-nity.

12. Discussions are underway with Justice Health to allow FCMH to jointly facilitate a carer support group within Silverwater Correctional Centre.

13. Distribution of our annual carer satisfaction survey.

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Key milestones to be achieved for the coming year:

Continued promotion of the •interagency working with all mental health teams/inpatient units within our geographic area. These include arranging meet and greet information sessions, formulation of links and working towards seamless referral sys-tems, development of quarterly feedback reports to the mental health teams on the effectiveness of their referrals and promotion of team building between agencies.Forging stronger links with the •Aboriginal and CALD communi-ties.Joint working with Justice Health •to establish a carer support group within Silverwater Correc-tional facility.Identification of changes in the •demographic of referrals and adaptation by the team.To continue to enhance and •strengthen the already estab-lished young carer groups in Doonside and Toongabbie and to

formulate links with the Ab-original youth team within Mount Druitt.Revisit the development of sup-•port groups with The Hills and Hawkesbury areas.Establishment of a young carer •support group at headspace Mount Druitt and Parramatta.Promotion of Mental Health •awareness month in October.Development of drop-in clinics •for carers in Cumberland and Blacktown Hospitals.Development of closer working •links with schools.

Key milestones achieved for Educa-tion and Training for 2010-11:

Delivery of a wide range of train-•ing courses and events, includ-ing:

o Holding onto Hopeo Boundary Settingo 8 Stages of Healingo Future care planning forumo Mental Health training for CALD clients

o Seasons for Growtho Partners in Depressiono Substance Misuse and Mental Illnesso Managing Stress and Increasing Resilienceo COPMI eventso Smiles programo PASS trainingo Communication for Carerso Mental Health First Aido Understanding Peri-natal Depression

A total of 1,091 participants were •trained.Continued participation and pro-•vision of infrastructure support for carer groups.Participation in Carer Day and •Social Inclusion Day.Continued support for our CALD •groups:

o Arabic carer support group – Grief and Loss, Mental Health overview, etc.o Harris Park community meeting – Mental Health overview, etc.

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Key milestones to be achieved for the coming year:

Continued delivery of established training programs •throughout Western Sydney.Development of new Emotional Intelligence course.•Development of new course identifying and support-•ing carers in challenging their core beliefs and values about being a carer.Development of new course/further engagement of •male carers.Development of new course for working with families •and carers at Silverwater Correctional Facility.Development of new courses where need is identified.•

Annual Satisfaction Survey

The Carer Satisfaction Survey asks carers for feedback of our service. This will shape the starting blocks for us to make improvements in the service delivery, ensuring change is customer led. The Carer Satisfaction Survey obtained anonymous information from carers currently active on our database either in the Education and Train-ing section or working with an Individual Support Worker. Respondents were asked to answer a total of 10 questions - a mixture of open-ended questions and closed ques-tions. For the purpose of reporting categories, carers were asked to rate on a scale of: 1=not at all, to 10=very well.

Overall, 280 surveys where distributed and we received 40 responses, giving a 14% response rate. This was poorer than anticipated but reflective of the population that we service.

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Summary

UCMH would like to acknowledge the time and effort that each respondent put into answering the survey and their contribution to aiding UCMH in improving the quality of the service we deliver.

Northern Sydney and Central Coast:

Established a Service Level •Agreement, including governance and communication structures, referral pathways with LHDs.

Negotiated the ongoing and •regular presence of a support worker within Wyong, Hornsby, Manly and Macquarie Hospital inpatient units, as well as Queen-scliff and Ryde community health centres.Established premises at West •Gosford and recruited staff.Recruitment of training staff, •familiarisation with and develop-ment of Family and Carer training packages for delivery. Carer respite weekend.•A total of 11 training programs •were delivered to 150 partici-

pants between February and the end of June 2011. Training pro-grams delivered include:o Managing Stress and In creasing Resilienceo Holding onto Hopeo SMILESo 8 Stages of Healingo Mental Health First Aido Training delivered in Niagra Park, Waitara, St Leonards, Dee Why, Epping, Chatswood, Gosford, Manly and Erina.

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Goals for the next 12 months:

Develop a scoping document which identifies and articulates carers’ needs, the current systems operating to ad-•dress these needs, as well as identify where the service gaps lie. Provide recommendations and actions to address these gaps and identified needs.Continue to streamline referral processes and in so doing increase the number of clients receiving support.•Continue the roll-out of existing education and training packages and the introduction of new training packages.•

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Day-to-Day Living in the Community Program

The Day-to-Day Living in the Com-munity Program is funded by the Department of Health and Ageing and provides social, recreational and edu-cational activities for individuals aged 18+years with a primary diagnosis of a mental illness.

The Day-to-Day Living in the Com-munity Program aims to assist people with severe and persistent mental illness to improve their quality of life and live successfully at an optimal level of independence in the com-munity. The program is directed at individuals who experience social isolation and hopes to increase their community connectedness by participation in social, recreational and educational activities on a regular

basis. Consumers are referred to this service via community based mental health support agencies.

Key achievements:

As of 30th June 2011, the service had 142 active consumers. The 24th July saw the STiGMA arts exhibition open at the Parramatta Artist Studio. This was the culmination of therapeutic tools used to promote and enhance creativity and self confidence for our consumers through visual arts and music. New activities have been add-ed to the program such as Zumba, to promote healthy living and the writing group, which will be putting together a quarterly newsletter written and compiled by the consumers and posted to them during our program mail-out.

