Annual Report October 2010

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Healthy lives shaping healthy communities
Annual Report October 2010
Contents
“The Support Worker
has not been over the
top but has been there
when I have needed
him. The support has
been fantastic.”
“I like to share
experiences with my
Support Worker, talk
about my ideas
and try new things.”
Services provided by WALSHtrust
2
Chairperson’s Review
4
WALSHtrust Board 5
Chief Executive’s Report
6
General Manager’s Report
9
HR Training and Development Report
10
Audited Financial Accounts 2010
12
The Elaine Underwood Scholarship
15
independent ENDEAVOURS 16
Project Twin Streams 18
jigsaw Peer Support 20
EmploymentWorks!, ACC, Preparing4Work
22
Mobile Community Support Services 24
Quality Development 25
Clinical Leader
25
Te Whare Rata
26
TrainingWorks!
27
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The paintings on the front and back covers of this report are the work of Bella’s Artists (see page 18).
w
Annual Report 2010
1
Services provided by WALSHtrust
independent ENDEAVOURS
EmploymentWorks!
jigsaw Peer Support Services
Housing and Recovery Services
This service was set up in response to the ‘Pathways
to Inclusion’ initiative – with the Government
directing focus on providing genuine employment
opportunities and community participation for
all people with disabilities, including those who
experience mental health problems. The aim of
independent ENDEAVOURS is to provide opportunities
for West Auckland clients to re-learn or gain new
skills so that confidence grows and independence is
possible. The service provides individual and group
workshops which offer experience, participation and
links to the community. The types of issues that can
be addressed include:
Those who have experienced disability have been
asking for services which supported them in
pursuing their employment goals for many years; not
sheltered work or work preparation programmes, but
‘real jobs for real pay’. Supported Employment is a
response to that request. WALSHtrust is contracted
by the Ministry of Social Development and the
Accident Compensation Corporation to support over
100 people each year into employment. The service
has four full-time and two part-time Employment
Consultants working to place our clients in work and
support them to retain their employment once it is
achieved. The service plays a key role in promoting
healthy attitudes towards disability amongst
employers and the community at large. Employment
Consultants who have worked in this area for many
years, still speak of the dramatic difference a job can
make to people’s lives – how they see their world;
how they see themselves; and how they see their
future. WALSHtrust is a member of the Association
of Supported Employment in New Zealand (ASENZ)
and is actively involved in forums, conferences and
training within the Employment Support sector.
jigsaw Peer Support Services is a community support
service run by trained staff whose background involves
a personal experience of mental illness and recovery.
The service is based in the community where people
have access to resources, social/support groups, one
on one support and Wellness Recovery Action Plans
(WRAP) to manage the recovery process and to help
promote connections to the community. jigsaw staff
provide a service that supports people in their own
recovery, growth, self determination, and wellness.
WALSHtrust provides Housing and Recovery based
services in Waitakere and Auckland City.
• Stress and anxiety
• Communication skills/relationship
skills/social skills
• Self-esteem and confidence
• Coping with change
• Goal-setting and motivation
• Job search skills and overcoming barriers
to employment
• Volunteering and participating in your
local community
“WALSHtrust is a valuable community resource that offers a
wide and comprehensively deep suite of services to assist those
who experience mental health issues… in these troubled times
that could be literally anybody, as I found out personally.”
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Annual Report 2010
“It’s great at Peer Support
‘cause we’ve all been there and
we can support each other.”
The aim of this service is to provide a safe and
supportive home-like environment that enables
individuals to plan for their move into a more
independent living situation. To this end, the
services replicate so far as is possible, the realities,
responsibilities and obligations of flat-sharing living.
The type of support that is provided is guided by the
individual and can involve:
• Providing strengths-based focused support
specific to each individual
• Support with everyday essentials e.g. helping
to manage money, grow confidence in cooking
Mobile Community
Support Services
• Prioritising client interests/aspirations
This service supports people who live in the
community of West Auckland with an experience of
mental illness. The community support staff work
with a person’s strengths, resources and natural
supports to create their choice of where they
would like to live, learn and work. A key aspect of
community support is walking alongside a person in
their journey of recovery and supporting them to live
the best life at their level of wellness. Our service
provides a balance of assessing what is happening
for a person by listening and using strengths-based
tools and supporting the person practically to achieve
their goals. The local community provides an oasis
of resources and agencies which staff access through
their well established networks in the local area. This
allows the people we work with to choose the best
local social and interest groups, budgeting
and legal advice, counselling, education,
training and health services.
• Utilising community resources as appropriate
for individual clients
• Identify natural supports that can be ongoing
in the wider community
We will work with the individual in finding out what
it is they want to achieve and then we will ensure
that we find ways together of trying to make these
aspirations a reality.
“Doing the WRAP programme
gave me ‘hope’ and a way to record
my experiences so others can
understand me better.”
Annual Report 2010
3
Chairperson’s Review
In our 22nd year, I am pleased to present on behalf
of the Trust Board a report of the year’s activities,
results and annual financial statements. Good
governance, management, a well connected, relevant
strategic direction have stood WALSH in good stead
throughout a hurly burly year of political, health and
economic change.
The Board met monthly, welcomed new Trustee Simon
Bratley and farewelled Marihi Langford. Simon’s
legal and community connections prove invaluable.
Marihi connected us to Maori mental health work and
although her retirement was a loss, she introduced
us to our new Kaumatua and cultural advisor,
Piripi Daniels.
Madhavan Raman has chaired the Finance SubCommittee and we thank him for his excellent
reporting.
A review of the strategic direction in line with the
Chief Executive performance review provided the work
plan for the year. Worth noting is the establishment
and ongoing development of a new service for older
persons located at the refurbished Langford House,
now called Te Whare Rata. WALSH had spent a lot
of time deciding on the future role for Langford
and the need to repair an aging building turned
into a refurbishment, providing flexible options for
residential accommodation. We were privileged to
have The Hon. Paula Bennett cut the ribbon and the
cake at the re-opening function.
