Annual Report 2011-12

womens health west
annual report 2011-2012

1
womens health west annual report 2011-2012
CONTENTS
2 3 4 5 7 9 10 12 13 14 15 15 16 16 17 17 18 18 19 20 21 23 23 24 24 25 26 26 26 27 27 28 28 29 30 31 32 33 35 36 37 38 39 40 41 43 44 Highlights Who we are Vision Achievements measured against strategic goals Chair and CEO report Treasurers report Family Violence Services Intake 24-hour crisis response program Outreach Intensive case management Court support Crisis accommodation services A place to call home Safe at home Private rental brokerage Culturally and linguistically diverse crisis housing Victims assistance counselling program Childrens counselling Regional integration coordination Health Promotion, Research and Development Sexual and reproductive health Western region sexual and reproductive health strategy Sexual and reproductive health community education Family and Reproductive Rights Education Program Girls Talk Guys Talk health promoting schools program Mental wellbeing and social connectedness Sunrise womens group Power On (incorporating power on for carers) Equity and social justice Lead On Again Preventing Violence Together western region action plan to prevent violence against women Anti-racism action research Financial literacy program Our Community, Our Rights Presentations Communications Advocacy Key partnerships Our staff Professional development Staff list and organisation chart Governance Business unit Financial reports Acronyms and table of figures Membership and donations
highlighTS
3,507
TELEPHONE SUPPORTS 86% increase
2,986
POLICE REFERRALS 26% increase MORE WOMEN RECEIVED IMMEDIATE FACE-TO-FACE CRISIS RESPONSE
70%
WOMEN SUPPORTED AT COURT Target is 77 women
726
ENDORSEMENT OF Preventing Violence Together by target councils
86% 43
MEDIA STORIES compared with 11 last year
WhO WE arE
Received federal funding for two new projects, one targeted on human rights and one on building respectful relationships
Womens Health West (WHW) is the womens health service for the western metropolitan region of Melbourne. We have two main programs that complement each other allowing us to work across the continuum from preventing problems, to responding to problems after they occur. Our health promotion, research and development program plans and implements activities designed to promote womens health, safety and wellbeing across three key areas sexual and reproductive health, mental health, and prevention of violence and discrimination. Our family violence service provides women and children who experience family violence with the range of services they require while in crisis - such as court support, crisis housing and case management through to services designed to promote healing and recovery, such as womens and childrens counselling. We work collaboratively with communities, government and local agencies, and provide secondary consultation for health, community and other service providers. WHW is funded by a mixture of government grants, principally from the Department of Human Services and the Department of Health, and also from philanthropic organisations. WHW is an equal opportunity employer with a VCAT Exemption A128/2012 (under Equal Opportunity Act 1995) to employ only women. We employ 64 women with a range of qualifications, skills and life experiences as part of our diverse staff team. WHW is centrally managed from Footscray. WHW is incorporated under the Associations Incorporation Act 1981. We are a Public Benevolent Institution endorsed as a Deductible Gift Recipient and therefore entitled to receive tax deductible donations. All women living, working or studying in the western metropolitan region of Melbourne are eligible for membership of WHW, as are organisations whose client base includes the western region. Our strategic plan outlines our focus on redressing the social, economic and political factors that limit the lives of women. We do this through a range of actions designed to influence public policy or change legislation; improve access to services and resources; and build women and girls capacity to take positions of leadership.
Developed a highly commended report into the social determinants of sexual and reproductive health on behalf of the western region sexual and reproductive health working group
Translated Girls Talk Guys Talk, our whole-school sexual and reproductive health program, into a training manual to allow us to share this approach with other organisations
ThE fuTurE Of ThE WOmENS hEalTh SECTOr

The womens health sector embarks on the 2012/2013 year with unprecedented funding cuts from the Victorian Government. The 5 per cent cuts add to insufficient indexation and a lack of increases to the sector since its inception two decades ago. A further 5 per cent cut is forecast for 2013/2014. However, our sector is strong, united and trusted by women in Victoria. We will draw on that strength to recover adequate funding levels and secure the Governments commitment to ongoing support for womens health, wellbeing and equal human rights.
WHWs catchment consists of seven local government areas: Brimbank, Hobsons Bay, Maribyrnong, Melbourne, Melton, Moonee Valley and Wyndham
viSiON
valuES
We work within a feminist framework, respecting human rights We act to support women to take control over their decisions and their lives We recognise that the conditions in which people live, work and play are shaped by political, social and economic forces that we must understand and take action on to achieve better outcomes for health, safety and wellbeing We value the diversity of our region and work to actively recognise and respect womens diverse strengths, experiences and goals We value transparency and accountability in our operations, practices and relationships with others We recognise that childrens health, safety and wellbeing is intrinsically connected to that of women We recognise the importance of being responsive to the changing needs of our community We recognise and value the expertise of others and the vital importance of working together to achieve our goals
Equity and justice for women in the west

miSSiON
We partner with others to change the conditions that cause and maintain womens oppression, to deliver family violence services and to undertake health promotion actions
2011-2012 aChiEvEmENTS
mEaSurEd agaiNST ThE STraTEgiC plaN STraTEgiC gOal 1
Deliver and advocate for accessible and culturally appropriate services and resources for women
STraTEgiC gOal 2
Improve the conditions in which women live, work and play in the western region of Melbourne
STraTEgiC gOal 3
Put womens health, safety and wellbeing on the political agenda to improve womens status
Womens Health West will engage in actions such as advocacy, research, organisational capacity building, direct service delivery and community development to influence those factors that restrict womens access to resources and services
Deliver community development programs for women from a range of backgrounds Completed first phase of new human rights advocacy program, Our Community, Our Rights with 7 South Sudanese women who are now running their own advocacy programs (p.30) Lead On Again, a strengths-based leadership training in its ninth year, saw a marked increase in the confidence and skills of 8 young CALD women (p.27) Delivered financial literacy training to 15 women from the Chin community and obtained refunds of their inappropriate bank fees (p.29) Deliver family violence services to women and children from the western region 3,507 clients received telephone support from our intake workers, an increase of over 86 per cent (p.12) 2,986 referrals from Victoria Police via faxback; an increase of over 26 per cent (p.13) 43 per cent rise in the numbers of secondary consultations sought by other agencies (p.12) 127 women received immediate face-to-face crisis response; an increase of nearly 70 per cent (p.13) 726 women received court support compared with our target of 77 (p.15)
We will undertake direct service provision and health promotion actions that recognise the important influence of, and aim to improve the social, economic and political factors that determine the health, safety and wellbeing of women and their children in the western region
Assist women to break the cycle of family violence by providing tailored direct services Supported 34 women and 65 children to remain in their home by coordinating home safety strategies including lock changes, door and window repairs, and personal alarms (p.17) Supported 49 women from CALD backgrounds to live safe from family violence by providing housing support tailored to their needs (p.18) Provided 35 women with financial assistance to obtain or remain in private rental housing and so preventing them from experiencing homelessness as a result of family violence (p.17) Undertake health promotion activities designed to improve womens health, safety and wellbeing Delivered 5 professional development sessions to 75 nurses, doctors and midwives to build their capacity to respond to the social, cultural and health needs of women from FGM/C affected communities (p.24) Delivered one Girls Talk Guys Talk training session over 2 days to 8 health professionals on the whole-of-school approach to school environments that promote healthier relationships and sexual choices (p.25) Facilitated 22 social groups for an average of 8 women with a disability in Laverton on topics chosen by participants (p.26)
Because gender is a critical factor in improving conditions for women, we will particularly focus on the structural factors that cause and maintain the conditions under which women and their children face discrimination, and undertake actions designed to change those factors
Engage in advocacy on topics related to womens health, safety and wellbeing Featured in 43 stories in local and state newspapers, on local radio and on SBS news (p.32) Organised a flash mob of 40 women dressed in red to draw attention to the gender pay gap (p.33) Wrote 23 submissions to local, state and federal government including advocating to the AttorneyGenerals Department for the introduction of legislative reforms aimed at strengthening Australias criminal justice response to human trafficking, forced marriage, forced labour and other slavery-like practices. All of WHW key legislative recommendations were included in the Bill put to federal parliament. (p.33) Provided a written submission with over forty recommendations to government about how to best prevent violence against women and respond to it after it occurs (p.33)
STraTEgiC gOal 4
Recognise that good health, safety and wellbeing begins in our workplace
STraTEgiC gOal 5
Work with others to achieve our goals
We value the skills, knowledge and expertise of individuals, organisations and communities in our region and aim to work in collaboration with them, sharing what we learn along the way and identifying where we each fit in achieving our ambitious goals
Increase and enhance our partnerships CEO convenes the Womens Health Association of Victoria (p.35) Board member of HealthWest Primary Care Partnership and governance group member of Inner North West Primary Care Partnership (p.35) CEO chairs the governance group of the Western Integrated Family Violence Partnership (p.35) Represents WHAV on Family Violence Statewide Advisory Committee (p.35) Develop region-wide strategies Preventing Violence Together: western region plan to prevent violence against women has been officially endorsed by 86 per cent of target councils and 75 per cent of targeted community health centres (p.28) Completed draft of the western region sexual and reproductive health strategy (p.23) Work with WHAV to broaden our influence WHW contributed to the WHAV proposal to the Minister for Health and Minster for Womens Affairs outlining the need for prevention of violence against women to be a statewide health promotion priority (p.33) WHW contributed to the WHAV proposal to the Minister for Corrections and Crime Prevention outlining the need for prevention of violence against women to be made a statewide crime prevention priority to encourage a whole-ofgovernment approach (p.33) This list shows selected actions we have taken over the last twelve months to achieve our strategic goals. Progress is indicated using the following key:

We will identify all the components required to operate a service that is responsive to our vision and mission valuing our workforce, ensuring financial sustainability and organisational accountability, understanding our limits, and developing and learning from experience and use our resources intelligently and creatively to achieve our strategic goals
Continue to support staff professional development Staff attended 120 professional development courses and seminars (p.37) Clarify and assess what we mean by feminist practices Developed Working in a feminist organisation: an audit and conducted audit with 26 staff. We will conduct annual audits using this tool (p.36) Risk management Further developed the risk identification and response framework and commenced a comprehensive review of risks to update the risk management database (p.7) Care for the environment Work Health, Safety and Environment Committee developed a comprehensive waste management and environmental care plan and procedure (p.40)
COmplETEd iN prOgrESS
Chair aNd CEO rEpOrT

We are pleased to present the Womens Health West Annual Report 2011-2012. This is an informative and transparent report to government and other funding bodies, as well as our members, community, staff and partners, about our operational and financial performance for the year 1 July 2011 to 30 June 2012. It also brings to completion our 2009-2012 strategic plan and introduces the 2012-2015 plan. WHW is a financially healthy organisation that continues to meet the increasing demands of women and children experiencing family violence; and to research and respond to the needs of the most isolated and disadvantaged groups of women in our region. Our family violence services and health promotion team are accountable to government and the board of directors via targets and operational plans. While our programs have easily met and in many cases far exceeded the targets set by government for service delivery, the demand generated by increasing reports of family violence has resulted in the diversion of resources from case management to crisis response. The long term impact of this on women and childrens ability to recover from family violence is not known. While target data presents a clear picture of service demand, it does not satisfy our desire for clarity and accountability. As a result, we list our objectives for each program, the strategies employed to achieve those objectives, and the outcomes of those strategies. This offers an accountable method for tracking our progress. By setting out the future directions of our programs, the reader can track our achievements, and learn of factors that impact on our plans. The annual report provides clear evidence that WHW has continued to provide programs and services that are responsive to the diverse and changing needs of women and children in our region. engagement with clients, community groups, funding bodies, academic institutions and partner agencies, including primary care partnerships, local councils, police, community health and housing services. The level of engagement in this process showed not only the strength of our partnerships but also their importance to achieving our vision of equity and justice for women in the west. In particular, our involvement with the Womens Health Association of Victoria, the Western Integrated Family Violence Partnership, Domestic Violence Victoria and VCOSS, are integral to our ability to positively influence public policy and legislation to bring about a more equitable environment for women and children. The positive outcome of the equal remuneration order through Fair Work Australia was one example of positive collaboration. WHW continued to commit significant resources to partnerships across the region. Two examples of our collaborative leadership are Preventing Violence Together: the western region action plan to prevent violence against women, and identifying the social determinants of sexual and reproductive health in the region. We have submitted a series of joint papers to conferences and inquiries this year, including the state governments Action Plan Consultation Framework for Addressing Violence Against Women and their Children, and WHAV proposals regarding prevention of violence against women and the development of a Victorian sexual and reproductive health strategy. As a result of our partnerships, WHW is able to continue our strong work in tackling inequity in health, safety and wellbeing, as well as strengthening the capacity of individuals, families and communities through effective service delivery and health promotion actions.
Georgie Hill Chair
Dr Robyn Gregory Chief Executive Officer
Quality and Safety

