Centacare Tasmania - CatholicCare Tasmania

Transcription

C e n t a c a re
Ta s m a n i a
Centacare Tasmania
2012-2013 Annual Report
CONTENTS
About Us
2
Employee Assistance Program
17
Archbishop’s Message
3
Natural Family Planning
17
Chair’s Report
4
Humanitarian Settlement Services
18
Centacare Advisory Board Members
5
Settlement Grants Program
19
Executive Director’s Report
6
Centacare Transitional Support Service
20
Organisational Structure
7
Private Rental Tenancy Support Service
Strategic Goals
8
AK Young Women’s Emergency Accommodation
21
Centacare Tasmania Financial Summary
9
Specialist Intervention Tenancy Service
22
Archbishop Julian Porteous
10
Regional Services – Launceston
Centacare Family Services
11
Family and Relationship Counselling
11
Regional Services – North-West, Circular Head
and West Coast
24
Family and Relationship Education and Skills Training 12
Communities for Children
25
Challenging Abusive Behaviours
12
Better Futures, Local Solutions
26
Collaborations and Community Connections
13
Priceless Volunteers
27
Complex Case Support Service
13
Affordable Community Housing
28
Specialised Family Violence Service
13
Centacare Tasmania Community Housing Association
29
Education and Community Services
31
Willson Training 32
Centacare Tasmania Child Care Services
34
Home and Housed
14
New Directions for Parents
14
Reunification (Pathway Home) Service
15
Rural Group Program
16
Adoption Services
16
Family Life Education
16
Marriage Education Programs
20
23
Locations36
Acknowledging Generous Support
36
Centacare Services
37
17
Front cover art: Mathew Griggs artist - STAY program graduate.
*Names have been changed for privacy reasons in all client stories.
About US
Mission
Centacare Tasmania is committed to Christian principles. We will respond
to individuals, families and the community by providing services which
will enhance human dignity and freedom and enable people to realise
their full potential.
Vision
Centacare Tasmania will continuously strive to be at the forefront in the
provision of welfare and human services in Tasmania by:
The excellence and quality of our services
Our commitment to advancing the provision of welfare services in
accordance with Catholic principles
Our ability to actively respond to the needs of our communities and
clients, underpinning our work with sound research and development
Our capacity to work collaboratively and strategically with other
agencies where there is a demonstrated mutual benefit and which
will deliver improved outcomes for clients.
Values
The values of Centacare Tasmania are based on Catholic Social Teachings
and give expression to the principles of Catholic social justice embracing
the following:
The dignity of each individual
We recognise the unique value of each individual.
Families
We recognise the inherent diversity of families, upholding their value
and dignity and giving support to each.
Community
We will work to promote a society that provides equitable opportunities
for all people, including those who are most vulnerable.
Stakeholder participation
We are committed to developing meaningful relationships with
all parties. We will consult widely with our internal and external
stakeholders including clients, our communities, staff, governments
and other human service organisations.
We will promote mutual respect and collegiality.
Transparency and accountability
We will act at all times with integrity and with a commitment to open
and honest decision-making processes.
Staff
We recognise that our staff are our greatest asset. We are committed
to ensuring they are resourced and supported to undertake their
work and to perform to the highest possible standards.
Archbishop’s message
Archbishop Adrian Doyle AM DD
In reflecting on my time as Archbishop, the growth and change of
Centacare is a source of pride. As the pages of this report show, the
work of Centacare Tasmania has grown and diversified significantly,
and its services continue to be very much at the heart of the mission
of the Church.
When I first became Archbishop in 1999, Centacare was under the
Directorship of Father Clem Kilby, with offices at Stoke Street, Boa Vista
Road and Mt. St.Canice, as well as Launceston, Devonport and Burnie.
At that time, it focused on family services, employment services and
training delivered by the Archdioceses’ Registered Training Organisation,
Willson Training.
last two financial years, ensuring security for existing programs, staff
and clients.
A significant amount of work this year has gone into the preparation
and submission of many tenders across a range of programs to ensure
expansion of services and ongoing income to support existing and
develop new programs.
Also during the year, the Catholic Care Victoria/Tasmania incorporated
company entity was established with Victorian counterpart organisations
as a vehicle for the management and delivery of FaHCSIA-funded Family
Services programs.
In 2000, Father Kilby stepped down as the Director and a board was
established.
Recent times have shown that the services provided by Centacare are
in demand now as much as they have ever been.
In the coming years, Centacare’s services changed, as it moved into
providing resettlement programs for new arrivals, something that was
very dear to the heart of the late Sr. Philippa Chapman. The agency
took over management of the Annie Kenney Centre for teenage girls.
In 2008, Centacare was unsuccessful in its bid to retain employment
services in Launceston, Burnie, Devonport and Ulverstone. As a result
these offices were closed with one third of Centacare’s entire staff
being made redundant. This of course was a very challenging time
and a new direction was needed.
This diversity was demonstrated in January this
year when Centacare counsellors were able to work
alongside bushfire affected communities and with
individuals immediately after bushfires at Dunalley.
The advent of the Federal Government stimulus funding for Affordable
Housing gave Centacare the opportunity it was looking for. With a
successful bid for funding to build more than 50 houses and, along
with the purchase of another 104 accommodation units, Centacare
began its move into Affordable Housing, providing housing rented to
low-income tenants at subsidised rent. This program has continued to
grow under the current Executive Director and Centacare now owns
some 265 housing units, all of which are available in the affordable
rental market, increasing housing options for those on low incomes
and many at risk of homelessness.
Also in 2008, Centacare began its very successful move into providing
childcare services, and it currently operates 14 centres statewide. Family
Services, throughout this period, has continued to provide valuable and
high quality services.
The past year demonstrates the continuing pace of change at Centacare,
as each of its business units experiences ongoing quality growth. This
has been grounded in clear strategic planning, providing direction
and focus to ensure resources are applied with best effect. We have
experienced very strong financial growth and performance over the
I have long been impressed by the skill, dedication and commitment
of Centacare’s very professional staff as they work to provide services
and assistance to large numbers of our fellow Tasmanians, many of
whom are disadvantaged, poor, marginalised and in need.
This help has been, and continues to be provided, regardless of religion,
race, creed, gender, age, disability, marital, social or financial status.
I am personally very proud of the work and what has been achieved by
Centacare generally over the past period of some 50 years. I commend
all staff for their high standards, commitment and focus on helping
others and furthering the mission of the Catholic Church in our state.
As I come to the conclusion of my time as the Archbishop, I wish to
thank all those involved in Centacare, in whatever capacity, for their
dedicated contribution to what is a core activity of the Catholic Church,
that of bringing help in one of many forms to those who are in need.
I am sure that Centacare will continue to provide a unique service to
members of the Tasmanian community, building on the strong foundations
which have been laid over the last 52 years.
May God continue to bless this important ministry in the Church.
Archbishop Adrian Doyle AM DD
3
Chair’s report
Ron Ward
4
On behalf of the
Board I publicly
acknowledge the
staff’s contribution
and success. The
latter was no doubt
accomplished with
a little help from the
Lord.
The agency can reasonably claim that in the 20122013 year it enjoyed success by whatever criteria one
wishes to measure. Overall, in comparison to some
previous years our results and performance were
most encouraging. We had strong financial numbers,
excellent performance indicators across the different
services, and healthy adherence to compliance
standards. There were positive outcomes on most
fronts and good progress towards the goals articulated
in the 2012-2015 Strategic Directions document. All
of this has not been achieved without the organisation
having to deal with many challenges. Nor did it come
about by good luck, but clearly through the dedicated
effort, enterprise and intelligent application of their
individual and collective skills by the Executive Director
Tim Gourlay and his quality team. On behalf of the
Board I publicly acknowledge the staff’s contribution
and success. The latter was no doubt accomplished
with a little help from the Lord.
In the main Centacare is a business that never lacks
demand for its services. Indeed demand invariably
exceeds our capacity to supply, whether it is for
counselling, child care, housing, family support,
humanitarian settlement support, training, tenancy
support or any of the other services within the
portfolio. Indeed the primary challenge is to fund
and develop resources to expand capacity. In that
context although the agency is deemed a ‘Not-ForProfit’, the management team and the staff recognise
that Centacare will not successfully deliver on its
Mission nor realise its Vision if it operates as a loss
making entity. This recognition is in part the driver in
recent years for developing business units within the
agency that not only deliver social benefit but have
the potential to generate modest profits. The latter
can then be reinvested within the agency and help
support service streams that at a given point in time
may be underfunded.
Consistent with our primary purpose – apart from
providing advice to the Archbishop – myself and the
ANNUAL REPORT 2012 – 2013
other non-executive directors of the Centacare Board
along with the Archdiocesan Business Manager Peter
Cusick, endeavoured to provide moral and strategic
support, interspersed with occasional wise counsel
to the Executive Director, his senior managers and
their staff. In particular the Directors have encouraged
management to remain focused on the Strategic Plan
and to apply a ‘sustainability’ approach to the running
of the various business units.
In terms of the Board’s principal role as an Advisory
Board to the Archbishop, it was as always a delight to
work with Archbishop Doyle. His spiritual leadership
was of course exemplary and the confidence he
placed in the Board very much appreciated. We
now enthusiastically look forward to working with
Archbishop Porteous to deliver effectively on the
mission of Centacare to help the disadvantaged and
marginalised, and to provide His Grace with good
advice to that end.
I extend my thanks and appreciation to all my fellow
directors for their generosity of time and the quality of
their contribution in helping to address the issues the
executive staff had to deal with during the year under
review. In particular, I acknowledge outgoing directors
Barry Donoghue and Ray Brown and welcome our
most recently appointed board member Tim Baker.
We are fortunate to have a relatively good skills mix
in the current makeup of the Board but we do aspire
for some additional diversity and to build the numbers
a little.
A better place...a better life is the theme of this
year’s annual report and there are a number of client
stories and case studies included. I hope you will
have the time to read these real-life journeys and
understand, as our staff do, how privileged we are
to be invited into their lives as they find...a better life.
Board members
as at 30 June 2013
Ron Ward
Barry Donoghue
Ray Brown
Chair
Retired May 2013
Deputy Chair
Retired May 2013
David Harradine
5
Ann Butterworth
Timothy Baker
Peter Cusick
Appointed April 2013
senior management team
Executive Director
Tim Gourlay
Georgina McLagan
Jennifer Day
Director of Family Services
Director of Education and
Community Services
Tim Gourlay
Executive Director’s report
Tim Gourlay
6
The (Strategic) Plan
provides focus,
direction and a
recommitment to key
goals as we continue
our efforts to improve
the education, health
and wellbeing of all
client groups.