A key area of our work has been around collaboration
and partnering with like organisations to explore
sharing resources. We are building on trusting
relationships and the potential community groups have
WALSHtrust Board
to achieve operational
synergies,
innovative
solutions and greater
entrepreneurial creativity
by clustering, partnering,
researching and creating
new linkages. This year
WALSH Trustees joined
Trustees of Wellington
based Wellink Trust to extend an existing operational
working relationship.
Suzanne Sinclair
Dorothy McGray
Chairperson
• Retired
• Former Auckland City Councillor
• Community Representative on Project Twin
Streams Opanuku Stream Management/Advisory
Group
We have continued to connect to our community with
activities that included a breakfast at Waitakere City
Council as part of Mental Health Awareness Week.
Madhavan Raman
Dr. Bob Large
While there is much to be pleased about, the
cancellation of TEC funding for our unique NZQA
Accredited Training Opportunities Programme was a
shock and a wake-up call to the changing times.
• Former Regional Manager, Housing New Zealand
Corporation, South Auckland Region
Our successes this year have been possible through
the excellent leadership of our Chief Executive,
Rob Warriner, alongside his skilled and talented
Management team and workers. This together with
the Trustees’ wholehearted, thoughtful and common
sense input, and the sincere and frank relations
with our funders, stakeholders and supporters.
The many actions and efforts of our organisation
would not be possible without all your contributions
and commitment.
Andy Cawston
Thank you for your support, your enthusiasm and
good cheer.
• Regional Relationship Manager (Family and
Community Services, Ministry of Social
Development)
• Justice of the Peace
• Ex MP for Titirangi
Chair Finance Committee
• Long serving member of WALSHtrust Board
• Chairman and Chief Executive, International
Alliance of Guardian Angels NZ Charitable Trust
• Client, WALSHtrust
• Trustee, Waitakere SDA School
• Acting Chairman, Finance Committee - Mangere
East Family Services Centre Board of Governors
• Ex-PricewaterhouseCoopers Senior Manager, Risk
Management
• Previously employed as Manager of the
Waitakere Workers Education Association Inc.
and Chairperson of the Tertiary Education Adult
and Community Education Reference Group
• Psychiatrist, Auckland Regional Pain Service,
Auckland District Health Board
Ian MacClure
• Community Representative
• NEC, Field Engineer, Managed Technology
Services
• Long serving member of WALSHtrust Board
Simon Bratley
• Director and Shareholder at Davenports West
Lawyers Limited
• Trustee of Henderson Rotary Charitable Trust
• Master Mason at large
Suzanne Sinclair
Chairperson WALSHtrust Board
Back row (l to r):
Ian MacClure,
Madhavan Raman,
Simon Bratley,
Dr. Bob Large
Seated (l to r):
Dorothy McGray,
Suzanne Sinclair,
Andy Cawston
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Annual Report 2010
Annual Report 2010
5
Chief Executive’s Report
In spite of external challenges, 2009-2010 has been
another exciting and successful year for WALSHtrust;
certainly a very busy year! One of the larger
projects undertaken was a major refurbishment of
our property on Te Atatu Road (previously known
as Langford House). Initially configured in 1988 as
a 12 bedroom hostel, the property now consists of
six spacious bedrooms, each with an ensuite, and
modern fixtures and fittings throughout. Following
the opening by Minister of Social Development, The
Hon. Paula Bennett, Te Whare Rata is now providing
support for up to six older persons experiencing
mental ill-health.
“Clearly, in spite of a recession,
great things can still happen.”
Other highlights of the year included winning again
at the Waitakere Enterprise Business Awards, major
progress towards accreditation with ISO 9001, the
introduction (and sale) of our integrated Client
Information Management (iCIM) software, working
alongside our ARC Group partners: Pact Group
(Dunedin), Comcare (Christchurch) and Wellink Trust
(Wellington), exploring a shared service project with
Wellink Trust, and a wonderful outcome from our
annual participation in the JRA/Unlimited Magazine
“Best Places to Work” Survey. Clearly, in spite of a
recession, great things can still happen. The reality
is that none of these things would happen without
people “making them happen”. We are so richly
blessed with an abundance of talented, committed
and enthusiastic people working at WALSHtrust.
It is humbling to be playing a part in such a
collective effort.
As I’ve noted, we live in challenging times. The
last 12 months have been very much dominated by
assessments, evaluations, predictions and commentary
on the extent to which we are [not] recovering from
a global economic downturn. Government spending,
including the provision of health care services will not
have escaped the repercussions of this downturn.
However, the challenges in funding health services,
particularly in New Zealand may not just be
consequent to a static global economy.
Last year Temple Capital Investment Specialists
presented a report headed: “New Zealand’s addiction
to healthcare”. It presented the quite sobering realities
that spending on health is now approximately 20% of
government spend. It has been growing at a rate that
far outstrips our national income, or our population
growth; a reality that the most simple arithmetic
suggests is just not sustainable. Of great concern to
the authors was that language commonly being used
to develop responses to such a sobering reality,
was very much focused on issues caused by inflation
and the economic crisis, rather than underlying
structural issues inherent within how we have
designed our system.
This is just as much a
reality for the provision
of
mental
health
services – however,
discussions of change
and reform are beginning
to emerge. Not just
driven by the need to
be more cost effective
(although this will need
to be a by-product),
but a determination to
improve the effectiveness
of mental health services,
to in fact deliver services
that are “better, sooner
and more convenient”.
A growing body of thought
in New Zealand and in
fact
world-wide
now
argues that these kinds of changes, demand in fact
transformation of mental health service provision
away from a medically dominated (and expensive)
reliance on diagnoses and responses and treatment,
to an approach that is far more informed by the
realities and challenges of community living in the
21st Century. Mental health must now be considered
more a social reality, rather than purely a clinical
priority.