WHW has maintained accreditation under the Homelessness Assistance Service Standards with a nine month extension allowing us to respond to the newly-developed One DHS standards. We have completed our three-year work plan for accreditation and found the process of submitting six-monthly reports to the accrediting body an excellent method for embedding an organisational culture of quality improvement, resulting in tangible improvements in our policies, procedures and practices. WHW has continued to develop our risk identification and response framework with the strong support of board director Samantha Merrigan who has shared her expertise as General Manager Risk, Safety and Sustainability at transurban. As a result WHW commenced a comprehensive review of risks to update the database and produce relevant reports to the board and management team. The Work Health, Safety and Environment Committee continued to meet quarterly and developed a comprehensive waste management and environmental care plan and procedure highlighting our strong ethics in this area. WHW achieved our second bronze award in the Australasian Reporting Awards. We would like to congratulate our Communication Coordinator for the consistently high quality of all WHW documents, including the annual report.
Access to services
Ensuring WHW maintains secure and sustainable accommodation in an accessible location is an ongoing struggle in the context of significant increases in housing costs. We are committed to providing accessible services for women and children, so staff travel to outposts in Wyndham, Melton, Sunshine and Melbourne. That said, WHW remains committed to providing a central location as a strong staff base.
Partnerships
With the 2009-2012 strategic plan coming to an end, the board of directors developed a participatory method for evaluating the previous plan and engaging with our communities of interest to ensure that the 20122015 strategic plan is informed and responsive. This involved a rigorous scan of the social, economic and political environment in which WHW operate and a strong process of 7
Financial sustainability and organisational accountability

Our new Business Manager has yielded great results by restructuring aspects of our financial, administrative, human resources, legal and risk management, and information and communication
technology. This included an audit of the asset register, and an upgrade of our printing environment, significantly decreasing costs in this area. The server was replaced to incorporate a remote server that allows offsite access to files through a secure environment, improves security and further reduces our reliance on hard copy documents. Similarly, the entire telecommunication system was replaced, also resulting in significant savings while broadening the systems capacity to cope with increasing staff numbers. WHW finished the financial year with a deficit of $15,975 after ensuring that unspent program funds were reallocated to the same program to assist in meeting upcoming demands. Funds set aside to support our continued need for more office space remain on hold following the sad death of our landlord, Michael Grandini, in May this year. We continue to seek secure long term accommodation. The financial statements have been audited and prepared in accordance with Australian Accounting Standards and are presented in this report for your information.
budget. However, it takes courage and political will for a government to invest in measures that, while they have demonstrated long term benefits, are unlikely to realise those benefits within an election cycle. Cutting funding to the womens health program will seriously limit efforts to ensure excellence in service provision to women. WHW has met with Health Minister David Davis to discuss how to ameliorate the impact of these cuts and will continue discussions with the minister and Department of Health staff. Similarly, WHW will continue to engage with the Minister for Mental Health, Womens Affairs and Community Services and DHS staff to advocate for funds to deal with the impact of the very-welcome increase in reporting of family violence to police.
care partnerships, peak bodies, formal service delivery partners, and individuals and agencies in the community. We are in the process of selecting an accreditation body to take us through our second round of accreditation for our family violence and home and community care services. We are also working closely with other womens health services to develop and implement a shared quality improvement system unique to these services. One of our key objectives remains finding long term, secure and sustainable accommodation for the continued delivery of our services. We have a number of strategies planned for the coming year, including finalising our client participation/ community engagement strategy and staff learning and development strategy. We will also review and update the organisation-wide advocacy plan, which will focus on increased funds across a range of family violence and health promotion services. We are looking forward to the muchanticipated release of the state governments plan for violence against women and children, which we hope will bring increased funds for prevention of violence against women, along with funds to respond to violence after it occurs. We are also looking forward to securing funds to implement the equal remuneration order as committed by state and federal governments. With a renewed board of directors with expertise and commitment to the organisation, along with our hardworking and committed staff, and our partners, united by a common purpose equity and justice for women in the western region WHW is well-placed for the future.
A forward thinking board

We would like to thank our voluntary board of directors for their tireless contributions to WHW in the past year. We are privileged to have a skillfully functioning board of women with diverse skills and experience, who provide well-considered leadership informed by a variety of approaches. The board welcomed one new director in 2011 Samantha Merrigan. Sam was the external expert on our Finance and Risk Committee prior to her being coopted following the AGM in November. She replaced outgoing director June Kane, who resigned because of overseas work and family commitments. We would like to thank June for her expertise and input over the course of her term from December 2009 to October 2011. The board focussed this year on developing a new strategic plan, complemented by an advocacy plan and board action plan. Directors also reviewed all board policies and procedures, integrating many with organisational documents. This activity had the unexpected outcome of improving position descriptions and annual appraisal processes as ideas implemented for the CEO were extended across the organisation.
Challenges
The uncertainty that characterised the previous year continues with cuts to funding the greatest threat to our ability to deliver quality services to women and children. Indexation was reduced to 2 per cent this year, despite a strong campaign by VCOSS for a rate that more clearly reflected the rising costs of rent, utilities, telecommunications and petrol. This resulted in a decrease in the overall funds available to WHW. Coupled with exponentially increasing police reports of family violence, significant population growth in the outer suburbs, and the impact of entrenched disadvantage in the middle suburbs, the need for increased funds cannot be stressed highly enough. In addition, WHW received confirmation that all services funded through the integrated health promotion program will be cut by 10 per cent over two years. Coupled with a 28 per cent cut to community health services over the same period, our capacity to engage in the equally important work of preventing problems like violence against women has been curtailed. Significant economic gains will result from concerted support of primary prevention it makes for excellent fiscal management of the long term health 8
Future directions
Our priority continues to be the delivery of responsive, value-for-money services that are evidence-based, womancentred, accountable and innovative, to meet the needs of our community. This includes continuing to work alongside our partners, including the state and federal government, primary
Georgie Hill Chair
Robyn Gregory CEO
TrEaSurErS rEpOrT
Ruth Marshall Treasurer
The result this year continues to reflect a solid position for WHW in a difficult financial climate, with an increase in income of $253,145 bringing our total revenue to $3,524,661. Our expenses came to $3,540,636 leaving a small deficit of $15,975 after all commitments had been made. State government income continues to represent around 93 per cent of our overall income directly associated with program delivery. Close to 83.5 per cent of our expenditure is linked to the provision of skilled staff to deliver our funding and service agreements designed to support women in our community. Following the introduction of the standard chart of accounts in 2011, WHW has continued to meet all financial reporting requirements by introducing a new management reporting framework. Our focus on updating infrastructure should prepare us for the future with upgrades to the asset register and information and communication technology, including the purchase of a new server, phone system and printing environment. This investment will ensure that the organisation continues to deliver program requirements in the most efficient and cost effective manner. The Finance and Risk Committee is responsible for regulatory compliance and mitigation of risk. This year the committee welcomed a new member with extensive risk management expertise. This allowed an increased focus on specialist risk management training for staff and committee members and has led to an update of the risk register procedures.
The Finance and Risk Committee, together with the board of directors, has agreed to a sound investment strategy to ensure strong fiscal management of our assets despite challenging financial times both locally and globally. The investments made in 2011/2012 have earned increased interest of 8.7 per cent over the invested funds in 2010/2011. There has also been a complete audit of the organisations assets resulting in an insignificant write down of $6,300 to the current value of assets. We have continued to set aside funds in order to provide for long term, secure and sustainable accommodation for the continued delivery of our services. WHW expect that financial conditions for all not-for-profit organisations will remain tight as state budgets are under pressure with increasing demand without a growing revenue base. The WHW management team and board of directors will continue to closely monitor our performance through the coming year to ensure we maximise the use of our funds through responsible management. I encourage you to read our annual report, which demonstrates the expertise in financial management of the CEO and staff to enable them to deliver on such a broad range of programs for women in the west.
Figure 1
Figure 2
Programs (83%) Accountability and administration (13%) Communications (4%)
family violence services

Police reports of family violence in the western region increased by 25 per cent over the last financial year, without a commensurate increase in funding. This presents difficulties in allocating resources to achieve our strategic goals:
Delivering and advocating for accessible and culturally appropriate services and resources for women across the region
Womens Health West is the regional access point for women and their children who require assistance after experiencing family violence. Our intake service responded to 3,507 phone requests for support, a 86 per cent increase on the previous reporting period. These requests reflect the diversity of the region with only 53 per cent of intake clientst identifying as Australian, 3 per cent as Aboriginal or Torres Strait Islander and 44 per cent from other cultural and linguistic backgrounds
Improving the conditions in which women live, work and play in the western region of Melbourne
Womens financial independence is central to escaping family violence. This year we supported 56 women to access employment, training and education programs. Family violence creates social isolation, low self-esteem and a lack of confidence. Social engagement is important to womens recovery from violence. We provided case management support to 275 women and encouraged them to attend family violence support groups, volunteer at their childs school and sporting clubs, and explore other community groups
Working with others to achieve our goals

WHW, MacKillop Family Services and the Western Think Child Working Group ran a six month pilot placing a childrens advocate case manager at Child FIRST WHW continue to work with Lifeworks and Relationships Australia to provide support to women whose partners or ex-partners are attending a behaviour change group Bendigo Bank staff and their supporters coordinated a gift drive for children staying in our crisis accommodation over Christmas
10
family viOlENCE SErviCES daTa

Figure 3: Comparing Womens Health Wests family violence data over 5 years
PROGRAMS Access point and intake (# of contacts) Intake one-off telephone support Intake appointments and drop in Intake secondary consultations Outreach (# of clients) Court support Case management Crisis accommodation (# of clients) Refuge Accompanying children CALD housing program A place to call home Counselling (# of clients) Children Victims assistance counselling program Police faxback/e-backs Weekday received Weekend received Total police faxback/e-backs received Other programs (# of clients) After hours Intensive case management Private rental brokerage Housing options Crisis response Safe at home
2011-12 3,507 328 1,068
2010-11 1,882 361 748
2009-10 2,193 191 825
2008-09 1,702 N/A 956
2007-08 1,688 N/A 760
726 275
762 314
634 379
376 373
360 394
43 69* 49 8
51 199 52 7
79 237 48 N/A
92 283 55 N/A
66 242 57 N/A
103 48
110 44
86 39
99 92
118 114
2,288 698 2,986
1,938 424 2,362
1,609 N/A 1,609
1,385 N/A 1,385
1,066 N/A 1,066
140 17 35 6 127 34
216 13 46 5 75 32
110 26 39 6 N/A N/A
104 21 29 5 N/A N/A
58 16 25 6 N/A N/A
*Difference in number of accompanying children is due to a change in data collection (previously children were counted according to each program they accessed, current methods count them at a single point)
Putting womens health, safety and wellbeing on the political agenda to improve the status of women
WHW featured in 27 newspaper articles related to family violence. Seventeen articles called on the government to increase funding in response to increased demand for services, while others discussed the relationship between alcohol and family violence, the work of family violence police units and the Bendigo Bank gift drive
Recognising that good health, safety and wellbeing begin in the workplace
The family violence team reported significant levels of stress and feelings of being over-stretched at the development day this year; a substantial number also reported feeling optimistic. Staff also made a number of suggestions on how the organisation can better support them, this information will inform our staff health and wellbeing strategy. The team reported that they would benefit from more team building days to celebrate achievements. We plan to hold two over the coming year
Future directions
Given the increase in demand and the difficulty managing this greater demand with current resources we call on the government to increase funding to family violence services We will continue to campaign for funding to expand our counselling services to children traumatised by family violence and provide assistance to their mothers or carers. We will also seek support to research the effectiveness of the single session counselling model for traumatised children who are still living in crisis We look forward to the release of the Western High Risk Client Strategy evaluation report as we anticipate it will show that the strategy improves the safety of women at high risk of serious injury or death
11
iNTakE
Intake workers are the first point of contact for women entering family violence services. They offer a telephone or face-to-face crisis response and coordinate referrals to WHW and other services. The service also provides a critical coordination role by responding to police referrals, requests for secondary consultation, coordinating court support, and monitoring the case management waiting list
Objective
Provide a well-coordinated access point for women and childrens family violence services in the western region
Figure 4
Strategies
Conduct telephone and face-to-face risk assessments, and support the 24-hour crisis response team to respond to referrals from local police Provide specialist family violence consultations (average of 12 per week) to other services Provide interim support to an average of 5 women per month awaiting case management Continue to advocate for specific funding for the intake service
Outcomes
Provided support to women and children in crisis including 3,507 telephone, 328 drop ins and appointments, 139 referrals from court and 646 police referrals. Telephone enquiries have more than doubled since last year, so the crisis response team now respond to the majority of police faxback referrals, to increase our capacity to respond to calls. Provided 1,068 secondary consultations to external service providers, 320 more calls than last year Provided 415 instances of case coordination. This support involves assisting women to meet their immediate needs, risk management and/ or short term goals prior to case allocation Tabled the need for intake-specific funding at all meetings with Department of Human Services
Figure 5
Faxback Secondary consultation Phone contact Case coordination Appointments and drop ins
Future Directions
Better integrate the Specialist Homelessness Information Platform (SHIP) into practice by using it as a case management tool as well as a statistical database
Domestic violence is something I never thought I would have to experience... it was comforting to know that there was a service provider for people in my situation who were able to help/support my needs and concerns.
Family violence services client
12
24-hOur CriSiS rESpONSE prOgram

Generally family violence occurs after 5pm and over the weekend; so the 24-hour family violence crisis response program is an essential part of our service as it provides immediate face-to-face support to women and children at local police stations and hospitals
Objective
Provide 24/7 crisis support to ensure that women and their children receive appropriate information and advocacy when they most need it
Figure 6
Strategies
Provide 146 after hours and 90 business hours responses annually Respond to weekend police referrals in collaboration with Mollys House and McAuley Community Services for Women Respond to week-day police referrals Develop a recidivist strategy with Victoria Police to support women who have contacted the police more than 3 times in the previous 12 months Work with Victoria Police to plan a response to women at risk of serious injury or death
Figure 7
Outcomes
Assisted 140 women and their children after hours and 127 women and their children during business hours. Almost half of these clients were referred to our case management service. Others were assisted through lock changes, relocation and crisis accommodation. The crisis response worker also responded to 375 requests for information and case advice from other services Responded to 698 weekend faxback referrals from Victoria Police. Women were connected with our court support worker Responded to 1,642 (excludes faxback undertaken by intake service) police faxback referrals. Responses included telephone contact, risk assessments, safety planning, information about legal processes and referral to other support services. WHW were forced to divert case management funding to this program to respond to the increase in police referrals Worked with Victoria Police to establish a recidivist referral procedure and at the time of reporting this procedure was near completion Worked with Victoria Police and the western region mens behavioural change program providers to plan a response to women and their children who are at risk of death. The strategy is being evaluated and the report will be available in early 2013
Number of referrals received from Victoria Police
Future directions
Continue to highlight the success of the integrated service system to respond to family violence, the resulting increase in womens confidence to report the violence to police and demonstrate that continued success depends on adequate resourcing of police, courts and family violence services
13
OuTrEaCh
Family violence outreach case managers provide crisis and transitional support to women experiencing family violence. Case managers coordinate housing, legal, health and other matters required to support the long-term safety of women and children. They also work across seven local government areas to facilitate professional and advocacy networks
I am confident in my decisions. I have plans of action to take. I have direction.