As we reflect on the past 12 months at Centacare we
are proud and humbled by the remarkable efforts of the
teams and staff at Centacare as they continue working
to serve the needs of disadvantaged and marginalised
Tasmanians. The reporting period has been a time of
increasing difficulty for low income and disadvantaged
Tasmanians. This has been evident in the appreciable
increase in demand for services particularly in the
areas of welfare programs, counselling and housing
support. The rapidly increasing cost of living in the
areas of central services, such as electricity and
water has placed an inequitable burden on those least
able to afford the increases. These tight economic
circumstances unfortunately put increasing pressure
on both individuals and families negatively impacting
relationships, emotional stability and capacity to cope.
The work of the Humanitarian Settlement Services
group within the welfare arm of Centacare has been
recognised by government as a stand out service. It is
defined by the talent and commitment of staff as well
as the very positive outcomes achieved with clients.
This team has also developed a reputation for its
expertise in managing complex cases in a supportive
and sensitive manner to make a real difference in the
lives of refugees who are experiencing particularly
difficult circumstances.
Underpinning and guiding the work of Centacare is
the Strategic Plan which was revisited and updated
in 2012. The Plan provides focus, direction and a
recommitment to key goals as we continue our efforts
to improve the education, health and wellbeing of all
client groups. Strategically, Centacare aims to continue
to build capacity and capability in the areas of housing,
education and child care services sector, seeking
not only to expand services to meet identified need,
but to diversify revenue streams. The consequences
are reflected in our financial statements and after a
somewhat slow start in these relatively new business
streams both are now experiencing strong growth
and contributing to the ‘bottom line’ in a positive way.
We acknowledge the unequivocal support of
outgoing Archbishop Adrian Doyle and thank him
for his confidence in and commitment to the work
of Centacare over the past two decades.
We warmly welcome Archbishop Julian Porteous as
he takes up the leadership role of the Roman Catholic
Church and its services in Tasmania. Centacare staff
are looking forward to working with him as it continues
to expand the role and reach of Centacare services
into the future.
I would like to take this opportunity to thank the Board
of Centacare, ably lead by Chair, Ron Ward. Our
skills-based Board has set the direction and strategy,
supported the staff in the delivery of services, and has
been actively engaged in planning and preparation
for new business opportunities.
We are looking forward to next year. Our focus will be
on delivering on the key strategies including quality
assurance accreditation and registration as a national
housing provider.
Organisational structure as at 30 June 2013
Archbishop of Hobart
Business Manager Archdiocese
of Hobart
Diocesan Finance Committee
Centacare Advisory Board
Executive Director
Centacare Tasmania
Director Education and
Community Services
Willson Training
• 32 years as a RTO
• Statewide training
Manager
Child Care Services
• 14 centres
Statewide
• Over 1000
students
Director Centacare
Family Services
Manager
Community Housing
• Over 265
properties
statewide
• Mix of affordable,
low cost and
social housing
7
State Manager
Housing Programs
Clinical
Supervisor
Counselling
Settlement
Services
Family Support
Services
Regional Manager
North
Regional Manager
North-West
Regional Program Distribution
North-West
North
South
• C hild Care Services
• S pecialist Intervention Tenancy Service
• M en and Family Relationships
• F amily Life Education
• E mployee Assistance Program
• Family and Relationship Education and Skills
• M en and Family Relationships
• P ersonal and Family Counselling
• C hallenging Abusive Behaviours
• E mployee Assistance Program
• S ettlement Support Program
• S titch Program
• R ural Group Program
• R eunification (Pathway Home) Program
• C hallenging Abusive Behaviours
• Employee Assistance Program
• C omplex Case Support
• S ettlement Support Program
• S pecialist Family Violence Service
Training
• P rivate Rental Tenancy Support Services
• Home and Housed
• R egional Family Dispute Resolution
• Post Separation Cooperative Parenting
•
•
•
•
•
•
Program
A doption Services
C ommunities for Children
F amily Mediation
B etter Futures, Local Solutions
Centacare
Tasmania Community Housing
Association
W
illson Training
Training
• Transitional Support Services
• Home and Housed
• F amily Support Services
• A doption Services
Tasmania Community Housing
• Centacare
Association
• W illson Training
Training
• Transitional Support Services
• H umanitarian Support Services
• N atural Family Planning
• A doption Services
• F amily and Relationship Counselling
• C hildren’s Counselling
• A K - Young Women’s Refuge
• C entacare Tasmania Community Housing
Association
• W illson Training
Strategic goals 2011- 2015
Centacare’s strategic plan sets out objectives for the organisation to 2015 and we will continue working together to meet these goals so that
a better place ... a better life is everyone’s right.
Clients
Communication
Sustainability in Business Practices, Financial
Viability and Sustainability
Brand Recognition
Develop sustainable growth with an emphasis on financial viability.
Develop and maintain a recognisable presence within the Tasmanian
community through raising the profile of the organisation.
Quality Assurance Accreditation and Governance
Access to Education
Focus on meeting the needs of disadvantaged and marginalised
individuals, families and communities.
Obtain ISO 9001 quality accreditation.
Research and Development
Undertake appropriate and relevant research in respect to informing and
supporting core business activities and exploring business development
opportunities.
Alliances and Partnerships
8
Value internal and external communication in all forms to communicate
best practice models, activities and strategies.
Identify and develop targeted education opportunities within each
service delivery arm to enable clients to break the disadvantage cycle.
Integrity
Work transparently with stakeholders to uphold Centacare’s values
and demonstrate services and activities are delivered in accordance
to policy and procedure.
Focus on existing alliances and partnerships and develop new alliances
and partnerships with established agencies and providers to address
opportunities for the benefit of clients, staff and key stakeholders.
Key overarching themes
Clients
Sustainability in
Business Practices,
Financial Viability
and Sustainability
Quality Assurance
Accreditation and
Governance
Research and
Development
Alliances and
Partnerships
Communication
Brand Recognition
Access to Education
Integrity
Centacare Tasmania financial summary
for the year ended 30 June 2013
INCOME
2013
2012
State Government
5,450,505
4,948,271
Commonwealth Government
3,236,132
2,981,567
28,949
16,987
Investment Income
286,342
309,014
Other
642,510
444,634
Program/Contract Income
3,056,804
2,998,588
Rental Income
2,400,347
1,354,108
585,917
635,728
Total income: 15,687,506
13,688,897
Donations & Fundraising
Training Income
OPERATIONAL EXPENSES
2013
2012
Wages & Salaries Costs
62.2%
66%
Travel Expenses
0.7%
1%
Rental Property Expenses
3.8%
3%
Other
0.2%
1%
Motor Vehicle Expenses
3.7%
4%
Finance Expenses
5.1%
4%
Equipment Expenses
1.5%
1%
Program Support
8.5%
8%
Building Expenses
3.3%
2%
Administration Costs
11.0%
10%
100%
100%
Total:
Note this report is exclusive of unrealised movements in investment property values, fair value adjustments and transfers to and from reserves.
9
Archbishop Julian Porteous DD
I am aware of
the significant
contribution
Centacare
Tasmania makes
to Tasmanians;
many of whom
are experiencing
disadvantage.
I welcome this opportunity to write to
you as the new Archbishop of Hobart.
I am aware of the significant
contribution Centacare Tasmania
makes to Tasmanians; many of whom
are experiencing disadvantage.
In the name of Jesus Christ, we strive
to serve those whom are in need:
those who are hungry, who thirst,
we welcome the stranger, provide
clothing, care and visit those isolated
in our communities as our Lord
teaches (Matthew 25:31-46).
The Catholic Church, therefore, has been dedicated
over history to providing for the welfare of people,
particularly the suffering and the poor, to show forth
the love of Christ and share his good news.
10
I take this opportunity to acknowledge Archbishop
Adrian Doyle and pay tribute to his 15 years of service
as Archbishop to the Catholic Church and to the
people of Tasmania.
As Archbishop, I will ensure the work of Centacare Tasmania
continues as together we ‘start afresh from Christ’.
Yours in Christ
Archbishop Julian Porteous DD
Archbishop Porteous
Archbishop Julian Porteous BTheol DD was born
in Sydney on 5th June 1949 and baptised in Rose
Bay Parish. Archbishop Porteous is the eldest of
five children, having two brothers and two sisters.
Archbishop Porteous completed his primary
education in Melbourne, Singapore and Parramatta,
and undertook secondary schooling with the De
La Salle Brothers at Oakhill College, Castle Hill.
He entered St Columba’s Seminary, Springwood,
in 1968, then continued studies for the priesthood
at St Patrick’s College, Manly, from 1971, and was
ordained a priest for the Archdiocese of Sydney on
7th September, 1974.
Archbishop Porteous served as Assistant Priest in
the parishes of Kingsgrove, Manly, The Entrance,
Woy Woy, and Mona Vale. In 1996 he was appointed
Administrator of the Parish of Annandale and then
Parish Priest of Dulwich Hill in 1999.
Archbishop Porteous is actively involved in
evangelisation, particularly among young people.
He has been an advocate of the New Evangelisation
called for by Pope John Paul II, and was responsible
for evangelisation and renewal in the Archdiocese
of Sydney from 2003 until his appointment as
Archbishop of Hobart.
He is a member of the Australian Catholic Bishop’s
Commission for Administration and Information,
which is responsible for the life and mission of
the Catholic Church in Australia in regards to the
financial administration, employment conditions,
pastoral research and communications of the
Australian Catholic Bishops Conference.
Centacare
Family Services
Director Georgina McLagan
Our Family Services staff across the state have had another challenging
and busy year. They have worked tirelessly during the past 12 months to
ensure consistent service to our clients despite uncertainty about future
funding and a reshaping of Housing and Homelessness Services. Our
Humanitarian Settlement Services have also experienced an increase
in offshore arrivals. While we work hard to support sustainable new
communities with Tasmania, settlement staff and their clients have
followed with deep concern the political agendas of the major parties.
With our clients always the focal point of our work, we have been
privileged to share a part of their journey to reach a better place and
a better life, across all our programs.