The emerging risks of medicalising life are increasingly
well documented. The Diagnostic and Statistical
Manual of Mental Illness is due to be updated to
version 5. Already a weighty tome, each upgrade has
seen new diagnoses described and their treatments
prescribed. Behaviours that might once have been
understood as character traits are systematically
unpacked to become expressed as conditions
requiring treatment. Shyness is expressed as social
anxiety disorder; conduct disorder, a condition
generally attributed to young people, is understood
by the anxiety and concern felt by others – often
adults and people in authority.
So what might transformational change of mental
health services look like? In fact it’s not an academic
question; successful alternative approaches do exist
and have developed a strong evidence base.
I recently had the opportunity to visit mental
health services in Trieste, Italy. Services there were
revolutionalised by some visionary psychiatrists in
the early 1970s when they closed the large psychiatric
hospital in the city. In 2010 mental health services
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Annual Report 2010
in Trieste offer a remarkable alternative to traditional
approaches to service delivery utilised in most other
Western countries – and some important challenges.
For example, for a population of 350,000 just eight
acute beds are available; at each of four mental
health centres a further six beds are available for
“guests”. The goal of staff is to keep these beds
empty, preferring to provide support services in
the community and well before the need for more
expensive options are required. When you consider
that acute services consume around 25% of the total
mental health budget in New Zealand, the approach
in Trieste demands further examination – if for this
reason alone.
One of the more remarkable elements of service
delivery in Trieste appears to be its basic humanity;
values associated with personal autonomy, respect
and indeed freedom, are fundamental elements of a
philosophy shaping service provision. Consequently
the use of compulsory treatment in Trieste also differs
remarkably to approaches preferred in New Zealand.
In this country there are 40 episodes of compulsory
treatment per 100,000 population; in Italy it is 30
per 100,000. In Trieste there are just five episodes of
compulsory treatment per 100,000 population.
However the most critical fact is that services are
easily accessible, immediately, to anyone who feels
they need to use them. They can just walk up to the
door – 24 hours per day, seven days per week.
(continued over page)
Annual Report 2010
7
General Manager’s Report
Chief Executive’s Report continued...
By contrast, the need to ‘improve access’ to mental
health services in New Zealand, has been a yetto-be-achieved target for many years. We appear
to have created a structure which in turn creates
issues to be resolved. In New Zealand a strategy
was established in the 1990s to prioritise access
to mental health services to 3% of the population
who experience the most serious mental illness
– a target yet to be achieved. While services may be
accessed 24/7, after hours services are principally
emergency/crisis services.
and implement – to improve both the effectiveness
and sustainability of mental health services in
New Zealand?
The approach developed in Trieste after 40 years has
moved far beyond being a novel though remarkable
experiment. There now exists a rich vein of evidence
describing an efficient and effective approach to
providing mental health services. In these times of
fiscal restraint, probably the most glaring fact is that
mental health services in Trieste consume just under
6% of the total health spend.
We now have in this country a community based
workforce, infrastructure and experience in
developing and delivering cutting edge services.
In New Zealand, mental health services consume
close to 11% of the total health spend.
Now I’m not writing here advocating that all we need
to do is to copy whatever it is they are doing in Trieste.
What I am saying is that we are well past the time of
beginning some serious conversations examining why
there are such profound differences in our approach
to service delivery. Why are we not able to replicate
some of the remarkable achievements they are able to
boast in Trieste? What can we learn – and then adopt
During the 1990s in particular, New Zealand
earned a reputation for innovation in developing
mental health services. Community-based, not-forprofit organisations are commonly credited with
leading these innovations. In fact New Zealand is
both unique and envied in having such a strong
community based commitment to service delivery.
There is latent potential here. We need to shift a
mindset from one which prioritises the costly
identification and treatment of mental illness as just
solely a medical issue, to one where mental health
and wellbeing are social imperatives with inherently
shared community responsibilities. Blending the
experience and learnings from Trieste with our own
uniquely New Zealand experience – in a time which
demands not just change, but reform – offers an
exciting opportunity which is too valuable to ignore.
There is a way; the really big question remains as to
whether there is the will.
Rob Warriner
Chief Executive
The team at WALSHtrust work from a premise of
humility. Where we truly believe that an individual is
the navigator of their life’s pathway and where our
part in the life of someone we support is but one
variable that someone has at their disposal. In an
environment where we are familiar with being told
what we are to do and where one is expected to
follow the guidance of the professional experts, we
are determined to help people see ‘the expert in
themselves’ and how this knowledge can enable one
to grow and realise potential whilst using others as
a resource in this process. We feel privileged that
people will come to us during their specific time
of need and feel inspired by their determination to
achieve, often in times of great individual challenge.
This past year has again seen a growth in the scope
of the services delivered at WALSH. We were granted
the opportunity to establish a specific service that
catered for older people who require intensive
support within a housing environment. The focus of
this service is very much based on the understanding
that we are here to provide restorative, short term
support to make it possible for individuals to return
to their homes and communities where they live. The
enthusiasm of the team working at the site, coupled
with the beautiful environment in which this service
is based, provides a wonderful platform for the
achievement of positive outcomes.
We are truly grateful for the wonderful feedback we
have received over this past year. There has been
another successful Ministry of Health Certification
Audit, ISO 9001 Quality Accreditation Audit and
an increased participation in our Consumer and
Stakeholder
surveys
which reflect a positive
trend in satisfaction
with
services.
This,
together with the number
of strong relationships
we have created with
many individuals and agencies, provides us
with a confidence to critique what we do, with a
determination to listen and build on our successes.
Over the past five months, I have been provided
with the opportunity to assume the newly created
role of Director of Operations within WALSHtrust and
Wellink Trust (Wellington). This exciting initiative
has enabled a ‘cross pollination’ of learning for both
organisations and I remain confident that this new
learning approach will reveal great benefits. I would
like to thank the teams of both organisations for their
embracement of this approach and for their continual
support and commitment in their dedication for the
work they do.