Family violence services client
Objective
Work to minimise the impact of family violence by providing women and children in the western region access to relevant and timely case management services and resources
Figure 8
Strategies
Provide 522 periods of case management support to women and their children Outpost workers to four locations in the outer west to reach isolated women Develop strong partnerships with agencies including legal services, police, housing, Centrelink, child protection services, child and family, and youth services to facilitate a more streamlined experience for women Deliver tailored information sessions to enable local communities to respond appropriately to the needs of women and children who experience family violence
Own home Transitional housing Private rental Public housing Family/friends Other
Outcomes
Provided case management to 275 women who were accompanied by 373 children over 413 periods of support. The remainder of our targets were diverted to an unfunded intake service that provided 5,964 services (see fig.5) Provided 222 instances of support at outpost locations in Melton, Point Cook, Werribee, and 2 locations in the City of Melbourne Provided Brimbank Melton Child FIRST with a weekly outposted childrens advocate caseworker to identify family violence and promote clear referral pathways. She attended network meetings across seven local government areas, assisted 152 women whose partners attended the Lifeworks and Relationships Australia mens behaviour change programs Provided 11 community education sessions to 366 participants, who indicated in the evaluation that the session would positively influence their future interactions with clients, see p.31
Figure 9
Aboriginal or Torres Strait Islander Culturally and linguistically diverse Anglo-Australian
Future Directions
Facilitate the development of integrated case management practice that meets the needs of women and children who have experienced the trauma of family violence Enhance our relationship with family support services and explore new ways of working with vulnerable families at risk of family violence Continue to provide community education sessions to assist generalist and other specialist practitioners to provide a consistent response to family violence
14
iNTENSivE CaSE maNagEmENT

Women with multiple and complex needs can face significant barriers accessing safety and support services, leaving them at high risk of continued and increasingly severe family violence
COurT SuppOrT
Women attending court for intervention orders generally require assistance to understand the court process, their rights and options. Family violence outreach workers provide court support to women at three magistrates courts in the western region
Objective
Ensure that women with multiple, complex needs receive additional support to overcome entrenched family violence and disadvantage, and gain access to services and secure, safe and sustainable housing
Objective
Assist women to navigate the court system through the delivery of an accessible outreach court support service to women seeking intervention orders
Strategies
Provide intensive case management support for an average of six months for up to 22 women/periods of support, including culturally and linguistically diverse women and women with a disability Collaborate with other agencies to achieve the womans case plan goals Identify when a woman is at an escalated risk of severe violence or death, inform the high-risk notification register and work with police and other agencies to reduce her level of risk
Strategies
Provide 77 women with support by explaining intervention orders, their conditions, breaches and how to report them; providing emotional support, risk assessments and safety plans; liaising with court staff, legal services and police Provide an out-posted worker at Melbourne, Sunshine and Werribee Magistrates Courts Attend magistrates court user meetings to provide feedback and advocate for women
Outcomes Outcomes
15 women were provided with 17 periods of intensive case management support including 5 from culturally and linguistically diverse backgrounds and 4 were women with a disability. Women reported feeling safer and having more access to services from which they previously felt excluded Strengthened partnerships with Victoria Police, Department of Human Services Child Protection, Werribee Support and Housing, Salvation Army Social Housing Service, Norwood Association, Western Health, Melbourne City Mission, Victims Assistance Counselling Program and WHW Childrens Counselling Service 2 women were referred to the high-risk notification register. Both women now live in the community with a comprehensive risk management plan; their identified risk has decreased and they have been removed from the high-risk notification register
Provided assistance to 726 women across three courts; more than nine times our target of 77, although workers must limit the time spent with individual women due to the demand Assisted an average of 3 clients per week at Werribee, 2 clients per week at Melbourne, and 9 clients per week at Sunshine Attended 13 court users meetings at Melbourne, Sunshine and Werribee courts
Future Directions
Continue to provide court support across the 3 courts with an ongoing expectation that demand for service will result in us providing breadth, rather than depth, of support
Figure 10
Future Directions
Continue to provide intensive case management to women while building stronger partnerships between disability and family violence services, family support services, Child FIRST and child protection services
My children and I are living in safe housing. I am living without violence and fear. I am mentally stronger than I have been for a very long time, we are happy.
Intensive case management client
I was in an abusive marriage feeling isolated and like I had no options. My life has completely turned around.
Court support client
15
CriSiS aCCOmmOdaTiON SErviCES

We provide shelter for women and their children escaping family violence when it is not safe for them to stay in their own home. This shelter takes the form of a refuge, crisis accommodation properties and outreach services to other crisis and transitional housing properties
a plaCE TO Call hOmE

A Place to Call Home (APTCH) is designed to reduce family violence-related homelessness and remove the instability associated with temporary accommodation by providing long-term housing properties, intensive case management and brokerage options to women and their children
Objective
Provide safe crisis accommodation to women and children who are homeless as a result of family violence
Objective
Strategies
Provide crisis accommodation to 70 women and their children Provide specialist family violence case management support to women supporting their safety, recovery and long term housing Identify and assess child/ren specific needs and provide support through individual case management and group activities that facilitates healing and recovery from family violence Provide an accommodation environment that is well maintained, safe and comfortable
Nominate women and their children who have experienced family violence to fill up to 20 properties over 4 years depending on funding, and provide case management support for 12-14 months until the properties are assigned to the women as public housing
Strategies
Provide housing and case management to at least 9 women Liaise with transitional housing management services on referrals, property transfers and maintenance Develop networks with other APTCH support services and the Department of Human Services
Outcomes
Outcomes
Provided 43 women and their children with crisis accommodation, see fig.11. We provided financial support to 5 women without permanent residency for an average of 5 months, 2 were transferred to WHW crisis properties. This reduced our capacity to meet our target of providing accommodation to 70 women and their children Provided each woman with an average of 6 individual contacts per week including case management support that prioritised safety, recovery support and long term housing Childrens worker provided 69 children with individualised case plans/support plans based on assessed need. The worker also organised recreational trips for the children and their mothers to the Wallace and Grommet and Science works exhibitions, Ridiculympic games and a visit to Melbourne museum Painted the living area in the refuge, purchased a new washing machine and manchester. Families were provided with donated toiletries upon arrival. We successfully advocated to the Office of Housing for a large public housing property to accommodate a woman with 9 children
Provided case management to 5 clients, co-case managed 2 clients with our family violence program and coordinated brokerage funds for 2 clients Liaised with transitional housing management and the public housing service to successfully transfer 1 woman and her 4 children into an APTCH property Attended APTCH quarterly forums to report progress of clients, housing matters and brokerage spending
Future Directions
Advocate for an increase in the number of properties allocated by the Department of Human Services to provide ongoing APTCH housing options for women and their children
I am very happy in my community. I love my new home. My children are doing very well at school now
A Place To Call Home client feedback
Figure 11
Future directions
Apply to philanthropic organisations for funds to purchase curtains and other household items to improve the environment and resources to hold 4 art therapy sessions with women Continue to work with regional and local housing providers to improve access to long term housing for women and their children who are homeless due to family violence
Private rental Public housing Crisis accommodation properties Transitional housing A place to call home Family/friends Relocated out of the state Returned home
0 2 4 6 8 10 12
16
SafE aT hOmE
The traditional response to family violence was to encourage women and children to leave their home rather than have the violent person leave. As a result, women and children were experiencing periods of homelessness that could have been avoided. Safe at Home works with women who are considering whether it is safe to stay in their home rather than leave
WHW responded so quickly to the request for assistance [from] an older woman experiencing domestic violence from her son... a plan is in place and the woman has been left feeling so much more confident that she has options in the future.
Service provider
Objective
Prevent homelessness by providing practical and financial assistance that responds to the immediate safety needs of women and children, allowing them to remain in their home
Strategies
Assist a minimum of 29 women and their children to remain safely in the family home Coordinate a minimum of 29 home safety strategies including lock changes, door and window repairs, and personal alarms Assist women to apply for an intervention order containing a clause that excludes the perpetrator from the home Provide support and referral to interim crisis accommodation for women awaiting an intervention order
Outcomes
Supported 34 women and 65 children to remain in their home Spent $8,400 in brokerage funds on 92 security installations, upgrades and/or repairs. Funds are limited, which limits the number of women who can access them. Finding alternate sources of funding has placed women at risk by delaying the completion of their safety plan Provided court support to 30 women to obtain intervention orders; 29 orders included an exclusion clause Supported 4 families to find interim crisis accommodation
privaTE rENTal BrOkEragE

Family violence is the single greatest reason for people contacting homelessness services in Australia. Contributing factors include accumulated debt resulting from financial abuse, or moving house because its not safe to stay. Because of the lack of public housing 49 per cent of our outreach clients have moved into private rental accommodation
Objective
Future Directions
Utilise the findings of the Safe At Home Evaluation to support the case for continued funding under the National and State Homelessness Partnership
Prevent women from becoming homeless as a result of family violence by assisting them to establish and/or maintain private rental accommodation using brokerage funds and case management support
Strategies
Figure 12
Provide a maximum of $2000 financial assistance to 32 women who meet the criteria for the program in conjunction with case management support No. of items 10 43 34 5 92
Description of security items provided Repair doors and windows Replace locks on doors and windows Diaries to document incident as part of safety plan Install security devices Total
Outcomes
Provided 35 women with assistance for 3-6 months to obtain or remain in private rental housing, preventing them from experiencing homelessness as a result of family violence
Future Directions
Note: Since one woman might require a number of security items, total items are not equal to the total number of women supported
WHW will continue to promote the private rental brokerage program as a successful strategy to divert women and their children away from homelessness and its long term negative impacts.
With the support I managed to get my life back to a point where I felt comfortable and strong.
Client feedback survey
17
CulTurally aNd liNguiSTiCally divErSE CriSiS hOuSiNg

The western region is diverse; our residents speak more than 100 languages, and it has long been a settlement area for refugees, including from South-East Asia, the Horn of Africa and the Balkans. We find that women whose first language is not English, and who are escaping family violence, experience multiple barriers when trying to obtain crisis, transitional, private and public housing
viCTimS aSSiSTaNCE COuNSElliNg prOgram

