the catalyst - westpac€¦ · 2010, a year in which the foundation has continued to be a catalyst...

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The Westpac Foundation Report 2010

the catalyst

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The Westpac Foundation

The Social Studio

The Westpac Foundation Report 2010 the catalyst

Rescue Services Page 1The Westpac Foundation Page 1

About usThis Westpac Foundation Report provides an insight into the work of the Foundation over the past 12 years Page 08

Inspire FoundationMany young people do not have the knowledge, skills and support to get through tough times and this is where Inspire Foundation can help Page 14

The Social StudioRefugee communities face many challenges in Australia and The Social Studio is addressing these challenges through ‘Remixed Design’ Page 21

Helping our peopleThe Westpac Foundation was originally created to provide grants to eligible retired employees of The Westpac Group and their spouses and dependants on the basis of financial hardship Page 26

Message from the Chairman and CEO Page 2 & 3

Trustees Q&A Page 4 & 5

About Us Page 6-13

Inspire Foundation Page 14-16

NPY Women’s Council Page 17-19

Summary of Tier 1 Grants Page 20

The Social Studio Page 21

YMCA Victoria Page 22

STREAT Page 23

Fair Business Page 24

SSE & AILC Page 25

Financial Hardship Grants Page 26 & 27

Summary of Financials Page 28

Past Trustees Page 29

List of not-for-profits funded since 1999 0-34

Call to Action Page 35

Westpac Foundation Staff Page 36

Contact Us Page 37

1999-2010the catalyst

The Westpac Foundation ABN 58 972 867 380


From the Chairman & CEO

Towards a brighter future The Westpac Foundation has a long, proud history of assisting those in need.

Westpac Foundation Chairman’s MessageIt has been a privilege to be Chair of The Westpac Foundation in 2010, a year in which The Foundation has continued to be a catalyst for the improvement of community well-being in Australia. It has been an important year thanks to The

Westpac Group’s generous commitment to provide The Foundation with $20 million additional capital. Income generated will be used to extend the work of The Foundation.Since 1999, The Foundation has awarded over $21 million in grants to not-for-profit organisations, supporting 145 projects. In the past five years, The Foundation has predominantly supported not-for-profit organisations in establishing or strengthening social enterprise approaches that create community benefits. STREAT, one of the organisations funded in 2010, is a good example of an innovative social enterprise idea that empowers homeless youth. STREAT aims to ‘stop homelessness the delicious way’ through the operation of a fleet of mobile street cafes, providing homeless and disadvantaged youth with a supported pathway to long-term employment in the hospitality industry. Income generated from the street cafes is then reinvested back into STREAT’s training program. A profile of STREAT and its work can be found on page 23.The Fair Business ‘Fair Repairs’ project is another example of a unique social enterprise model. Fair Repairs is a collaborative partnership between Fair Business, Housing NSW and Spotless, where Fair Repairs is sub-contracted by Spotless to carry out specific work, and then employs and supports local unemployed public housing residents as a dedicated workforce. A profile of Fair Repairs can be found on page 24.The Foundation continues to work with The Westpac Group to build the capacity of the organisations it supports by providing staff volunteers, organisational mentoring, financial education workshops and tailored banking solutions. This ‘more than dollars’ approach enables organisations to increase their knowledge and skills, promoting the longevity of the organisation and the effectiveness of its programs.

Ilana Atlas


Our commitment to providing grants to retired employees of The Westpac Group and their spouses and dependants on the basis of financial hardship also continues.The work of The Foundation would not be possible without the dedication and support of my fellow Trustees, all of whom are connected to The Westpac Group and cognisant of their role as stewards of private money for public purpose. I would also like to thank the executives of The Foundation who work tirelessly to support The Foundation’s beneficiaries. Finally, it is my pleasure to announce that from 2011 Carolyn Hewson will become Westpac Foundation Chairman. Carolyn is a Westpac director and has been involved in the not-for-profit sector for many years.On behalf of the Trustees, I hope you enjoy reading The Foundation’s second edition of The Catalyst report.

Ilana Atlas Chair, Westpac Foundation

Rescue Services Page 3From the Chairman & CEO Page 3

Westpac CEO’s MessageThe Westpac Foundation has a long history of assisting those in need.The Westpac Foundation’s promotion of sustainable programs complements Westpac’s own strong history

of community involvement and corporate responsibility and sustainability – the fundamental values which sustain Westpac’s position as Australia’s oldest company. 2010 was a year in which The Westpac Group deepened its relationships and engagement with the community and I am really proud of the work we have done. In addition to our partnerships with Indigenous communities in Cape York and Redfern, and continuing support of the Westpac Helicopter Services, we provided a $20 million capital investment to The Westpac Foundation and have committed $1 million to its sister organisation, The St.George Foundation, every year for the next six years. Substantial donations were also made by the Group to the relief appeals for the Christchurch earthquake and Pakistan floods, as well as a $2 million contribution matching employee charity donations.The Westpac Group continues its long and proud association with The Salvation Army. Having supported the Salvos for over 100 years, the Group is now working with the organisation on new initiatives that will further deepen this important partnership in 2011 and beyond. I am also pleased that late in 2010 we announced that the Group has commenced a new partnership with Mission Australia, with the aim of helping to address family homelessness and deliver more affordable housing across the country over the next decade.The Westpac Group is very proud of its 130 year association with The Westpac Foundation. We recognise the important role The Foundation plays in the community and look forward to continuing our strong relationship through staff volunteering and operational support.

Gail Kelly CEO, Westpac Banking Corporation

Gail Kelly

BighART Gold


Trustees Q&A

Q: What is your motivation for being part of The Westpac Foundation?

A: “I believe that companies like Westpac owe a great deal to the communities they serve. The Westpac Foundation is an important part of our commitment to the community. Over the years The Foundation has provided valuable support to organisations and people who make a real difference in the community. It’s an honour to be able to be part of that.”

Q: What do you see as the future for The Foundation?

A: “The Foundation is there to make a positive difference to the lives of people in disadvantaged communities. By continuing to successfully select and support organisations with innovative ideas that will make a difference, we will achieve that aim. The future should see us continue to ensure we have plenty of funds under management to support innovative programs.”

Jon Nicholson, Chief Strategy Officer, Group Strategy and M&A, Westpac Banking Corporation

Paul Verschuer, Managing Director, FX and Commodity, Westpac Institutional Bank

Trustees

Our Trustees share their insights into the Westpac Foundation’s support in the community


Rescue Services Page 5Trustees Q&A Page 5

Q: What is the relationship between The Westpac Foundation and The Westpac Group?

A: “The Westpac Foundation and The Westpac Group have enjoyed a close relationship since The Foundation’s inception in 1879. Whilst The Foundation is a separate entity to The Westpac Group, The Foundation receives operational support from People and Performance, Group Secretariat, BT Financial, Tax and Legal. The Westpac Group’s Sustainability & Community, Social Sector Banking and Financial Education teams provide additional support to funded organisations through organisational mentoring, volunteering, tailored financial solutions for not-for-profit organisations and financial education.”

Q: Why does The Foundation focus on projects that promote Social Enterprise?

A: “Social Enterprise provides an organisation with the opportunity to add to their financial stability through a commercial venture which aligns with their social goal. It is also an empowering experience for the individuals involved to realise they have the skills to provide a service someone is prepared to pay for – providing a new source of self-worth.”

Q: Why do you believe The Foundation has a focus on education and youth leadership?

A: “Disadvantage often creates a culture where hopes and dreams are easily quashed. Education, social engagement and leadership training provide the skills to change these circumstances, offering youth an alternative view and the opportunity to revitalise their dreams.”

Lynne Carter, Head of Collections, Strategy & Transformation, Westpac Banking Corporation

Alex Holcomb, Group General Manager, Working Capital Solutions & Asia, Westpac Banking Corporation

Rod Jackson, Chief Financial Officer, St.George Bank

CuriousWorks


Westpac Foundation

In 1879 one man’s generosity created a legacy that has grown and changed into a broad reaching charitable trust. 12 years ago The Buckland Fund became The Westpac Foundation, beginning a new chapter in the life of one of Australia’s oldest corporate foundations.

The Westpac Foundation, originally known as The Buckland Fund, was established 131 years ago with £1000 by Thomas Buckland.

The fund aimed to help the families of deceased bank officers who found themselves in difficult financial circumstances.

Over the years The Bank also contributed to the fund and in July 1999 The Buckland Fund was expanded into a modern charitable trust that could benefit both those associated with The Bank and the wider community.

The name of the fund was changed to The Westpac Foundation, which reflected the historical link with The Bank, and the broader role the new entity would now play in the community.

In the last 12 years the Foundation has distributed over $21 million in grants to not-for-profit organisations.Each year The Foundation invests in programs, aligned with its funding priorities, provided by not-for-profit organisations with deductible gift recipient (DGR) status throughout Australia, while retaining its original commitment to the relief of financial hardship of retired Westpac Group staff.

Who was Thomas Buckland?

Thomas Buckland was born in Kent, England, in 1814 and migrated to Australia at about age 16.

In 1861 he became partner with Sir Daniel Cooper at the firm Cooper and Holt in Sydney. On Cooper’s resignation from the board of the Bank of New South Wales when he left for England in April 1861, Buckland was elected to succeed him as Director. He became President of The Bank of New South Wales in 1886 until 1894 when he vacated the position because of increasing deafness.