To work within an organisation where individuals are
primarily concerned with providing individualised
and responsive quality support is a rewarding
experience. Congratulations and ‘thank you’ to all
those who have worked at WALSH over the past year
and to those who have contributed to having made it
such a successful one.
Will Ward
General Manager
“The nightmare is over. I will be back in the workforce sometime in the New
Year. Many thanks for your help, and support during these past two years. I am
exceedingly grateful, perhaps more than you could ever know. And I will never forget
what you and your WALSH colleagues have done for me, to the end of my days.”
(email to WALSHtrust Employment Consultant)
8
Annual Report 2010
Annual Report 2010
9
HR Training and Development Report
It is a pleasure to once again reflect over the past
year and report on the Human Resources, Training and
Development activities and progress during that time.
Workforce development, one of the key human
resources strategies, has progressed through
comprehensive internal and external training targeted
to employees’ needs either at an individual, team
or service level. Much of our internal core training
is delivered by our own well qualified and skilled
staff and I would like to thank specifically Don Anton,
Kerrie Anderson, Fiona Power, Hannah Young and
Glenda Billings for their commitment and expertise
in the delivery of training. In addition, all Team
Leaders and clinical staff are to be acknowledged
for their support through coaching and encouraging
staff to apply reflective practice and the knowledge
and skills learned at training sessions into their
day to day work with clients. A major influence in
staff development has been the invaluable support
and sharing of expertise that people give to each
other within their own teams and to others in the
organisation.
Financial and/or study leave support was given by
the Trust to 14 employees to help them gain tertiary
qualifications to further support development. One
of our employees was accepted on Le Va’s Emerging
Pacific Leadership programme and we congratulate
seven employees who were awarded scholarships to
fund their tertiary study.
Human resource processes and systems have been
through the quality process of continuous improvement;
being regularly reviewed and updated through
internal mechanisms also incorporating feedback and
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Annual Report 2010
suggestions
from
staff to ensure they
are
comprehensive
and meet the needs
of the organisation. It
was also very positive
to receive excellent
feedback from external
auditing processes.
I would like to thank the employees who started
over the past year for choosing to work for the
Trust and thank those who have moved on for their
contributions while with us. We were fortunate in
being able to attract and, more importantly, retain a
number of high quality people in a variety of roles and
also of having the depth of skills and competency to
be able to promote people to more senior positions.
Staff turnover due to resignations has remained at a
reasonable 16%. Our orientation programme for new
staff has received excellent feedback and a number
of very useful suggestions for improvement which
we will be including in future orientation schedules.
Consistently new staff tell us how
welcome their colleagues make them feel
and how great the support is from both
Team Leader and team members.
I would like to genuinely thank the 77% of staff who
participated in the JRA Best Places to Work Survey in
2009 that was conducted September 2009. Our goal
is to build a great workplace and we are gathering
and analysing information on what WALSH employees
think about their organisation and why they think the
their outstanding work. Every year the Board
of WALSHtrust give staff the opportunity
of nominating a staff member who they
consider is deserving of a major annual award
and this last year it was deservedly won
by Helen Feu’u.
way they do, which is important in working towards
this goal. The feedback we get from each annual
survey has been very valuable and we are now able
to see very positive feedback trends over the last
five years. The levels of satisfaction in all items over
this time have showed consistent increases each
year with for example the item “I would recommend
this organisation as a great place to work” measured
at 55% in 2005 increasing to 81% in 2009. As in the
past we are continuing to collaborate and work with
people to look at ways in which to address issues
identified through the survey.
We are very fortunate to have employees committed
and dedicated to achieving the best possible outcomes
for our clients in the community and, while we
acknowledge the great contribution of all, staff awards
for excellence were given by Managers to: Cintamani
Mallinson, Rebecca Goldsmith, Ashis Kumar De,
and Otis Yancey, giving special recognition for
I continue to be inspired and motivated in my
role by the support and constructive feedback
from all staff regarding HR processes and
staff training issues. In particular I very
much appreciated the support I received
from Don Anton, my colleagues in the Senior
Management team, the Team Leaders, clinical staff
and the excellent support and hard work by the
administration team of Helen Feu’u, Barbara Reid
and Marian Taylor.
Pam Tate
HR Training and Development Manager
“The secret of joy in work
is contained in one word –
excellence. To know how to do
something well is to enjoy it.”
Pearl Buck
Annual Report 2010
11
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Annual Report 2010
Annual Report 2010
13
The Elaine Underwood
Scholarship
The Elaine Underwood Scholarship was established
in memory of Elaine Underwood – a special individual
who worked tirelessly in the West Auckland community
on behalf of those with mental ill health, and whose
passion and vision was inspirational to many working
within the mental health sector today.
WALSHtrust is committed to the ongoing development
of community based mental health services through
workforce development and involvement in the
community. In this regard we aim to facilitate access
to educational opportunities for young people and/or
users of mental health services through the provision
of scholarships.
The specific purpose of this scholarship is to support
young people and/or users of mental health services to
successfully complete undergraduate study (such as
the Diploma in Mental Health) or post-graduate study
which has clear relevance and links to the development
of community based mental health services in
New Zealand.
WALSHtrust has made available $2-3,000 every year
for the past five years to the Elaine Underwood
Tertiary Education Fund. The fund provides financial
assistance in the form of a one-off grant (for a
maximum amount of $500 per individual in any 12
month period). For the 2010-2011 year scholarship
applications, WALSHtrust plan to set up a partnership
with one of the tertiary institutions to assist students
studying in mental health.
As mentioned, this was WALSHtrust’s fifth year in
offering the Elaine Underwood Scholarship and we
continued to see a good number of people applying.
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Annual Report 2010
Three people were fortunate to be successful in
their application this year. All three attended the
presentation ceremony in January 2010 at Te Whare
Rata (the site for WALSHtrust’s new service for Older
Adults) and were awarded with the Elaine Underwood
Tertiary Education Fund Scholarship in the form of
a cheque, to support them in their studies towards
community mental health.