Counselling assists women to recover from the traumatic effects of family violence. VACP works in partnership with the Western Region Health Centre to provide counselling to women who are victims of family violence and who have reported an incident to police or have an intervention order
Objective
Objective
Assist culturally and linguistically diverse women and their children to live safe from family violence by providing housing support tailored to their needs
Deliver specialist family violence therapeutic counselling interventions to assist women to recover from the impact of family violence, reduce symptoms of distress and provide a safe space where they can process their experiences
Strategies
Strategies
Manage WHWs 2 crisis accommodation properties and provide case management for up to 2 years to 52 women and their children living in crisis accommodation and transitional housing, including support with safety planning, Centrelink, migration problems, legal information and counselling Provide secondary consultations to other service providers
Provide 360 hours of counselling and support to 50 women who are victims of family violence Work collaboratively with the Western Region Health centre and other services to link women and their children with services that suit their needs Ensure counselling staff receive specialist training and supervision to provide evidence-based counselling interventions specific to trauma and family violence Continue to lobby government organisations to provide additional funding for community counselling programs Ensure counselling is available to women in the outer western region by providing an outpost in Wyndham
Outcomes
Supported 49 women and 42 children. Of these women 6 were housed in crisis accommodation properties administered by our refuge while 4 women were in other crisis accommodation, 13 women were housed in transitional housing, 2 women accessed public housing and now are living safe and independent lives. Family and friends accommodated 10 women, 3 stayed in rooming houses, 3 women successfully obtained private rental properties while 4 were looking for private rental and 4 accessed private rental brokerage funds of between $1,500 and $1,800 for 4 months Provided approximately 4 secondary consultations per month
Outcomes
Future Directions
Source more housing stock for CALD women by liaising with transitional housing providers Continue to build relationships with housing officers and real estate agents to ensure womens easier access to the private rental market
Figure 13
Provided 493 hours of counselling and support to 48 women who are victims of family violence. Women have reported that counselling has had a significant impact on their lives to be able to recognise that the violence was not their fault. After counselling women described having a greater sense of control over their own lives and symptoms resulting from trauma have reduced. For some women it is difficult to engage in the counselling process because of the distressing nature of their experiences and other pressures in their day to day lives. This is evidenced by the continued high percentage (40%) of appointments recorded as cancelled or unattended Maintained a close relationship with the Western Region Health Centre and developed a collaborative approach with a range of services for the best outcomes for clients Attended training on counselling interventions for trauma and attended clinical supervision We were unsuccessful in obtaining further funding for community counselling programs 6 clients attended an average of 5.5 counselling appointments at our outpost in Wyndham
Future Directions
Continue to promote the value of the community counselling model to funding bodies where there is a collaborative approach between services for the needs of clients
Its difficult to talk about the things that have happened to me, but I know that I need to and that I feel better afterwards.
Counselling client
18
ChildrENS COuNSElliNg
At least 3000 children in the western region were present at family violence incidents during the last twelve months. The childrens counselling program provides individual trauma counselling and therapeutic group work to assist children to make sense of, and recover from, these experiences
Objective
Assist children to deal with their experience of family violence through access to counselling services that focus on children and build womens capacity to support their childrens recovery
Strategies
Provide regionally accessible counselling and support to 91 children using creative arts therapy Facilitate 2 therapeutic creative arts groups for 16 primary school-aged children in collaboration with other agencies Develop a counselling model that responds to the demand for immediate services Deliver 6 creative art sessions for children and 4 information sessions for mothers to support their childs recovery Provide other services with 6 information sessions about the impact of family violence on children
Outcomes
Provided counselling and support to 103 children including an outpost service to 27 children in Hoppers Crossing and 12 children in Melton. Many children reported a reduced sense of shame knowing that others have had similar experiences Ran SPLASh, a Safe Place for Laughter, Art and Sharing creative arts group on two occasions for 15 children with the Child and Adolescent Mental Health Service to increase childrens ability to solve problems using play In response to demand we implemented a new mother and child single session counselling model with 3 families to provide mothers with the necessary tools to support their children until individual trauma counselling is available Delivered 3 Open Studio creative art sessions for 15 children and 4 Meet the Counsellor sessions where we provided 10 mothers with assistance while their child is on the counselling waiting list Provided 11 information sessions to community organisations and participant feedback showed their knowledge of ways to recognise and respond to children who have experienced violence increased
Drawing is like putting my mind on paper

10 year old counselling client
Future directions
Build on the single session counselling model to offer a timely response to families in crisis Develop a group program to assist mothers to respond to aggressive behaviour in children Continue to advocate to funding bodies to expand the childrens counselling program
Drawings by same child, the first depicts her father in the foreground, she and her mother are in the background. After months of counselling she drew herself dancing.
19
The Regional Integration Coordinator reports to the WIFVC and is auspiced by Womens Health West
rEgiONal iNTEgraTiON COOrdiNaTiON

The 2006 Victorian family violence reforms were introduced to improve the safety of women and children, and increase the accountability of men who use violence against their family, by providing an integrated and coordinated response regardless of which part of the family violence service system they access
Objective
Facilitate the development, implementation and monitoring of integrated approaches to family violence in the western metropolitan sub-region by building on partnerships between family violence services, counselling, accommodation, child protection/Child First, policing and judicial systems
Strategies
Finalise development of the Western Integrated Family Violence action plan 2010-2014 Identify and redress service gaps for the wests Aboriginal community through the Western Integrated Family Violence Committee and the North and West Metropolitan Indigenous Family Violence Regional Action Group (IFVRAG) Evaluate the high risk client strategy pilot to determine its effectiveness as a best practice model of collaboration Advocate for funding for the family violence regional integration coordinators position to remain at a full-time level beyond 30 June 2012
Outcomes
The finalised WIFVC Action Plan 2010-2014 was officially endorsed for implementation in October 2011 Collaborated on the IFVRAG action plan and fostered links between the two governance groups. Supported the promotion of IFVRAG-funded program, Respect Your Mob and Family that facilitates sensitive and respectful access for Aboriginal women, children and men to family violence programs and provides an opportunity to strengthen the cultural education and awareness of the family violence sector Assisted with the development of a submission to the Victoria Police Research Coordination Committee to evaluate the high risk client strategy pilot; the evaluation proposal is awaiting approval by Victoria Police Human Research Ethics Committee Demonstrated the effectiveness of this role through reports to government, participation in the Violence Against Women and Children consultations and supporting Domestic Violence Victorias advocacy to government. The Minister for Mental Health, Womens Affairs and Community Services announced a budget allocation of $4.6 million for regional integration coordinators across 12 regions
Future Directions
Support the implementation of the Victorian Governments forthcoming strategy to address violence against women and children Support the implementation of the IFVRAG action plan to increase services for the regions Aboriginal population with a particular focus on the growth corridors Distribute the findings of the high risk client strategy evaluation and support the implementation of the strategy across the sector 20
The evaluation proposal for the high risk client strategy pilot is awaiting approval by Victoria Police Human Research Ethics Committee
health promotion, research and development

Womens Health West continues to be a leader in health promotion activity designed to change the conditions that drive ill-health.
Notably, our lead roles in sexual and reproductive health promotion and preventing violence against women have generated regional commitment to evidence-based initiatives that do much more than raise awareness of the impacts of individual behaviour on health they work towards sustainable improvement of the social and structural conditions that determine womens health and wellbeing. We collaborate with local communities and organisations to achieve justice and equity for women in the west, particularly in our health promotion priority areas of:
Mental wellbeing and social connectedness Sexual and reproductive health, and Equity and social justice
Delivering and advocating for accessible and culturally appropriate services and resources for women across the region
We have built on our expertise in using a whole-school approach to sexual health and respectful relationships education to train other organisations to deliver our highly successful Girls Talk Guys Talk program. WHW received funding to deliver a three-year project using a peer education model to train young women from local communities to participate in the delivery of education sessions to senior primary school students, and 18-24 year olds in community and sporting organisations
Improving the conditions in which women live, work and play in the western region of Melbourne
Highlights of our work to redress the social, environmental and structural causes of womens ill-health include: Provided intensive support to the region-wide implementation of Preventing Violence Together and assisted signatory organisations to incorporate gender equity and violence prevention actions within organisational plans and programs Delivered the first iteration of a threeyear program to improve the capacity of women from newly-arrived migrant and refugee communities to exercise their human rights Created a planning framework specific to sexual and reproductive health that guides the regional effort to develop an action plan that influences the social determinants of sexual and reproductive health
Putting womens health, safety and wellbeing on the political agenda to improve the status of women
WHW advocates for womens health, safety and wellbeing to remain a high priority on the regional health promotion agenda. We contribute to public policy debates and inquiries. We provide partner agencies with quarterly analyses of program, legislative and external policy developments to ensure our collective advocacy efforts are strengthened and well-informed
Recognising that good health, safety and wellbeing begin in the workplace
We focused on consolidating the team following the restructure and introduction of new coordinator positions last year. This included implementing strategies to increase the level of internal collaboration in project delivery through mentoring, skill-sharing, collegiality and project sustainability
21
Our Community, Our Rights participant, see page 30 for details PHOTO: Scout Kozakiewicz
Working with others to achieve our goals

We have a significant role in regional health promotion networks engaged in collaborative planning and program delivery to share resources, expertise and knowledge. In addition to leading regional efforts in sexual and reproductive health and the prevention of violence against women, WHW contributes to the joint work of primary care partnerships and local government networks. This includes the Inner North West PCP Health Promotion Alliance, the HealthWest Health Promotion Network, the Community and Womens Health Network, and local government health and wellbeing committees. We particularly value the involvement of women from local communities in our work as project participants and providing program design guidance. Highlights include: Consulted project participants as part of developing the WHW strategic plan Community leaders regularly advise on project content and design such as our financial literacy program and Our Community, Our Rights Commenced development of a community participation strategy to improve opportunities for meaningful participation in our work
Future directions
Assist partner organisations to implement Preventing Violence Together and collaborate with signatory organisations to develop the second-phase Deliver an evidence-based regional action plan to redress the social determinants of sexual and reproductive health in collaboration with health and community organisations Contribute to regional health promotion planning to ensure womens health is prioritised and gender equity measures are embedded in municipal health and wellbeing plans
22
SExual aNd rEprOduCTivE hEalTh

WESTErN rEgiON SExual aNd rEprOduCTivE hEalTh STraTEgy
Research shows that on a number of indicators, Melbournes western region is disproportionately affected by poor sexual and reproductive health. Action to reverse this has tended to be disjointed, with a focus on behavioural and lifestyle factors, rather than looking to the structures and environments in which this poor health occurs
Objective
Lead a group of agencies committed to sexual and reproductive health to establish an action plan tailored to the needs of the region; the first of its kind in Victoria
Strategies
Facilitate monthly meetings of the sexual and reproductive health working group Consult with the broader sector to build capacity within the region to respond to the social determinants of poor sexual and reproductive health, and identify actions required Develop a western region sexual and reproductive health action plan using consultation outcomes and regional research reports
Outcomes
Monthly working group meetings were attended by 10 agencies from community organisations who report feeling better equipped to respond to the social determinants of sexual and reproductive health In October 2011 we held a planning workshop for sexual and reproductive health with 22 attendees from local and state-wide agencies; participants reported a strengthened commitment to collaborative primary prevention action. This was the first step involved in building an environment conducive to the development and implementation of an ambitious action plan. The working group used the findings to design actions for inclusion in our forthcoming western region sexual and reproductive health action plan. Agencies are committed to actions designed to improve the sexual and reproductive health status of the communities they serve A draft action plan for the region was produced
Western region sexual and reproductive health forum PHOTO: Scout Kozakiewicz
Future Directions
Complete the development of the first regional primary prevention action plan in Victoria Commence work on initiatives outlined in the action plan, aiming to improve the sexual and reproductive health of the western region through collaborative partnerships
Very useful ideas generated. Ready to establish and build on existing partnerships to work collaboratively to address the social determinants.
Planning workshop participant
23
SExual aNd rEprOduCTivE hEalTh

SExual aNd rEprOduCTivE hEalTh COmmuNiTy EduCaTiON
Young people from migrant and refugee backgrounds have limited access to sexuality and relationships education, as opposed to their peers in mainstream schools
family aNd rEprOduCTivE righTS EduCaTiON prOgram

Family and reproductive rights and education program provides community education and professional development designed to eliminate the practice of female genital mutilation/cutting (FGM/C) to enable access to services that is culturally appropriate to women who have migrated from countries where FGM/C is practised
Objective
Prepare young women for their entry into mainstream schooling in Australia by increasing their knowledge and skills relating to sexuality, healthy sexual decision-making and respectful relationships
Objectives
Strategies
Deliver a five-week human relations program to students attending the Western English Language School twice each year in partnership with Maribyrnong City Council, Western Region Health Centre and the Centre for Culture, Ethnicity and Health Deliver a four-week program to students attending Victoria Universitys English as a Second Language Youth Program Review the human relations program and bring the program manual in line with the social model of health
Conduct professional development with health service providers to build their capacity to respond to the social, cultural and health needs of women from FGM/C affected communities Conduct community education with women who have migrated from countries where FGM/C is practiced
Strategies
Deliver 4 professional development sessions with nurses and medical staff at Western Healths Sunshine Hospital Deliver professional development session to maternal and child health nurses from Melbournes western region Collaborate with Mackillop Family Services, New Hope Foundation and AMES to develop and deliver 10 culturally appropriate health information sessions for women from communities affected by FGM/C
Outcomes
Program delivered to 28 students attending Western English Language School; students reported increased knowledge and skills, and engaged well in discussions Program delivered to 24 students attending Victoria University; evaluation showed that program messages were understood and well-received Updated program manual with topics such as bullying, racism, homophobia and cyber safety. Teachers at Western English Language School reported that the new topics and the method of delivery are appropriate to the learning needs of students
Outcomes
Delivered five professional development sessions at Sunshine Hospital attended by 75 nurses, doctors, midwives and students. Sunshine Hospital reported an increase in the number of women affected by FGM/C requesting maternity services Delivered one professional development session to five maternal and child health nurses Delivered 11 community education sessions with 64 women from culturally and linguistically diverse backgrounds. Topics included healthy relationships, healthy eating, parenting in Australia, breast care and menopause. Established a safe, appropriate and comfortable environment for women to discuss FGM/C and its health and cultural impacts
Future Directions
Continue to work with partners to deliver sexual and reproductive health education to newly-arrived young people Apply for funding to support the requirement of interpreters for the program
Future Directions
The social model of health:

Addresses the broader determinants of health Involves inter-sectoral collaboration Acts to reduce social inequities Empowers individuals and communities Acts to enable access to health care
Undertake a research project in partnership with Western Health to better understand the maternity experience of African women who access Sunshine Hospital Establish a project to empower young African women to make informed decisions about their sexual and reproductive health
VicHealth definition
The information session on pap screening and cervical cancer was very useful [e]specially on feeling free to request a female doctor instead of a male and if I have been circumcised to let the doctor know so that the procedures or journey can be comfortable.
Ethiopian women participant
24
girlS Talk guyS Talk hEalTh prOmOTiNg SChOOlS prOgram