As a director of The Bank, Buckland played an important role in its steady expansion in size and strength, and in 1879 stood in for the General Manager for a period of time. For his services he was voted a gratuity of £1000, which he applied to establishing The Buckland Fund for the benefit of the bank’s staff or their dependants in cases of distress.

Page 6 The Westpac Foundation


About Us


Our history

• 1879 Thomas Buckland established The Buckland Fund with £1000

• 1896 Additional contribution of £500 by Thomas Buckland

• 1988 Fund formalised by Supreme Court

• 1999 Expanded into modern charitable trust – The Westpac Community Development Fund

• 1999 Division into Not-for-profit Grants & Financial Hardship Grants

• 2000 Renamed The Westpac Foundation

• 2001 Targeted social and community welfare and education

• 2003 Further focus of grants for early intervention and education

• 2006 Focus on creating and sustaining social enterprises in disadvantaged communities

• 2009 Celebrating 10 years as The Westpac Foundation

• 2010 Celebrating distributing over $21 million in grants

...and 131 years of assisting those in need.

The Song Room


About Us

Our objectives and values

The Westpac Foundation’s goal is to be a catalyst for the improvement of community wellbeing in Australia.

The Westpac Foundation is committed to distributing the income derived from our trust’s investments to: • Retired Westpac Group staff and their dependants if

they are experiencing financial hardship• Innovative social programs run by not-for-profit

organisations.

By supporting innovative social programs, we aim to:1. Enhance the financial capacity of social and community

enterprises that address disadvantage through programs that focus on:a. Youth and families at risk b. Youth leadershipc. Education and employmentd. Financial inclusion

2. Increase the effectiveness and social impact of the enterprises and programs we fund

3. Ensure the sustainability of the social and community enterprises we support

4. Increase the overall capacity of the not-for-profit sector.

Page 8 The Westpac Foundation

CuriousWorks


Rescue Services Page 9

Funding Priorities

In the past 12 years, the funding priorities of The Foundation have become more targeted, moving from a general focus on social and community welfare and education, to programs particularly directed towards early intervention, literacy and numeracy, and addressing the causes of social problems in disadvantaged communities. In 2006 we redefined our focus to include projects which create and sustain social enterprises in disadvantaged communities. This was driven by a strong desire to ensure that the projects supported by The Foundation continue long after The Foundation’s funding support has ceased.

Priority is given to programs that:

• Innovate, with a new approach to problems

• Prevent, by focusing on addressing the causes of problems

• Collaborate with other organisations

• Evaluate their processes, outcomes and impacts

and are:

• Financially sustainable in the long-term

• Scalable and replicable.

Funding is allocated to a range of projects addressing a variety of social issues such as financial inclusion, education, employment, poverty, homelessness, mental health, disability, racism, juvenile justice, substance abuse and addiction, to name a few.

Our Grant Structure

The Foundation provides grants in three tiers:

Tier 1First tier grants are significant grants of up to three years duration to organisations and projects that are multi-state or national in scope.

Tier 2Second tier grants are of one to two years duration and provide seed funding for new or relatively new programs/social enterprises.

Tier 3Third tier grants are for the purpose of capacity building within the not-for-profit sector. Projects are aimed at the sector as a whole rather than building capacity within one particular organisation.

What is Social Enterprise?

There are several definitions of social enterprise, but broadly speaking it refers to a socially oriented organisation that addresses a social problem through establishing an entrepreneurial commercial enterprise where profits are reinvested back in to the organisation to help achieve its social purpose. This approach promotes financial sustainability for the organisation by reducing or eliminating its reliance on traditional not-for-profit funding, such as philanthropic donations and/or government funding.

What are some examples of Social Enterprise?

Social enterprise can be found in almost any business sector in Australia. Some examples of social enterprise include; employment of a particular disadvantaged group such as people with disabilities, co-operative social enterprises such as child care or food co-ops, community enterprises that address identified service needs in a community such as employment and training services, community development finance institutions that provide finance to organisations that struggle to secure finance through mainstream channels, charitable business ventures that generate income for reinvestment in social programs such as charity recycled clothing shops or fair trade, and social enterprises that pay fair prices for products and services that are on-selled to consumers.

Source: Social Traders website www.socialtraders.com.au/ about-social-enterprise

The Westpac Foundation Page 9

Waltja Tjutangku Palyapayi


About Us

Rescue Services Page 10Page 10 The Westpac Foundation

Our effectiveness

Increasing the effectiveness and social impact of funded programs

A feature that differentiates The Foundation’s approach is that we also provide non-financial support to the organisations we fund to enhance their long-term sustainability and effectiveness.

The Foundation offers not-for-profit organisations the opportunity to participate in training workshops that deal with not-for-profit sector specific issues, including:

• Project design, evaluation and measuring social impact

• Financial management

• Strategic planning

• Leadership and ethics.

By providing knowledge and training to not-for-profits, The Foundation is building the capacity of these organisations with the aim of helping to create programs that continue to positively impact communities long after The Foundation’s funding ceases.

“The highlight of The Foundation’s non financial support has been the Logical Framework Workshop. This was a valuable training program and has assisted our future funding application preparations and project planning. We have a simple and useable model to manage and monitor projects. The workshop was also valuable for networking with other not-for-profits to establish mentoring relations and be inspired by people and their projects.” – Sean Powell, Partnerships Manager, Outward Bound



Increasing the capacity of the not-for-profit sector

The Westpac Foundation supports programs that aim to increase the capacity of the not-for-profit sector as a whole. One such example is the ‘Building Social Entrepreneurship Capacity in Australian Community Organisations’ program funded by The Foundation in 2007. The Westpac Foundation provided a three year grant to The Australian Centre for Philanthropy and Nonprofit Studies (ACPNS), Queensland University of Technology (QUT), for a research and modelling project that sought to provide an evidence base for Australian social enterprise and social entrepreneurship, and develop tools for community organisations to encourage them to utilise social enterprise as a means to sustainability.

In 2010, Professor Jo Barraket and her team completed the ‘Finding Australia’s Social Enteprise Sector’ (FASES) report, which sought to define social enterprise in the Australian context and examine the social and business activities of organisations within the field.1 The FASES report is the first research of its kind in Australia that attempts to capture the scope of a largely undocumented sector. The research indicated that the social enterprise sector in Australia is mature, diverse, innovative and sustainable, with an estimated 20,000 social enterprises in existence today.2 Whilst the FASES research sheds light on what social enterprises do, more research needs to be conducted on how social enterprises operate, and the impacts of their activities. The FASES report can be found at www.socialeconomy.net.au

The ACPNS team has also developed the ‘Social Enterprise Wiki’, a tool that provides resources for both practitioners and researchers working in the areas of social enterprise, social entrepreneurship and social innovation. These include original resources developed by ACPNS, as well as relevant news, tools, policy developments and events from Australia and around the world. The wiki can be found at wiki.qut.edu.au/display/se

1 “Finding Australia’s Social Enterprise Sector” Third Sector Magazine, October 20102 “Social Enterprise in Australia: a preliminary snapshot” Finding Australia’s Social

Enterprise Sector, June 2010

The Social Studio


About Us

Rescue Services Page 12Page 12 The Westpac Foundation

Working with The Westpac GroupWhilst The Foundation is a separate entity that makes its funding decisions independently of The Westpac Group, the two entities enjoy a close working relationship, sharing resources in order to maximise the scope of support offered to community organisations.

Westpac has a long history of corporate responsibility and community involvement reflected through its organisational mentoring, volunteering, ‘Matching Gifts’ and ‘Matching Loans’ programs, financial education workshops, sponsorships and a number of community partnerships.

Westpac has developed partnerships with a number of Westpac Foundation funded organisations. Some recent examples include:

World Education AustraliaSpecialising in microfinance, financial literacy, and livelihood development programs, World Education Australia has developed Good Return, an innovative online social enterprise that connects Australians with women who need micro loans to start or grow their business. The Good Return program provides more than a loan; it offers an online loan portal enabling Australians to provide micro loans to those in need, provides capacity building for partner microfinance institutions (MFIs) as well as financial literacy and business training for clients.

The Westpac Foundation provided funding to World Education Australia in 2007 for the development of Good Return’s microfinance loan portal, which allows users to select borrowers they wish to assist and provide loans directly to the chosen recipient. Lenders can lend or donate amounts from $25. When the loan is repaid, the lender can get their money back or keep re-lending the funds to help even more people.

World Education Australia



donations to Many Rivers ‘dollar-for-dollar’ through its workplace giving program, ‘Matching Gifts’.

“To boost financial literacy, we also give our micro borrowers access to Westpac’s Financial Education Programs to support their financial knowledge over the long-term”, said Sinclair Taylor, Westpac’s Head of Financial Education. He added that the partnership holds a central aim of providing disadvantaged borrowers with access to a “real loan, from a real bank”, as well as ongoing support, moving them from small to larger loans as their businesses grow.

In the long-term, successful Indigenous borrowers will be able to graduate into the Indigenous Capital Assistance Scheme (ICAS), an Australian Government initiative provided by Westpac, with loans of $20,000 - $500,000 at subsidised interest rates.