Congratulations go to:
Paul Revill
Skye Lanchester
Jane Thurlow
The scholarship is offered by the WALSHtrust Board
in memory of Elaine.
WALSHtrust Board
Photos (l to r): Paul Revill and Suzanne Sinclair, Levonne
Bridger (Elaine’s daughter) and Skye Lanchester, Jane Thurlow
at presentation ceremony January 2010.
Annual Report 2010
15
independent ENDEAVOURS
xx
independent ENDEAVOURS is now into its sixth year,
providing support for residents within Auckland
to increase participation in our community.
The service aims to increase confidence and promote
independence through a series of workshops addressing
life skills and other practical tools for success.
The service is constantly changing to meet client needs
and cover a number of aspects of community life.
We are currently offering two streams to address
client needs: Experiential and Education Workshops.
‘Natural Directionz’, an Experiential Workshop, was
held at the beginning of 2010 and proved to be a great
success. ‘Natural Directionz’ aims to build confidence
whilst engaging in fun and exciting activities within
the Henderson community. Clients are supported to
widen their comfort zones, and with encouragement
from the group, participants are inspired to really
give things a go – engaging with local community
resources, and eventually challenging themselves to
activities such as rock climbing – and succeeding!
This sense of achievement has led to stimulating
discussions around self-esteem and motivation,
hence developing awareness to create their own
plans for independence and take action upon this
further down the track.
We have also had the exciting opportunity to work
in collaboration with Project Twin Streams, an
urban sustainability project which aims to restore
local waterways back to their natural environments
by replanting native trees along their banks.
We adopted a site along the Opanuku Stream and
once a month, a group of volunteers have excelled
themselves by planting up to 450 seedling trees
in one session. This initiative has been met with
huge enthusiasm, with clients gaining invaluable
knowledge and experience. As an offshoot of this
project, we had the good fortune to be approached
by a local art group, Bella’s Artists, who donated a
wonderful piece of artwork (depicted on the front
and back covers of this annual report). A formal
presentation of the artwork was arranged, with the
unveiling itself by Penny Hulse, WCC Deputy Mayor.
The Educational Workshops we offer aim to promote:
• Stress and anxiety management;
• Effective communication skills; and
• Practical tools for finding employment
independent ENDEAVOURS is about meeting needs and
encouraging positive change. We look forward to those
changes and challenges in the year to come.
Hannah Young
Client Personal Development Facilitator
“Very well presented, practical, applicable, lots of relevant
examples, and fun… I learnt how to be assertive, and get what
I want out of a situation (life) without challenging anyone
in a negative way.”
(talking about an independent ENDEAVOURS ‘Naturally Speaking’ Workshop)
“It has been a pleasure to attend this course. I have found
the topics relevant, interesting and helpful in keeping me on
track. Also, being with the other attendees has increased my
confidence which in the past has been sadly lacking. I have to
say that the facilitator has been excellent, patient, supportive
and encouraging. I would also like to thank WALSHtrust
for providing this seminar.”
(talking about Toolbox4Work workshop)
16
Annual Report 2010
Annual Report 2010
17
Project Twin Streams
A collaboration between
WALSHtrust Project Twin Streams
and Bella’s Artists
A morning tea was held at WALSHtrust on Tuesday
3rd August from 10:30-11:30am to celebrate a
fantastic collaboration between three West Auckland
groups in a rewarding voluntary project. WALSHtrust
Board Chairperson Suzanne Sinclair, Chief Executive
Rob Warriner and the WALSHtrust Patron and Deputy
Mayor, Penny Hulse were present.
This gathering enabled WALSHtrust to receive
donated artwork from Lynette McKinstrie (the
Co-ordinator of Bella’s Artists) and the other members
of the ladies art group from the Waitakere Central
Community Arts Council. It also enabled WALSHtrust
staff to thank the art group and the other key people
in the project and to celebrate the stream and the
offshoots from this project.
Derek March, the Project Twin Streams Co-ordinator,
also attended. It was Derek that approached
WALSHtrust in January 2010 to initiate discussions
on a winter tree planting project along the Opanuku
Stream. This project has involved approximately 15
clients and four support workers and the experts
from the Project Twin Streams team to support the
technical side, getting together once a month to
plant out with natives, to date, two adopted sites.
We started in April with a get-together and have
completed planting at our first site, 341 Henderson
Valley Road and in July started at our second site
with an impressive 450 trees being planted in one hit
at the end of Misty Valley Drive.
Janet Holt, the Waitakere City Council Project Twin
Streams Arts Co-ordinator, also joined us and has
through WCC, funded Bella’s Artists to create the
artwork to donate to WALSHtrust in recognition of
the hard work put in by clients and staff alike.
Paul Revill
Employment and Vocational
Support Services Manager
“The most important things I learnt were panic stoppers or halters,
calming techniques and the course was thought challenging in places.”
(talking about independent ENDEAVOURS ‘Taking Charge of Stress’ workshop)
18
Annual Report 2010
Annual Report 2010
19
jigsaw Peer Support
Since taking over the role of Peer Support Team
Leader in September 2009 we have welcomed three
new team members, bringing the team back to full
capacity. Jayne Gray remains and is coming up to
her third year at WALSHtrust. Both Penny Armstrong
and Brian McKillop joined us in May 2010 and Daniel
Flintham more recently in July 2010.
A strong team with many diverse skills, qualifications
and experience, “Peer Support is able to offer people
a wide range of support options and continue to
challenge each other to move towards the life we
want” (Shery Mead Consulting, 2008).
This includes the continuation of the social/support
groups; community/activity groups and one-to-one
Peer Support. Soon to begin, six-week focus groups
starting with a craft group for women.