Girls Talk Guys Talk uses a whole-of-school approach to create supportive school environments that promote healthier relationships and sexual choices
Objectives
Improve the sexual health of year 9 students at Footscray City College by increasing their knowledge about sexual decision-making while building the capacity of the school to ensure respectful relationships are included in the curriculum and school policy Build the capacity of other service providers to implement the program
Strategies
Consult with students to update school health curriculum using students preferred learning styles Provide teachers with professional development and resources to improve health teaching Develop a training manual to share the methods developed with the respectful relationships sector
Outcomes
Evaluation showed an increase in year nine students knowledge and ability to make healthy decisions about relationships and sex Teachers and allied health staff reported improved confidence and performance to deliver respectful relationships education. The school demonstrated that they have embedded a whole of school approach into their future plans by committing to an ongoing inclusive curriculum and policy development process Printed 100 training manuals and delivered one two-day training session to 8 health professionals
Girls Talk - Guys Talk participants PHOTO: Scout Kozakiewicz
Future Directions
Select the next school in which to run Girls Talk Guys Talk in 2013 Train the respectful relationships education sector to deliver the Girls Talk Guys Talk model Establish a network of agencies to roll out the Girls Talk Guys Talk program in schools across the western region in an integrated and sustainable way
There is so much pressure to have sex and have a boyfriend; now I know how to say no
Student
Girls Talk Guys Talk has opened up a dialogue between staff and students around these topics. We will run the sessions exactly the same way next year as you did this year.
Teacher
Girls Talk - Guys Talk training manual enables us to share the methods developed with the respectful relationships sector
25
mENTal WEllBEiNg aNd SOCial CONNECTEdNESS
SuNriSE WOmENS grOup

Women with disabilities experience a range of barriers to social inclusion, appropriate housing, financial security and safety. Many have interrupted education and employment and their reproductive rights, sexuality and communication needs are often neither recognised nor catered for. These factors result in poorer health and wellbeing outcomes compared with the mainstream population
pOWEr ON
The Department of Human Services states that Victorian women carry a health burden 44 per cent higher than men for anxiety and depression. Further, poor mental health and mental illness accounts for 80 per cent of the burden of disease related to intimate partner violence experienced by women aged 1544 years. WHW has run Power On for six years. It is a successful peer-facilitated wellbeing program for women who experience mental illness; we are working to embed this program in the mental health service system
Objective
Facilitate a social support group for women with a disability that responds to womens expressed needs for ongoing information, support and advocacy, and provides resources to build connections and enhance their wellbeing
Objective
Promote Power On to mental health services and provide them with support to implement this program
Strategies
Facilitate 22 social support group sessions for women with a disability in Laverton on the first Friday of the month Consult with participants to plan social activities and health information sessions for each of the 22 sessions Expand referral pathways and promote access for CALD women
Strategies
Provide other agencies with facilitator and peer facilitator train-the-trainer sessions and support them to implement Power On across the western region Facilitate train-the-trainer programs in Queensland to support the implementation of Power On in that state Continue to collect evidence of the programs success, promote Power On to mental health services and seek funding to sustain the program
Outcomes
An average of 8 women (totalling 112) attended the Laverton group. In December 2011 the facilitator resigned after 20 years and the health promotion coordinator convened the remaining sessions. In February 2012 the Laverton group began meeting twice a month rather than once in response to requests from participants. Low attendance at the Werribee group prompted a reevaluation and plans for new worker to conduct alternative groups Participants chose information sessions on managing pain, tiredness and anger; podiatry; story telling; make-up and outings to Williamstown beach, Melbourne Museum and local opportunity shops Postponed planned service provider forum until new worker is hired
Outcomes
Norwood Services employed Womens Health Wests peer facilitator and implemented Power On from August to October 2011 Provided facilitator and peer facilitator training to 13 staff from Family Service Group on the Gold Coast and Footprints in Brisbane. Supported each service to deliver Power On three times to a total of 25 women in Queensland. Service providers recognise the benefits and are committed to ongoing implementation Submitted to the Department of Healths reform of the Psychiatric Disability Rehabilitation and Support Services using program experiences to demonstrate the importance of responding to the specific mental health needs of women and men
Future Directions
Establish two new groups in Melton; each will meet twice a month. Continue to facilitate the Laverton group Promote the group to mainstream services and the general community Advocate for the needs of women with a disability at forums, conferences and in the media
Future Directions
Continue to facilitate train-the-trainer program across the western region Develop a sustainable model of support for organisations delivering Power On to ensure the program continues beyond 2013 Continue to support Carers Victoria - Respite Connections to implement the carer version of the program
I really like it when you ask my opinion about how the group should run or what we should do. It makes me feel important.
Laverton Sunrise Group participant
I feel honoured to be associated with Power On, to finally have someone believe in me and that my life experiences can help others.
Peer Facilitator, Brisbane
26
EquiTy aNd SOCial juSTiCE
lEad ON agaiN
Lead On Again participants PHOTO: Scout Kozakiewicz
Lead On Again targets young CALD women because they told us they struggled to fit in with their peers, adapt to a new country and live within a familys traditions. This leadership program assists young women with these challenges and builds on their skills, resourcefulness and resilience.
Objective
Provide strengths-based training to increase the leadership skills, knowledge and capacity of young CALD women and facilitate future participation by these young women in community and leadership activities
Future Directions
Run the program in partnership with WYPIN in January June 2013 including a strong component on mental health Continue to conduct long term follow up evaluation with previous participants
Strategies
Run one five-day workshop in January 2012 in partnership with Western Young Peoples Independent Network (WYPIN) Support young women to participate in ongoing leadership development within six months of program completion Identify and mentor one participant from Lead On Again 2011 to be a peer educator in Lead On Again 2012 Hold an evaluation party to bring together participants from 2006-2012 and find out what the outcomes have been as a result of them participating in the program
Being an African, women are supposed to be in the background, not taking charge. Lead On Again helped me, even being a woman, to take charge. You can be a leader, you can take charge.
2008 participant speaking in 2012
Outcomes
Ran 5-day program in January 2012 with 8 young women from Burma (Karen and Chin), Yemen, Ethiopia, and South Sudan Documented a marked increase in confidence and skills among participants including public speaking, team work, conflict resolution and leadership skills and positivity about the future Identified, trained and mentored one past participant to be a peer educator. In April 2012 she attended the Victorian Community Sector Advocacy Day with WHW CEO and a board director, and spoke with politicians about the needs of young migrant and refugee women Nine young women attended the evaluation and reported ongoing positive outcomes including advocacy and leadership skills, continual improvement in wellbeing, ability to negotiate healthy relationships, civic leadership and participation 27

prEvENTiNg viOlENCE TOgEThEr WESTErN rEgiON aCTiON plaN TO prEvENT viOlENCE agaiNST WOmEN
Violence against women can be prevented: its a matter of changing the unequal power relations and cultural norms that cause men to perpetrate violence against women in the first place. Preventing Violence Together is an action plan designed to build communities, cultures and organisations that are non-violent, non-discriminatory, gender equitable and that promote respectful relationships
aNTi-raCiSm aCTiON rESEarCh

Research indicates that people from migrant and refugee backgrounds continue to experience unacceptable levels of discrimination, with a solid connection between discrimination and poor mental health. Residents of the western region speak more than 100 languages and it has long been a settlement area for refugees. Much antiracism work focuses on building the capacity of victims and bystanders to respond; WHW seeks to shift this orientation toward developing strategies to prevent racism
Objective
Objective
Lead the implementation of Preventing Violence Together (PVT), an integrated region-wide strategy that establishes preventing violence against women as a priority within our partner organisations
Facilitate a shift in anti-racism work from victim-focussed change toward prevention of racism
Strategies
Strategies
Strengthen partnerships for prevention through the Implementation Committee Support agencies to adopt preventing violence against women as an organisational priority Build partner agency capacity to implement programs that promote gender equity and respectful relationships through training forums Influence the state-wide prevention of violence against women by participating in government consultations concerning the new Victorian action plan and by seeking funding to support implementation
Encourage individuals to reflect on their attitudes and behaviour, its consequences and preventative strategies by facilitating two workshops, one with a minimum of 10 service providers, and another with a minimum of 10 community women affected by racism Establish collaborative partnerships to build on existing efforts to understand and prevent racism Contribute to public policy debates on ways to prevent racism and strengthen social cohesion through a commitment to a diverse and inclusive community
Outcomes
Postponed workshops due to staff changes Commenced discussions with Melbourne Universitys McCaughey Centre in the School of Population Health to conduct joint action research combining WHWs community connections with McCaughey Centres research expertise In May 2012 WHW provided input on the development of a National Anti-racism Partnership and Strategy to be released in August 2012
Outcomes
Continued convening bi-monthly PVT Implementation Committee meetings 80 per cent of target agencies have identified preventing violence against women as a priority in relevant organisational plans PVT has been officially endorsed by 86 per cent of target councils and 75 per cent of targetted community health centres Held Community Health Practitioners training in August 2011 attended by over forty workers from across the region Assisted two PVT partners to run women in leadership forums, held in August and September 2012 respectively Completed evaluation for the Department of Health, in partnership with HealthWest Participated in consultations for state plan and applied for funding from Department of Justice to support implementation
Future Directions
Run two planned workshops Establish new, and maintain existing, partnerships Document womens experiences of racism and disseminate through newsletters and submissions
You can try to get ahead and make a new life for yourself, and then the racism gets to you its like you have to start again.
Community woman
Future Directions
Continue to work with all partners to implement violence prevention plans Secure official endorsement from remaining target organisations Undertake strategic planning for the second phase of implementation
28
Financial literacy participants PHOTO: Scout Kozakiewicz
fiNaNCial liTEraCy prOgram

Newly-arrived women face language and cultural barriers to understanding Australian financial systems, which can lead to economic disadvantage. Limited access to education in their country of origin contributes to additional literacy and numeracy barriers, and lack of childcare or access to transport can disrupt access to educational opportunities
Objective
Ensure that women from newly-arrived communities have access to services, resources and information that builds their capacity to understand and control financial decisionmaking in Australia
Future Directions
Strategies
Implement Congolese program in July and August 2012, according to identified needs based on consultations Building new partnerships with organisations like Spectrum Migrant Resource Centre Use settlement patterns to identify two new communities for financial literacy programs in 2013
Deliver two six-week financial literacy programs, one to women from the Chin community and one to women from the Congolese community and ensure that program content is specific to each communitys needs Improve links between women and finance-related agencies in the western region by partnering with agency staff in program delivery
Outcomes
Following consultations we tailored the financial literacy program to the needs of 15 women from the Chin community. Participants reported increased confidence to navigate financial systems and engage with relevant service providers. Many participants were being charged up to $60 annually in bank fees. We visited the banks with an interpreter and participants obtained refunds and feefree bank accounts Undertook consultation with Congolese community members and relevant service providers, and formed a partnership with Spectrum Migrant Resource Centre, ready to commence this program
I know what day-to-day and investment accounts are and how I can save.
Chin participant
29

Our COmmuNiTy, Our righTS
Our Community, Our Rights responds to the reality that recently-arrived women from refugee backgrounds, in this instance South Sudanese women, are less likely to advocate for themselves and access their human rights. Funding from the Attorney-Generals Human Rights Education Grants and the Helen MacPherson Smith Trust enables this project to run three times over three years
Objective
To deliver advocacy training within a human rights framework to enable women to participate in civil society and to facilitate change
Strategies
Identify and invite members to sit on an expert advisory group for the project Consult with refugee communities to identify the most difficult to reach communities and their human rights needs Invite participants to attend via an expression of interest and interview process Deliver and evaluate a series of workshops to build the skills, confidence and understanding of participants in advocacy, human rights and civic participation Support participants to plan and implement their own human rights-based advocacy projects responding to identified needs
Outcomes
Expert Advisory Group set up with representatives from Victorian Equal Opportunity and Human Rights Commission, Multicultural Centre for Womens Health, Western Region Health Centre, Centre for Culture, Ethnicity and Health, Youth Law, Department of Health, and Sudanese Women on the Move Consulted with South Sudanese community leaders and identified women aged between 25-35 years as being difficult to reach Recruited seven participants in this cohort who demonstrated increased skills, understanding and confidence in human rights and advocacy Ran seven human rights advocacy workshops addressing specific community needs and developed and implemented an evaluation process to contribute to an evidence base about the project aims Supported participants to plan and deliver their own projects focussing on identified community rights
To give me the confidence to change issues in this country through knowledge of how the law and our rights work, especially because I come from a country where people dont have rights
Participant
Our Community, Our Rights participants PHOTO: Scout Kozakiewicz
Future Directions
Support the development and implementation of participants projects Run another program with Chin/Karen women in 2013, and with a community to be determined according to settlement patterns in 2014
30
prESENTaTiONS
Throughout the year the family violence team delivered 11 community education sessions to 366 attendees. Three health promotion workers delivered one oral presentation and two poster presentations to 600 attendees.
family violence services