The world of Family Services throws up many challenges, expected and
unexpected. As the Director of Family Services it has been my privilege
to witness and share in the achievements of skilled and dedicated teams
within this environment.
Our particular strength is in the family-centred approach, recognising that whatever impacts on family, impacts
on the children in specific ways. It recognises that children can be major casualties in family disruption and that
listening to the voice of children impacts on the long-term consequences for all involved in resolving family
conflict.
Centacare offers a comprehensive statewide counselling
service to individuals, couples, families and children. This
program promotes the well-being of the family and where
possible works with the individual or family member to
develop stronger, healthier relationships. Where families
are no longer able to live together, separation and postseparation counselling is available and aims to give
support during this transition, to minimise conflict and
to assist parents to seek outcomes in the best interests
of the children involved.
‘Life is all a mess, there is
stuff everywhere and you
don’t know where to put
it’ 5-year-old girl at first
counselling session
Children sit at the very heart of much of the work we
do and we receive the heaviest number of referrals
for this service in the South of the state. Children and
their families attend for a wide range of issues. These
often include parental separation, experiencing or
witnessing family violence, grief and loss, trauma, anxiety,
behavioural difficulties, bullying and school related issues.
Prior to seeing children, a parental interview is required
and ongoing parental involvement is an integral part of
this work. We provide individual counselling and group
programs and, if appropriate, we work with the family
system to improve outcomes for all members, particularly the children.
Counselling is provided in a way that supports and encourages children
to communicate their feelings and experiences and this is achieved
through offering a range of age-appropriate expressive therapies.
Centacare provides Child Consultancy in the North-West in our regional
Family Dispute Resolution Program and in the North, when requested,
as a part of Legal Aid’s Mediation Service.
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Family and Relationship Education
and Skills Training
Family and Relationship Education and Skills Training provide a variety
of relationship skill and education programs for individuals, couples and
families. These programs are based on identified client and community
need to enhance individuals, couples and families’ experience of life by
building on strengths and providing information to develop skills within
a group learning framework.
Group programs held throughout the state this year include:
Challenging Abusive Behaviours group program for men
Real Women’s Group – for women wishing to explore the place of
anger in their lives
Pre-Marriage Education – for couples who want to develop skills and strategies
to build a healthy relationship
12
Engaging Adolescents Parenting Program
Cameo Group – for women who have experienced violence
Humour in Health Groups
Parent Effectiveness Training
WUAW – Women Using Anger Wisely
Magic 1,2,3 Parenting Programs
Kids’ Express – group program to help children manage their
emotions
Kids’ Club – for children and a parent who have experienced violence.
Challenging Abusive Behaviours
Challenging Abusive Behaviours group program runs throughout the year and provides an initial assessment,
orientation and 20-week educational program for men who have been aggressive or abusive towards their partners
and have acted in ways that have frightened and/or hurt their partners and children. It is for men who want to take
responsibility for their behaviour and learn more positive, safe and respectful ways of relating in their families.
This program runs in the South and North of the state and a recent successful grant application has enabled this
group to be extended to the North-West.
Collaborations and Community
Connections
The co-ordinated Family Dispute Resolution pilot program in which
Centacare’s Specialised Family Violence Service program worked in
collaboration with Relationships Australia, Family Relationship Centre,
Legal Aid and Community Legal Aid, finished in May 2013.
This successful collaboration between services allowed opportunities
for all professionals to enhance their individual practice through the
necessary case-management meetings and direct observation. Clients
using this service reported feeling well-supported through what is a
stressful and difficult time.
Centacare now provides a counselling service for children and their
families one morning a week at Tagari Lia Child and Family Centre in
Bridgewater. In the South, North and North-West connections have
also been made with a number of schools and community centres in
presenting group programs such as Magic 123 and Family Trees, Family
Forests in collaboration with Positive Solutions.
Complex Case
Support Service
13
Centacare Tasmania has been delivering Complex Case Support Services
(CCSS) in Southern Tasmania since 2008, working with clients referred
directly from the Department of Immigration and Citizenship now the
Department of Immigration and Border Protection.
CCSS delivers intensive, specialist case management to Humanitarian
Entrants with exceptional needs. Clients supported through this program
usually have several significant or critical needs that require access to
multiple services including:
Mental health (including torture and trauma services)
Physical health
Family violence intervention
Personal, grief or family relationship counselling
Special services for children or youth
Support to manage accommodation, financial or legal issues.
The program provides a flexible response to each case through an
initial needs assessment undertaken with clients and with consent,
their family and support networks such as health care professionals,
schools etc. A case plan is then developed outlining goals and needs to
be addressed during the support period, this also acts as a framework
for timeframes and referrals to other service providers. Regular reviews
with the client provide an opportunity to ensure changing needs are
being met and goals are being reached.
Specialised
Family Violence
Service
CCSS is targeted at supporting clients whose needs are beyond the
scope of core settlement services. The service works in partnership
with settlement and other mainstream services to achieve outcomes
and goals with and for clients and prides itself on working holistically
with clients to achieve sustainable and creative outcomes that ultimately
lead to … a better life.
Centacare has a federally funded Specialised Family Violence Service
and offers specialised individual assessment, counselling and group
programs covering the impact of family violence on all family members.
This service offers a whole-of-family approach and offers participants
access to the Challenging Abusive Behaviours group program for men
who have been or are abusive in their families. Children are supported
in accessing the children’s counselling services and group programs
to deal with their experience of family violence. A case management
approach is used to monitor and ensure best practice is maintained
with due regard to the safety of women and children.
Home and Housed
FAMILY SUPPORT PROGRAMS
At the beginning of 2013 Centacare Tasmania commenced the Home
and Housed program, a service delivered in the North-West and North
through the Burnie office and as a satellite service from the George
Town District Hospital and Community Service.
Home and Housed is available for older people who are homeless
or, may be at risk of becoming homeless as a result of experiencing
housing stress, not having secure accommodation or are of low income.
The aim of Home and Housed is to help eligible clients to remain in the
community through accessing appropriate, sustainable and affordable
housing and linking where appropriate, to community care.
Home and Housed is a free service to those aged 65 years or over or
those who are prematurely aged due to disability, substance abuse,
military service, or homelessness. Also eligible are those who were in
institutional care or other form of out-of-home care as a child or youth
anytime during the 20th century. Forgotten Soldiers, former child
migrants and people from the Stolen Generation are also assisted.
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We support people with problems and challenges around staying in
their home or finding a new home. The range of support includes:
Dealing with issues relating to housing and accommodation
Looking for private rental
Applications for public and community housing
Helping arrange appointments
Advocacy
Accessing appropriate community care services
Referrals to other agencies
Outreach
Information and budgeting
Crisis information and referral.
Family Support Programs promote and encourage positive
flourish and reach their fullest potential.
New Directions
for Parents
The New Directions pilot project, started in October 2012, developed
to support parents whose children have recently entered alternate care
arrangements. Information and education provided in group sessions,
informs, assists and supports the raising of awareness regarding issues
which may have led to group participants no longer having full care of
their children. The focus of all sessions is on the child’s needs to feel
safe and secure at home.
The program structure is underpinned by the eight life domains outlined
in the Family Star Outcome Measurement tool. Participants undertake
a thorough assessment using the Family Star prior to joining the group.
This ensures that session content will appropriately meet the needs of
each individual participant.
All referrals to the program come via a family’s Child Protection Case
Manager and weekly sessions over 10-weeks explore topics such as:
Meeting emotional needs
Keeping your child safe
Social networks
Supporting learning
Setting boundaries
Keeping a family routine
Providing home and money.
Reunification – James’ story
James* (father) and Tommy* (two-year-old son) were referred to
Centacare’s Pathway Home Reunification program in September
2012, for support and assistance during Tommy’s return to James’s
full-time care following a six month period in alternate care. Child
Protection had become concerned with Tommy’s care due to reports
of family violence and drug use between his mother and father which
led to him being placed in a kinship care placement.
Tommy’s removal from James and Tommy’s mother’s care was one
of the triggers which led James to recognise the need to change
some aspects of his life. This provided him with the commitment and
determination to work towards putting Tommy first and endeavouring
to ensure Tommy returned to his full-time care.
parenting which creates an environment in which children
Triple P Positive Parenting programs are facilitated in conjunction with
the New Directions group. Referrals for these groups are received
from Child Protection, Justice, Lawyers and other Centacare services.
Many participants of the New Directions program also participate in a
Triple P group.
Reunification
(Pathway Home)
Service
The specialised reunification program has now been operational for two
years. The program’s aim is to assist and support children in alternate
care reconnect with and return to their families. This is undertaken
through a carefully planned transition which assists both parents and
children make the adjustment to the children being back at home fulltime. Program workers educate, guide and assist parents gain new life
and parenting skills and strategies which enhance the parent – child
relationship and ensure a safe and sustainable return home for children.
The average length of time in the program is 9-12 months, with all
referrals to the program received directly from Child Protection Services.
James completed Centacare’s Challenging Abusive Behaviours
program, completed a Court Mandated Drug program, obtained and
maintained a rental property and established links within his local
community. James was having increased access visits with Tommy
prior to a Pathway home worker being allocated. Once the worker had
established a working relationship with James, access visits increased
to overnight stays. During the initial stages of engagement, James
and his worker looked at budgeting on a low income and improving
Tommy’s diet and the nutritional needs of a growing two year old.
The worker also supported James with some concrete supports: new
bedding for Tommy to stay over, food hampers and safety equipment
to make the property “child safe”.
Working closely with Child Protection, James and the Pathway Home
worker were able to demonstrate the positive changes James continued
to make in addressing earlier concerns, leading to Tommy’s reunification
being brought forward. Tommy returned to James’s full-time care in
early 2013. Following this, James attended and completed a Triple
P Positive Parenting Program facilitated through Centacare’s New
Directions program. However, shortly after this, James was involved
in an accident which led to him being in hospital and then confined
to a wheelchair for a period of time. During this period, James and
Tommy moved in with James’ brother and his family. The Pathway Home
worker continued to visit to assist James with any further parenting
issues, accessing Legal Aid to assist with Family Court proceedings
and ensure that James’s tenancy was still sustained for when he and
Tommy were able to return home.
Throughout the period of engagement with the Pathway Home program,
James demonstrated a commitment to improving his and Tommy’s
future. There were a few “hiccups” along the way, but James was
always as open and honest as he could be with his worker – who
never gave up believing in James’s commitment to Tommy.