After I completed the Wellness Recovery Action Plan
(WRAP) training in Whanganui late last year, jigsaw
has successfully completed its first WRAP programme
with WALSHtrust clients in mid-August, with another
programme planned to commence in October this year.
Feedback from people who attended the programme
was very positive including… “I have gained new skills,
insight and a renewed focus from this course”, “how
will I use this course in the future?” and “If I were to
become unwell I can refer back to my own plan.”
Another initiative that is supported by jigsaw, the
Client Consultation group, is still going strong. This
group has been meeting each month and doing some
great work offering a ‘client’ perspective on a number
of WALSHtrust policies and procedures, documents
and other information. One of the ideas recently put
forward by this group, a family information evening,
has been taken up. It developed further into a ‘family
and community’ information evening to be held by
WALSHtrust and other stakeholders, during Mental
Health Awareness Week, open to all Waitakere
Community to attend.
So as you can see, the year has been busy and will
continue to be so with new ideas and new groups
starting all the time. However, one thing remains
constant within jigsaw Peer Support and that is our
belief in the potential of people to recover and take
control of their lives. People are accepted for where
they are at and validation is more important than
fixing. It is not about ‘taking care’ of someone or
just listening to their problems and then providing
solutions. It’s about having confidence in the person’s
ability to figure out solutions themselves.
Jackie Kenyon
Team Leader jigsaw Peer Support Services
jigsaw Peer Supp
20
Annual Report 2010
“At the Peer Support groups I can talk about my ‘demons’ and what’s holding
me back without feeling judged or weird.”
or t team
Annual Report 2010
21
Preparing4Work
Assessment Service
EmploymentWorks!
WALSHtrust is contracted by the Ministry of Social
Development and the Accident Compensation
Commission to support over 100 people each year
into employment. The service has six Employment
Consultants working a mix of full-time and parttime. As well as supporting clients in getting work,
the service plays a key role in promoting healthy
attitudes towards disability amongst employers and
the community at large. Employment Consultants
often describe the dramatic difference a job can
make to people’s lives – how they see their world,
how they see themselves, and how they see their
future. WALSHtrust is a member of the Association of
Supported Employment in New Zealand (ASENZ).
The supported employment service at WALSHtrust
(EmploymentWorks!) has continued to develop into a
highly effective team, that always thinks outside the
square, and is known for its creativity, innovation
and solutions focus. EmploymentWorks! Employment
Consultants played a leading role in the collaboration
with three other NGOs in Auckland (Affinity, Equip
and Connect SR) in promoting employment support
further within the business world via the Bizzone
Business Expo in June 2010 from the ASB Auckland
Showgrounds. Congratulations also go to two of our
consultants, Ken Thomson and Bronwyn Friend for
being amongst the first ASENZ practitioners in the
country to complete a National Certificate Level 4 in
Employment Support.
2009-2010 continued to be challenging in the
ongoing endeavour to secure sustainable jobs
for the clients that access our service; this is
mainly due to the ongoing impact of the downturn
orks! team
EmploymentW
in the economy and the knock-on effects at
an employment level. However, this has not
stopped the EmploymentWorks! team building
new employer relationships, being involved in
marketing our service wherever possible and
building new partnerships and collaborations
with other community/employer organisations
for the benefit of the clients that we support.
ACC Supported Employment
This service has continued to develop well into
2010, with Hope Ridout joining Bronwyn Friend, Ken
Thomson and Julie Redman in supporting 13 clients to
access work opportunities in their local communities.
Utilising the same ASENZ principles that guide our
quality and practice, we have been successful in the
last year at placing many of the clients that have
accessed this service into employment. We have
developed excellent relationships with the ACC
National Serious Injury Service in general, the service
and/or support co-ordinators, the ACC Area Team
Leader and other employers/businesses throughout
West, Central, North and South Auckland in order to
continue placing clients into work.
“Firstly I would like to say that it was wonderful to meet you (WALSHtrust Employment
Consultant) today. It would have to be a first in a long time that BOTH my husband and
I have walked out of any meeting feeling really good. So thank you.”
WALSHtrust was contracted to run this service by
the Ministry of Social Development from 1st October
2008 to 30th June 2010. It was a service that was
dependent on steady referrals coming in from
11 Work and Income NZ service centres covering
Avondale in the central west region to Otahuhu
and Glen Innes in the central south east region. In
the last contract year to 30th June 2010, we were
contracted to complete 150 reports for clients with
health or disability conditions (i.e. clients on sickness
or invalids benefits) to assess their ability to secure
employment and/or ongoing training and to share the
recommendations of the report with the client and
the referring Work and Income NZ case manager. We
were fortunate enough to contract out the work to
successfully complete the 150 assessment reports, to
two client focused professionals in Robyn Fausett and
Barbara Woodman, who were known to WALSH
and within the ASENZ circles for their excellent client
focused approach.
WALSHtrust was not only successful in meeting
the contractual service outcome measures but also
in building an even better reputation than already
existed with these Work and Income NZ service
centres and the Regional Contracts teams at the
Ministry of Social Development. We have had some
excellent feedback from referrers and clients alike.
We were disappointed to hear that this service
came to the end of its contract in June 2010 and
would not be renewed. We also understand that the
Government’s new focus is on the growing numbers
accessing the unemployment benefit, especially
from the youth sector. WALSHtrust will continue to
register interest with the Regional Contracts team
at the Ministry of Social Development for future
contracts as experts in integrated employment
services with a wide range of transferable
skills to offer.
“I found that I was treated with
respect and given time to think.
My Employment Consultant was
so open and positive which was
reassuring. We went through a
long questionnaire which helped
me focus my objectives and begin
to piece out a do-able strategy for
a job search. From then on we put
together information for my CV.
This help was invaluable to me as I
have had little ‘work experience’ and I
felt overwhelmed as to where to start.