Outlook for the year ahead:

Continued promotion, expansion and growth within the Day-to-Day Living in the Community Program. The calendar aims to provide mean-ingful community based activities to enhance consumers’ self confidence, well-being and communication skills, which are also enjoyable, in order to decrease instances of social isolation. The programs that we are implement-ing over the next year will include a number of activities that promote healthy living and exercise. Activities include aqua fitness, gym, a walking group and Active for Life Experiential Learning.

Program Satistics

Actual number of hours of D2DL

Drop-in level support 13,933.5

Medium level support 11,568.5

Total 25,502

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headspace Mt Druitt aims to improve access to services and continuity of care for young people across four core streams of service, including; mental health, alcohol and other drugs (AOD), primary care and social recovery/vocational services. To this end, headspace Mt Druitt aims to be a significant agent for change in the way that youth mental health issues are responded to by local community youth services. The mission of headspace Mt Druitt is to:

Provide a youth friendly health •service to young people aged 12-25 years and their families target-ing mental health and substance abuse issues. Create an environment that en-•ables diverse providers to partici-pate in the delivery of multi-disci-plinary, evidence-based primary care, mental health, vocational and drug and alcohol services.Increase the Mt Druitt commu-•

nity’s capacity to identify young people who are at risk of mental health and related issues, as early as possible.Encourage help-seeking by •young people, their families and carers.Respond as early as possible •to the risk of mental health and related issues using evidence-based interventions provided through an integrated model of care.Establish links to general and •specialist services to enable ap-propriate and efficient referral.Advocate for service develop-•ment for young people with com-plex and/or ongoing needs.Ensure that young people play an •active role in shaping the delivery of services.

To meet the objectives headspace Mt Druitt provides assessment, facili-tated referrals, GP clinic, counselling, assistance with vocational and edu-cational issues, therapeutic groups, and assistance with financial issues, information and advice. headspace Mt Druitt also provides several train-ing packages for professionals and community members, as well as

training for young people.

Target group: The target group is all young people in the 12–25 year age range. This age range is the period during which the onset of mental health issues esca-lates and reaches its peak, with 75% of mental health problems occur-ring by the age of 25. We know that identifying at-risk young people and encouraging them to seek help at an early stage can have a dramatic effect on the prevention of future mental health problems, the use of acute mental health services, as well as the potential effects that such problems can have on other areas of life.

headspace Mt Druitt aims to engage all types of young people and their families/carers, not just marginalised young people within a community.

Occasions of service over the 12 month period:

headspace Mt Druitt has continued to receive steady referrals over the past 12 months, with an average of 49 referrals per month. The numbers of self-presentations have continued

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to increase and family and friends continue to be the highest referrers. This appears to indicate that young people in the Western Sydney area are aware of the service and willing to make contact.

There have been 4,939 occasions of service across the 12 month pe-riod, an increase of 1,598 from the previous year. Of these, 2,784 were face-to-face occasions of service at the headspace Mt Druitt site. The remaining 2,155 occasions of service were by telephone. Across the year, young people utilised 447 sessions with a private practitioner, 65 ses-sions with our headspace GP and 218 assessments with our Youth Access Team (YAT) clinicians.

Successes of the program over the 12 month period:

Over the past 12 months headspace Mt Druitt has continued to build on links within the community and has continued to build a positive profes-sional reputation. Data indicates that there has been an increase in the number of referrals and the general demand for the service. At the com-mencement of 2011, headspace Mt Druitt was successful in a Baxter International Foundation grant that has funded an extra YAT clinician. As a result, we have been able to offer young people an extra six compre-hensive assessments per week. This has allowed us to reduce our wait list significantly from 28 days at the beginning of 2011 to an average of 16 days since April. This has given us the opportunity to assess an extra 120 young people since April.

The Youth Advisory Group (YAG), who range in age from 16-24, have contin-ued to grow in confidence. The group continue to develop their skills with members attending various training courses and their enthusiasm for new projects is very positive. Several proj-ects have been implemented includ-ing a headspace Mt Druitt Virtual Tour. The YAG is currently working towards projects focusing on raising commu-nity awareness and health promo-tion; eg, a graffiti wall promoting help seeking behaviour and Spring Back into Life, an event for Mental Health month.

The drop-in space of headspace Mt Druitt officially re-opened in May 2011. It continues to be utilised by local services, with a specific youth focus. The drop-in centre is a partner-ship between Impact Care Solutions and headspace Mt Druitt. Drop-in is currently offered on Wednesdays and Fridays between 2-5pm. A breakfast program commenced during this period and continues to be delivered in the Mount Druitt area, including several local high schools.

Numerous training workshops have also been provided in the past 12 months to increase the Mt Druitt community’s capacity to identify and assist young people who are at risk of mental health and related issues. This training has included Youth Mental Health First Aid, SEE Young People training (Screening, Engaging, Early) and Promoting Access and Sup-port Seeking Skills (PASS) training in schools.

Goals for the next 12 months:

headspace Mt Druitt is hopeful of increasing young people’s access to primary health care and focused psychological interventions. Over the next 12 months, we are hoping to recruit more GPs to headspace Mt Druitt, a community mental health nurse to assist with the development of mental health care plans and pri-vate practitioners to provide focused psychological interventions.

headspace Mt Druitt continues to attract interested private practitioners who are keen to work with young people and be part of the headspace multidisciplinary team. As a result we are hoping to continue to recruit more private practitioners so that we are able to provide treatment in a more responsive time frame and reduce the waiting lists for young people.

