turning disability into - bayley house · 2018-10-23 · financially sustainable and provided in...

Turning disability into

BAYLEY HOUSE ANNUAL REPORT 2016–2017

VISION

Adults with a disability living the life they choose.

MISSION

All participants will be supported through skills development to maximise their opportunities and to live the life they choose in an inclusive community.

VALUES

Choice by our clients to select options that best suit their desired life goals.

Community that is socially inclusive and supports safety and well-being.

Collaboration through working together.

Empowerment through supporting independence and informed decision-making.

Enthusiasm with selfless, friendly service that fosters a happy environment.

Engagement through commitment and building strong relationships.

Excellence in all that we do.

ABOUT US

Bayley House has a long and proud history. It first opened its doors in 1951 as the Brighton and District Branch of the Helping Hand Association, born from the vision of a group of parents with a desire to provide an education for children with an intellectual disability. Today, more than 65 years later, Bayley House has grown significantly since its humble beginnings. It is now an adult only service, and delivers a diverse range of day programs, supported accommodation options and respite, or short stay overnight accommodation, from many sites within the Bayside area of Melbourne.

Bayley House collectively supports over 220 individuals with an intellectual disability, most (77%) of whom live in the local Bayside area or the surrounding council areas of Kingston and Glen Eira. Our clients, ranging in age from 18 to 79, come from over 20 different cultural backgrounds and have a range of different conditions that include an intellectual disability. These include Down syndrome, Fragile X syndrome, Cerebral Palsy and Rhett syndrome. Many also have a physical disability.

Without a doubt, Bayley House is a vibrant and stimulating place to be, where we harness our clients’ energy and enthusiasm to provide life skills, wonderful experiences and fantastic opportunities. We are passionate about our clients and work closely with each person to support them in the way they want so that they can live their lives as they choose, pursue their dreams and reach their goals.

OUR HISTORY

1950s

∞ Formation of the Brighton & Districts Branch of the Helping Hand Association.

∞ Purchase of 52 Middle Crescent after a generous donation from Kathleen Bayley.

1960s

∞ Increased enrolments and opening of a Workshop & Training Unit.

1970s

∞ Opening of Bayley Lodge (our first residential property).

∞ Redevelopment and opening of the main wing of Bayley House.

1980s

∞ Bayley House School transferred to the State Education Department (1985).

∞ Bayley House becomes an adult only service.

∞ First residential house purchased.

∞ Martin Street shop purchased.

1990s

∞ Sale of Bayley Lodge and purchase of several residential houses.

∞ Futures for Young Adults program introduced.

∞ Workshop becomes part of the day programs.

∞ Bayley House Foundation established.

2000s

∞ Bayley House expands into 54 Middle Crescent.

∞ Roxburgh House opened.

∞ Opening of Bayleys on Hampton.

2010s

∞ Client numbers exceed 200.

∞ Leasing & renovation of Noyes Street property.

∞ New Blackwood Avenue property opened.

∞ Glassborow Wing refurbished.

∞ Converted to a Company Limited by Guarantee.

CONTENTS

Our Services 4

The Year in Review 5

A Message from the Chair 6

From the CEO’s Desk 7

Financial Overview 8

Strategic Priority 1: Stronger & Sustainable Day Programs 10

Strategic Priority 2: Safe & Secure Accommodation & Respite 12

Strategic Priority 3: Sessional Community Based Services 14

Strategic Priority 4: Empowered Learning & Education Skills 15

Overview of NDIS Preparations 17

Fundraising & Community Relations 18

Our People 20

The Board in Profile 22

The Leadership Team 24

Our Human Resources 25

About our Clients 26

Wonderful Volunteers 28

Thank You 30

How You Can Help 31

ACKNOWLEDGEMENTS

Bayley House acknowledges the traditional owners of the land and pays respect to the Aboriginal Elders, past and present. Our head office is located on the land of the Wurundjeri people of the Kulin nation and we welcome all Aboriginal and Torres Strait Islander people who visit our facilities or access our services.

Design: Ckaos

Photography: Dean Schmideg

3BAYLEY HOUSE ANNUAL REPORT 2016–2017

OUR SERVICES

DAY SERVICES

Monday – Friday.

Delivered from community locations in Bayside Melbourne.

Diverse range of programs and activities.

Caters for differences in interest, ability, age and support requirements.

RESPITE / SHORT STAY OVERNIGHT

ACCOMMODATION

Up to 60 individuals each year.

Allows families, carers and clients to ‘take a break’.

Fun activities, new friendships and lots of outings.

TRANSPORT

Popular service requested by clients, families and carers.

Fleet of 9 buses to transport clients to and from Bayley House

and community activities.

Safe, convenient and reliable door-to-door transport available.

16 bus runs transport over 120 clients to and from home

each morning and evening.

ACCOMMODATION SERVICE

Ongoing supported accommodation.

7 residential houses.

Community living in the Bayside region.


THE YEAR IN REVIEW

The past year has been busy and challenging at times, yet is has also been rewarding and seen us achieve many wonderful outcomes.

JULY

The staged implementation of, SupportAbility, our new client database commenced.