The consultant was very patient and
encouraging. He also offered to me
resources which I could not afford to
buy such as printing facilities, folders
for presentation and a flash drive
to store my work on. Both he and I
looked for jobs in local newspapers
and he also found opportunities
through other sources not available
to me. He keeps me up to date with
news relating to my search and
always returns my calls and emails.
I have found my experience with the
WALSHtrust has helped me regain
confidence I have had depleted in the
past and I am grateful to them for
their insights and help.”
Paul Revill
Employment and Vocational
Support Services Manager
Bizzone Expo 2010:
– WALSH Supported Employment
Consultant, Lucy Loulanting (centre)
with representatives from Equip,
Affinity and Edge Consulting
22
Annual Report 2010
Annual Report 2010
23
A Day in the Life of a
Community Support Worker
8:30 Arrive promptly and eagerly at work at
8 Hickory Ave – WALSHtrust Headquarters,
report for duty.
8:45 Jostle for position at the coffee pot.
Mobile Community
Support Services
Early this year was a time of much change with
four of our team members moving on to study and
move to other services within WALSH when the new
service, Te Whare Rata, opened. Since then our
two community support teams have remained fully
staffed strong teams that have developed consistent
and successful relationships with clients. Many
people have benefited immensely from the support
and gone on to live their lives independently. People
are moving through the service sooner which allows
us to work with more new people and larger numbers
of people than ever before.
Real highlights from this year would have to be
running an art competition and exhibition during
Mental Health Awareness Week, a WALSH Talent Idol
competition in July and joining Project Twin Streams
by replanting a site by the Opanuku Stream. Many
people who use the community support service
participated in these events; they have enjoyed them
immensely and given something a go that they might
not normally do.
Cintamani Mallinson and Fiona Power
Team Leaders
“I am receiving everything I had hoped
for from the CSW service. I have been
given good advice and options and
can feel my mood lifting.”
8:50 Make way to Elaine Underwood Room on
lower level of WT-HQ for Combined Mobile
Team Meeting – where a few members of
the Community Support team present a
Strengths-Based Case Review of a client
and a particular issue. Other team members
will offer ideas or strategies to combat said
issue.
Policy reviews and other Community
Support or WALSHtrust business is also
discussed at this forum.
Combined Mobile Meeting concludes and
teams disperse to their separate offices.
10:30 Administration and calls to confirm
appointments with clients.
11:00 Support Client A to attend WINZ appointment
to apply for a recoverable advance for
a bond payment, as part of personal
plan; Client A’s goal to move into new
accommodation. Confirm with client goal
for next week’s meeting: research moving
companies in the area and call for quotes.
12:30 Kai time.
1:00 Meet with Client B at Waitakere Library
to utilise public computers. Client B has
identified wanting to work in mental health
in the future. CSW supports client to
research entry requirements of the National
Certificate in Mental Health Support Work
at Unitec and make an appointment to meet
with a Careers Advisor next week.
2:30 Package of Care three monthly Review
meeting with Client C. Collaborate with
client, family/whanau, clinical services and
other stakeholders to review progress.
Discuss physical/mental health, social
contacts, interests, and/or other concerns.
Celebrate client’s goals that have been
achieved over the past three months and
identify new goals to be worked on in the
coming months.
4:00 Return to Hickory to write up case notes for
the day and reply to emails/phone messages.
5:00 Home.
Deborah Heke
Mental Health Support Worker (Community Team B)
24
Annual Report 2010
Quality Development
Prior to the opening of Te Whare Rata earlier this year,
we were required to undertake a Partial Provisional
Audit to gain Certification for this new service. We
achieved 17 Partial Attainments against the Health
and Disability Sector Standards, as we couldn’t
demonstrate Full Attainment until the service was
up and running. We were due to be audited again,
against the Partial Attainments; however, as we were
due for re-certification, this was combined with the
Certification Audit.
As part of the development of WALSHtrust’s
commitment to continuous quality improvement, the
Senior Management Team made a decision earlier
this year to work towards achieving ISO 9001:2008
Certification. This has involved WALSHtrust engaging
new auditors, International Certifications Limited.
In August we were audited against both the Health
and Disability Sector Standards and ISO 9001:2008.
We achieved re-certification for Te Whare Rata and
Omahu housing services. Against the Health and
Disability Sector Standards we had four Partial
Attainments all of a low risk. The auditors reflected
to us that this was highly unusual.
Against ISO we have
two Corrective Actions
to complete. These are
currently being addressed.
As an organisation we are
hoping to achieve Initial ISO
Certification later this year.
The auditors made the following comments
about the staff they met across the organisation.
They reported that the staff view of their role and
the organisation was very positive. Further, whilst
observing staff interactions with clients, they said
the interactions were positive, unobtrusive, showing
concern and allowing choice.
This is, I think, particularly good feedback about
staff in their role with the clients we serve, and
an appropriate acknowledgement of the staff of
WALSHtrust.
Don Anton
Quality and Service Development Leader
Clinical Leader
To just recap from my last report, I discussed the
plans to move all our clients from Langford House
to Pomaria Road. Pomaria Road is made up of four
three-bedroom houses with each house having its own
backyard, clothesline and carport. Each house has its
own unique feel, created by the clients. Over the past
six months we have had more clients reporting to us
that they feel ready to move out of Pomaria into private
flats or to a supported landlord accommodation due to
the flatting environment that the clients and support
staff have created. This is very exciting!
Langford House was now empty, creating new
opportunities for us. With no time to waste we looked
at new contracts that were available. WALSH was
successful in winning the older adult contract which
attracted strong competition. Langford, after a lick of
paint and major renovations, transformed into a sixbedroom house and renamed Te Whare Rata.
Our other houses, Buscomb, Wattle, Sunvue,
Autumn, Pomaria, and Omahu have also been busy
this year supporting clients to explore training
courses, employment and other options, with clients
becoming involved in sports groups and within their
local community.
Poetry idol, art competition,
21st birthday celebrations,
World Cup fever, Push
Play afternoon and getting
involved in community tree
planting are some of the fun
activities that we have been
involved in with our clients
over the past year.