Community awareness and health promotion will also be a focus for headspace Mt Druitt over the next 12 months. headspace Mt Druitt will continue to focus on youth and men-tal health events as well as providing specialist training and support to Aboriginal and CALD populations. Increasing the Mt Druitt community’s mental health literacy and helping

seeking behaviour around youth suicide will also be a strong focus of the health promotion activities we participate in.

headspace Parramatta

UCMH has been successful in their tender to headspace: the National Youth Mental Health Foundation, to develop headspace Parramatta. The cohorts for headspace Parramatta will be those young people aged 12 -25 years, who are at risk of mental health and/or drug and alcohol is-sues, as well as other vulnerabilities that may impact upon their ability to engage in the community. headspace Parramatta will offer a one-stop-shop approach, with a range of services on site, including access to GPs, allied health professionals, drug and alco-hol services, vocational and employ-ment services, problem gambling and financial counsellors.

In the last year we established the headspace Parramatta consortium, which includes: UnitingCare Mental Health (lead agency), Mental Health Network Western Sydney Local Health District, Wentwest Division of General Practice, Western Sydney Lo-cal Health District Drug and Alcohol Service, Western Sydney Local Health District Primary Care and Community Services, Break Thru People Solu-tions, TAFE NSW - Western Sydney Institute and Salvation Army Youth Link.

The first round of staff recruitment for Parramatta headspace has com-menced with a Practice Manager, Clinical Leader and a YAT Clinician currently on staff. Once we have com-pleted all staff recruitment Parramatta headspace will aim to provide ser-vices to 19 young people per week, or 1,000 clients per annum.

Consumer Representative Services

The role of our Consumer Represen-tatives is vital in providing consumers of UCMH with a voice, and is varied in its approach. This model includes both a systemic and individual ad-vocacy role. This is neither a clinical nor a legal model, but encourages empowerment and provides consum-

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ers with personal choice in a safe and confidential environment.

Consumer Representatives also provide both formal and informal education around rights and respon-sibilities, and recovery and wellness to consumers and carers who are engaged with the services of UCMH. This opportunity also extends to all staff in supporting roles.

As a record and measure of satisfac-tion of service provision a voluntary and confidential Satisfaction Survey is provided to all of our consumers engaged with UCMH programs. This survey is conducted twice a year and is constantly under review and development to best understand the complexity of recovery and satisfac-tion of service provision experienced by our consumers.

These results are made available to management, service managers and team leaders, with the expectation of sharing results with support staff and consumers by posting all results on consumer notice boards within the services, or by support staff providing results directly to interested consum-ers.

The primary objective of the service provided by Consumer Representa-tives is to have our consumers feel safe in exploring all other services, that services are meeting individual needs, to become empowered in developing recovery for themselves within the services offered and the wider community, and to seek quality in life, lifestyle and wellness.

In providing representation of our consumers to a number of commit-

tees, this gives our Consumer Repre-sentative opportunities to uphold the rights, access, and equity of service provision and full participation in re-ceiving and planning of services. This includes the development of policy and procedures of UCMH.

The maintenance of relationships with other consumer workers, networks, other NGOs and industry leaders is important in promoting the impor-tance of advocacy and rights of con-sumers. This networking also provides opportunities for supporting consum-ers in a seamless manor while moving between services.

Karen BurnsCEOUnitingCare Mental Health

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Wesley Lodge is a key ministry and generator of funding support for Par-ramatta Mission. It is a practical ex-pression of sharing the hospitality of Jesus.

Wesley Lodge is a 3 ½ star motel lo-cated in the growing commercial/medical area of Westmead, consisting of The Children’s, Public and Private hospitals as well as numerous medical facilities and colleges.

The motel has 59 rooms with standard, executive and deluxe accommodation, featuring modern guest amenities and services, including 24 hour reception, AJ’s Café and the Gloster Udy Confer-ence Centre. Wesley Lodge is the only accommodation provider in its loca-tion that offers a complete serviced package of accommodation and food and beverage amenities.

The daily operation and financials are managed by the motel’s General Man-ager, and currently employs a team of 27 staff.

The motel’s guest mix is made up of people utilising hospital/medical facili-ties, corporate, local/in house confer-encing, local colleges and sporting/recreational events. The market-mix for 2010/11 saw 42% of guests staying for medical reasons, either at the hos-pitals or appointments at any of the medical centres or specialist rooms throughout the area. Personal guests represented 31% and corporates at-tributed to 19% of occupancy.

In 2010/11, 82% of all bookings were made directly with the motel either by telephone or email, 11% of book-ings came through last minute book-ing websites and 7% were booked through the motel’s website.

End of Year 2011: The room rate was strong for the year, finishing over bud-get by $3 per night at $132, and oc-cupancy was 4% over budget at 72%. This result can be attributed to a return to pre GFC occupancy percentages throughout the industry. Without ad-ditional rooms coming into the Sydney

market, demand in the city is return-ing to traditionally high occupancies and strong room rates. There were also a large number of international entertainment and domestic sporting events held throughout the year.

Although revenue was high, expenses were controlled within all departments resulting in a net surplus of $116,000 over budget. During 2011/12, a working party of Wesley Lodge, congregations and Parramatta Mission representatives will be gathered to assess ongoing re-quirements and the development op-portunities of the Hawkesbury Road, Queen Street site over the next few years.

Dianne HartGeneral ManagerWesley Lodge

Actual Budget 2009 / 2010

Occupancy 72% 68% 68%

Room Rate $132 $129 $125

Room Revenue $2,054,651 $1,890,440 $1,838,843

Food & Beverage Revenue $149,032 $143,369 $184,038

Total Revenue $2,236,948 $2,112,633 $2,063,248

Net Surplus $578,325 $462,382 $468,312

26% 22% 23%

Wesley Lodge

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Property continues to be a common thread interwoven into the fabric of Parramatta Mission. From a small leased room in a community centre to the towering sandstone structure of Leigh Memorial Church, property is at the core of the Mission’s activities.