Child Protection no longer holds any ongoing concerns to Tommy’s care
and well-being and all Child Protection orders have now been lapsed.
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Rural Group
Program
The Rural Group Program is to promote good communication and
strong relationships between parents and their children through Triple P
Positive Parenting groups in rural communities in the South, North and
North Eastern regions of Tasmania. Groups also provide participants
the opportunity to expand social and support networks, plus strengthen
their connection to the community.
In the past 12 months the programs have run 12 groups. Communities
in Beaconsfield, Exeter, Lilydale, Deloraine, Bridport and Longford in the
North and North-East, and Woodbridge, Cygnet, Oatlands, Ouse and
Nubeena in the South have engaged in the program. Both programs
have been invited back into several communities where groups had
previously been facilitated.
Follow-up and refresher sessions are provided and give participants the
opportunity to discuss what has and hasn’t worked for them and their
family, and re-visit any strategies they feel may be of future benefit.
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Participant feedback
“I am beginning to join the dots and realise that
some of the things we don’t like come from us.”
The Statewide Family Life Education program is a values-rich sexuality and
relationships education program offered to students from Kindergarten
to Grade 12.
The informative program was booked by 35 schools and viewed by
over 6000 students this year.
Each presentation is age appropriate and aims to encourage
communication between students and parents on matters around
sexuality and relationships.
Family Life Education also aims to encourage students to make positive,
healthy and informed decisions about their bodies by educating them
with factual, up-to-date information.
It encourages students to engage in decision making around these topics
from a position of dignity, respect and care of both self and others.
Our primary school program is offered as evening or in-class sessions,
or a combination of both.
Adoption Services
The Catholic Private Adoption Agency offers a statewide service to
all parties to adoption, which includes relinquishing parents, adoptive
parents and adoptees.
Parents considering the adoption option for their child are assisted
to consider all options and sources of support. This may include
an adoption plan, but more often will lead to support to parent their
child. The Agency deals only with the adoption of Tasmanian children
and is represented on the State Government Inter-country Adoption
Consultative Committee.
Several women throughout the state have been assisted through the
difficult decision-making process of planning for life after the delivery of
their child, and in each case they have chosen to maintain the care of
their infant. The Agency makes every effort to ensure that they receive
all appropriate care and support.
Through the Adoption Information Search service, the Agency has
provided information and linkage for relinquishing parents and adoptees.
This process requires great care and sensitivity, and supports are offered
to all parties during and after these connections have taken place.
Topics discussed at these sessions include: the importance of families,
different types of families, how a family begins, good and bad touches,
good and bad secrets and babies needs. In the upper primary classes,
we also discuss puberty and positive decision making.
Secondary programs are offered as in-class sessions and can be adapted
to suit each school’s needs. Topics discussed include; puberty, fertility,
over-sexualisation, healthy and unhealthy relationships, respectful ways
to break up, sexually transmitted infections, contraception, self esteem,
sex and the law, making positive decisions and where to get help.
We now have two new programs that are offered to secondary schools.
The first is around safe partying and is often viewed by students prior to
their Leaver’s Dinner. The second program is based around improving
student’s self-worth, building resilience, improving body image, and
moving beyond failure and rejection.
The Grade 11/12 program continues to be well received by the students
at Guilford Young College and covers similar topics to the secondary
program but also includes negotiation in relationships and looking at
things from a broader perspective.
Both the primary parent information session and the secondary parent
forum continue to be well attended by parents and teachers. These
sessions allow parents to hear up-to-date information and statistics on
children and teenagers as well as tips on how to talk to young people
about sex. Parents also have an opportunity to see the program outline
prior to the in-class sessions.
Marriage Education Employee
Programs
Assistance Program
Centacare offers two pre-marriage education programs to couples
preparing to marry. These programs are Facilitating Open Couple
Communication, Understanding & Study (FOCCUS) and pre-marriage
weekend group programs.
FOCCUS works with individual couples and encourages them to look
at the areas of strength and growth within their relationships.
The pre-marriage weekend group program comprises four to eight
couples in a small group environment, enabling couples to explore
topics such as problem solving, communication, love and intimacy,
parenting, sexuality and family planning, stress, money and marriage.
Enabling couples to explore topics such as problem
solving, communication, love and intimacy, parenting,
sexuality and family planning, stress, money and
marriage.
Centacare Tasmania has been providing Employee Assistance Program
(EAP) services to employees from a wide range of businesses for
many years.
A commitment to EAP by an employer is a sign they care for their
employees’ health and emotional wellbeing as the aim of the counselling
service is to support staff who are experiencing problems in their
personal or professional life to help them function well in the workplace.
In recent years the main source of referrals has been Catholic faithbased organisations however early in 2013 Centacare became an EAP
service provider offering a range of professional services to Tasmanian
government departments.
Centacare’s ability to provide services throughout all regions of the state
using both male and female counsellors ensures our service stands out
from many of our competitors.
Natural Family Planning is offered to couples statewide wishing to achieve or avoid a pregnancy
using natural methods.
Natural Family Planning is carried out by Nationally Accredited educators and involves teaching
couples about the Sympto-Thermal method of family planning and supporting them in decisions
regarding their fertility.
The future of Natural Family Planning involves further promotion of the program within parishes
and the wider community.
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Humanitarian Settlement Services
Centacare’s Humanitarian Settlement Services program (HSS) creates
a better place ... a better life for Humanitarian Entrants to Tasmania.
HSS is all about helping some of the world’s most disadvantaged
people achieve a better life, and there are few better places to do that
than here in Hobart.
The HSS team works with people who have come from a wide range
of refugee backgrounds. Many have lived for years in refugee camps.
Some were born in camps and have never experienced life outside
one, others have lived for years in urban poverty. Despite, or maybe
because of, the skills needed to survive their various life journeys, the
people who arrive as clients in our program are invariably experiencing
trauma. Most have left loved ones behind in situations that are precarious
at best. Many have had prolonged exposure to extreme violence, and
some are the survivors of torture.
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HSS is funded by the Australian Government, through the Department
of Immigration and Citizenship, and Centacare Tasmania is the HSS
service provider for Southern Tasmania. The purpose of the program
is to equip new Humanitarian Entrants with the skills and knowledge
they need to commence a new life here in Australia.
During the year Centacare helped to settle over 250 people, comprising
both family groups and individuals, who were refugees from a variety of
countries including Bhutan, Myanmar, Iran, Iraq, Afghanistan, Ethiopia,
Eritrea and Sri Lanka.
A majority of the people we work with are referred to us as ‘offshore’
arrivals - meaning their refugee status has been determined at the
overseas United Nations Refugee Agency UNHCR posts. Others are
‘onshore’ referrals who have been granted a protection visa after seeking
asylum in Australia and progressing through the various detentions and
bridging visa pathways. Numbers in the offshore arrivals have risen
rapidly following Australia’s increased humanitarian
intake announced in August last year; numbers
in the onshore referrals have been in decline
following legislative changes announced at
the same time.
Our team of 14 permanent staff, 26
casual staff, and over 189 volunteers,
work with new offshore Humanitarian
Entrants on arrival at Hobart airport.
Onshore referrals are met in the
community where they are normally
living in shared or hostel style
accommodation. We work
with people for between six
months and one year while
they are establishing
themselves in Hobart
and becoming
increasingly selfsufficient. During
that time, everyone
has a designated
caseworker as well
“When they leave our program they are in a better
place and are well on their way to a better life.”
as additional support from our enthusiastic pool of volunteers. Our
bicultural workers provide interpreting support in over 20 languages
and act as a link between HSS and the many developing and diverse
cultural communities here in Hobart.
Orientation is the backbone of the HSS program because it is the
means by which we deliver the information people need to settle
successfully. Orientation is delivered both formally in workshops, and
informally in a community setting. Issues like tenancy training, Equal
Opportunities legislation, and Australian culture are best delivered in a
learning environment with the help of interpreters. Skills like catching
a bus and using an ATM are more effective if demonstrated practically
in their natural setting.
So understandably, the exit process from the HSS program is not always
an easy one for either clients or staff. Thankfully it is helped by the
fact that self-determination has been a consistent theme throughout a
client’s time in the program. People exiting the program also have the
ongoing support of their developing communities and access to other
services if needed. Most importantly, we recognise that all the people
we support through the HSS process have the strength to thrive in the
face of adversity and a determination to make the most of an opportunity
to find a better place and a better life.
As well as the diversity of client cohorts and skills, the settlement
landscape which has always been shaped by global geo-political
events, is increasingly being influenced by changes to national politics
and legislation. Fitting the chaotic world of settlement support into the
rigid framework of Government contracts is increasingly challenging.
Nevertheless, we are currently seeing more arrivals than at any time
since the program began.
The HSS program allows us and other providers to deliver a service we
can all be proud of. It may not be perfect. Our clients may not all exit
the program with wonderfully happy and fully settled lives. But they do
all leave having received first rate medical attention – often for the first
time; with their children in school, with counselling support in place,
with English lessons in progress, with a regular (if small) income, with
housing that allows them to sleep at night without fear for their family’s
safety, and with some of the key skills and knowledge they need to
move forward. When they leave our program they are in a better place
and are well on their way to a better life.
Despite working in this busy, chaotic, and often emotionally difficult job,
the HSS team share several highlights; like the airport scenes where
dazed and apprehensive new arrivals are welcomed by enthusiastic local
community members, or feeling honoured by the trust and genuine
connections established with people whose story is hard to tell – and
often hard to hear.
Settlement Grants
Program
The Centacare Settlement Grants Program funded by the
Department of Immigration and Citizenship provides strength based
settlement services to all eligible clients in greater Hobart.
Stitch is a life-skills, craft and sewing group for women focusing on
reducing social isolation and barriers, acquiring life skills and accessing
mainstream services with an increased level of confidence.
This year was a record year for the Stitch Program with 74 sessions
attended by 825 women.
Specialist Housing Services aims to assist clients to become selfreliant through the provision of housing assistance by one-on-one and
group information sessions to support, find, secure, keep and manage
tenancies. There is also a focus on referring to and building the ability
of mainstream housing providers to assist clients.
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ZAHRA … her successful journey to a better
place … a better life through Centacare’s
Settlement Services
Zahra’s settlement journey began when she came to Tasmania in
2009 from Somalia as part of the Department of Immigration and
Citizenship’s Humanitarian Settlement Scheme (HSS) and the Centacare
HSS Team and volunteers worked with her to help her settle in Hobart.