“Poverty and financial exclusion is very real in this country - particularly amongst Indigenous Australians”, said Sinclair. “Because of poor credit history, low income or unemployment, and a low asset base, there is limited opportunity for disadvantaged individuals to access mainstream bank funding”.

Westpac’s Sinclair Taylor, Head of Financial Education & Peter Hanlon, Group Executive, People & Transformation, present a cheque to Peter Cadwallader, Chairman of Many Rivers Microfinance

“Our partnership has funded the start-up or expansion of primarily regional based micro enterprises - the likes of which are currently rare in regional Australia and even rarer amongst our Indigenous population”, he said. “This is a great example of our commitments to sustainability and to Australian communities. The program provides financial inclusion to marginalised individuals and access to credit in a safe, supportive and fair manner”.

To find out more about Many Rivers Microfinance, please visit www.manyrivers.org.au

For more detail about Westpac’s corporate responsibility approach, please visit www.westpac.com.au/corporateresponsibility

This combination of loans, literacy and sustainable livelihoods training creates long-term opportunities that empower the women to change their lives – forever. Borrowers can use the funds to start or expand their own business. This allows them to generate more income, support their family, educate their children, and lift themselves out of poverty.

Since receiving funding from The Westpac Foundation, the Good Return program has been endorsed by Westpac and every loan given by a Westpac Group employee is matched ‘dollar for dollar’ by The Westpac Group.

Keryn Myers, Head of Financial Inclusion at Westpac has said of the Good Return program “Good Return is more than a loan....the staff work with the local Microfinance Partner to deliver basic literacy, financial literacy and livelihood development workshops to empower the women. Many girls in the developing world do not get the chance to attend school, or if they do it is often not long enough for them to read and write well”.

“Every woman helped in this way can start or expand their business which creates a benefit to their family and their community. It is the most effective and comprehensive form of financial assistance I have ever seen and meets a real need in these communities” says Keryn.

Of Westpac’s commitment to the Good Return, Keryn says “the strength of the relationship with Westpac is evident in the number of staff who provide loans, which Westpac matches dollar for dollar. Westpac were the first bank to match staff microfinance loans.”

Good Return has also received volunteering support from Westpac staff. “We are very thankful for the great support that we have received from the employees at Westpac. The team is very generous with their time and advice across many different areas such as marketing, media, and customer experience. We were also very fortunate to have one of the Westpac employees seconded to Good Return to assist with setting up and documenting the operations process” says Guy Winship, World Education Australia’s CEO.

To find out more about Good Return, please visit www.goodreturn.org

Many Rivers MicrofinanceMany Rivers Microfinance is a microenterprise development organisation that exists to help marginalised Indigenous and other Australians to improve their circumstances through the provision of microenterprise development support. Many Rivers was funded by The Foundation in 2009 and has also developed a strong relationship with Westpac.

Westpac now provides access to mainstream banking by offering micro business loans to Many Rivers’ clients. Many Rivers writes unsecured loans valued between $500 and $20,000 on Westpac’s behalf and passes the loans directly on to disadvantaged individuals. Loan origination, credit approval and documentation have been outsourced to Many Rivers, providing an innovative approach to the delivery of micro credit in Australia.

In addition to funding these micro loans, Westpac committed to donating $1 million over five years from 2010 towards the organisation’s operating expenses and will match employee


Youth – Case Study

Inspire FoundationTough times are a normal part of life, but many young people do not have the knowledge, skills and support to get through them.

The Inspire Foundation helps young people lead happier lives. By combining technology with the direct involvement of young people, Inspire delivers innovative online programs that improve young people’s mental health.

The ProjectWith suicide being the leading cause of death among 14-25 year olds, alongside road and traffic accidents, mental health is a priority issue for young Australians. Evidence shows us the instance of mental health difficulties is highest among those experiencing social and economic marginalisation. In Australia, this includes young people who are Indigenous, from culturally and linguistically diverse backgrounds, young carers, same-sex attracted and/or gender diverse young people, young people with disabilities and young people from low socio-economic backgrounds.

Inspire’s CEO, Jonathan Nicholas, says “Inspire’s Youth Action Project is specifically designed to engage marginalised young people in programs that will create social connection and strengthen civic engagement – key factors in the prevention of mental health difficulties”.

The Youth Action Project engages young people aged 14 -25 in Tasmania, the Northern Territory and Western Australia. In partnership with youth services, the project delivers face-to-face Youth Action Workshops, which aim to increase young people’s confidence, skills and awareness of how to take action. Participants are guided through creative activities to identify issues that are important to them and explore different ways of ‘taking action’. Participants brainstorm strategies and formulate plans to implement short ‘action projects’ over a 3-6 week long ‘online action challenge’. During this time they also document their

Case Study Youth


Youth – Case Study Page 15

The Facts:

Inspire Foundation’s Youth Action Project

Located: National

Foundation Funding: Tier 1 $300,000 over 3 years from 2008

Purpose: to increase young people’s confidence, skills & awareness of how to take action

Social Enterprise Aspect: innovative process equips young people with skills to initiate new self-led projects within their communities

More: www.inspire.org.au

Inspire Foundation


Youth – Case Study

experiences of ‘taking action’ online via blogs, stories, photo galleries, profiles and multimedia pieces.

The Youth Action Project is structured around a leadership development model called VEPAR. This model comprises of five stages that participants move through when taking action – Vision, Empower, Plan, Act and Reflect. The participant moves from identifying issues and visualising their desired change, empowering themselves by drawing on their existing strengths and interests, planning a tangible and achievable project that contributes to their vision for change, putting their plan into action, reflecting on their achievements, to then returning to visualise their next desired change.

Making an impactSince 2007, over 572 marginalised young people across Australia have benefited directly through workshop participation. Participants have gained skills that will enable them to identify issues of importance, develop action plans and strategies for addressing these issues, and share their experiences in a safe online environment.

Post workshop evaluations have shown that over 82% of participants confirmed their skills to take action increased, almost 75% of participants stated their confidence to take action increased and 81% of participants have a more positive attitude towards taking action post participation.

A participant from Northern Territory has said “I am very proud to have been a part of the Youth Action Project this year. It has given me a new outlook on how I can change my life and not to mention equipped me with all the essential skills”.

In 2010 alone, Inspire established collaborative partnerships with 24 organisations operating in Western Australia, Northern Territory and Tasmania. Over 165 professionals working with young people and the youth sector more broadly also benefited from professional development training, resources and community engagement seminars. These activities increased their capacity to work with young people to promote and support civic engagement and social connection through technology.

Where to from here?Inspire will continue delivering action workshops, community engagement seminars and “train the trainer” workshops on a larger scale. Further development of additional project elements will also be a focus, including adapting the action workshop model and resources for use within educational settings such as schools and universities.

Inspire’s CEO, Jono Nicholas, says of the exciting year ahead “We aim to have the peer facilitation model and resources replicated in Inspire Foundation’s programs more broadly. In 2011, moblogging will also be trialled by the University of Western Sydney and Murdoch University through the Youth Action Project.”

Moblogging, ‘blogging on the run’, involves the use of the photo, video and audio capture capabilities of mobile phone technologies to create and edit content that can then be sent direct to a mobile weblog (moblog) from the mobile phone. Early evidence suggests moblogging is an effective way to enhance the community engagement of young people from lower socio-economic backgrounds, as well as migrant groups.

Inspire Foundation


Case Study Indigenous

Indigenous – Case Study Page 17

NPY Women’s CouncilImproving life on the lands for women and children

Complex social and political circumstances have given rise to the social problems experienced by Indigenous people living in communities across the Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Lands. In order to address these issues, NPY Women’s Council created Tjanpi Desert Weavers, an arts based social enterprise which aims to empower women in the NPY region through the provision of meaningful and culturally appropriate employment in their homelands.

The ProjectTjanpi Desert Weavers (Tjanpi meaning ‘dry grass’) was initiated by NPY Women’s Council in 1995 in response to an expressed and documented need by Anangu women for meaningful and culturally appropriate employment in their homelands so that they could better provide for their families.

Tjanpi Desert Weavers is in part a market intermediary, buying and selling fibre art, but it also provides artistic and skills development opportunities, facilitates cultural strengthening, inter-generational learning, and links artists with essential health and welfare services. Tjanpi Desert Weavers purchases fibre art works directly from the artists and then on-sells the artwork directly to galleries and wholesalers. Tjanpi Desert Weavers promotes and sells the work nationally and internationally, and manages a growing exhibition and workshop program, always seeking to increase the returns to the artists. Payment for even small works is often enough to feed the children, buy blankets, or pay for medication.

Making an Impact Tjanpi provides a means to address the profound problem of unemployment and lack of job opportunities and career pathways in some 28 remote communities. Fibre art is a culturally appropriate and meaningful activity, stimulating group trips to country to collect grasses, visit cultural sites, perform ‘inma’ (traditional dances) and collect bush tucker and medicine,

NPY Women’s Council


which contributes immensely to the artists’ well-being. Children accompany their mothers, aunts and grandmothers on these trips, providing invaluable opportunities for traditional knowledge to be transmitted, language and culture to be maintained and the strengthening of cross-generational activity and communication.