In 2010/11 Parramatta Mission’s property interests extended further into the Greater Sydney urban sprawl and in some cases beyond, including Katoomba, Mittagong and West Gos-ford – further proof of the burgeoning influence that the Mission has in the lives of many people.

This year saw Parramatta Mission take over the state-of-the-art Hope Hostel in North Parramatta. This $10 million dollar project, which was completed in late 2010 with State and Federal Government funding, marked a turning point in the provision of crisis accommodation for homeless men.

As evidence of the confidence of government in the capacity of the Mission to provide and manage com-munity housing, the Department of Housing handed over the keys to the new hostel, as well as a nine-unit self contained apartment complex, and complete management and mainte-nance responsibilities for the develop-ment.

Parramatta Mission was one of a small group of community hous-ing providers to take head leased property from the State government this year.

Standing as a beacon of hope among the multitude of people that were housed in Parramatta Mission-run properties this year, is the story of Tad, who became the first street-to-home person to be successfully accommodated in the new complex in North Parramatta. Tad’s personal transformation since being accom-modated is proof that a person’s

mental, physical, emotional and spiri-tual well-being is inextricably linked with permanent shelter and where necessary, effective case manage-ment.

So long as Parramatta Mission, UnitingCare Mental Health and Com-munity Services continue to provide excellent crisis and support services to those in most need, the associated demand for property and housing will be there. The demand this year was extraordinary and the challenge to maintain the pace for 2012 is im-mense. Mikel AydinCEOProperty & UnitingCare Community Housing

Property & UnitingCare Community Housing

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The Human Resources (HR) function operates to support both the cur-rent and future needs of the various services of Parramatta Mission. The function is responsible for employee relations, HR policy development, leadership development, manage-ment of occupational health and safety, workers compensation and payroll.

In the past year a number of new projects were initiated that had im-pact across the organisation. There has been considerable work generat-ed as a result of growth in employee numbers, with headcount increasing during the year from just over 200 to close to 250. Furthermore, changes to the industrial relations landscape in 2011 initiated the need for a number of HR and payroll projects to ensure compliance.

In 2010/2011, the major activities and achievements included:

Development of a Performance Ap-praisal System

In partnership with the management team, HR developed a new perfor-mance appraisal system. Whilst

there are existing practices in place across Parramatta Mission, the objective of this new system was to introduce a uniform appraisal system across the organisation. The system also introduces an increased focus on the assessment of job related objec-tives and leadership behaviours that reflect the values of the organisation. The plan is to introduce this new sys-tem in a phased manner during the course of 2011/2012.

Transition to the Modern Award Framework

The introduction of the National Employment Standards (NES) and Modern Award Framework during 2010/2011 involved a number of updates to policies to ensure com-pliance with the NES, coupled with transitioning our Award covered employees from State Awards to the new Modern Awards.

Investment in a Workforce Manage-ment System

HR, in conjunction with the senior management team, made a decision to invest in a Workforce Management Solution that is integrated into our

existing payroll system. This project was initiated in response to a number of managers having highlighted the inefficiencies in manually creating rosters.

From a payroll and HR perspective, introducing a web-based workforce management solution will provide a number of benefits, including elimi-nation of paper based timesheets, consistent interpretation of Awards, and on line management of leave. The Workforce Management System will be implemented during the first half of 2011/2012.

In the year ahead key projects will include the rollout of the Workforce Management System, the implemen-tation of the new Performance Ap-praisal System and the introduction of an organisation-wide New Employee Orientation Program. There will also be continued focus on the develop-ment of Human Resources policies and procedures.

Helen AttiaManagerHuman Resources

Human Resources

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Three new Corporate Citizens came on board in the 2011 financial year: The GPT Group, Valspar and HSBC Bank. The GPT Group has been instrumental in the establishment of the Food Recovery Program, with Eli Lilly and Woolworths also important participants in this program to date.

In March, then Opposition Leader, Barry O’Farrell, announced $200,000 towards the Food Recovery Program. Local Member, Geoffrey Lee, has assured us that this funding will be received following the State budget.

We are incredibly appreciative of our monthly donors, who allow us to more accurately budget for our services and programs each year. Some monthly donors choose to donate through our workplace giving program; ‘MissionMate’. Members of MissionMate donate through their regular pay cycle, which has obvious benefits for Parramatta Mission, but also benefits members by providing them with the tax deduction up-front.

This year saw the advent of ‘Host a Lunch’; a corporate volunteer-ing experience at our soup kitchen, Meals Plus, designed to provide up to ten staff with an alternative to a team building day. These have been taken up with gusto by the likes of IBM and The GPT Group, who have hosted many of these lunches throughout the year.

The Clarion Hotel on the Park, Parra-matta, hosted our Corporate Citizens’ dinner in March. This was attended by approximately 60 representatives from our Corporate Citizens, as well as Australian cricketing legend, Mas-

ter of Ceremonies and Parramatta Mission Patron, Mark Taylor.

Parramatta Mission was success-ful in its submission to Shell’s Social Investment Program, which is now funding half the salary of our Chil-dren’s Community Worker for three years.

Valspar has been a very active sup-porter, entering a team in a fun run and raising funds for Parramatta Mis-sion, running a Christmas food and gift drive, an Easter egg drive and a winter clothing appeal.