Zahra resettlement went well and she successfully exited the HSS
Program and became a client of the Settlement Grants Program where
our Team have, and are continuing to provide, housing and social and
life skills support through the Stitch program to Zahra.
Today, five years on, Zahra is a real success story – she is a confident,
well-spoken, self employed manager of a Family Day Care Program
for mums who are learning English at TAFE. She is a much trusted
Bi-Cultural Worker at Centacare and the quality of her work is indicated
by the number of bookings she receives. She is also a translator for
Centrelink, Department of Education and the Royal Hobart Hospital.
When Zahra visits Stitch, other women look up to her for leadership and
advice and she is always happy to share her cultural life experiences.
Zahra’s journey has not always been easy but she has encountered life
with grace and dignity and is a wonderful role model to other women.
Zahra has assured us her future will be a positive and successful one.
Homelessness and Tenancy Support
Photo by celeste343 via Flickr Creative Commons
Sam’s Story
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Sam* has been homeless for six
months, during that time moving from friend to
friend, sleeping on couches or the floor. After an argument
with friends all options for accommodation ended and Sam
moved into emergency accommodation and was referred to
Centacare’s Transitional Support Service (CTSS). It has been
eight months of working with CTSS and Sam has now:
Found a private rental property.
C ommenced medication and clinical support to assist in
managing depression and previous issues of anger.
Centacare’s
Transitional Support
Ser vice provides outreach
support to individuals and families who are
experiencing homelessness. Many clients referred to the
service have been homeless for three or more months. The
service, through a case management framework, addresses
not only the immediate issues but areas of need that prevent
long term stability. The service works closely with clients to:
Rebuilt family relationships and now has regular access with
two year old son Tom and is working towards reunification,
where Tom will be able leave foster care and live with Sam.
Resolve homelessness and crisis
Stopped using drugs to mask feelings of emptiness, hurt
and boredom and is three months into a course in hospitality
having already started a casual position in a restaurant.
Engage in their community of choice
“...it’s only six hours a week but it’s a start and now I
feel like I can do it, like there is hope there are options
and I don’t have to live like I have been, this means for
me and Tom we will be okay, I know that now...”
Address a range of needs, reducing the risk of individuals
and families returning to homelessness.
Reconnect with family
Increase opportunity for education and employment
Established in 2005, the Private Rental Tenancy Support Service
(PRTSS) supports individuals and families within private rental who
require tenancy support. The program prevents homelessness through
looking after tenancies and preventing eviction. Many tenants who seek
support from service do so due to:
Financial debt, including rental arrears
Issues with the property maintenance or property condition
Trouble with landlords or neighbours.
PRTSS support tenants through advocacy, landlord/tenant negotiations,
tenant education and tenancy skill development.
Referrals to the service have increased yearly by at least 200 households.
This year PRTSS has supported more than 1,600 households across
the state.
A tenant story
A family with two very young children was referred to PRTSS by a
non-government organisation for assistance, as their rent was in
arrears and were about to be evicted.
The family had been renting the property for almost two years,
and were desperate to remain in the property.
A dispute between the landlord and the tenants over the amount
of rent arrears occurred. To add further difficulty, the property was
being sold and although the new property owner was intending to
rent the property, the existing tenancy arrangement was not being
renewed due to arrears in rent.
Action
A PRTSS worker made an appointment with the tenants to discuss
the situation, look through the rent ledger, and gain consent to
discuss the matter with the landlord.
Outcome
The exact amount of rent arrears were determined and agreed
upon.
A payment plan was put in place to clear the arrears through a
direct debit.
Successful negotiations were made with the new owner for the
tenants to remain in the property.
The tenancy is secure and ongoing.
The new landlord is very happy with the tenants.
Four months later the tenants have cleared the rent arrears
owing to the previous landlord.
“Our family have been able to remain in stable
long term accommodation, providing security
and stability for our whole family – thanks to
Private Rental Tenancy Support Service.”
AK Young Women’s
Emergency
Accommodation
A K Young Women’s Emergency Accommodation has supported
hundreds of young women aged 13 to 20 years experiencing
homelessness.
This year 59 percent of young women accessing AK are aged 15 to
17 years with the highest referral source being self-referral followed
by Child Protection and Police.
The majority of young women previous to accessing AK having slept
rough or in non-conventional accommodation (couch surfing).
Throughout 2012-2013, AK have consistently maintained a supportive
and therapeutic approach to engaging with all clients, focusing on
the client as an individual, and ensuring all practices used are from a
strengths-based perspective and utilising a client-centred approach.
AK has been fortunate to obtain the support of both internal and
external services to provide weekly activity sessions, offering education
and support for relevant or pressing issues such as self-harm, sexual
health, self-care and self-protection techniques. These issues have
been identified by the clients themselves.
Throughout 2012-2013, clients have been involved in structured
therapeutic art activities and self-care programs, which have been
utilised as a strategy to support both their emotional and physical
health and to offer the young women a feeling of self worth, personal
empowerment and self respect.
Accommodation outcomes for the young women of AK are planned and
intensively case managed to support a client focused plan into either
transition accommodation option for independent living, supported
or unsupported, or transitional plans for reuniting with immediate or
extended family.
AK has worked closely with Child Protection over the past four years
ensuring that current Child Protection Care Plans are followed and
supported, and individual AK support plans are developed to assist
those who are ‘age-ready’ to transition into independent living.
AK has been extremely fortunate over the past year to have secured
long term support from external organisations who donate to the
service on a regular basis. This support and dedication of businesses,
individuals and organisations Australia wide, have formed an integral
part of maintaining a welcoming and nurturing environment for every
young woman who accesses AK.
Photo by SunnySideUpStudio via Flickr Creative Commons
21
Emma’s story
Emma* is 15 years of age and has experienced episodes of
homelessness since the age of four when she recalls her mother
and siblings first entering into emergency accommodation. Emma
talks about her life going “downhill” when her mother started a new
relationship with her stepfather who she reports was very violent to
her mother. Emma recalls hiding under her bed and talks of times
when she had to leave home in the middle of the night, saying that
it was around this time that her mother started to use drugs. Emma
remembers living in the family car with her mother around the age
of 12 preparing for school in public bathrooms and pretending with
her peers that her home life was okay.
When Emma first came to AK she presented with scabies, head
lice, teeth aches due to decay. She had started drinking alcohol
and smoking drugs from the age of 13 when she had been couch
surfing and ended up being picked up by police who arranged for
her to come to AK.
22
Emma’s mother is stable now and has been for some years. However,
with young children, has not been able to cope with Emma’s behaviour.
Emma has been coming in and out of AK since around the age of
13. Each time Emma comes to the service she steps a little closer
to getting on top of managing her emotions. Each time she returns
home she is there a little longer before an explosion.
Emma is now attending school more often than not and has engaged
with a drug and alcohol worker. Emma’s mother has accepted a
referral for counselling and is attending a parenting course that is
assisting her in setting boundaries. Emma says that this is helping:
“Mum is acting more like a mum, and I don’t have to
feel like I am supporting her all the time. We are having
some time, just us, which is good. She’s a good mum
and it’s been hard for her but we are getting there. I
don’t know what I would have done if I did not have AK
to come to, I guess I just would have had to walk around
the streets ‘cause without AK I would have had nothing
when things get real bad.”
Specialist
Intervention
Tenancy Service
The Specialist Intervention Tenancy Service – STAY program commenced
in 2010 and provides case management for individuals with high
and complex service delivery needs, 16 years and older, who have
experienced repeated periods of homelessness.
The program offers intensive then graded support over a two-year period
with the goal of enabling clients to gain the skills needed to maintain
their tenancy over the long term, to connect with community, establish
a sense of belonging and access mainstream services.
After nearly three years of operation, the program completed assessment
of the second intake of clients, with the first client intake now transferred
to general Housing Tasmania leases.
”Many STAY clients, once stable in long-term affordable
and suitable housing, are for the first time able to make
plans for their future.” Centacare STAY worker
The clients have achieved many positive outcomes including re-engaging
with the community through employment, training and participation in
volunteering and community activities such as sport or involvement in
Men’s Sheds.
Many STAY clients once stable in long-term affordable and suitable
housing are, for the first time, able to make plans for their future.
A client in the South, who has a mental health condition is experiencing
a period of stability and has started his own cleaning business and
is now in a position to employ additional workers.
A young woman housed through STAY following a period of
incarceration has been accepted into a university degree course.
A youth housed from Ashley Detention Centre completed several
TAFE certificates and is now employed with the Taxation office.
F amilies that have been experiencing repeated episodes of
homelessness due to several factors including mental health,
unemployment and drug and alcohol issues have been able to
overcome their issues and move forward due to the provision
of suitable accommodation and informed, flexible intensive and
consistent support.
STAY is funded through the National Partnership Agreement on
Homelessness to address an identified gap with high and complex needs
clients cycling round the short term Special Homelessness Services.
It is identified that this group needs intensive longer term targeted and
flexible support. Originally funded until June 2013, STAY has received
funding to continue for a further 12 months. It is hoped the federal
and state governments will recognise the necessity of continuing this
work into the future and guarantee further and ongoing STAY program
funding past June 2014.
Photo by REPORT
rustman via Flickr
Creative
Commons
ANNUAL
2012
– 2013
23
Regional Services
LAUNCESTON
To overcome a whole range of individual and societal challenges
and try to make Northern Tasmania a better place … a better life
for everyone, Centacare Launceston provides a number of programs
aimed at supporting the most vulnerable members of our community
with high quality and accessible services.
All members of the team at Centacare Launceston are engaged in
meeting the needs of the most vulnerable members of society. While
much of our work is focused on the Launceston area we are also
committed to the development of increased, viable outreach services
at appropriate locations across the North and North-East region where
services are most needed. As with any agency in the welfare sector,
our capacity to deliver or increase services is limited by the level of
funding we receive, from whatever source it comes.
The main focus of our outreach provision for a number of years has
been the George Town Municipality. This is partly based on its size of
population and location, and also partly because it is one of the areas
in the state that experiences extremely high levels of multiple social
deprivation.
We provide a range of services in the town and believe we have a solid
reputation for quality service provision among the general community,
clients, and fellow service providers.
high quality of life, positive matters like these that may exist for many
living on the island all year round do not in themselves guarantee a
better life. Following discussion with many health, education and local
government people established on Flinders, we developed a ‘telephone
counselling by appointment’ service. This service means people can
access a confidential service that is available in more populated areas
of the state.