“Tjanpi is a successful example of Indigenous women taking control of their lives by creating an enterprise for women living on the Ngaanyatjarra Pitjantjatjara and Yankunytjatjara Lands, to earn income that brings economic, artistic, social and cultural benefits” says Michelle Young, Manager of Tjanpi Desert Weavers.Since 1995, Tjanpi has evolved to the stage of supporting more than 350 Indigenous women across 350,000 square kilometres of the central and western desert region of Australia. It has established a national reputation for artistic excellence, innovation, cultural integrity and quality in fibre art. In 2005, Tjanpi was launched onto the national arts scene through winning the major prize at the Telstra National Aboriginal and Torres Strait Islander Arts Awards with the now famous Tjanpi Toyota – a major collaborative work by a group of weavers from Papulankutja.

Where to from here?The Westpac Foundation provided a Tier 1 grant to Tjanpi Desert Weavers in 2010 to support the development of local and national sales and marketing strategies and their implementation, and the employment, professional development and training of sales, marketing and Indigenous staff. The grant will help to build Tjanpi’s capacity to effectively use the media, to better promote its work and processes, and expand its audience and diverse product and customer base.

The grant will also support research and development of new income streams to build the economic stability of Tjanpi Desert Weavers, and increase the financial returns, well-being and artistic opportunities for the artists.

“It has been wonderful to secure funding from the Westpac Foundation as we have a greater capacity to ensure we are a sustainable social enterprise activity of NPY Women’s Council, share with the wider Australian community the activities and achievements of Tjanpi and extend our benefits deeper and wider across the NPY Lands” says Michelle Young, Manager of Tjanpi Desert Weavers.

Page 18 Indigenous – Case Study


Indigenous – Case Study Page 19

The Facts:

NPY Women’s Council’s Tjanpi Desert Weavers

Located: NPY Region (NT, SA, WA)


Purpose: to provide meaningful and culturally appropriate employment to women in the NPY region

Social Enterprise Aspect: fibre art works purchased directly from artists then on-sold to galleries and wholesalers

More: www.tjanpi.com.au

NPY Women’s Council


Tier 1 – Summary

Summary of Tier 1 GrantsDjarragun EnterprisesThe Djarragun Enterprises transition to work program gives Indigenous young people the opportunity to work in a Djarragun Enterprises small business, where they are able to learn the habits of work and acquire new skills, and are supported in the process of transitioning from employment with Djarragun Enterprises to a job in the mainstream labour market.

World Education AustraliaWorld Education Australia has developed an online loan portal “Good Return” that enables people to provide micro-finance style loans to low income Australians. The project has a particular focus on Indigenous needs as well as disadvantaged individuals in Asia-Pacific countries.

Feral ArtsFeral Arts’ Digital Landcare project is designed to assist rural and regional communities across Australia make better use of their knowledge and improve their viability and sustainability in economic, environmental and social terms. This knowledge is shared via a digital storytelling system called Placestories, enabling local communities to connect with a much broader network.

Human Ventures LimitedHuman Ventures is a social enterprise with a focus on creating opportunities for young people through economic participation and socially responsible enterprise. The Westpac Foundation supported the creation of The Centre for Social Change and Entrepreneurship, a national and regional centre for excellence and innovation in social enterprise, with a particular focus on Indigenous and young people.

The Smith FamilyThe Smith Family’s Technology Packs offer disadvantaged families the opportunity to engage more fully in society through the provision of a subsidised computer, internet access, ICT training and the ‘Learning for Life’ program. These programs break down the barriers caused by a lack of understanding or access to Information Technology. The national coordination and delivery of the program across 12 communities in Australia was supported by the Foundation.

Outward BoundOutward Bound’s ‘National Aspiring Leaders’ program seeks to develop a group of young leaders around Australia who have the ability, skills, values and attitudes to derive change in their communities. The program enables youth from disadvantaged backgrounds to experience outdoor adventure and put leadership qualities into practice within their community.

Pathways FoundationThe Pathways Foundation is a national harm prevention charity that assists young people make the fundamental emotional shift from being a child to becoming a young adult by providing contemporary, community based Rites of Passage. The goal of the “Pathways Regionally and Economically Disadvantaged Expansion Project” is to strengthen the scope and reach of programs to ensure more children and carers from economically and regionally disadvantaged areas can benefit from attending a Pathways program.

WorkVenturesWorkVentures’ “PCs into Homes” initiative aims to enhance the social and economic opportunities for Indigenous communities by increasing ownership and access to personal computers. The initiative addresses the barriers to access by delivering partly-subsidised personal computers to Indigenous people and establishing permanent PC distribution centres in communities where Indigenous people can purchase computers at low cost.

Beyond EmpathyBeyond Empathy is a vibrant Community, Arts and Cultural Development organisation that creates innovative works of art that generate reflection and dialogue on social issues and encourage new audiences to engage with and participate in the arts. Beyond Empathy received grants in 2006 and 2009 to further strengthen its work in providing arts-based intervention programs to help people to move along the learning, development and employment pathway.

The Song RoomWith support from The Westpac Foundation, The Song Room has successfully delivered a “National Implementation Project” to engage young people at risk through the creative arts. This support has enabled The Song Room to strategically develop music and creative arts programs to improve educational and social outcomes for disadvantaged children and youth in targeted schools and communities across Australia.

Foundation for Young AustraliansThe ruMAD? (are you making a difference?) program focuses on empowering youth from lower socio-economic regions to actively participate in school and hence improve their desire to learn and their ability to achieve as a result. The Westpac Foundation supported the growth of the program through the pilot of a schools’ social enterprise program.

NPY Women’s CouncilSee profile on page 17

Inspire FoundationSee profile on page 14


Refugees – Case Study Page 21

The Social Studio

“People are our biggest asset. We invest in our people. Everything is structured around supporting the people who give life to the Studio and the result is a dynamic and exciting enterprise that is constantly evolving in wonderful ways.” Grace McQuilten, Founder and CEO of The Social Studio

The ProjectThe Social Studio provides dynamic vocational training through the design, production and sale of clothing created from the talents of young refugee communities in Melbourne, Victoria. There are four key social problems addressed by the project; barriers to education, high levels of unemployment, lack of community engagement and social isolation. The Studio addresses these problems by developing work skills, confidence, English language competency and social connection in a fun and creative setting.

The pilot project of the Studio is Remixed Design, a clothing label that transforms remnant fabrics and garments from the fashion industry into new designs. The Social Studio is the first social enterprise of its kind and offers great opportunities for participants in the fashion industry. Grace McQuilten, Founder and CEO of The Social Studio, says “The Social Studio actively builds the capacity of talented youth by providing a fun and empowering setting for vocational training, pathways to employment, education and a strong foundation of community support.”

Making an Impact Remixed Design has achieved a great deal since its launch in December 2009. The Social Studio now boasts an operational fashion design studio, a dedicated retail outlet and café, and more than 15 trainees. The project has created educational opportunities for over 60 young people, including TAFE courses in partnership with RMIT’s School of Fashion. Already ten students have graduated from Certificate II Clothing Production and six students have gained employment in the fashion industry.

The Social Studio has raised over $100k in sales revenue, produced over 1000 garments and accessories, and has saved hundreds of garments from ending up as landfill.

“I feel like it is so helpful to me. I feel so encouraged. Because once I’m encouraged to do my job, that’s going to motivate me to be able to do my job better. That’s what I dream about every day. I feel that is my dream – to have my own business. I wish to be a designer” says Abuk, a Remixed Design Trainee.

Where to from here?Over the next two years, The Social Studio aims to triple its retail revenue, double employment and training opportunities at its Collingwood site and expand its mobile pop-up shop operations.

The Social Studio hopes to see the expansion and replication of the Remixed Design model in various community contexts where there is a strong need. “The Social Studio’s vision is to empower a generation of young people to achieve their dreams through innovative design projects, and to have an impact on mainstream perceptions of the talents of newly arrived and emerging migrant communities in Australia,” says Grace.

Case Study Refugees The Facts:

The Social Studio’s Remixed Design Project

Located: Melbourne, VIC


Purpose: develop work skills, confidence, language competency and social connection for young refugees

Social Enterprise Aspect: clothing designs are sold commercially

More: www.thesocialstudio.org

The Social Studio


Youth Justice – Case Study

YMCA Victoria

Young people in trouble need someone to believe in them. They need mentoring, positive role models and a supportive environment. The ReBuild Project empowers young offenders trapped in the recurring cycle of crime, poverty and imprisonment, to rebuild their life through social and economic engagement in their community.

The ProjectReBuild is an initiative of YMCA’s The Bridge Project that builds on its work with young offenders, which began back in 2006. Youth justice is an important issue, with over 55% of young people held in youth justice centres re-offending and 57% having trouble finding employment once released. The highest risk period for re-offending is in the first year after release and The Bridge Project addresses this issue through the provision of programs that give young people a better chance for a successful transition back into the community after release.

The ReBuild social enterprise provides a platform for responding to young people with complex needs who need more support, flexible part-time work options and more hands-on training through a fee-for-service maintenance business that employs youth offenders. “We aim to provide a close knit, supportive environment to build self esteem and build skills and after a few weeks, they start to view their future positively, for some, for the first time in their life” says Sherilyn Hanson, Manager and developer of YMCA’s ReBuild & Bridge Project.