We were delighted to have Thomson Automotive (Thomson Kia and Thom-son Ford) sponsor our Melbourne Cup Lunch again in 2010. This event is actually run by the Sydney Turf Club, with Parramatta Mission receiv-ing $10 from each ticket sold and having the opportunity to fundraise at the event with sweeps, raffles and auctions. Thank you to everyone involved in this event, especially our auction item and prize donors who helped us raise almost $15,000 at the 2010 event.

Through our relationship with Baxter Healthcare, who is one of our longest serving Corporate Citizens, we ap-plied and were successful in receiving a grant from the Baxter International Foundation. This grant enabled us to employ an additional mental health clinician at headspace Mt Druitt for one year, and so reduce the lengthy waiting times for an initial assess-ment.

Towards the end of the financial year we commenced a feasibility study

into the possible expansion of the Food Recovery Program. To better fill the gap between the ‘need’ for food and ‘waste’ of food in Western Syd-ney, we need to significantly expand this program – set up new premises, buy more vans, employ more driv-ers and staff. We currently collect left-over fresh and prepared food from GPT’s Rouse Hill Town Centre and seven Woolworths’ supermar-kets, and turn this into meals for our clients. We would like to be able to provide meals to other welfare agen-cies so we can better meet the need, but this depends on our capacity to do so, so we will wait and see what the study reveals.

Thank you to all of our donors who sent in their completed Donor Surveys in March and April. This has provided us with some highly useful information about how we can improve the way we communicate with our supporters and acknowledge your support.

Two meetings of the Gloster Udy So-ciety were held in 2011. Members of the Gloster Udy Society have a strong interest in supporting the future of Parramatta Mission, and have made such a commitment that they have included a gift to Parramatta Mission in their Wills. We thank you for your long term investment in the future of Parramatta Mission.

Deborah CarrDirector of Development

Fundraising & Communications

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Thank You

ChurchesBellingen Uniting ChurchLeigh Memorial CongregationMacquarie Darling PresbyteryMarsden Road Congregation McCredie Uniting ChurchNorthmead Uniting ChurchThe Uniting Church in AustraliaTurramurra Uniting ChurchWest Epping Uniting Church Ladies FellowshipWestmead Congregation

ClubsAuburn RSL ClubClubs for HolroydMerrylands RSLRotary Club of Parramatta CityParramatta Bridge ClubParramatta Eels Rugby League ClubParramatta Leagues ClubSydney Turf Club

CompaniesActive DentalAustralian Corporate DiariesBakers DelightBaxter HealthcareBaycorp (Aust) Pty LimitedBelvoir TheatreBrother InternationalCape Cod Australia Pty LtdCaptain Cook CruisesCharlestown Square (The GPT Group)Colgate PalmoliveComplex Solutions (Aust) Pty LtdCookie ManCountry GrowersEli Lilly Australia Pty LtdFour Seasons Fine WinesHenry Davis York LawyersHSBC Bank Australia Limited

Huttel Pty LtdIBM Australia LimitedIMCULadybird GiftsLaw Access NSWMartelli’s MarketsMatthews Folbigg LawyersMercure Sydney ParramattaMitsubishi ElectricMuffin BreakParexDavco AustraliaPepsico – The Smiths Snack Compa-niesRedback Boot Company Pty LtdResMed LimitedRiverside TheatresScuba WarehouseShell Refining (Australia)Snap PrintingSybella JewelleryThe Clarion Hotel on the ParkThe GPT GroupThe Meat & Wine CoThomson AutomotiveUnileverValsparWoolworths Limited

Foundations & TrustsDanks TrustDavid Henning Memorial FoundationInger Rice FoundationMelbourne Community FoundationMilton Corporation FoundationParramatta Stadium TrustThe Baxter International Foundation

GovernmentAustralian Taxation OfficeHMAS ParramattaHolroyd City CouncilParramatta Family & Local Court Support Group Inc

Parramatta City CouncilUnions NSW

Individuals > $1,000B M WoodgateBeverley GeddesBrian & Marcel DriverColin SweeneyDavid MoffetDavid NorrisEnid SwainEric RodeFaith CheungGeoffrey & Anne KellyHelen AttiaJane ParfittJohn RobinsonJune BarrettKen & Nell TanswellLinda McClureLyall WeaverMargaret J RalstonMargaret OswaldNeal ConliffePamella CornwellPat O’ReillyPaul ByleveldPaul & Karen VandenbergRobert & Helen KeyRon GraceSally ParfittSharon WilsonStewart KellieTerry DoustValma StewardVivienne Coomb

SchoolsArthur Phillip High SchoolNorthmead Public SchoolPennant Hills Public SchoolUniversity of Western Sydney

While we do not have the space to be able to list every single donor and volunteer, we are extremely grateful to the contributions you have all made. Whether you donate your money, time, food or clothing, you are helping Parramatta Mission to transform lives every day. Just some of our donors include:

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Parramatta Mission thanks our Corporate Citizens

THOMSON AUTOMOTIVE

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Financial Statementsfor the year ended

30 June 2011

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CONTENTS

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Financial Summary

Government Funding

Mission Services

Accomodation & Property

Accomodation & Property

Interest, Training & Other Income

Administration

Fundraising

Ministry Fundraising

Operating Result

Parramatta Mission achieved an operating deficit of $239,890 for the financial year ended 30th June 2011.

Income

Expenditure

Financial Position Overview

Expenditure increased by 9% in the 2010/11 financial year.

This increased expenditure was due to the provision of additional services in Mental Health, Family Services and Wesley Apartments.

Lyall WeaverDirector of Finance

Income increased by 6% during the 2010/11 year, and reflects additional fundraising and government funding, primarily for the provision of programs in mental health.