Many services and programs offered by Centacare are offered statewide.
However, the Family and Relationship Counselling Service in George
Town, which works closely with pupils at Port Dalrymple School, is
regionally specific.
The Challenging Abusive Behaviours program delivered in Launceston
and Devonport and funded by the Tasmanian Community Fund program
aims to educate males involved in family violence about respectfulness
in relationships for the benefit of partners and children.
In support of Centacare’s housing services, Launceston delivers the
Centacare Transitional Support Service, the Specialist Intervention
Tenancy Service (STAY program) and the new Home and Housed
program as a satellite service from the George Town District Hospital
and Community Service.
In a similar way, we undertook our own review of counselling services
on Flinders Island early in 2012. Renowned for its tranquility and general
To overcome a whole range of individual and societal challenges and try to make northern Tasmania a better place … a
better life for everyone, Centacare Launceston provides a number of programs aimed at supporting the most vulnerable
members of our community with high quality and accessible services.
Regional Services
NORTH-WEST COAST, CIRCULAR HEAD AND WEST COAST
The North-West branch of Centacare Tasmania provides services
to a large geographical area identified as the Mersey-Lyell region,
stretching from Port Sorell in the east, to Smithton in the west, and
south to Strahan and crossing back over Cradle Mountain. This is a
large area with a diverse population of about 108,000 encompassing
residential through to rural and remote communities. The two regional
cities of Burnie and Devonport are the service hubs and the sites of
most of the areas welfare and health services. Access to these services
is therefore problematic for people living in smaller communities as
public transport infrastructure at its best is poorly developed and in
most cases non-existent.
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and government working together to help families and individuals to
enhance their work skills, find employment and provide opportunities
for their children to participate in educational opportunities.
T he federally funded Communities for Children initiative is also
delivered by the Burnie branch of Centacare Tasmania.
We are also the largest provider of Family Dispute Resolution/Mediation
on the North-West Coast facilitating separated parents to develop a
realistic and achievable parenting plan that reflects the best interests
and rights of their children.
A full range of Centacare’s Family Services programs is available from the
two main offices in Burnie and Devonport and at co-located consulting
rooms in Sheffield, Ulverstone, Smithton, Zeehan, Queenstown, Rosebery
and Strahan.
Part of the process is for each parent to attend our Post Separation
Co-operative Parenting Workshop, Weathering Family Separation. The
aim of this workshop is to raise awareness that on-going conflict between
parents and not separation is what is most detrimental to children and
creates future life difficulties for them.
E arly 2013, the Home and Housed program was introduced in
Burnie to help clients over 65 years remain in the community
through accessing appropriate, sustainable and affordable housing
and linking, where appropriate, to community care.
We also provide Child Consultancies for children to be seen by a trained
child consultant. This is particularly useful in high conflict situations
and often helps create an attitudinal and behaviour change in parents.
Burnie is the Tasmanian site for the delivery of the federally funded
Better Futures, Local Solutions initiative that focuses on the community
Over the course of the year, North-West Centacare assisted over
1,000 families.
Access to these services is therefore problematic for people living in smaller communities as
public transport infrastructure at its best is poorly developed and in most cases non-existent.
25
The Communities for Children initiative is supported by the Australian
government under the Family Support Program of Families, Housing,
Community Services and Indigenous Affairs. Centacare is the facilitating
partner for the Burnie Communities for Children initiative.
In this role Centacare drives and manages a community development
approach to improve outcomes for less advantaged families with children
from birth to 12 years within the local community.
Local Communities for Children partners provide family group-based
programs for a range of services to families:
Bernie’s Pad in the Plaza – a shop-front drop-in centre for parents
and children provides programs in partnership with Burnie City
Council.
Bernie on Wheels – outreaches to neighbourhoods and community
events.
Young Mums’ Group and Young Dads’ Group supporting young
parents develop their parenting skills, social and learning needs.
The Billy Cart Project – fostering parent and student activities.
Jobless Families Big Window project working with jobless families
to develop a pathway to develop skills to work in the Aged Care
sector or digital media industry.
Tracey’s story
Tracey* was one of the first parents to participate in the Billy Cart
Project at Montello Primary School in 2011. She had recently moved
to Burnie, was a single mum and had twins starting Prep school who
had significant behaviour problems.
The billycart workshop provided the family with a way to connect with the
teachers and other members in the school community. It also provided
Tracey with support to manage her children’s challenging behaviours.
Throughout 2011 and 2012, Tracey volunteered to help other families
build or paint their carts. She also worked closely with the artist to
create artworks for the celebration events. The family was involved in
the project for the full period.
With a renewed sense of confidence and capability, Tracey enrolled in
a basic computing course at the Burnie LINC. When the information
session for Big Window was held at the school Tracey expressed an
interest in gaining digital media skills and was also interested in finding
out more about the Aged Care industry. She participated in a circusthemed exercise program, and was ‘informally’ coached by a professional
photographer to document the activities.
In February and March 2013, Tracey assisted filmmaker Andy Del
Vecchio to produce a 60-second promotional video for referral agencies
and community supporters to screen to jobless families interested in
gaining an understanding of the project.
Tracey has continued to grow in self-confidence and her children are
more settled at school. The Big Window Project is providing her with
the opportunity to continue her skills development and training, and
create a pathway to employment and ... a better life.
The Better Futures, Local Solutions initiative is funded by the Australian
Government Department of Human Services. The initiative concentrates
on the community and government working together to help families and
individuals to enhance their work skills, find employment and provide
opportunities for their children to participate in educational opportunities.
There are ten Local Government Areas participating in the Better
Futures, Local Solutions initiative of which Burnie is the Tasmanian site.
Each Local Government Area has a Government Action Leader, a
Community Action Leader and a Local Advisory Group working together
to identify and develop innovative local initiatives and projects that boost
engagement, capability and workforce participation.
26
Three programs were funded through Round One of the Local Solutions
Fund, all three programs boosted engagement, capability, and social and
economic participation among the target groups. The Local Advisory
Group funded nine programs involving a variety of local organisations
through Round Two of the Local Solutions Fund. All programs funded
are aligned with the strategic priorities the Local Advisory Group has
identified:
Supporting pathways to long term employment
Connecting business, community and jobseekers
Building aspirations, resilience and self-esteem amongst the people
of Burnie
Fostering a community that values knowledge and learning
A community where young people are valued engaged and involved
David’s story
Round 1 Project: Youth Engagement and Leadership Program and
Traineeship Model – Burnie Community House
Through the Youth Engagement and Leadership Program (YELP) and
Youth Traineeship Program the Burnie Community House engaged
a youth trainee. David*, 16 years of age, had been disengaged from
education for the majority of his Year 10, and had a history of contact
with the Tasmanian Police and Youth Intervention Agencies.
David started with us with some trepidation on both our parts. He
has now become a valuable member of the team across a range
of programs and activities and has been embraced and accepted
across the board by people at the house.
David is a bright young man who, in a very short period of time,
has gone from a guarded individual to a person for whom every day
brings new potential. We are discovering he has excellent potential as
a chef with a passion for cooking; keen business skills with a focus
on making one of his dedicated garden projects - a worm farm - a
paying venture with future sales planned for worm poo and juice; a
real fondness for the under five year olds at Burnie Child and Family
Centre and he is a huge asset to us at the House with his excellent
problem solving skills around general construction.
David has decided that once his traineeship ends in October 2013 that
he will continue on with his education, and is planning on enrolling in
Year 11. He is currently working closely with his mentors to improve
his literacy and numeracy skills to help him on his learning journey.
Recently David became a Dad, to a beautiful baby boy, and has
moved into independent living with his girlfriend and son.
A selection of participant comments from Round 1 Project: Paid Work Experience – Tasmanian Community Resources
“It has been a great experience. Learning lots of handy tips in all manner of tools and building techniques.” Steve
“I had a great time meeting new people and building everything. It’s made things a lot easier for me. I got out during the day and was
doing something for the community. It made me feel better about myself.” John
27
Dorelle Lancaster and grand-daughter Sarah Moore are both volunteers working with Centacare
Priceless volunteers
“What volunteers do is unpaid, not because it’s worthless, but because it is priceless.”Sherry Anderson
Centacare’s Humanitarian Settlement volunteer program is flourishing!
The program is supported by 189 dedicated and trained volunteer
workers who bring warmth and humanity to all the tasks they do in
every aspect of helping new arrivals to experience a better life ... a
better place in Australia.
The volunteers assisting with Centacare’s Humanitarian Settlement
Services program are an essential part of the Tasmanian welcome for
hundreds of new entrants each year as they help them find their feet
in their new community by providing both social and practical support.
Volunteers assist people to learn some of the practical skills needed
to start their settlement journey - like shopping for groceries and
catching a bus, using an ATM, helping them get to and from their
initial appointments, enrolling their children in school and much more.
An exciting new initiative this year is the popular “English Cafe” - an
English practice group of 11 volunteers that meets weekly with new
entrants. The group is led by an English as a Second Language (ESL)
teacher and gives participants the opportunity to strengthen their
conversational English in a friendly and informal setting.
Each week up to 33 new entrants take part in the “English Cafe” and
monthly social outings arranged by volunteers to museums and places
of interest give them further opportunity to develop their English skills.
In addition to assisting with our core settlement role, our volunteers also
offer numerous complementary services: assisting with youth programs,
sourcing and refurbishing computers for our clients, facilitating social
outings, sports programs and events, and maintaining an extensive
communal food garden.
We thank all our volunteers for the priceless difference they make all
year round so that others experience a better place and thus a better life.
“Every family we have received this year has been
assigned a team of magnificent volunteers.” Akia,
Volunteer Coordinator Centacare
Affordable Community Housing
EXECUTIVE DIRECTOR TIM GOURLAY
28
The development,
maintenance and
sustainability of a
portfolio of affordable
housing owned
and operated by
Centacare is central
to our vision to
respond to the needs
of our community
and clients so that
we provide housing
stability and security
for clients who would
otherwise struggle
in finding a place
of their own in the
private housing
market.
Homelessness is a growing concern across Australia
and Tasmania is not immune to the ever increasing
number of people who are experiencing housing stress
and the risk of becoming homeless.