Making an Impact Since its launch in May 2010, ReBuild has developed into a quality facility maintenance business, providing services to a core group of 25 supportive customers. It has provided work for 10 young people, a number of whom have successfully transitioned into ongoing employment. The ReBuild crew are actively involved in all aspects of the growth of the business, including sales, quoting and setting work schedules.

One crew member has said of the program “I want to move forward with my life, I don’t want to do no more trouble, I’m sick of it. I want to make my parents proud. ReBuild has helped me feel confident talking to people, I have people I can talk to, who can give me advice”.

Additionally, all crew members have successfully obtained Level II First Aid, White Card and Level I OH&S certified training since their involvement with ReBuild. More importantly for the community and their families, none of the participants involved in the program have re-offended.

Where to from here?ReBuild continues to improve and modify its business model, expanding its services and opportunities for young participants.

YMCA Victoria plan to commence a second crew in late 2010 and have four active crews, employing up to 30 young men and women involved in youth justice, by the end of 2011. Due to the generous support of the Metropolitan Fire Brigade in Melbourne, ReBuild will have a dedicated training space and workshop in a disused fire station by early 2011. With the continuing support of its community and funding partners, the ReBuild project will continue its important work of addressing the issue of youth re-offending through rebuilding lives.

Case Study Youth Justice The Facts:

YMCA Victoria’s The Bridge Project – ReBuild


Foundation Funding: Tier 2 $100,000 over 1 year in 2009

Purpose: help youth offenders rebuild their lives through social and economic engagement in their community

Social Enterprise Aspect: fee-for-service maintenance business employing youth offenders

More: www.bridgeproject.ymca.org.au

YMCA Victoria


Homelessness – Case Study Page 23

STREAT

Stopping youth homelessness requires more than stable housing. It also requires support, skills and the opportunity to get a real job. STREAT stops homelessness the delicious way, by providing homeless youth with a supported pathway from the street into careers in the hospitality industry.

The Project

STREAT run a six-month training program in collaboration with the William Angliss Institute of TAFE, where formerly homeless young people learn hospitality and barista skills. As part of their training, participants work in mobile street cafes located throughout Melbourne’s CBD, the profits from which are reinvested back in to STREAT’S training program. STREAT also provides holistic, individualised case management, life skills and a creative voice program, all with the aim of improving the trainees’ life skills and confidence so that they are equipped to enter mainstream society upon graduation from the STREAT program.

STREAT’s CEO Rebecca Scott founded the organisation with the belief that change can be brought about in the marketplace. As she says, “You’ll devour over 80,000 meals in your lifetime and not even remember most of them. Few, if any, will be life-changing for someone else. That’s something we can change together. We’re trying to ensure that every mouthful of our food brings about the most social change possible.”

Making an Impact

A predictive Social Return On Investment study estimates that for every $1 invested in STREAT, over $3.80 of social value will be created. STREAT aims to transform over 40 young lives a year, with many of the graduates leaving STREAT to take up apprenticeships in hospitality.

One STREAT Trainee has said “My life has changed from not wanting to really go anywhere or do anything, to being out there and looking forward to going to work and being out all the time instead of staying home.”

One STREAT trainee who won the Harry Atkinson Special Commendation Award from Apprenticeships Plus, and is now working at Charcoal Lane in Melbourne, has said of the program:

“I am now 5 months through my 6-month course and have grown and changed so much mentally and physically. I feel like a stronger, more confident person who is 100% about what I love doing and my passion.”

Where to from here?STREAT is on track with its business expansion and plans to have eight Melbourne CBD-based sites by the end of 2013 which will not only ensure the organisation’s full financial sustainability, but also continue to provide a range of vibrant training and employment options for STREAT’s youth.

“It’s my belief that we can do so much better than the old welfare model. We can bring about real and lasting social change in the marketplace by running profitable enterprises” says Rebecca.“STREAT is building a fleet of profitable micro street cafes which achieve three goals of providing training, employment and the revenue stream to sustain everything long-term.”

Case Study Homelessness The Facts:

STREAT



Purpose: providing homeless youth with a supported pathway to long-term careers in the hospitality industry through social enterprise

Social enterprise aspect: profit generated from the street cafes where trainees work is invested in STREAT’s training program

More: www.streat.com.au

STREAT


Employment – Case Studies

Fair Business

People who have been unemployed for 12 months or more and have been excluded from work need personal support to acquire skills and greater self-esteem in the workplace before they can maintain a mainstream job. Many employers are unwilling or unable to invest the time and resources needed. Fair Business aims to provide long-term unemployed people with the opportunity to transition back in to employment through the Fair Repairs social enterprise.

The ProjectFair Repairs, an enterprise of Fair Business, is a sustainable and supportive trade-based employment operation that provides a soft-entry point back into the workplace for the long-term unemployed.

Currently operating in Campbelltown, Redfern and Nowra in NSW, Fair Business has partnered with Housing NSW, one of the largest providers of public and community housing in the world, and Spotless, a multinational property services company which holds the major contract with Housing NSW to provide repairs and maintenance in South Western Sydney. Funding from The Westpac Foundation will allow for the replication of the project in Wollongong, in the Illawarra region of NSW.

Recruiting public housing residents with an interest in semi-skilled trade-based work, Fair Repairs provides a supportive and integrated environment to get local people into real work for real pay in their own communities, working side-by-side with other staff. Fair Repairs also provides professional development and access to TAFE training programs and individual personal development plans designed to support, mentor and coach individuals to achieve their own goals.

“Unfortunately there is this widespread belief that people who are long-term unemployed are ‘dole bludgers’ and don’t really want to work. This is simply not true – we need to dispel that myth and demonstrate how people can and do turn their lives around if given the right kind of support,” says Alex Shead, Fair Business’ CEO.

Making an Impact After one year in development, Fair Repairs began operating successfully in Campbelltown and Nowra in September 2009. To date, Fair Repairs has employed, inducted and trained 72 people. 70% of these participants were previously unemployed for one year or more.

One trainee has said “It’s made everything a whole lot better. I can actually do things now without having to look in my pocket every time. I’ve actually got a career coming, that’s the way I see it. I’m willing to do anything for Fair Repairs and work hard to keep my new role.”

Where to from here?Fair Repairs has significant potential to be widely replicated in different locations around Australia, based on its successful partnership approach – a process which was recently completed in Redfern and will soon begin in Wollongong.

It is envisaged that, while still taking a partnership approach, Fair Repairs could be established across several centres around the country and through replication and expansion has the potential to employ hundreds, if not thousands, of less advantaged people. In doing so, Fair Repairs would not only give each of these people a future and dramatically change their lives, but would also positively impact their families and communities.

“I am always so surprised when I am asked how we find our employees. Entrenched disadvantage is right on our doorstep and business is the way that we should be driving social change,” says Alex Shead, Fair Business’ CEO.

Case Study Employment The Facts:

Fair Business’ Fair Repairs Social Enterprise

Located: NSW

Foundation Funding: Tier 2 $120,000 over two years from 2010

Purpose: provide real jobs with real pay for people experiencing significant barriers to employment

Social Enterprise Aspect: recruiting public housing residents in trade based paid work

More: www.fairrepairs.org.au

Fair Business


Capacity Building – Case Studies Page 25

School for Social Entrepreneurs The Facts:

Located: National


Purpose: provision of programs to support entrepreneurial individuals in establishing and growing social ventures

Social Enterprise Aspect: students pay a contribution fee and supporters provide bursaries to cover program costs

More: www.sse.org.au

The ProjectThe School for Social Entrepreneurs (SSE) Australia provides learning programs to enhance the effectiveness of Australia’s social entrepreneurs and their social ventures.

Based on the highly successful SSE in the UK, SSE Australia runs a nine month program in Sydney and Melbourne that is tailored to the learning needs of social entrepreneurs. SSE programs are non-academic and are based on a ‘learning by doing’ approach. Students gain practical business and life skills they can apply directly to their ventures.

Making an Impact Since launching in 2009 with support from The Westpac Foundation, SSE Australia has supported the development of 64 social entrepreneurs who have to date attracted $3.8 million in funding for their ventures and are responsible for creating 79 jobs and 360 volunteering positions in some of Australia’s most challenged communities. Graduates have reported increased confidence, networks and skills that have enabled them to bring their social ventures to life.

Where to from here?SSE is on track to deliver its unique learning program in Sydney and Melbourne to 200 social entrepreneurs by early 2013. Due to strong interest in other Australian cities, SSE is also looking to expand its reach and establish schools in Adelaide, Brisbane and Perth, as well as in regional and rural communities.

“By growing the SSE network in Australia we hope to create a strong national culture of social entrepreneurship as a means of tackling the root causes of our most pressing social challenges.” says Benny Callaghan, CEO of SSE Australia.

Australian Indigenous Leadership Centre The Facts:

Located: NSW


Purpose: foster emerging Indigenous leadership at all levels

Social Enterprise Aspect: harnessing the talents, perspectives and capabilities of emerging Indigenous leaders to establish a new dialogue

More: www.indigenousleadership.org.au

The ProjectThe Leadership Plus project, supported by The Westpac Foundation, will bring together 200 emerging Indigenous leaders from across Australia, each one a graduate of the pioneering Australian Indigenous Leadership Centre (AILC). These graduates will meet for the first time at the inaugural National Conversation on Indigenous Leadership in Sydney in July 2011. AILC is Australia’s only national provider of accredited Indigenous leadership training courses.