The majority of accommodation and property income is received from Community Housing and Wesley Lodge. A number of programs, for example, Wesley Apartments and Youth Services, are funded from any surplus generated from Wesley Lodge.

TotalExpenditure$16,180,168

69%

18%

10%

1%2%

Total Income

$15,940,278

70%

20%

5%5%

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Notes to the financial statements are included in pages 54-75

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Notes to the financial statements are included in pages 54-75

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Board Members

BRUCE BENNETTS

Bruce is head of a diagnostic depart-ment at The Children’s Hospital at Westmead. As a molecular geneticist he is involved in the diagnosis of ge-netic disorders such as cystic fibrosis and fragile X syndrome. He also has a significant research and teaching role in the area of genetics at the hospital.

Bruce and his family are active mem-bers of the Leigh Memorial Congre-gation.

I am in a privileged position with my work, education and health. Being on the Board is a small way of contribut-ing back to the common good of the community. The people helped by the Mission are in the margins. I believe serving is an essential component of the Christian story.

CHRIS BERTINSHAW

I am serving as a member of the Commercial Committee and attend the Community Care Network Board and the Church Council in my capac-ity as the General Manager of Parra-matta Mission. I am thrilled to be able to apply my business and corporate experience to assist Parramatta Mis-sion to care for the poor and those on the edge of society.

RUTH CAMERON

I saw the opportunity to serve on the Church Council as a way to con-tribute to the life of the Mission and share the values that I have gained over the years as a Christian woman.

ROBERT EAGLESON

Rob and his wife have a married son and daughter and four grandchildren. Rob is a Director of HR Connections Pty Ltd, a company that provides a range of specialist human resources services to clients across a range of industries, in both the corporate and SME markets.

Rob is currently chairperson of Unit-ngCare Northmead and a member of the Northmead Uniting Church Council.

Parramatta Mission provides me with an opportunity to utilise my skills and experience to support an organisation and its employees involved in reach-ing out and helping those people who are marginalised by our community

ALLAN GIBSON

Alan has some 47 years experience in financial services, more recently as Operational Risk Adviser with the Commonwealth Bank. This, com-bined with completion of the Com-pany Directors Course, enables him to bring a commercial perspective to the governance of the Mission.As a member of the NSW Synod’s Audit and Risk Committee I have a strong interest in Risk Management and Governance. Serving on Par-ramatta Mission’s Audit and Compli-ance Committee provides me with a further opportunity to contribute to the effectiveness of the Uniting Church’s outreach.

COLIN GRAY

Colin is a retired business man who operated his own cleaning business that served the Parramatta area for over 40 years. During this time Colin has served on numerous community groups. Colin is a lifelong member of the Leigh Memorial Congregation.

As a life-long member of the Leigh Memorial Congregation, I have been privileged to participate in over 30 years of growth and development of Parramatta Mission. I support continued development of our city church as a means of proclaiming the Gospel through practical ministries and services to the community.

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IAN GRAY

Ian is self employed and operates a property consulting practice providing a range of property services to the ‘not for profit’ sector. Ian has held the position of secretary and chairperson of the Parramatta Mission Church Council since 1991. He also serves on a range of Uniting Church commit-tees. Ian and his family are members of the Leigh Congregation.

For me Parramatta Mission links to-gether the principles of worship, wit-ness and service which I passionately embrace. I am also committed to the grass roots nature of the Parramatta Mission and its service to the vulner-able and needy in our community.

KEITH HAMILTON

As the Senior Minister of Parramatta Mission, I feel called to be engaged in the mission of God, bringing help and hope to all people and assisting all people to live life to the full. To this end, I have a passion to assist the church in this transformative work, through connecting the church with organisations and individuals in society in a holistic approach to the whole of life.

GEOFF HINDS

Geoff is retired after mostly cleri-cal employment and a period on the staff of the Wayside Chapel. The son of a Baptist Minister who started lay preaching at the age of 17 (one year older than when Rev Alan Jackson preached his first sermon), Geoff has spoken at Scots Church Melbourne, St Stephens Sydney, Wesley Mission, Wayside Chapel, prisons, sporting groups, aged persons facilities and fills in from time to time at Westmead. Geoff was a youth evangelist in the 60’s, taking a play Teenage Rebel all over NSW, and worked for the Home Mission Department of the Presbyte-rian Church in the 70’s.

Because Parramatta Mission ex-presses the convictions of my spiritual journey – a clear proclama-tion of Jesus Christ as the Word, and the practical care of people. When I went on the internet at the age of 66 I chose a handle “Still learning” - I want to keep learning of how the business of a Mission Church and its spiritual ministry are complementary, not in conflict.

DELINI JAYATILAKA

Delini Jayatilaka brings to the Board 25 years of experience in providing strategic and technology advice to corporations globally. She has acted as a consultant, technologist and business leader to large and com-plex multi-national and private equity backed firms.

She has had an international career gained in Dow 30/Fortune 500 com-panies, with substantial experience in technology, consulting, financial services, and telecom industries. She has held various Global and Asia-Pacific senior leadership roles in strategic, business development, financial and operational positions, including executive experience in dif-ferent countries.

It is a privilege for me to serve as an Independent Director and Board Member on the Community Care Network Board on a voluntary basis, as the organisation and its dedicated staff provide a broad range of ser-vices to the community.

ROBERT KEY

Robert and family have been mem-bers of the Uniting Church since its inception and prior to that, members of the Methodist Church in Austra-lia. They have been members of the Leigh Congregations of the Parra-matta Mission since 1991. Robert worked in the banking industry for 25 years before following an administra-tive career in the Synod Office of the Uniting Church in Australia.