6 July 2011
The Womens Hospital Batsi and Jelena Attendees: 18
health promotion, research and development

20 October 2011 Sharing the evidence: Preventing violence against women
14 July 2011
Royal Childrens Hospital Child and adolescent area mental health services Simone and Luise Attendees: 25
23 August 2011
Department of Human Services, Footscray Isabelle Attendees: 15
10 November 2011
Sunshine Corrections Kim and Simone Attendees: 20
VicHealth Lucy Forwood, Health Promotion Worker Attendees: 200 Oral presentation to show case the Girls Talk Guys Talk respectful relationships and sexual health promoting schools project. The presentation highlighted the benefits the Partners in Prevention Network has made to GTGTs continuing success particularly in relation to the policy and legislative updates and the connections the network has built across the young women and violence prevention sector
25 November 2011
Sunshine Hospital Kim and Merryn Attendees: 70
7 and 8 December 2011
25 October 2011
Victoria Police Centre Michelle Attendees: 60
28 February 2012
Brimbank Communities for Children Simone and Melanie Attendees: 45
North West Metropolitan Region Integrated Planning Conference Department of Health Anna Vu, Health Promotion Worker Attendees: 200 Poster presentation entitled Sexual and reproductive health in the western region, outlining the process of strategy development and presenting the sexual and reproductive health promotion framework Erin Richardson, Health Promotion Worker Attendees: 200 The poster Preventing Violence Together: Western region action plan to prevent violence against women provides an historical overview and outlines the partnerships and expertise required to sustain the commitment to prevention of violence against women in the west
13 March 2012
New Hope Foundation Hatice Attendees: 7
2 May 2012
Wyndham forum Simone and Hatice Attendees: 90
17 May 2012
Ozanam Community Centre Batsi and Simone Attendees: 3
13 June 2012
Victims of Crime Roundtable Forum on Domestic Violence Simone and Batsi Attendees: 13
31
COmmuNiCaTiONS
WHW has limited resources so we need to communicate our achievements clearly and strategically to an audience of decision-makers, funding bodies, community members and media to achieve equity and justice for women in the west Objective
Assist staff to advocate for the rights of women through the production of print, web and media information, by coordinating organisation-wide events and responding to staff requests for communication support
Strategies
Coordinate, edit and produce three newsletters and one annual report per year. Support family violence and health promotion, research and development teams by producing publications that clearly articulate their work Produce a new website that reflects the WHW brand, is easy to navigate and regularly updated. Use new site to develop a social media presence Nurture relationships with local and state journalists, support appropriate staff to feel confident to talk to the media, and promote media appearances in all promotional channels Organise events including an annual general meeting each year, seek funding and organise biennial international womens day event involving community women
Outcomes
Produced 3 editions of whw news and the 2010/11 annual report, which won bronze at the Australasian Reporting Awards for the second consecutive year. Produced a training manual for Girls Talk Guys Talk, distributed 442 health promotion-related resources and 24,211 family violence resources Produced a website with the capacity to register members, accept donations, allow users to browse and download resources, and engage with WHW through social media WHWs media profile improved exponentially featuring in 43 stories in local and state newspapers, on local radio and on SBS news, compared with 11 in the previous year Over 60 women attended WHWs inaugural debate-format AGM to listen to speakers contesting whether it is possible to prevent violence against women. Organised a flash mob to draw attention to the gender pay gap 40 women dressed in red attended, the event was broadcast on television news and the local paper uploaded a video of the dance. We are seeking funding for an international womens day event to be held in the next reporting period; planning is underway
Future Directions
Obtain funding for and organise an international womens day event in 2013 Support the implementation of the board advocacy plan 32
WHWs media profile improved exponentially featuring in 43 stories compared with 11 in the previous year womens health west annual report 2011-2012
advOCaCy
WHW engages in advocacy designed to change the structural factors that cause and maintain the conditions under which women and their children face discrimination. We support or run campaigns, submit papers to government in response to white papers and inquiries, visit MPs, and present at forums and conferences
30 August 2011 However, each strongly opposed the introduction of the laws as they will increase womens vulnerability to family violence without protecting children from violence and abuse 3 October 2011 prison, or are undertaking a community corrections order, to find meaningful employment 8 December 2011 16 December 2011
Womens Health Association of Victoria: Proposal for the inclusion of prevention of violence against women as a statewide health promotion priority
Strengthening Multicultural Communities 2012 Grant application
Minister for Health David Davis and Minister for Womens Affairs Mary Wooldridge We contributed to the WHAV proposal to the Minister for Health and Minster for Womens Affairs outlining the need for prevention of violence against women to be a statewide health promotion priority 9 September 2011
Victorian Public Health and Wellbeing Plan 20112015
Department of Health WHW advocated for a greater focus on primary prevention, population health and health promotion, and a stronger commitment to the social determinants that drive health and wellbeing 14 October 2011
Womens Health Association of Victoria: Proposal for the inclusion of prevention of violence against women as a statewide crime prevention priority
Discussion paper on the proposed Failure to Protect Legislation
Brimbank Community Safety Strategy
Victorian Attorney-General WHW contributed to submissions from the North West Metropolitan Region Integrated Family Violence Forum, the Western Integrated Family Violence Partnership for Women and Children, and the Womens Health Association of Victoria. Each group was clear that rates of child abuse in Victoria are unacceptably high and that more needs to be done to protect vulnerable children.
Brimbank Council WHW advocated for a stronger focus on prevention of violence against women, in particular family violence in the Brimbank municipality 28 October 2011
Minister for Corrections and Crime Prevention Andrew McIntosh We contributed to the WHAV proposal to the minister outlining the need for prevention of violence against women to be made a statewide crime prevention priority to encourage a whole-of-government approach 9 December 2011
Office of Multicultural Affairs and Citizenship Unsuccessful in our application for funding of interpreters for the Western English Language School Human Relations Program, a sexual and reproductive health education program for newly-arrived young people 13 January 2012
Crimes Legislation amendment (Slavery, Slavery-like Conditions and People Trafficking) Bill 2012
Gender Equality for Women Program Respectful Relationships
Letter of support re: Women 4 Work Program
Premier Ted Baillieu We urged the Coalition government to commit to refunding Melbourne CityMissions Women 4 Work program, which supports women who have exited
Department of Families, Housing, Community Services and Indigenous Affairs WHW was successful in our FaHCSIA funding application for a three-year respectful relationships education program with young people titled Me, You and Us
Attorney-Generals Department WHW advocated for the introduction of a series of legislative reforms aimed at strengthening Australias criminal justice response to human trafficking, forced marriage, forced labour and other slavery-like practices. Importantly, all of WHW key legislative recommendations were included in the Bill put to federal parliament
WHW health promotions workers Elly Taylor, Lucy Forwood and Stephanie Rich presented at the sexting enquiry PHOTO: Veronica Garcia
Fair Work Australia announced their decision to pay women fairly for their work in February 2012 PHOTO: Still from SBS News interview with WHW health promotion worker, Erin Richardson
Julia Gillard attended a morning tea to celebrate the equal remuneration announcement PHOTO: Veronica Garcia
33
Women are paid 17.2% less than men to WHW organised a flash mob dance to She works hard for the money on Equal Pay Day PHOTOS: Veronica Garcia
13 January 2012
Independent Review of Health and Medical Research in Australia
expression of interest to write this paper 11 March 2012 School Focused Youth Service and the Department of Education and Early Childhood Development WHW in collaboration with the Western Region Secondary School Nursing Program was successful in a $10,000 funding application to produce an educational DVD on respectful relationships made by young people from Girls Talk Guys Talk Program for other young people 23 March 2012
18 April 2012
Department of Health and Ageing We recommended that the strategic directions and priorities of Australian health and medical research be balanced between social determinants and biomedical influences of health and that optimising the translation of research into better health and wellbeing requires a commitment to broader preventative health strategies aimed at redressing the social determinants of health 2 February 2012
Community Crime Prevention Grants Reducing Violence against Women and their Children Grants
to the multiple and complex needs of children affected by family violence 10 June 2012
Department of Justice WHW was successful in our expression of interest that outlined a model to build on the proven partnerships across the western metropolitan sub-region through Preventing Violence Together and work towards eliminating violence against women. We are awaiting the final outcome of a full submission 11 May 2012
Victorian Law Reform Committee Inquiry into Sexting
Law Reform Committee WHW advocated for law reform and a clearer recognition of the gendered nature of sexting and the propensity of the practice to be harmful, non-consensual and a form of violence against women. Of the 44 respondents WHW was one of 3 chosen to address the Law Reform Committee 22 June 2012
Enhanced Safe at Home Homelessness Innovation Action Project
Action Plan Consultation Framework for Addressing Violence against Women and their Children
Office of Womens Policy WHW provided a written submission with over forty recommendations to government about how to best prevent violence against women and respond to it after it occurs. We also contributed to a joint submission as part of the Womens Health Association of Victoria and attended consultation forums 12 April 2012
National Anti-Racism Strategy
Department of Human Services WHW was unsuccessful in our submission for funding and chose not to apply in the second round given the time required to meet submission requirements/funding timelines 19 February 2012
Australian Human Rights Commission WHW recommended ways the strategy could work to eradicate racism and strengthen social cohesion through a commitment to a diverse and inclusive community 17 May 2012
Psychiatric Disability Rehabilitation and Support Services Reform Framework
The Local Project Grant application
Womens Refuge Crisis Accommodation and Support Services
Department of Health WHW advocated for a gender sensitive approach to be embedded within the PDRSS reform framework, as well as a series of recommendations aimed to better ensure that supports and services for women and girls enhance recovery and wellbeing 28 June 2012
The Herald Sun and Bank of Melbourne Again we were unsuccessful in our application for funding for interpreters for the Western English Language School Human Relations Program 13 March 2012
Mental Health Reform in Victoria
Expression of interest for the Australian Womens Health Network (AWHN) Sexual and Reproductive Health Position Paper
Australian Womens Health Network Unsuccessful in our
Department of Health WHW provided a written submission regarding reform of the delivery of psychiatric, disability rehabilitation and support services (PDRSS), advocating cognisance of gender in mental health policy, program and service provision to ensure the different needs of women and men are met
Department of Human Services WHW was unsuccessful in our submission to take over an existing crisis service and has invited collaboration with the successful service 18 May 2012
Sally Isaac Memorial Scholarship Fund Award
Child Aware Initiative Approach
Department of Families, Housing, Community Services and Indigenous Affairs Funding application for a specialist family violence consultant model aimed at building the capacity of mainstream and specialist services to better respond
Local Government Professional WHW in partnership with Maribyrnong City Council nominated Health Promotion Worker Kirsten Campbell for this award, which aims to foster and encourage future young female leaders who have demonstrated a commitment to improve community life. We proudly congratulate the winner, Cath Bateman, whose accomplishments include being a WHW board director
34
kEy parTNErShipS
WHW are clear that, as a small organisation with a region-wide mandate, our greatest strength in achieving equity and justice for women in the west is through robust partnerships. So we commit significant resources to working with other organisations to further our goals.
National Australian Womens Health Network Council to Homeless Persons Homelessness Australia Australian Health Promotion Association Statewide Womens Health Association of Victoria (WHAV) Family Violence Statewide Advisory Committee Domestic Violence Victoria (DV Vic) Statewide Refuge Meeting Victorian Council of Social Service Gender Equity in Local Government working group Partners in Prevention Network FARREP Managers Network FARREP (Workers) Network meeting African Workers Network meeting Communications Peer Group meeting Disability Advisory Group Womens Refuge and Outreach Service Meeting Womens Mental Health Network Victoria Regional HealthWest Partnership Inner North West Primary Care Partnership Community and Womens Health HP Network Western Integrated Family Violence Partnership: Governance group Operations group Gender Equitable, Safe and Inclusive Communities Wyndham City Council Community Health, Wellbeing and Safety Expert Advisory Group North West Region Community and Womens Health CEOs and Managers Hobsons Bay City Council Health and Wellbeing Committee DHS North West Metropolitan Region Integrated Family Violence Forum Breacan/Western Health Project Reference Group Multicultural Health and Support Service Peer Education Project Reference Group Flemington Youth Service Network meeting A Place to Call Home Advisory Group Sunshine Settlement Service Provider Network Brimbank/Melton Settlement Advisory Committee Think Child Working Group Court Users Forum Brimbank Family Violence Prevention Network Wyndham Family Violence Committee High Risk Working Group Centre for Womens Health, Gender and Society Advisory Board University of Melbourne VU Social Work Department Advisory Board Inner North West Settlement Advisory Committee Our Community, Our Rights Expert Advisory Group Maribyrnong Refugee Week Organising Committee 35 Member Member Member Member Member and convener Member WHAV Gender Equity Working Group WHAV representative Member Member Member Member Member Member Member Member Member and convener Member and convener Member Member Board member IHP network member Governance Group member IHP Network member Social Inclusion working Member Chair Member Member Member Member Member Chair Member Member Member Member Member Member Member Member Member Member Member Member Member Member Convener Member Monthly Monthly Quarterly Quarterly Bi-monthly Bi- monthly Quarterly Quarterly Monthly Quarterly Quarterly Quarterly Quarterly Monthly Monthly Monthly Monthly Monthly Quarterly Quarterly Bi-monthly Quarterly Bi-monthly Monthly Bi-monthly Bi-yearly Monthly Quarterly Bi-monthly 6-weekly Quarterly Quarterly Quarterly Quarterly Monthly Monthly Monthly Quarterly Quarterly Quarterly 3 per year Fortnightly
Our STaff
We recognise that good health, safety and wellbeing begins in our workplace Recognising our employees
The commitment and support of long serving employees over many decades helps WHW to provide continuity and a high quality of service. We recognise the contribution of long-term employees at our annual general meeting. At the 2011 AGM we acknowledged two staff members who have worked for WHW for twenty years. Jan Collyer has been WHWs auditor for two decades and Lindy Corbett established the Sunrise support group for women with a disability back in 1991. The board presented three innovation awards that acknowledge the contribution of staff to developing and maintaining an energetic, fair and friendly workplace culture. The GOYA or Getting Off Your Arse award recognised Veronica Garcias design and event management skills. Maat is the Egyptian goddess of truth and justice and this award for attitude and behaviour went to Elly Taylor for tirelessly completing mountains of the best quality of work. The VITA award went to a Very Inspiring, Totally Active staff member, Isabelle from the family violence team, whose behaviour has been inspirational.
Working in a Feminist Organisation: An Audit