I wish to thank all the clients that have chosen
WALSHtrust to support them in their wellness and
recovery. I would also like to thank the family
members, the clinical teams, and all the other
support services that have been involved in the last
12 months.
Robyn Cliff
Clinical Leader
“Coming together is a beginning;
keeping together is progress;
working together is success”
Henry Ford
Annual Report 2010
25
Te Whare Rata
TrainingWorks!
WALSHtrust responded to a Referral for
Proposal (RFP) in 2009 for an Older Adults
Service. This proposal was for five beds,
with the option of a sixth, to be used as
Respite for the Service.
After months of refurbishing the property
at 168 Te Atatu Road (the property where
WALSHtrust initially started), the official
opening of Te Whare Rata (‘The House
of Wisdom’) happened on 14th January
2010 – a wonderful way to begin the
New Year! In the morning, around
15-20 staff attended a blessing of the
house, led by Piripi Daniels. A number
of staff commented on how much they enjoyed, and
were moved by this quite special acknowledgement
of the house, its past and its new future. A large
number of guests attended the opening ceremony
performed by The Hon. Paula Bennett, Minister of
Social Development, on a beautiful warm and sunny
morning. Feedback was universally positive about
the ‘new look’; given the condition of the site two
days earlier, this was particularly welcome – the hard
work of the staff was acknowledged in cleaning up
the property ready for the opening.
Referrals for Te Whare Rata are received from
either the community or from Ward 12 North Shore
Hospital. The average length of stay for each client
is from eight weeks to four months, and no longer
than six months.
Five full-time and three part-time staff are employed
at Te Whare Rata, which operates with 24-hour
awake staff.
Glenda Billings
Housing and Recovery Co-ordinator
WALSHtrust is registered as a
private training establishment with
the New Zealand Qualifications
Authority (NZQA). This training
opportunities program was funded
by the Tertiary Education Commission
(TEC) until 11th December 2009
when funding ended and the
service was wrapped up after a
13 year history with WALSHtrust.
We provided foundation literacy and
numeracy learning. It was a unique
course especially tailored and delivered
to meet the needs of people with past
or present mental health concerns
or anyone who required individual
support to further their education or
employment prospects. The programme ran for 48
weeks of the year with open entry to students at any
time throughout the year. Students were encouraged
to engage in the National Certificate in Employment
Skills Level 1. Students were also supported to gain
work experience in a workplace of their choice to
support their pathway into either paid employment
or further tertiary training. Our training programme
enabled learners to make informed choices about
their career pathway or further education, enabling
them to succeed in the wider community. 2009 was a
difficult year for TrainingWorks! with the knowledge
that by December we would be losing a fantastic
service with some amazing Tutors and students
involved with the service over the 13 years.
TrainingWorks! Graduation Night – Thursday 3rd
December 2009. “Swan song or phoenix rising?”
It was a night to remember on many levels.
• A celebration of the achievements of
the students including certificates and
acknowledgements galore;
• Looking ahead to where the students are going
next and wishing them well;
• A look back and big thank you to all those
Tutors, Team Leaders, staff members
and students who had been part of the
TrainingWorks! service for over 13 years;
• A farewell and thank you to the Tutors
leaving us, Steve Cullen and Gail Tongs;
• An acknowledgement from Rob, our Chief
Executive that the loss of TW will leave a huge
gap in our portfolio of services and a parting
word for the clients to keep moving forward and
to stay “young at heart and foolish”.
As Team Leader of TrainingWorks! this past year, it
has given me the opportunity to have a small part to
26
Annual Report 2010
play in the history of this service… the students, staff
and service ended the year with a sense of dignity
and pride and WALSHtrust can be proud of the role
it has played in enabling so many students to gain
successes and achievements over the last 13 years.
The night certainly lived up to and even surpassed
expectations:
• It was very well attended by students and their
families/whanau and WALSHtrust staff alike;
• The speeches and the slideshow presentation
really touched a chord and demonstrated the
growth of students and staff over the last year;
• Family members spoke of how their sons and
daughters had grown to be more confident
during their time at TrainingWorks!;
• Acknowledgement was given to all the
Tutors who have been part of TrainingWorks!
particularly those staff leaving or those who had
recently left WALSHtrust;
• It enabled us to acknowledge all the staff who
had given up their spare time to help put the
celebration together. A big thank you to all
involved, it was a great advert for the power of
teamwork which is so evident at WALSHtrust.
All in all it was a fitting “Swan song” to a fantastic
service, with some amazing students and staff being
involved and making it happen along the way.
This is “au revoir” to TrainingWorks!, not good-bye, as
in some shape or form I am sure the “Swan” will emerge
“phoenix-like” from the ashes. As WALSHtrust grows
and develops, the experience and the opportunity
to run such a service for our clients will only make
WALSHtrust stronger for future services.
Paul Revill
TrainingWorks! Team Leader 2009
Annual Report 2010
27
Acknowledgements
We would l
ike to
acknowledg
e all
the people
and
organisatio
ns who
suppor t WA
LSHtrust
– thank you
.
“The input the CSW has
had with the client is
excellent and has had an
immensely positive impact.”
valued
“Farewell to a
nd, Robyn
ie
r
f
d
n
a
e
u
g
a
e
c oll
ssistant)
A
s
t
n
u
o
c
c
(A
Blair
d a w a y on
who sadly passe
2010.
the 9th August
missed”.
ly
t
a
e
r
g
e
r
a
u
Yo
28
Annual Report 2010
(Social Worker, WDHB)
Annual Report 2010
29
Whaia te iti kahuranga ki te tuahu koe me he maunga teitei
Aim for the highest cloud so that if you miss it, you will hit a lofty mountain
8 Hickory Avenue, PO Box 21865, Henderson, Waitakere City 0650, New Zealand
Phone 09 837 5240 • Fax 09 836 6341 • www.walsh.org.nz