Appointed as one of the Leigh Congregation representatives to the Church Council in 2003, Robert also served as its Chairperson for the years 2006 to 30th June 2008. Fol-lowing Robert’s retirement as Synod Associate Secretary in July 2008, he was employed by the Church Council as the Mission’s Secretary.

I have had the privilege of worship-ing in a number of congregations of the Uniting Church. However, my involvement with Parramatta Mission enables me to be part of a movement that meets my needs in two areas. Firstly, my spiritual needs through its worship services, and secondly my commitment to social justice by being actively involved in the Council that oversights the range of services that the Mission provides to the vulnerable people in our community.

JOHN MARTIN

John has held a variety of technical and general management roles for over 25 years in a large Australian corporation. He is currently working as a part-time Property Develop-ment and IT Manager for UnitingCare Ageing.

John aims to help not-for-profit organisations with their business operations; property and IT strategy to assist them achieve their organi-sational goals in a just and socially responsible way.

John is an active member of a number of Uniting Church Synod and Presbytery property, finance and strategy committees, and has several NFP board directorships. John is a member of Quakers Hill Uniting Church.

As a person representing Presbytery and the wider church on the Audit and Compliance Committee, I am passionate about using my gifts and skills in business and corporate governance to further the work of Parramatta Mission as a significant provider of community services within our Presbytery. I am impressed by the skills and commitment of the staff and volunteers of Parramatta Mission.

PETER McDONALD

I am serving as a member of the Commercial Committee because I have a genuine passion for people. Whether it’s challenging tertiary students to exceed their expecta-tions, creating a fairer welfare policy for the local high school or running a support group for those unexpect-edly retrenched, I offer an open heart, an empathetic ear and a willing pair of hands. I am guided by the spirit of unconditional love, an unswerving commitment to make a meaningful difference

DAVID NORRIS

David is a Senior Solicitor employed in the Criminal Law Practice Group of the NSW Crown Solicitor’s Office. He has been involved with various aspects of Parramatta Mission’s community services over the last 25 years. David is a member of the Church Council and has been chairperson of the Community Care Network Board since its inception in 2000. He is a member of the Leigh Memorial Congregation.

Christian faith should find expression in supporting those in the community who need assistance. I share the vision of the Mission of ‘a community where all are included, valued and enabled.’

ROBERT REDFERN

Robert is a Superintendent of Police and is currently an operational Police commander attached to the Parra-matta Local Area Command. Robert was admitted as a Legal Practitioner of the Supreme Court NSW and the High Court of Australia in 1997 and is a Solicitor and holder of an unrestrict-ed practicing certificate issued by the Law Society of New South Wales.In recent years he has held appoint-ments as the Commander, State Au-dit Branch, Director of Legal Services for New South Wales Police and as a Local Area Commander. He has also been Staff Officer to the former Senior Assistant Commissioner.

Robert was awarded the Australian Police Medal in the Queen’s Birthday Honours list in 2002 for distinguished police service. He is also the recipi-ent of the National Medal, the New South Wales Police Medal and vari-ous awards including the Commis-sioner’s Commendation for service. Robert resides in Sydney with his wife and three daughters.

Service on the Board is seen as an opportunity to give back to the com-munity on a voluntary basis and in this way to assist those members of the community in need.

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EMOSI ROGUMURI

I have been a member of the Leigh Memorial Fijian Congregation for 18 years. I have held the position of Steward for 10 years now. My chief role is to gather informa-tion from the important activities that are part of Parramatta Mission, its congregations and care services, following through for any necessary actions.

VEITINIA WAQABACA

Veitinia is a Minister of Parramatta Mission with specific ministry to the Westmead Congregation, the Leigh and Ermington Fijian Congregations. Veitinia’s ministry commenced in July 2002.

The regulations stipulate that an ordained minister in Placement sit on the Board. And that’s me. I see my role as bringing spiritual insight, a Christian focus to what the Board does and where it is going so that the weak ones in our community get best practice and preferential treatment.

LYALL WEAVER

I am serving on the Commercial Com-mittee in my capacity as the Business Manager for Parramatta Mission. I believe I have been given a gift and I chose to use that gift at Parramatta Mission to ensure that programs run as efficiently as possible, giving maximum benefit to those we are here to help.

CLYDE LEE

GEORGE NEALE

JAN ROBSON

SOSI TOA

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Framework

Parramatta Mission is governed by the Church Council whose role and responsibilities are set out in the regulations of the Uniting Church in Australia Act 1977. Under this code the Church Council is accountable to the congregations that make up Parramatta Mission and to the Par-ramatta/Nepean Presbytery and NSW Synod.

Under the regulations the Church Council in partnership with the Senior Minister and the General Manager is charged with giving priority to building up the congregations of Parramatta Mission in faith and love, sustaining members in hope and leading the congregations to a fuller participation in Christ’s mission in the world. In consultation with the congregations of Parramatta Mission, the Church Council sets the Mis-sion’s strategic plan and oversees all financial, property and other activities of the Mission in accordance with the regulations and within an appropriate risk framework.

To fulfil that responsibility, the Council has consistently placed importance on the governance of Parramatta Mis-sion, which it believes is vital for the long term well being of the Church. Parramatta Mission has adopted a comprehensive framework of cor-porate governance guidelines which are designed to properly balance performance and conformance that warrants the trust, respect and confi-dence of the congregations, employ-ees, clients and donors.