“After a decade of making change to hundreds of lives, we wanted to develop a national conversation,” Rachelle Towart, AILC’s CEO, has said. “This event will not only showcase the prodigious talent that can be drawn from Indigenous communities, but also provide a valuable space to build new bridges and support. This event promises to benefit hundreds of Indigenous communities across the country.”

Where to from here?The inaugural National Conversation on Indigenous Leadership will set a foundation for future discussions, personal development and action. Facing geographic dislocation and complex environmental challenges, emerging Indigenous leaders will need ongoing support and further opportunities to share and collaborate in order to build powerful, effective networks that can drive significant change.

“The best conversations do not end after a solitary meeting,” Rachelle Towart, AILC’s CEO, has said. “This first meeting will be the first of many that will deliver significant progress in empowering and enriching Indigenous communities across the nation.”

School for Social Entrepreneurs, 2010 Sydney Fellows Australian Indigenous Leadership Centre


Financial Hardship Grants

Financial Hardship Grants

The Westpac Group has a long history of providing grants to eligible retired employees of Westpac and their spouses and dependants on the basis of financial hardship.

The Foundation continues to meet this need today primarily through our relationship with the Westpac Retired Officers Club (WROC) who have branches in each capital city and a number of regional areas throughout Australia.

WROC supports the Foundation by informing their members of the Foundation’s eligibility criteria and purposes.

To be eligible for financial assistance, applicants must be:

• Retired from employment after completing 10 or more years of continuous service within The Westpac Group, or a spouse or dependant of same in the event of the death of a retired employee

• Experiencing significant financial hardship involving an inability to meet basic needs.

Financial assistance is available for specific purposes. Grants are primarily provided for the following categories:

• Medical expenses

• Nursing support

• Medical equipment

• Essential home maintenance.

The Foundation does not provide grants to supplement income or repay debts.

Financial hardship grants for retired Westpac Group employees.

Contact the Executive Officer, Westpac Foundation on (02) 8253 0923 to have a confidential discussion and to request an application form.

If you retired from Westpac Group after completing 10 or more years of continuous service, and are currently experiencing financial hardship, the Westpac Foundation may be able to help you.

About the Westpac FoundationThe Westpac Foundation, formerly known as the Buckland Fund, provides grants to eligible retired employees of Westpac Group and their spouses and dependants on the basis of financial hardship.

EligibilityTo be eligible for financial assistance, applicants must meet the following criteria, subject to assessment by the Foundation:

■ Retired from employment after completing 10 or more years of continuous service at Westpac Group, or a spouse or dependant of same in the event of the death of a retired employee.

■ Experiencing significant financial hardship involving an inability to meet basic needs.

Types of grantsGrants are provided for specific purposes primarily for assistance in the following categories:

■ medical expenses ■ nursing support ■ medical equipment ■ essential home maintenance.

The Foundation does not provide grants to supplement income or repay debts or loans.

How to apply

Any assistance provided will be at the discretion of the Trustees following review of your application.

© 2010 The Westpac Foundation ABN 58 972 867 380 204403 (11/10)

204403_foundation.indd 1 10/11/10 2:23 PM

Rural Living Image


Case Studies

* Names have been changed and circumstances generalised to protect privacy.

Helping our people

The Foundation was able to assist these retired Westpac Group staff when their limited financial capacity was unable to stretch any further.*

Due to a recently diagnosed medical condition Mr Jones has been advised by doctors to minimise the distance he walks. Mr Jones is the carer for his disabled child and this has effectively trapped him in his apartment, unable to get to the shops or medical services. The Westpac Foundation funded the purchase of a mobility scooter to provide Mr Jones with the independence to achieve day to day tasks.

Ms Burns retired from Westpac as a result of a permanently disabling medical condition. Since her retirement her condition has deteriorated leaving her in the care of a number of specialists and requiring long periods in hospital. In order for Ms Burns to continue receiving the necessary care The Foundation has assisted her with her medical expenses.

Losing your hearing is both scary and isolating. Mr Barker suffered hearing loss as a result of an unrelated operation and his hearing continues to deteriorate. His audiologist recommended a superior hearing system, however the system had a significant initial cost and a further hearing aid rebate was not possible at the time. The Foundation was able to assist Mr Barker with the costs associated with upgrading his hearing system.

In some cases a number of medical, housing and general living issues arise during retirement. Miss Graham lost her home over ten years ago then had to move from a second home due to abusive neighbours and during this period she suffered a number of health issues which incurred significant travel and medical costs. The Foundation has been able to assist Miss Graham over a number of years to manage these costs through the payment of health insurance premiums, essential home maintenance and medical equipment.

Financial Hardship Grants Page 27


Summary of Financials

Since 1999, the Foundation has funded 145 projects, awarding over $21 million to 117 not-for-profit organisations

Summary of Financials

Funds awarded by cause (1999–2010)

Funds awarded (1999–2010)

Projects funded (1999–2010)

Financial hardship grants to Westpac Group Retirees are provided according to individual circumstances. The Foundation provides approximately 30 grants a year with a typical grant value of $2,500.

$1

$2

$3

$4

$5

1999 2000 2001 2002 2003 2004 Year

2005 2006 2007 2008 2009 2010

Mill

ions

0

5

10

15

20

25

Projects funded

No.

of p

roje

cts

1999 2000 2001 2002 2003 2004 Year

2005 2006 2007 2008 2009 2010

Art 6%

Capacity Building 11%

Community 10%

Disability 3%

Employment 6%

Financial Inclusion and Responsible Money Management 3%

Indigenous 18%

Youth Leadership & Families at Risk 28%

Technology 3%

Medical 5%

Life Long Learning and Education 7%

BT Financial’s Neville Brown, Senior Midrange Analyst and Westpac’s Rob Coombe, Group Executive, Retail & Business Banking, support the International Day of People with Disability


Past Trustees Page 29

Past Trustees (since 1999)

John Uhrig, AO 1992 – 2000

Ian Harper, AM 1995 – 2002

Lance Bauer 1996 – 2001

Eve Mahlab, AO 1997 – 2002

Paul Anthony Keating 1998 – 2001

Pat Handley 1999 – 2001

Leon Davis, AO 2000 – 2007

Mary Ann Maxwell 2001 – 2003

Julie Rynski 2001 – 2005

Alan Walter 2001 – 2008

John Fairfax, AO 2002 – 2003

Llew Edwards, AC 2002 – 2005

Margaret Payn 2003 – 2006

Barry Capp 2004 – 2006

Helen Lynch 2005 – 2009

Richard Willcock 2005 – 2009

Noel Purcell 2006 – 2009


Not-for-profit organisations

Not-for-profit organisations supported by The Westpac Foundation since 1999

Organisation Project name Year of grant

Duration (years)

State Website

Australian Theatre for Young People

Kicking Up Dust – Sharing Indigenous Experience

2010 2 NAT www.atyp.com.au

Catherine House WorkNext Job Placement Service 2010 2 SA www.catherinehouse.org.au

Centacare Wilcannia-Forbes Social Enterprise and Social Entrepreneurship

2010 1 NSW www.centacarewf.org.au

Fair Business Fair Repairs – Acceleration and Growth Through Replication

2010 2 NAT www.fairbusiness.org.au

Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Women’s Council

Tjanpi Desert Weavers 2010 3 NT, WA, SA

www.npywc.org.au

NSW Service for the Treatment and Rehabilitation of Torture and Trauma Survivors (STARTTS)

Dance in Harmony 2010 2 NSW www.startts.org.au

Social Traders The Crunch 2010 2 VIC www.socialtraders.com.au

STREAT The scaling and replication of STREAT micro-enterprises within Melbourne

2010 2 VIC www.streat.com.au

Australian Indigenous Leadership Centre

National Conversation on Indigenous Leadership

2009 1 NAT www.indigenousleadership.org.au

Beyond Empathy Consolidation and Capacity Building - A pathway to deepening our practice

2009 3 National www.beyondempathy.org.au

Curious Works Urban Stories 2009 1 NSW www.curiousworks.com.au

Djarragun College Djarragun Enterprises 2009 3 QLD www.djarragun.com.au

Many Rivers Opportunities Indigenous Micro Enterprise Development

2009 1 NSW www.manyriversopportunities.com.au

Nundah Community Enterprises Co-operative

Most Disadvantaged Workers Project 2009 2 QLD www.ncec.com.au

The Benevolent Society Growing Communities Together 2009 1 NAT www.bensoc.org.au

The Social Studio Remixed Design 2009 2 VIC www.thesocialstudio.org

YMCA Victoria The Bridge Project – Rebuild 2009 1 VIC www.ymcavictoria.org.au

Activate Australia Springboard 2008 2 NAT www.activate.org.au

Australian Indigenous Mentoring Experience

AIME Sydney City Mentoring Program and Cross-cultural Training Workshop

2008 1 NSW www.aimementoring.com

Brotherhood of St Laurence Community Enterprise Development Initiative (CEDI)

2008 1 VIC www.bsl.org.au

Centacare Employment Group Working on it Enterprise Project 2008 1 QLD www.centacarebrisbane.net.au