In 2008, a successful bid for funding under the Federal
Government stimulus gave Centacare the funds to build
56 independent living units. This project together with
the purchase of over 100 existing accommodation
units was the start of Centacare’s vision to respond to
the needs of our community and to gain recognition as
a reliable and strong provider of social and affordable
housing throughout Tasmania.
A substantial capital investment by Centacare
and the Archdiocese of Hobart, along with vital
engagement and funding support from Federal and
State governments has allowed Centacare to grow
its affordable housing portfolio to 265 independent
living units. This amounts to an actual increase of 76
dwellings owned and managed by Centacare Tasmania
Community Housing in this financial year.
We are also proud to have been successful with
an application for funding under the Australian
Government’s Supported Accommodation Innovation
Fund (SAIF) which provided funds to build three
fully accessible self-contained units on land owned
by Centacare. This development has created an
environment where people with disability can live
independently and become actively involved in their
community.
As I write this overview:
A further 33 independent units are close to
completion in the North-West of the state and
will be fully occupied by December 2013.
We have approved funding under National Rental
Affordability Scheme (NRAS) Round 5 ‘Shovel
Ready’ Stream One to build 120 units to be
occupied by December 2014.
A n application has been lodged under NRAS
Stream Two seeking funding to build a further
411 units during the period 2015-2016.
It is planned to continue to seek out opportunities
to grow the housing portfolio through a joint venture
partnership between – Centacare Tasmania, an 80%
shareholder, and 10% shareholders Evolve Housing,
and Marist Youth Care – this trading entity is known as
the Affordable Community Housing Alliance Tasmania
(ACHAT).
ACHAT tendered in July to build in collaboration with
the State Government, a better future for housing in
Southern Tasmania under the Better Housing Futures
Tasmania housing stock transfer.
The Alliance is seeking a transfer of nearly 1,100 social
housing properties in the Bridgewater, Gagebrook and
Herdsmans Cove area. We believe the joint venture has
the capacity to manage a large portfolio of properties,
whilst also providing support and compassion for
people within the community.
If successful the ACHAT joint venture believes it can
renew the community; restore the links between
private and public sector and community organisations;
revitalise partnerships between support providers
and housing groups; regenerate opportunities for
education, training, jobs and development and revive
the aspirations of the community.
In achieving this shared community vision we will
deliver improved housing conditions; contribute to
healthier lifestyles and improved housing stability;
increase opportunities for social inclusion and reduce
housing stress via a greater diversity of housing
products and increased opportunities for either rental
or purchase of social and affordable housing.
We await the outcome of the ACHAT tender. It is the
intention of the State Government to announce the
nominated service providers in December 2013 and
for the successful providers to take over portfolio
management responsibility mid-year 2014.
I am particularly proud to lead the Housing team at
Centacare at this exciting time of growth and look
forward to us meeting the challenges ahead.
Centacare Tasmania Community
Housing Association
VISION
The vision of Centacare Community Housing Association (CTCHA) is to
provide affordable and adequate housing to the homeless, disadvantaged
and elderly within our state.
One of the priorities of CTCHA is to grow housing stock and to expand
in the management of housing stock and tenancy; in doing this we
believe that we can contribute to the overall betterment of those who
are homeless, disadvantaged and elderly in the state-wide rental market.
ACHIEVEMENTS
Centacare Tasmania Community Housing has had a very rewarding
year. Some of our highlights include:
29
Drake Street Devonport - a joint venture with Devonfield Enterprises,
providing three independent housing units for people living with a
disability. This development was opened by The Honourable Amanda
Rishworth MP Parliamentary Secretary for Disabilities and Carers.
Centacare’s housing stock has grown from 194 last financial year to
265 currently owned or managed properties. This does not include
current construction.
Centacare’s aim is for all tenants to enjoy an increased standard of
living as a result of reduced rental costs, and the design of the units
will assist them to maintain their independence and mobility as they get
older, enabling tenants to stay independent longer delaying the need
to enter aged care facilities.
Acquisition of the Steps portfolio encompassing 36 properties in the
South of the state and also property managing another 28 properties
in Huonville.
Centacare Housing currently manages over 310 tenants statewide
with a diverse client demographic. Our tenants are supported by the
following organisations:
Commencement of construction in Ulverstone of ten units available
for rent early October 2013.
Anglicare
Commencement of construction in Wynyard of 23 units available for
rent starting in November with a staged handover over the following
months.
Salvation Army
The Deloitte team through its Impact Day program volunteered a
day’s work towards the community garden at our Richmond site.
The Premier Lara Giddings officially opened the Richmond Community
Garden.
Colony 47
Westbury Community Centre
Kingsborough Community Health Centre
Deloraine Community Hospital Social Workers
Centacare Private Rental Tenancy Support Service
Minister for Human Services Ms Cassy O’Connor visited Centacare’s
Wynyard construction site, meeting with builders and contractors.
Centacare Home and Housed Burnie
Federal Minister for Housing and Homelessness Mark Butler officially
opened seven new National Rental Affordability Scheme (NRAS)
funded units at Wynyard.
Centacare Counselling Services
Completion and opening of three supported accommodation units at
Centacare Transitional Support Service North
Royal Hobart Mental Health Unit
Maranoa Heights Community Centre.
CTCHA has managed to upgrade several of the Devon Districts
Co-operative properties in the last twelve months much to the delight
of longstanding tenants. This was a commitment Centacare made in
the initial submission and more upgrades are scheduled for the current
financial year.
There has been an increase in applications for affordable housing.
Centacare’s waiting list currently stands at 150 people seeking affordable
accommodation.
“I am looking forward to moving in, settling down and
starting a new life after the loss of my dear mother and all
our financial losses. With God’s blessings and my sincere
gratitude for making things go so smoothly.” Kingston tenant
“The simple knowledge that I can be housed where I feel
safe, do my own thing and until I am ‘carried away’ – brings
with it an excitement and a rosier future” Wynyard tenant
30
Impact Day at Richmond Garden
An enthusiastic team of volunteers from Hobart accounting firm Deloitte
helped make light work of a Centacare Tasmania partnership project
to establish a new community garden at Richmond.
Centacare has made available the land for the Richmond Community
Food Garden, which is a joint venture with the Coal River Valley
Sustainable Living Group, the Richmond Primary School and the
Richmond community.
The Deloitte team, through its Impact Day program, volunteered a
day’s work towards the community garden, which Centacare Executive
Director Tim Gourlay says is already providing a rich harvest for the
Richmond community.
“Not only have we been able to build a garden
that will keep on producing fruit and vegetables for
Richmond residents, we are also building a better,
stronger and more caring community.”
Education and Community Services
Director Jennifer Day
We are dedicated to
the principles of lifelong
learning being the
“ongoing, voluntary,
self-motivated pursuit
of knowledge”. We
are passionate about
assisting our clients
to strive for personal
mastery and continuous
improvement in all
segments of their life.
All industry training
is focused on the
vocational relevance of
the clients’ outcomes
and is benchmarked
and validated against
industry standards.
As a new Director with Centacare in the second
half of this year I can honestly say that I am
privileged and humbled by the opportunity to
assume responsibility for this portfolio. I am
excited by the possibilities to serve the community
in this way, and proud of the achievements of
our teams this year.
As a Catholic organisation we must never lose
sight of how the Gospel directs our duties
and calls us to account. There is exceptional
responsibility on those who “teach” others and on
those who are charged with the care and nurture
of children. Relevant passages identify integrity,
dignity, faithfulness, and lack of hypocrisy as
traits that the teacher should possess; these are
extended to care givers to serve as an example
to children.
Values we strive to achieve and build upon:
Integrity
Quality
THE YEAR AHEAD
We are inspired by the opportunities that are
forecast for the year ahead. The individual
business plans have been recast to take
advantage of the impressive track record of
service delivery in each area, and to refocus
future efforts toward consolidated growth. As
highly regulated areas of business activity the
Education and Community Services teams will
continue building on their culture of quality
conscientiousness; striving always to operate
in a manner to achieve maximum customer
satisfaction, as well as upholding the quality
and integrity of all programs and services.
Our major objectives in the coming year are to
target sustainable growth in all areas, increase
the reach of long day care services, expand
operations to incorporate age care and disability
services, and to streamline administrative
processes to improve productivity.
Accountability
To ensure Education and Community services
take advantage of emerging opportunities, we
must:
Innovation
Engage and retain our talented staff.
Teamwork
Keep abreast of industry changes and Government policy drivers.
Respect
Leadership
I am immensely proud of what the Education
and Community Services teams have achieved
this year; responding to immediate challenges
whilst remaining focused on the long term goals.
There has been major focus on compliance – with
streamlining activity and planning for growth as
common themes.
Our employees are passionate about their roles
in serving our clients; without their vibrant,
dedicated, and caring natures, technical expertise
and “can do” attitude we would not be able to
continue to provide the high quality service and
outstanding results that we have seen again
this year.
Engage with clients, partners, industry and Government to ensure continued service relationship to community need.
Focus on meeting our core values and mission
in all that we do.
The team would like to extend their gratitude to
our Board for its continued support and vision;
to our partners for their determination and focus;
and to our funding bodies for their vision, belief
and backing.
31
WILLSON TRAINING
CENTACARE’S REGISTERED TRAINING ORGANISATION
VISION
To become the premier service sector training organisation in
Tasmania.
ABOUT US
Willson Training is a boutique training organisation which has been
supporting the mission of Centacare Tasmania since 1981. We provide
opportunities for our clients to engage in learning at all life junctures, from
foundation skills to the pursuit of continuing professional development
that is industry relevant, of high quality, and leads to nationally recognised
qualifications where appropriate.
32
We are dedicated to the principles of lifelong learning being the “ongoing,
voluntary, self-motivated pursuit of knowledge”. We are passionate
about enabling our clients to strive for personal mastery and continuous
improvement in all segments of their life. All industry training is focused
on the vocational relevance of the clients’ outcomes and is benchmarked
and validated against industry standards.
LOOKING UP
In meeting the mission of Centacare, Willson Training:
Addresses the barriers of multi-generational disengagement through
targeted training initiatives.
Provides programs addressing skill shortage areas, confidence and
leading to improved employability skills.
Provides professional development programs based on a greater
understanding of self and others; growing better teams and better
workplaces and better communities.
LOOKING IN
Focus on compliance with new licensing Accreditation Standards.
Designing programs to support broader Centacare activity.
Ensuring staff are industry current and programs are vocationally
relevant.