WHW works within a feminist framework to redress the gender and structural inequities that limit the lives of women and girls. This year we set a goal to develop a document that clarifies the practices we refer to when we call ourselves a feminist organisation, along with an audit tool to assess those practices. We held a whole of staff workshop to investigate whether we had a shared understanding of what it is to be a feminist organisation. We also carried out a literature review on five areas of feminist workplace practice. We used this research to develop Working in a Feminist Organisation: An Audit. This tool assists us to measure whether we are operating as a feminist organisation by identifying where we are succeeding, and assessing areas of feminist theory, practice and behaviour that we need to strengthen. The audit tool is aligned with our strategic plan to ensure that feminism informs and is embedded in the governance and operations of our organisation. The tool forms part of a larger package that recounts the story of WHWs feminist beginning, provides an overview of the feminist theoretical perspectives that inform our work and details our shared understanding of feminism. We published two articles in whw news charting the development of the project and received expressions of interest from other womens health services interested in conducting similar work.
Student placements
WHW provides a limited number of student placements allowing participants to gain valuable but unpaid on-the-job experience. During 2011-12 we provided placements to 3 students from universities and TAFE colleges.
Supervision
WHW maintained our commitment to supporting staff and developing their skills and knowledge through supervision and an annual appraisal process. Each staff member received monthly supervision except our family violence workers, who were supervised on a fortnightly basis to support their client-based role. Individual external supervision was available to clinical staff and coordinators, and our family violence outreach and CAS teams continued monthly group supervision with an external facilitator focused on integrating theory and practice. We also revised our annual appraisal process this year, resulting in a more reflective, strengths- based approach to overviewing the previous year,
designed to build on the culture of feedback and two-way communication created through regular supervision. This process is complemented by a performance development and action plan that sets out objectives and measures for the coming year, including a learning and development plan for each staff member.
Staff climate
Quality
WHW has maintained accreditation under the Homelessness Assistance Service Standards with a nine-month extension allowing us to respond to the newly developed One DHS standards. We have completed our three-year work plan for accreditation and found the process of submitting six-monthly reports to the accrediting body an excellent method for tracking and embedding an organisational culture of quality improvement, resulting in tangible improvements in our policies, procedures and practices.
This year WHW undertook the third of three independent surveys of the staff climate. Our interest in undertaking the surveys followed a suggestion by the accreditation team in 2009 that we introduce an independent process for tracking and responding to staff satisfaction levels across WHW and over time. The main areas highlighted as problematic were the provision of a good physical working environment and a lack of funding and resources. Results again show that our staff are a fabulous, dedicated, hard-working, principled group of women. We clearly have high expectations and continue to challenge ourselves, and our colleagues, to meet those expectations.
36
prOfESSiONal dEvElOpmENT
All staff are encouraged to identify professional and personal development opportunities as a key component of their annual appraisal process, and this year we recorded 598 professional development attendances at 103 different sessions Board
Strategic Planning Workshop 7 CRAF (Common Risk Assessment Framework) Engaging Infants 8 1 2 Segmented Waiting List Training Shame Shifting Single Session in Counselling Sowing the Seeds of Change Specialist Homelessness Information Platform Specialist Homelessness Online Reporting Stalking Seminar Strength Based Approach to Practice Supporting Survivors of family violence through legal systems Techniques to Treat Anxiety and Panic Trauma and Process Trauma Mapping Tree of Life Vital Reflections for Managers VOCAT Training Walk In Her Shoes Women and Alcohol Seminar Working Multi-Modally with groups using Art Therapy Working with Children 13 1 2 3 1 1 1 2 2 1 1 1 1 3 2 1 1 1 1 139
All staff
Advocacy Training CPR Training Emergency Response and Fire Extinguisher Training Feminist Audit Fire Drills x 3 Living Systems Evaluation Training Organisational Risk Management Workshop Planning for Annual Reporting Risk Management Training Safety and Security in the Workplace Strategic Planning Workshops x 4 Victorian Charter of Human Rights Training 39 15 17 26 89 14 13 18 17 6 161 9 424
Family Abuse, Gender and Cultural Issues for Australian Indian Community Family Law Court Information Sharing Family Law Training Family Violence Protection Act First Aid - Level 2 Forum: Disability and Family Violence, A New Initiative Frontiers of Trauma Housing Information Session Hush Little Baby, Dont You Cry Identifying the Hidden Disaster Conference Impact of Family Violence on the Mother/Baby Relationship Integrated Trauma Mapping Introduction to Domestic Violence Islam and Muslims in Victoria
4 6 2 2 2 1 1 3 1 1 2 3 1 6 1 1 2 1 1 1 4 1 1 1 1 2 1 6 1 1 1 1 1 1 3
Business unit
Advanced Excel Annual Financial Day BAS - Fundamentals 2 1 2 5
Just Say Goodbye Forum Lateral Violence Workshop Life Story Work with Traumatised Children Maintaining Fear and Control Managing Work Priorities
Communications
Event Management Level 1 and 2 1
Health promotion, research and development

Advocacy in Health Promotion Applied Gender Analysis Train the Trainer Challenging Conversations Everyones Business First Time Supervisors Improving Reproductive Health in Challenging Settings Population Health Short Course Presentation Skills Pridentity: Launch and Workshop Project Management Training Rainbow Tick Seminar Reforming Australias Equity Laws Sharing Our Stories: Training for Bilingual Health Workers Supervising Others Supporting Gender and Sexual Diversity in Schools Workplace Wellness 3 2 2 1 1 2 1 1 1 2 1 1 1 1 1 1 22 TOTAL 598
Family violence
Addressing Forced Marriage Seminar Art Therapy with Children from Different Backgrounds Arts in Action Australia and New Zealand Art Therapy Conference Be The Hero Insight, action and strategies to prevent violence against women Bullying and Harassment in the Workplace Case File Notes Case Notes and Record Keeping Case Notes, Domestic Violence and the Law Child First Seminar Child Protection Children and Homelessness Information Session Compassion Fatigue 1 1 2 2
Master Class in Advocacy Advocating for the Rights of Aboriginal Children Masters of Art Therapy Mental Health First Aid Not Seen or Heard (Effects of Family Violence on Children) OHS Law Briefings Parenting Adolescents Race, Culture Indignity and the Politics of Disadvantage Reflective Practice Workshop Relevance of the Convention Against Torture in Preventing Violence Against Women Responding to Sexual Assault Restorative Justice Workshop RIC Conference RIC Teleconference Risk Management Safe at Home Forum Safe at Home, Safe at Work Conference Safe from the Start
3 1 2 3 1 1 1 2
37
STaff liST
Chief Executive Officer Executive Assistant Robyn Gregory Julie Veszpremi
FAMILY VIOLENCE SERVICES

Manager Outreach Coordinator Intake Coordinator 24 Hour Crisis Response Coordinator Crisis Accommodation Services Coordinator Counselling Coordinator/ Practitioner Outreach Workers Jacky Tucker Jelena Hang Michelle Sophie Melissa (Kim) Victoria, Kim, Arsha, Melanie, Luise, Hatice, Jude, Irene, Merryn, Colette, Batsi, Arsha (Isabelle) Merryn (Simone) Simone Maria Karen Gabi, Miriam, Nikol, Rima, Shaninder, ChenFang, Samreen (Isabelle, Melanie, Reqik) Amanda, Mylinh, Gwyneth, Pai, (Fabien, Nancy) Mishelle Phuong Sally, Stephanie
BUSINESS UNIT
Business Manager Senior Finance Officer Finance Officer Office Coordinator Receptionist/Admin Workers Casual receptionists Lara Polak Meriem Idris Debra Wannan Jo Harper Kirstie McLeod Poppy Mihalakos Patricia Betts Jaclyn Heaver
COMMUNICATIONS
Communications Coordinator Information/Admin Worker Nicola Harte Veronica Garcia Intensive Case Manager Disability Intensive Case Manager Childrens Advocate Case Worker Police Liaison Worker Casual and 24 hour crisis service after hours workers
HEALTH PROMOTION, RESEARCH AND DEVELOPMENT Manager Lynda Memery Health Promotion Coordinators Health Promoting Schools Coordinator Health Promotion Workers Sexual and Reproductive Health Promotion Worker FARREP Workers Sunrise Project Worker Power On Peer Educators Disability Support Worker
Where * means maternity leave ( ) means resigned
Sally Camilleri, Elly Taylor (Arbeth Guevara) Lucy Forwood Erin Richardson, Kirsten Campbell, Ellen Kleimaker, Stephanie Rich Anna Vu Intesar Homed, Shukria Alewi, Teresia Mutisya* (Lindy Corbett) Roslyn Beer Jenny Hickinbotham Wendy Burton
Generalist Refuge Worker Childrens Worker CALD Housing Worker Childrens Counsellors
REGIONAL FAMILY VIOLENCE INTEGRATION

Regional Integration Coordinator Admin Support Worker Maureen Smith Emma Breheny
OrgaNiSaTiON CharT
38
gOvErNaNCE
Samantha Merrigan was co-opted in February 2012 L-R Ruth Marshall, Claire Culley, Cath Bateman, Lara Rafferty, Georgie Hill, Peta Olive, Leigh Russell, Karen Passey
Womens Health West is incorporated under the Associations Incorporation Act and our affairs are managed by a board of directors (the board). The nine directors are drawn from and elected by our individual and organisational members the community and sector in which we work. The role of the board is to govern the organisation by setting the strategic direction, ensuring operations are legal and finances are sound; operational management is delegated to the Chief Executive Officer. Duty statements clearly define directors roles to ensure the skills of individual directors appropriately match the requirements of each position. Directors are elected for a two-year term, and may serve for up to three consecutive terms. They are expected to: Have a commitment to Womens Health Wests vision, values and direction and be familiar with the organisations affairs and those of the sector more broadly Make every effort to attend all of the monthly board meetings (quorum is five) Be willing to serve on one or more board standing committees or task groups The board appoints a chair, deputy chair and treasurer, who hold office for one year and may be re-appointed. The board reports to members at the annual general meeting where the annual report, including the audited financial report for the year just ended, is presented.
Figure 14: Meeting attendance
BOARD DIRECTORS
Georgie Hill, Chair Healthy Communities Coordinator, Wyndham City Council BA, Postgrad Cert Social Science Ruth Marshall, Treasurer Senior Business Analyst, Western Health Service Chartered Management Accountant Karen Passey CEO, SIDS and Kids Victoria RN, RM, Grad Dip in Management, Cert Finance, Cert Emergency Nursing, Paediatric Cert Lara Rafferty Manager, People and Fairness, Human Resources, University of Melbourne BA, Postgrad Dip (Psychological Studies) Peta Olive, Board Director Principal, SBA Law BA, LLB (Hons) Leigh Russell Consultancy and Coaching Director BA, Grad Dip Ed (Secondary), Grad Dip Soc Science (Counselling), Grad Cert Career Counselling for Elite Performers, Grad Dip Bus Claire Culley Divisional Director Surgical Services, Western Health RN, BA AppSc, MA PubHealth Samantha Merrigan General Manager, Risk Safety and Sustainability, Transurban LLB, Postgrad Business Admin, Postgrad Management Psychology Catherine Bateman Community Development Worker, YWCA Victoria; Program Dev and Evaluation Consultant RN, Bach. App.Sc. (Health Promotion), MPH
Board Meetings inc. AGM ATTENDANCE

Where E is eligible to attend, A is attended
IR task group E A
Finance Strategic & Risk planning Committee task group E 6* A 6 6 5 4 9 6 9 6 5 6 6 9 9 5 2 5 5 5 E A
Board PS task Advocacy Premises Strategic planning group workshop task group workshops day E 1 1 1 1 1 1 1 1 1 1 A 1 1 0 1 1 1 1 1 1 1 4 4 E A E 1 1 1 1 1 1 1 1 1 1 A 1 1 1 1 1 1 1 1 1 1 E 4 A 4 E 4 4 4 4 4 4 4 4 4 4 A 3 2 3 2 3 1 0 1 1 4
E 11 11* 11 11 11 11 11 11 5 11
A 11 8 8 9 8 9 7 9 4 11
Ruth Marshall Georgie Hill Karen Passey Lara Rafferty Catherine Bateman Claire Culley Leigh Russell Peta Olive Samantha Merrigan (External expert) Robyn Gregory Lara Polak (Business Unit)
1 1
1 1
6*
1 4* 3 4
1 4 3 4
4 4 2 4*
2 3 2 4
6 6
Where a director is not a member of a committee, the area in the table above is left blank. The chair of each committee is indicated with an asterisk (*), Georgie Hill was on secondment with the Office of Womens Policy from February to April 2012, Ruth Marshall was nominated as Treasurer for 2012 at December 2011 board meeting
39
BuSiNESS uNiT
The business unit provides a broad suite of services to support the delivery of projects and programs. This includes reception, finance, administration, policy and legal support, human resources and infrastructure maintenance. These functions are provided in the context of reduced funds, which often impacts first on back of house services. Objective
Figure 15
Reception contacts
30000
Number of telephone/face-to-face contacts
25000 20000 15000 10000 5000 0
Achieve the greatest operational efficiency possible through our management of people and financial resources to ensure WHW achieves our strategic goals and meets the changing needs of an ever-expanding and increasingly diverse community
Telephone/face-to-face contacts Crisis calls first point of contact CALD clients diverse languages Referrals to other agencies General information provision
2010/11 2011/12
Strategies
Telephone and face-to-face contacts increased by 19%
Restructure operational and finance services to form an integrated business unit focussed on multi-skilled staff who can provide seamless services Provide a professional and welcoming reception to women and children seeking family violence services and assist projects through responsive administrative support Work with the CEO and finance and risk committee to provide sound fiscal management with limited resources
NB: There is a direct relation between the increased contacts and growth in demand
Figure 16
Annual ICT cost comparison Before and after infrastructure replacement
Cost per
Improve our infrastructure using the latest developments in Cost After Replacement* technology and communications to ensure value for money and commitment to a green work place
$36,341
Cost Before Replacement
$65,167
Outcomes
Business unit formed resulting in stronger team cohesion, broader shared knowledge and improved skill base The increase in family violence reporting has resulted in a concomitant demand for reception services, with telephone /face-to-face contacts increasing from 21,302 in 2010-11 to 25,349 in 2011-12, see fig. 15 Developed a budget database that integrates with the new asset and inventory register, significantly improving accountability and efficiency at minimum cost Implemented final phase of the ICT infrastructure plan by auditing, purchasing and installing new telephone and printing systems. All equipment meets a higher environmental/ energy saving standard resulting in a significant reduction in the cost of communication/ telephone and printing, see fig. 16
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Cost saving of approximately 44% ($28,800) per year