Concern Australia Hand Brake Turn 2008 1 NSW/VIC www.concernaustralia.org.au

Finding Workable Solutions Establish Hard Waste Collection Service for Goolwa and Windmill Hill Salvage Yards

2008 1 SA www.fws.org.au

Galilee Community Organisation From Little Things Big Things Grow 2008 1 ACT www.galilee.org.au

Hope Street – Urban Compassion Cleaner’s With a Mission, Employment Training Program

2008 1 NSW www.hopestreet.org.au

Inspire Foundation Youth Action Project 2008 3 NAT www.inspire.org.au

Marist Youth Care Strong Young Mums Project 2008 1 NSW www.maristyc.com.au


Not-for-profit organisations Page 31


Duration (years)

State Website

Melaleuca Refugee Centre Establishment of a Cross Cultural Training Program

2008 2 NT www.melaleuca.com.au

Mulong Traditional Knowledge Revival Pathways Program(TKRP)

2008 2 NAT www.mulong.com.au

OASIS Youth Support Network Australia

Scaling for Social Impact: An Enterprise Portal to Support Homeless Young People

2008 1 NSW www.salvos.org.au/oasis

Odyssey House Odyssey Watch Us Grow Program 2008 1 VIC www.odysseyhouse.com.au

School for Social Entrepreneurs Establish a school for Social Entrepreneurs in Australia

2008 1 VIC/NSW www.sse.org.au

Sydney Community Foundation Enriching Sydney 2008 1 NSW www.sydneycommunityfoundation. org.au

Tasmanian Regional Arts Branching Out – New Connections and New Directions

2008 2 TAS www.tasregionalarts.org.au

The Infants Home Family Day Care Project 2008 1 NSW www.theinfantshome.org.au

Try Youth Learn, Connect and Sustain 2008 2 VIC www.tryyouth.org.au

Waltja Tjutangku Palyapayi Tjukurpa Tjutaku 2008 2 NT www.waltja.org.au

World Vision Australia Epenarra Arts Project 2008 1 NT www.worldvision.com.au

YWCA NSW Café Connect – Building a Stronger Community

2008 1 NSW www.ywcansw.com.au

Access Arts Crossing Divides – Gold Coast 2007 2 QLD www.accessarts.org.au

Australian Literacy and Numeracy Foundation

Refugee Action Support Partnership: Literacy Program

2007 1 NSW www.alnf.org

Company B Performance Alive! 2007 1 NSW www.belvoir.com.au

Cumberland Industries The Social Enterprise Centre Project 2007 1 www.cumbind.com.au

Far Social Enterprise Alchemy – A Graduate Training Program for the NFP Sector

2007 1 NSW/VIC www.farsocialenterprise.blogspot.com

Feral Arts The Digital Landcare Project 2007 3 NAT www.feralarts.com.au

Fitted for Work Growing a Social Enterprise to Support Disadvantaged Women

2007 2 VIC www.fittedforwork.org

Fred Hollows Foundation See My World 2007 3 NAT www.hollows.org.au

Foundation for Young Australians ruMAD? (are you making a difference?) 2007 3 NAT www.fya.org.au

Fundraising Institute of Australia Library Resource Centre Project 2007 1 NAT www.fia.org.au

Human Ventures Australia The Centre for Change and Entrepreneurship

2007 3 NAT www.human.org.au

Information & Cultural Exchange Create Media! Incubation Project 2007 2 NSW www.ice.org.au

Outward Bound Outward Bound Regional Community Program – Aspiring Youth Leaders Program

2007 3 NAT www.outwardbound.org.au

Pathways Foundation Pathways Regionally & Economically Disadvantaged Expansion Project

2007 3 NAT www.pathwaysfoundation.com.au

Queensland Police Citizens Youth Welfare Association (Beenleigh Branch)

Back on Track 2007 1 QLD www.beenpcyc.org.au

Somebody's Daughter Highwater Theatre – Stage 2: Breaking the Cycle

2007 2 VIC www.somebodysdaughtertheatre.com

Spectrum Skills for Life 2007 1 NSW www.spectrumbpd.com.au




Duration (years)

State Website

St Lucy's School Mixed Ability Creative Arts Program 2007 2 NSW www.stlucys.nsw.edu.au

The Australian Centre for Philanthropy and Nonprofit Studies, Queensland University of Technology

Building Social Entrepreneurship Capacity in Australian Community Organisations

2007 3 NAT www.bus.qut.edu.au/research/cpns

The Smith Family Technology Packs Project 2007 3 NAT www.thesmithfamily.com.au

Victorian Women's Housing Association

Social Housing Investment for Disadvantaged Women and their Children

2007 2 VIC www.vwha.org.au

Waverley Industries Hospitality Training Program 2007 1 VIC www.wavind.org

World Education Australia Online Loan Portal 2007 2 NAT www.worlded.org.au

Yirrkala The Mulka Project 2007 2 NT www.yirrkala.com

Aboriginal Employment Strategy School to Work Program 2006 1 NSW www.aes.org.au

Artsupport Australia Capacity Building for Australian Arts Organisations

2006 1 AUS www.australiacouncil.gov.au/philanthropy/artsupport_australia

Beyond Empathy The BE Way 2006 3 NSW/NT www.beyondempathy.org.au

BoysTown Boystown Enterprises 2006 1 NSW www.boystown.com.au

Centre for Volunteering Success Factors of Employee Volunteering Programs for Small to Medium NFP Sector

2006 1 NSW www.volunteering.com.au

Company B Performance Alive! 2006 1 NSW www.belvoir.com.au

Glendyne Glendyne Production Workshop 2006 2 QLD www.glendyne.qld.edu.au

Inspire Foundation Building Social Capital Among Disadvantaged Young People

2006 1.5 NSW/WA/VIC

www.inspire.org.au

Jesuit Social Services Artful Dodgers 2006 2 VIC www.jss.org.au

Mission Australia No Limits Project 2006 3 SA www.missionaustralia.com.au

Odyssey House Financial Counselling Program 2006 2 VIC www.odysseyhouse.org.au

Prison Fellowship Australia Breaking the Cycle of Crime 2006 2 NAT www.prisonfellowship.org.au

Reconciliation Australia Indigenous Cultural Awareness Program 2006 1 NAT www.reconciliation.org.au

Salvation Army Café Horizons Project 2006 2 NSW www.salvationarmy.org.au

The Aurora Project/Australian Graduate School of Management

Management Program for Native Title Representative CEOs

2006 1 NAT www.auroraproject.com.au

The Song Room Creative Arts as a Medium for Engaging Youth at Risk

2006 3 NAT www.songroom.org.au

TradeStart Future Employment Opportunities 2006 2 VIC www.feo.net.au

University of Western Sydney Finding a Common Language for Corporate and Community Sectors

2006 3 NSW www.uws.edu.au/research/success/uws_research_themes

WorkVentures Digital Divide Program 2006 3 NSW/QLD www.workventures.com.au

BighART GOLD - Water is the New Gold 2005 3 NSW www.bighart.org

Centre for Australian Community Organisations and Management, University of Technology Sydney

The National Roundtable for Nonprofit Organisations

2005 1 NAT www.cacom.uts.edu.au

Charles Darwin University Foundation

Little People, Big People Make Stories 2005 3 NT www.cdu.edu.au/foundation

Cherbourg State School/Queensland University of Technology

Cherbourg Digital Project 2005 1 QLD www.challengingboundaries.qut.edu.au


Not-for-profit organisations Page 33


Duration (years)

State Website

Chutzpah Factory College of Entrepreneurship

The Chutzpah East-West Project 2005 2 QLD/VIC/WA

www.chutzpahfactory.edu.au

Daystar Foundation Community-in-School Support Project 2005 3 NSW www.daystarfoundation.org.au

Early Childhood Communication Research Centre

Talking Together 2005 1 NSW

Future Dreaming Local Resource Centre and Community Development of Ghungalu People

2005 1 QLD

Indij Readers Community Writer's Kit 2005 1 NSW www.indijreaders.com.au

Mayumarri Affordable Healing for Survivors of Child Abuse

2005 2 QLD/VIC/WA

www.mayumarri.com.au

Open Family Redirect Program 2005 1 VIC www.openfamily.com.au

Social Ventures Australia Social Return Toolkit 2005 1 NAT www.socialventures.com.au