LOOKING OUT
Working with government, industry and individual employers to
ensure the skills for the future.
Working with schools and communities to improve functional literacy
and educational engagement.
Working with individuals to create learning pathways and empower
dreams.
51 - 65
65+
25 - 35
36 - 50
51 - 65
18 65+
- 24
ACCOMPLISHMENTS
25 - 35
36 - 50of professional development programs
Commencement
51 - 65
65+addressing adult literacy and numeracy
Focus toward
Enrolments by Age
1%
324 students completed training.
35%
1%
STUDENT OUTCOMES
35%
Approxmately 90 percent of participants25%
in childcare programs have
Maintenance
1% career following programs; many
secured part-time work in their chosen
l Services
of our other programs
35%are reflecting the same outcome.
rens Services
25%
16%
ation Support
23%demonstrate
Client satisfaction surveys
that participants of like programs
ness with Willson Training have gained in vocational understanding, personal
16%and workplace.
credited
confidence and skills
23% in both study
23%
Asset Maintenance
Retail Services
Childrens Services
Education Support
Business
27%
Unaccredited
20%
25%
4%
22%
15%
16%
18 - 24
25 - 35
36 - 50
51 - 65
65+
Enrolments by Gender
Enrolments by Industry Sector
14%
25%
73%
27% 73%
1%
35%
23%
Male
Female
25%
33
27%
Male
16%
Female
14%
25%
WHAT’S HAPPENING NOW
Certificate II in Business
Certificate II in Retail Services
20%
“No one believed
in me before or gave me a
4%
chance,15%
but thanks to the course and the trainers I
22%
know what I want and I am following my dreams!”
Certificate III in Business
PARTNER QUOTES
Certificate III in Children’s Services
“Many of their programs change the lives of learners and assist with
re-entry into the employment relationship.” Campbell-Page
Certificate III in Retail Services
- 24 Management
Certificate IV 18
in Frontline
25 - 35
Skill set training
36 - 50
51 -training
65
Foundation skills
65+
Professional Development.
STUDENT QUOTES
“Doing this course gave me the confidence to follow my dreams and
enrol in University.”
1%
“Most engaging trainers I’ve ever had.”
35%
25%
“Thank you for your professional approach to our partnership. The
change that we have seen in the participants is at times - in short
amazing.” LINC
“As a small private RTO, Willson Training is flexible to
meet the needs of us as their partner and individual
participants.
The trainers are very approachable
18 - 24
25 - consider
35
and
the needs of individual learners
36 - 50
including
51 - 65 potential barriers to social and workplace
65+
environments.”
Max employment
CENTACARE TASMANIA CHILD CARE SERVICES
34
VISION
Our vision is to be the first choice provider of Child Care Services
in Tasmania, bringing together the most innovative, creative
and professional educators to provide the highest quality
early education and care environments for children from all
walks of life.
OCCASIONAL CARE AND LONG DAY CARE
In November 2012, the Occasional Care Service was operating from
Centacare’s Hobart office at New Town was licensed and expanded to
include the broader community.
In June 2013, we began the transition to take over Keiko Child Care Centre
in East Devonport. This service supports a local community in urgent need
of quality child care as parents return to the workforce, complete their
secondary and tertiary education, undertake work experience, re-engage
as a family unit and as grandparents seek respite.
OUTSIDE SCHOOL HOURS CARE AND
VACATION CARE
The start of the new school year saw Summerdale Primary School become the first non-Catholic school to access Centacare as a Service
Provider.
LOOKING UP
Our services continue to uphold the Mission of Centacare. Our educators
and support staff respond to individuals, families and the needs of the
community. We recognise the inherent diversity of families and value
their uniqueness. We actively work to promote a society that provides
equitable opportunities for all children and families, including those
most vulnerable.
LOOKING IN
Our educators continue to build on their knowledge and skill, attending
seminars and professional development opportunities. All Service
Managers hold a Diploma in Children’s Services or are actively working
towards it, while many part time and casual educators are studying
Certificate III, Diploma or teaching degrees.
Our learning environments continue to develop as more schools prepare
to accommodate for Child Care Services and facilities, access funding
and consider our service needs during refurbishment.
LOOKING OUT
Through community and industry consultation we are meeting the
needs of children and their families within their communities.
The successful tender for the Keiko Child Care Centre is
an example of that process and consultation, while
the changing dynamics of our Occasional Care
Service showcases our ability to meet the needs
of a diverse community in an inclusive
environment.
OUTSIDE SCHOOL HOURS CARE LOCATIONS
QUOTES FROM PARENTS
John Paul ll, Clarendon Vale
“I am ecstatic with the quality of
Centacare staff and care at St Thomas
More’s.” Ana, St Thomas More’s
Larmenier School, St Leonards
St Anthony’s, Riverside
St Cuthbert’s, Lindisfarne
St Thomas More’s, Newstead
Summerdale, East Launceston (State School)
Our Lady of Lourdes, Devonport
Sacred Heart, Launceston
”I appreciate all that you do and would be lost without the
after school care that you provide.” Mary, St Thomas More’s
“Centacare has really come up with the goods
here. I happily recommend this service to any parent
who is interested.” Karen, Summerdale Primary
Corpus Christi, Bellerive
Holy Rosary, Claremont
St Mary’s College, Hobart
Our Lady of Mercy, Deloraine
VACATION CARE LOCATIONS
Our Lady of Lourdes, Devonport
Sacred Heart, Launceston
Corpus Christi, Bellerive
Holy Rosary, Claremont
St Mary’s College, Hobart
Our Lady of Mercy, Deloraine
All services have enjoyed exciting and diverse programs with activities
including adventure and nature walks, pedal buggies, Woodbridge Marine
Discovery Centre, TaZorb (lasertag, Zorb balls, soccer and inflatables),
cooking, Waterworks Reserve, ZooDoo, sewing, World Wide Day of
Play, Edible Science Day, gymnastics, yoga and meditation, Woody’s
Skate and Play, survival skills, swimming, tenpin bowling, Far Out Play
Centre, movies, Cascades Gardens, Botanical Gardens, Drew Point
and Putter’s Adventure Golf just to name a few.
Assessment and Ratings of Service under the
National Quality Framework
Service
Date
Rating
St Thomas More’s
Aug 2012
52/58
Larmenier
Aug 2012
50/58
John Paul II
April 2013
41/58
St Anthony’s
May 2013
57/58
St Mary’s College
Sept 2013
57/58
35
Ratings are assessed against 58 quality standards
All other services are yet to be advised of Assessment and Ratings
schedules.
Overview of Service Growth
71.43% of services recorded growth during 2012-2013 financial
year, with a spike of utlisation at the beginning of the 2013 school
year which has been sustained.
250
250
Summer
Summerdale
200
200
St Thomas More's
St Mary's
150
St Thom
St Cuthbert's
100
150
St Mary's
St Anthony's
50
0
Sacred Heart
OLOM
St Cuthb
Jul '12 Aug '12 Sept '12 Oct '12 Nov '12 Dec '12 Feb '13 Mar '13 Apr '13 May '13 Jun '13
OLOL
100
St Antho
Occasional Care
Larmenier
50
Keiko
Sacred H
John Paul II
0
OLOM
Holy Rosary
Jul '12 Aug '12 Sept '12 Oct '12 Nov '12 Dec '12 Feb '13 Mar '13 Apr '13 May '13 Jun '13
Corpus Christi
OLOL
Occasion
Larmeni
Locations
Centacare offices
36
Head Office
Burnie
35 Tower Road
NEW TOWN Tas 7008
PO Box 369
MOONAH Tas 7009
Phone: (03) 6278 1660
[email protected]
Fax: (03) 6278 1005
108 Mount Street
BURNIE Tas 7320
PO Box 1120
BURNIE Tas 7320
Phone: (03) 6431 8555
or 1800 819 447
[email protected]
Fax: (03) 6431 8114
Launceston
201 York Street
LAUNCESTON Tas 7250
Phone: (03) 6332 0600
[email protected]
Fax: (03) 6332 0699
Devonport
85 Best Street
DEVONPORT Tas 7310
Phone: (03) 6423 6100
or 1800 819 447
[email protected]
Fax: (03) 6424 4601
Acknowledging Generous Support for Willson training
Government of Tasmania
LINC Tasmania
26TEN
CRS Australia
Department of Education, Employment and
Workplace Relations
National Training Solutions
Job Services Australia
Child and Family Centres
Marist Youth Care
Skills Tasmania
Centacare Services
Service
Location
Funding source
Hobart, Launceston, Burnie
Commonwealth Department of Families,
Housing, Community Services and Indigenous
Affairs (FaHCSIA)
Specialist Family Violence Service
Hobart, Burnie
Hobart, Launceston
Burnie, Launceston
Commonwealth Department of FaHCSIA
Tasmanian Community Fund
Hobar t, Launceston, Burnie
Hobart
Hobart
Hobart
Hobart
Clarendon Children’s Foundation
State Department of Health and Human
Services
Clarendon Children’s Foundation
Adoption
Services
Fee for service
Hobart
Commonwealth Department of Health –
Australian Catholic Bishops Conference
Regional Family Dispute Resolution
Burnie
Home and Housed
Launceston, Burnie
Commonwealth Department of Health and Ageing
Burnie
Burnie
Australian Government Department of Human
Services
Hobart, Launceston
Services
Supported Accommodation Assistance
Program
Services
Specialised Intervention Tenancy Service
Services
AK Young Women’s Refuge
Emergency Accommodation Service
Hobart
Federal and State Government
Humanitarian Settlement Strategy
Hobart
Commonwealth Department of Immigration
and Citizenship
Settlement Grants Program
Hobart, Launceston
Hobart
Commonwealth Department of Immigration
and Citizenship
Willson Training - Registered Training Organisation
Skills Tasmania, State and Federal Government
Centacare Tasmania Community Housing Association
Statewide
Centacare, State and Federal Government
Centacare Tasmania Child Care Service
Statewide
Centacare, State and Federal Government
Challenging Abusive Behaviours Men’s Program
Men and Family Relationships
Children’s Program
Counselling
Kids’ Express
Family and Relationship Education and Skills Training
Family Support Programs
Rural Group Program – Triple P Parenting Program
Reunification (Pathway Home) Program
New Directions For Parents
Stitch Women’s Sewing/Support Group
37
Mathew Griggs artist - STAY program graduate.

Centacare Tasmania - CatholicCare Tasmania

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