ICT infrastructure replacement included telephone system, network server, desktop computers, photocopier and network printers
*Excluding telephone lease cost
WOrk hEalTh, SafETy aNd ENvirONmENT

WHW values the wellbeing of all staff, clients and visitors as reflected in the WHW strategic goal: Recognising that good health, safety and wellbeing begins in our workplace This financial year has been reflective of our efforts to ensure a safe workplace environment with no claims or incidents of any significance. We continue to focus on training to ensure good practice, with staff participating in a variety of in house safety training workshops including: Safety and Security in the Workplace and Risk Management Training
Future directions
Develop a human resources database that better meets the growth and accountability requirements of the organisation Develop a three year operational plan to support delivery of the 2012-15 strategic plan
Thank you to our amazing reception staff for all their support in the administration side of things and also facilitating the Girls Talk Guys Talk training registrations with such style and grace.
Lucy Forwood, Health Promoting Schools Coordinator
The Work Health, Safety and Environment Committee has continued to meet quarterly, with staff representatives from each program area supporting health, safety and wellbeing. This year we have focused on the development of a comprehensive waste management and environmental care plan, along with an environmental care procedure that highlights our strong ethic of care in this area. Our regular pattern of fire drills has also become an ingrained part of our culture and continues to lead to better practices.
40
fiNaNCial rEpOrTS
for the year ended 30 June 2012
dEClaraTiON By mEmBErS Of ThE BOard

The members of the Board declare that: 1. The financial statements and notes: a. Comply with applicable Australian Accounting Standards (AASs) including interpretations, issued by the Australian Standards Board AASB). The application of the standards to a not-for-profit entity may result in the financial statements not fully complying with the International Reporting Standards as detailed in Note 1. b. Give a true and fair view of Womens Health West financial position as at 30th June 2012 and of its performance for the year ended on that date in accordance with the accounting policies described in Note 1 to the financial statements. c. Are in the Boards opinion, in accordance with the Incorporated Associations Act of Victoria 1981 2. In the opinion of the Members of the Board there are reasonable grounds to believe that the organisation will be able to pay its debts as and when they become due and payable. This declaration is made in accordance with a resolution of the Members of the Board
iNdEpENdENT audiTOrS rEpOrT
Georgie Hill Chairperson
Date
Date
41
BALANCE SHEET
Note Current Assets Cash and cash equivalents Receivables Prepayments TOTAL CURRENT ASSETS Non-Current Assets Property, plant and equipment TOTAL NON-CURRENT ASSETS TOTAL ASSETS Current Liabilities Payables Provisions TOTAL CURRENT LIABILITIES Non-Current Liabilities Provisions TOTAL NON-CURRENT LIABILITIES TOTAL LIABILITIES NET ASSETS Equity Retained Surplus Reserves TOTAL EQUITY 2012 $ 2011 $
STATEMENT IN CHANGES IN EQUITY

Retained Earnings $ Balance at 30 June 2011 Profit/(Loss) attributable to members Balance at 30 June 2012 357,068 (15,975) 341,093 General Reserve $ 358,133 18,610 376,743 Total $ 715,201 2,635 717,836
9(a) 1,929,467 1,588,958 4
24,679 16,868 22,094 19,869 1,976,240 1,625,695 264,044 250,791
STATEMENT OF CASH FLOWS

Note 2012 $ 2011 $ 3,164,364 85,271
264,044 250,791 2,240,284 1,876,486
5 6
1,142,121 789,168 326,607 301,976 1,468,728 1,091,144 53,719 53,719 70,141 70,141
CASH FLOWS FROM OPERATING ACTIVITIES Receipts from grants etc 3,731,432 Interest received 92,824 Payments to suppliers and employees
(3,430,109) (3,131,275) 118,360
Net Cash provided by (used in) 9(b) 394,147 operating activities CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from (payments for) property, plant and equipment (53,638)
1,522,448 1,161,285 717,836 715,201

8 1(i), 7
(62,865) (62,865) 55,495 1,533,463 1,588,958
Net Cash used in investing activities (53,638) CASH FLOWS FROM FINANCING ACTIVITIES Borrowings (repayments) for leased equipment Net Cash used in financing activities Net increase (decrease) in cash held Cash at the beginning of the financial period Cash at the end of the financial period 9(a) 340,509 1,588,958 1,929,467
341,093 376,743 717,836
357,068 358,133 715,201
INCOME STATEMENT
Note
2012 $
2011 $
State Government Operating Grants Local Government Operating Grants Other Grants Other Income Interest Donations Profit/loss on Disposal of Assets Total Income Employee benefits expenses Management & Administrative expenses Motor Vehicle expenses Depreciation expense Occupancy expenses ICT expenses Client Support Services Training & Development Communication Total Expenses Net Surplus/(Deficit) from ordinary activities
3,278,192 3,026,595 3,562 4,509
2 1(j) 1(j)
66,921 85,316 43,032 35,575 92,824 85,271 18,364 12,828 21,765 21,421 3,524,661 3,271,516 2,761,164 2,483,370 140,315 96,853
1 STATEMENT OF ACCOUNTING POLICIES This financial statement is a general purpose financial statement that has been prepared in accordance with Australian Accounting Standards and other mandatory professional reporting requirements and the requirements of the Incorporated Associations Act of Victoria 1981. They are compiled on a going concern basis adopting the principles of historical cost accounting and do not reflect current valuations of noncurrent assets except where stated. This financial report has been prepared on an accruals basis. (j) Victorian Standard Chart of Accounts for Not-for-Profit Community Organisations As recommended by the Victorian Government WHW implemented the new standard chart of accounts in 2011, to standardise Financial Reporting and enhance harmonisation with other organisations. The full financial report is available on request
11 1(j) 1(j) 1(j) 1(j)
49,272 43,250 95,197 85,230 199,303 191,710 57,588 66,096 160,158 206,744 53,990 73,811 23,649 28,171 3,540,636 3,275,235 (15,975) (3,719)
42
aCrONymS
AGM APTCH ARA ASU CALD CAMHS CAS CPR CRAF DH DHS DICM DV Vic FARREP FGM/C FWA HASS ICM ICT IFVRAG IFVS IWD LGA NWMR PCP PRB PVAW PVT RIC SPLASh VACP VEOHRC VCOSS WDVCS WELS WHAV WHW WIFVC WIFVP WRHC WYPIN Annual General Meeting A Place To Call Home Australasian Reporting Awards Australian Services Union Culturally and Linguistically Diverse Child and Adolescent Mental Health Service Crisis Accommodation Services Cardiopulmonary Resuscitation Common Risk Assessment Framework Department of Health Department of Human Services Disability Intensive Case Manager Domestic Violence Victoria Family and Reproductive Rights Education Program Female Genital Mutilation/Cutting Fair Work Australia Homelessness Assistance Service Standards Intensive Case Management Information and Communication Technology Indigenous Family Violence Regional Action Group Integrated Family Violence Service International Womens Day Local Government Area North West Metropolitan Region Primary Care Partnership Private Rental Brokerage Prevention of Violence Against Women Preventing Violence Together Regional Integration Coordinator Safe Place for Laughter And Sharing Victims Assistance and Counselling Program Victorian Equal Opportunity and Human Rights Commission Victorian Council of Social Services Womens Domestic Violence Crisis Service Western English Language School Womens Health Association of Victoria Womens Health West Western Integrated Family Violence Committee Western Integrated Family Violence Partnership (women and children) Western Region Health Centre Western Young Peoples Independent Network
TaBlE Of figurES
Fig 1 Fig 2 Fig 3 Fig 4 Fig 5 Fig 6 Fig 7 Fig 8 Fig 9 Fig 10 Fig 11 Fig 12 Fig 13 Fig 14 Fig 15 Fig 16 Income sources ........................................... 9 Expenditure .................................................. 9 Family violence services data ...................... 11 Intake contacts by LGA .............................. 12 Intake service access type .......................... 12 Crisis response referral sources .................. 13 Police faxbacks 2006-2012 ......................... 13 Housing circumstances: outreach clients .... 14 Cultural identity: outreach clients................. 14 Court support 2009-2012............................. 15 Housing outcomes: crisis accommodation.. 16 Security items provided through Safe at Home brokerage ............................. 17 Country of origin: CALD housing clients ...... 18 Meeting attendance (Board directors) ......... 39 Reception contacts ...................................... 40 Annual ICT cost comparison ....................... 40
Annual Report 2011-2012 ISSN 1834-710X Publisher Printed Printer Editors Designer Illustrations Front cover Womens Health West November 2012 Whirlwind Print Robyn Gregory, Nicola Harte Nicola Harte Isis and Pluto
Lead On Again participants, January 2012 Photography Scout Kozakiewicz ABN 24 036 234 159
If you would like a copy of this publication in large print or another format please email info@whwest.org.au
43
arE yOu a mEmBEr?
JOIN US!
All women living, working or studying in the western metropolitan region of Melbourne are eligible for membership of Womens Health West, as are organisations whose client base includes the western region. Membership is free and includes a great newsletter and invitations to events like our AGM. Most importantly, our members help to strengthen the voice of an organisation working to bring equity and justice to women in the west.
9689 9588, email info@whwest.org.au or join online at www.whwest.org.au
To find out more call us on 03
DONate
Womens Health West receives funding from the State Government but we rely on grants and donations to help us extend our services. Donations to WHW are tax deductible. For more information please call 03 9689 9588 or visit www.whwest.org.au/about-us/donations/
Any support that you provide will have a very real impact on our ability to meet the needs of women in the west
$7 $30
$150 $1,000
allows us to top up a myki for a woman escaping violence allows us to provide healthcare providers with a manual about reproductive health services for refugees from the Horn of Africa or to give a toiletry pack to a woman escaping violence or a childrens pack to a child who has had to leave home without their belongings allows us to pay for accommodation when there are no beds available in overcrowded refuges would assist us to run a financial literacy program
www.whwest.org.au
Phone: 03 9689 9588 Fax: 03 9689 3861 Email: info@whwest.org.au

Annual Report 2011-12

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Annual Report 2011-12

Hochgeladen von

Copyright:

Verfügbare Formate

womens health west

annual report 2011-2012

ENDORSEMENT OF Preventing Violence Together by target councils

MEDIA STORIES compared with 11 last year

womens health west annual report 2011-2012

ThE fuTurE Of ThE WOmENS hEalTh SECTOr

womens health west annual report 2011-2012

Equity and justice for women in the west

womens health west annual report 2011-2012

womens health west annual report 2011-2012

womens health west annual report 2011-2012

Chair aNd CEO rEpOrT

Georgie Hill Chair

Dr Robyn Gregory Chief Executive Officer

Quality and Safety

Financial sustainability and organisational accountability

A forward thinking board

Georgie Hill Chair

Robyn Gregory CEO

womens health west annual report 2011-2012

Ruth Marshall Treasurer

Programs (83%) Accountability and administration (13%) Communications (4%)

Ruth Marshall Treasurer

womens health west annual report 2011-2012

family violence services

Working with others to achieve our goals

womens health west annual report 2011-2012

family viOlENCE SErviCES daTa

2011-12 3,507 328 1,068

2010-11 1,882 361 748

2009-10 2,193 191 825

2008-09 1,702 N/A 956

2007-08 1,688 N/A 760

2,288 698 2,986

1,938 424 2,362

1,609 N/A 1,609

1,385 N/A 1,385

1,066 N/A 1,066

110 26 39 6 N/A N/A

104 21 29 5 N/A N/A

womens health west annual report 2011-2012

womens health west annual report 2011-2012

24-hOur CriSiS rESpONSE prOgram

womens health west annual report 2011-2012

I am confident in my decisions. I have plans of action to take. I have direction.

Aboriginal or Torres Strait Islander Culturally and linguistically diverse Anglo-Australian

womens health west annual report 2011-2012

iNTENSivE CaSE maNagEmENT

womens health west annual report 2011-2012

CriSiS aCCOmmOdaTiON SErviCES

a plaCE TO Call hOmE

womens health west annual report 2011-2012

privaTE rENTal BrOkEragE

womens health west annual report 2011-2012

CulTurally aNd liNguiSTiCally divErSE CriSiS hOuSiNg

viCTimS aSSiSTaNCE COuNSElliNg prOgram

womens health west annual report 2011-2012

Drawing is like putting my mind on paper

womens health west annual report 2011-2012

rEgiONal iNTEgraTiON COOrdiNaTiON

womens health west annual report 2011-2012

health promotion, research and development

womens health west annual report 2011-2012