Wunan Foundation Job Pathways Initiative 2005 3 WA www.wunan.org.au

Activate Australia WOW Program 2004 2 VIC www.activate.org.au

Barnados Australia Kids Time Express 2004 1 NSW www.barnardos.org.au

Mission Australia Pathways – WA 2004 3 WA www.missionaustralia.com.au

Queensland Baptist Care Glendyne for Girls 2004 1 QLD www.glendyne.qld.edu.au

The Infants Home Fathering for Life 2004 1 NSW www.theinfantshome.org.au

Whitelion Tasmania Mentoring Program 2004 2 TAS www.whitelion.asn.au

YWCA NSW It Takes a Village – Campbelltown 2004 3 NSW www.ywcansw.com.au

Activate Australia WOW Program 2003 1 VIC www.activate.org.au

Australian Red Cross Let's Do it Program 2003 1 NSW www.redcross.org.au

Benevolent Society First Five Years 2003 1 NSW www.bensoc.org.au

Cherbourg State School/Queensland University of Technology

Strong and Smart Digital Project 2003 1 QLD www.challengingboundaries.qut.edu.au

Future Dreaming Local Resource Centre 2003 2 QLD

Good Beginnings Turn Around Project 2003 2 SA www.goodbeginnings.org

Mission Australia Pathways – WA 2003 1 WA www.missionaustralia.com.au

Njernda Aboriginal Corporation Parents and Learning Program 2003 2 VIC –

Outward Bound Regional Community Partnership 2003 1 NSW www.outwardbound.org.au

People with Disability Aboriginal Disability Network 2003 1 NSW www.pwd.org.au

Ronald Henderson Research Foundation

Honours Internship Program 2003 1 VIC/NSW

World Vision Australia Indigenous Youth Project 2003 1 NT www.worldvision.com.au

Burnside NEWPIN 2002 1 NSW www.newpin.org.au

Cape York Land Council Boys from the Bush 2002 3 QLD www.cycl.org.au

Centre for Aboriginal Economic Policy Research, Australian National University

Indigenous Visiting Fellowship Scheme (Endowment)

2002 1 National www.anu.edu.au/caepr

MacKillop Family Services Families and Schools Together 2002 1 VIC www.mackillop.org.au

St Luke's Anglicare East End Community Project 2002 3 VIC www.stlukes.org.au

The Infants Home Family Matters 2002 1 NSW www.theinfantshome.org.au

The Smith Family On Track Program 2002 2 NSW www.thesmithfamily.com.au




Duration (years)

State Website

University of Queensland Microfinance in Australia 2002 1 QLD www.uq.edu.au

WorkVentures WorkVentures Connect 2002 3 NSW www.workventures.com.au

Brotherhood of St Laurence HIPPY 2001 3 National www.bsl.org.au

Burnside NEWPIN 2001 1 NSW www.newpin.org.au

Fred Hollows Foundation Community Education 2001 1 QLD www.hollows.org.au

Fred Hollows Foundation Community-wide Literacy for Indigenous Communities

2001 1 NT www.hollows.org.au

Mission Australia Pathways – Inala 2001 3 QLD www.missionaustralia.com.au/community-services

Outward Bound Experiential Program 2001 1 National www.outwardbound.org.au

The Smith Family Learning for Life 2001 1 National www.thesmithfamily.com.au

youthOff The Streets Pilot 2001 2 NSW www.youthoffthestreets.com.au

Families in Distress Foundation Education Support 2000 1 VIC

Juvenile Diabetes Research Foundation

Research & Treatment for Blindness 2000 1 NSW www.jdrf.org.au

St Vincent's Hospital (Sydney) Gene Technology 2000 1 NSW www.stvincents.com.au


Westpac Community Trust Westpac Matching Gifts Program 2000 1 National www.westpac.com.au/community

Young Achievers Australia A Business Enterprise 2000 1 NSW www.yaa.org.au

Brotherhood of St Laurence First Three Years Project 1999 3 VIC www.bsl.org.au

Hunter Westpac Lifesaver Rescue helicopter service

Expansion of Service 1999 1 NSW www.rescuehelicopter.com.au

Northern Westpac Lifesaver Rescue helicopter service

Expansion of Service 1999 1 NSW www.helirescue.com.au

Southern Westpac Lifesaver Rescue Helicopter service

Expansion of Service 1999 1 NSW www.lifesaver.org.au

Surf Lifesaving Foundation QLD Beach to the Bush 1999 1 QLD www.lifesaving.com.au

Surf Lifesaving Foundation WA Development of Surf Lifesaving 1999 1 WA www.mybeach.com.au


Westpac Community Trust Westpac Matching Gifts Program 1999 1 National www.westpac.com.au/community

Fair Business


Call to Action Page 35

How to apply or get involvedApplying for support

If you are aware of a not-for-profit organisation seeking support for a project that is aligned with The Foundation’s funding priorities, please visit our website at www.westpac.com.au/westpacfoundation

The Westpac Foundation does not fund:

• 100 per cent of the costs of any program

• Emergency requests

• Individuals

• International programs

• Retrospective requests

• General fundraising appeals

• Government entities

• Sponsorship requests

The Westpac Foundation does not usually fund:

• Capital funds and building works

• Recurrent costs for existing programs

• Projects seeking less than $50k funding

Volunteering & Mentoring

A number of Westpac Group staff have had the opportunity to volunteer or provide mentoring support to funded organisations.

There are a number of ways people can get involved:

• Volunteer for a not-for-profit organisation

• If you are a Westpac Group employee, nominate yourself to be a Social Enterprise Business Mentor and lend your skills and experience to help build the capacity of a not-for-profit organisation

• Volunteering for the The Westpac Foundation.

“Sally now sits on our State Advisory Committee and her advice and involvement has been invaluable. She has contributed particularly in the area of business and finance, something that traditionally has not been a priority for the Arts. Through her involvement we have been exposed to other training and networking opportunities through Westpac and tapped into resources in regional areas.” – Kylie Eastley, Project Officer, Tasmanian Regional Arts Inc., about the contribution a Westpac Volunteer has made to their organisation

If you would like to apply for support or find out about volunteering opportunities, please visit our website at www.westpac.com.au/westpacfoundation or contact us on (02) 8253 0923.

Australian Indigenous Leadership Centre

School for Social Entrepreneurs


Westpac Foundation Staff

Westpac Foundation Staff

Lisa was appointed as Executive Officer of The Westpac Foundation in 2003. Lisa has a Degree in Science and a Masters in Public Health from Monash University and has 20 years experience in program design, management and evaluation working within a range of not-for-profit organisations in Australia and the UK.

Before joining the Westpac Foundation, Lisa worked with the Transport Accident Commission and was influential in establishing the Victorian Trauma Foundation, a not-for-profit organisation committed to saving and improving lives through research and development. In London, Lisa worked at Europe’s largest HIV/AIDS centre developing and implementing HIV/AIDS prevention strategies and programs and she has also worked as a researcher with the University of Melbourne, conducting epidemiological studies on the genetic and environmental determinants of health.

Gianni has been a consultant Executive Officer with The Westpac Foundation since 2005. He has degrees in Economics and Political Science from the Universities of Sydney, London and Cambridge. Gianni is also Director of Orfeus Research and an Associate Professor at the Centre for Social Impact at the UNSW. He teaches graduate and Executive courses in Corporate Responsibility and Spirituality and Business, and Demonstrating Social Impact.

Gianni has extensive experience in the issues and challenges facing the not-for-profit sector and has held positions at The Smith Family, the Universities of Sydney, Cambridge, Wollongong, the ANU and Parliament House, Canberra. He has published widely on a range of issues relevant to the Third Sector.

Lisa Waldron, Executive Officer

Dr Gianni Zappalà, Executive Officer

Karen joined The Westpac Foundation in 2006 where she has primary responsibility for coordinating the Westpac Group Retiree Grants program. She previously worked in the training and development areas of Westpac including work place assessment for more than 15 years. Prior to this Karen worked in the convention industry coordinating corporate events for the Sydney Opera House and other international hotels.

Pip Wood, Coordinator

Pip has a Civil Engineering Honours degree from the University of New South Wales and developed her social and environmental conscience conducting remediation on contaminated land sites. She subsequently worked in the Government Affairs and Sustainability teams at Westpac for 5 years focusing on the Bank’s social policy, in particular financial literacy and Indigenous issues, before joining the Foundation in 2008. Pip compiled the 2008 The Catalyst Report and is currently on maternity leave.

Hayley Bowen, Coordinator

Prior to joining the Foundation in 2010, Hayley worked with St.George Bank in a marketing role and has also worked in a number of communications based roles in the finance, events and advertising industries since completing her BA Communications from the University of Technology in 2001. Hayley developed her interest in the community sector through her volunteer work with aged and disabled groups in her local area. Hayley compiled this edition of The Catalyst.

Karen Dinning, Coordinator


Contact us

If you would like to know more about the Westpac Foundation, please visit www.westpac.com.au/westpacfoundation, contact us on (02) 8253 0923 or email us at [email protected]

Photo acknowledgements

Cover Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council Inside Cover The Social StudioPage 2/3 BighART Gold, Holly Ranking SmithPage 4/5 CuriousWorksPage 7 The Song RoomPage 8 CuriousWorksPage 9 Waltja Tjutangku PalyapayiPage 10/11 The Social Studio FASES Report Front Cover, The Australian Centre for

Philanthropy and Nonprofit Studies (ACPNS), Queensland University of Technology

Page 12 Good Return AustraliaPage 13 Westpac Banking CorporationPage 14/15 Inspire FoundationPage 16 Inspire FoundationPage 17 Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s CouncilPage 18/19 Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s CouncilPage 21 The Social StudioPage 22 YMCA VictoriaPage 23 STREATPage 24 Fair BusinessPage 25 School for Social Entrepreneurs

Australian Indigenous Leadership CentrePage 26/27 Rural Living Image – Image LibraryPage 28/29 Westpac Banking CorporationPage 34 Fair BusinessPage 35 Australian Indigenous Leadership Centre

School for Social EntrepreneursBack cover Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council

Contact Us Page 37

FOU100 212243 (05-11)


the catalyst - westpac€¦ · 2010, a year in which the foundation has continued to be a catalyst...

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