The Church Council

The Council comprises nine Council-lors representing each of the con-gregations, the Community Care Network, the Parramatta/Nepean Presbytery and the Ministers in place-ment. Details of their experience, qualifications and special responsi-bilities are set out elsewhere in the Annual Report.

The Council generally meets monthly with an agenda designed to provide

adequate information about the operations of the Church and usually includes a devotion and reports on pastoral matters.

Councillors are required to disclose any conflicts and material personal interests at the beginning of each meeting. If conflicts arise, the Coun-cillor is usually excluded from partici-pating in discussions and determina-tions on the matter.

The Church Council encourages its members to participate in relevant education programs and from time to time holds tailored programs for its members.

Relationship with Management

The Church Council has delegated to the co-leaders of Parramatta Mission, the Senior Minister and the General Manager, the authority and powers necessary to implement the strate-gies approved by the Council and to manage and administer the day to day operations of the Church, within the policies and delegation limits as specified by the Council from time to time.

The co-leaders may further delegate within a comprehensive set of man-agement delegations and guidelines, but remain accountable for all author-ity delegated to the management team.

Council Committees

The Church Council is supported by three committees which meet regu-larly to consider the audit process, the outreach services and the com-mercial activities of the Church. Each committee has a governing document which sets out the terms of refer-ence and authorities for the commit-tee. Activities of each committee are reported to the Council.

The Audit and Compliance Committee

The Audit and Compliance Commit-

tee consists of three members inde-pendent of Parramatta Mission. This Committee has a Charter approved by the Church Council and meets up to four times a year.

The Charter of the Audit and Com-pliance Committee incorporates a number of policies and procedures to ensure that the committee is inde-pendent and effective. In carrying out these functions the committee assists the Council in fulfilling its Corporate Governance and oversight responsi-bilities with respect to:

The system of risk manage-•ment and internal controls that management has established and the process of internal and external auditor review of internal controls,

The integrity of management •reporting to the Council and external reporting to government funding bodies, the Presbytery and Synod,

Compliance with legal and regu-•latory requirements,

Financial reporting and confor-•mity with accounting standards, other mandatory reporting and statutory requirements,

The quality of accounting policies •applied and any other significant judgements made.

The Committee considers, in the ab-sence of employees and the external auditor, the quality of the information it receives. The committee meets periodically with the external auditor in the absence of employees.

The Community Care Network

The Community Care Network Board (CCNB) usually meets monthly. It has a Constitution which established a separate organisation under relevant legislation for the oversight and management of public benevolent activities of Parramatta Mission. The Board is made up of nine members of the Mission and up to five members of the community.

Corporate Governance Statement

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The CCNB assists the Church Coun-cil in fulfilling its corporate gover-nance and oversight responsibilities with respect to:

Compliance with the regulations, •the policies and directions of the Church Council and the lawful requirements of any government body having authority in the matter,

The engagement, supervision •and dismissal of senior staff in accordance with the policies of the Mission (but not the condi-tions of employment of staff, which remains the responsibility of the Church Council)

The oversight of the activities of •the Community Care Network including UnitingCare Mental Health (incorporating Lifeline Western Sydney), The Homeless-ness Services and The Family Services of Parramatta Mission.

The proper and efficient manage-•ment of the Community Care Network,

The care and preservation of •assets of the Community Care Network

The financial reporting, budget-•ing and management of the finances of the Community Care Network.

The Commercial Advisory Committee

The Commercial Advisory Commit-tee (CAC) usually meets monthly. The Church Council, in consultation with the Community Care Network Board, established terms of reference for the committee and appoints its members.

The CAC is responsible for advising the Church Council in respect of:

Developing strategic and busi-•ness plans, and the formation of policy in relation to its com-mercial operations and property assets,

Monitoring and directing the •conduct of Parramatta Mission’s commercial operations, including Wesley Lodge,

The purchase, sale and mainte-•nance of real estate and com-mercial operations,

Negotiation of commercial con-•tracts, including contracts for the development of real estate,

Compliance with regulations and •any relevant policies and proce-dures of Synod and Presbytery in respect of all finance, commer-cial and property matters, and the requirements of any govern-ment body having authority in the matter,

Fundraising and public relations, •including fundraising for the Community Care Network,

Furnishing the annual report, •statement of accounts and bud-get to the Church Council, and

Implementation of the budget for •Parramatta Mission and the mak-ing of variations to the budget.

Risk Management

Parramatta Mission has a system of effective risk management and controls, which is critical to the safety and soundness of the operations of the Church and to safeguard its as-sets. The Church Council has devel-oped and implemented through the co-leaders prudent risk management controls that identify policies and procedures, processes and controls that comprise Parramatta Mission’s risk management framework.

Monitoring

The financial performance of Par-ramatta Mission is monitored on a monthly basis through management reports and budgets that have been approved by the Council. The external auditors review and test the system of internal controls to the extent neces-sary for an independent opinion on the financial report.

Code of Conduct

Parramatta Mission has established a code of conduct which forms the basis for the manner in which people

perform their duties and how they re-late to each other and to clients. The Code of Conduct requires that staff and volunteers carry out their duties in an open and honest manner, with transparency and integrity.

Procedures of all meetings conducted at Parramatta Mission, including the making of decisions are governed by the Manual for Meetings in the Unit-ing Church published by the Uniting Church.

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Parramatta Mission119 Macquarie Street, Parramatta NSW 2150Locked Bag 5360, Parramatta NSW 2124wecare@parramattamission.org.auwww.parramattamission.org.auPh: 02 9891 2277Fax: 02 9891 4577

With thanks to Anna Zhu Photography for many of the photos in this report