AUGUST

Bayley House celebrated our first Cultural Awareness Week following the development of our three-year Diversity Plan.

Partnered with Bayside City Council and other community groups to support the One Million Stars project.

SEPTEMBER

Clients celebrated the end of the football season with our annual Footy Day. This event was supported by several ex-AFL footballers and volunteers from Morgans Financial.

OCTOBER

Kay & Burton Brighton hosted a cocktail function at The Pantry to launch the partnership with Bayley House. Over $35,000 was raised.

NOVEMBER

Attendees at the AGM on 15 November listened to a presentation on Active Support given by Prof Christine Bigby from La Trobe University and witnessed Pat Calver being awarded Life Membership.

DECEMBER

As part of celebrations for International Day for People with an Intellectual Disability 16 people received Client Recognition Awards to acknowledge their time at Bayley House. A few days later, our ‘Spring into Art’ Exhibition at the ARTrium was officially opened by The Hon. Tim Wilson MP.

The month, and year finished on a high note with the Annual Christmas Carols concert featuring the members of the All-Star Theatre Company. More than 500 guests enjoyed the performance.

JANUARY

A two-day dance therapy workshop was conducted as part of our sessional program delivery. The participants produced a video as part of the workshop.

FEBRUARY

Continuation of the next phase of our NDIS transition process under the direction of a newly appointed NDIS Transition Manager.

MARCH

A thank you event was held to formally acknowledge the contribution of many past Board Directors and Sub-Committee members. Client and family survey conducted to inform future program preferences and delivery modes.

The transition from an Incorporated Association to a Company Limited by Guarantee was completed.

APRIL

Our online social media campaign, Turning Disability into Possibility, was conducted raising over $181,000 in 24 hours.

MAY

Federal Treasurer, The Hon Scott Morrison MP toured Bayley House to promote the Budget announcement regarding the full funding of the NDIS through an additional increase in the Medicare Levy.

JUNE

An after-hours iPad sessional program which utilised the Touchnote application commenced. This enabled participants to produce and print their own postcards.


A MESSAGE FROM THE CHAIR

Welcome to my review of what was an eventful and enriching year where our preparedness for transitioning to a national insurance model (NDIS) in April 2018, continued as our top priority. Much work has been done and we are confident that we will be well placed to adapt to the NDIS environment.

TOWARD THE NDIS

Our model of service provision has been comprehensively reviewed and thorough and accurate costings of all services has been undertaken to ensure activities are financially sustainable and provided in alignment with NDIS requirements. We are positioning Bayley House to be at the forefront of service choices with client-centred delivery.

Fresh accommodation concepts are still under the microscope with examination of supported living cooperatives, Homeshare programs for disability and social housing partnering models to extend our reach and flexibility of options. Bayley House has become the first adult disability service to pilot human-centered innovation through the application of MATILDA robotics to expand interactivity. Our active support research initiative which Professor Christine Bigby profiled at last year’s AGM, is becoming embedded across our entire service with proven results.

GOVERNANCE MATTERS

The energetic involvement of our Board Directors to enhance Board effectiveness has improved Board interworking and decision-making, with monitoring through Board key performance indicators (KPI’s). Other matters of governance have been diligently completed to underpin our next Accreditation assessment in February 2018. In March, the conversion to a company limited by guarantee under the Corporations Act was completed and we are formally known as Bayley House.

CHIEF EXECUTIVE OFFICER

The Board was sorry to receive the resignation of CEO Bruce Salvin in March. Bruce administered our organisation with a clear and steady focus. He enjoyed wide popularity and warmly interacted with our clients. Janet Batey has ably led our teams while recruitment for a new CEO ensued. The appointment of Fiona Lynch as CEO commences in October 2017. Fiona, together with Janet Batey as Chief Operations Officer and our leadership group will be a dynamic team who can confidently meet the welcome opportunities that present in the market-driven landscape.

CHANGES TO BOARD AND OUR APPRECIATION

In March, the selfless commitment and vast contributions of many past Board Directors including Gerard Savage, Angus Graham OAM, Norm Peatling and Rachel Milum along with Sub-Committee and special working group members were formally recognised and honoured.

BUSINESS STRATEGY

The Future Visions working group transitioned to our Business Strategy working group and incorporates Board and executive team members with a clear purpose to develop the strategic rigour and strategy to future-proof our service offerings. Thus, enabling Bayley House to develop a reputation for excellence in service delivery supported by evidence-based practice, reliable data and quality of engagement from client experiences.

ACKNOWLEDGEMENTS

Thank you to our Board for your ongoing commitment. I am privileged to be sustained with the dedicated, skilled contributions of each Director and personally thank Jude, Lucy, John, Richard, Paul and Richard for their constructive engagement. I sincerely extend gratitude to our wonderful staff and our many loyal volunteers who, every day, exceed expectations in supporting our clients and enhancing their lives.

THE FUTURE

We envisage an exciting year ahead with new beginnings and creative approaches to our service delivery so that we excel at what we can do best, for our clients and families at Bayley House.

Rhonda Whitfield Chair


FROM THE CEO’S DESK

It was with great delight that I returned to Bayley House in May as the interim CEO. It has been a fabulous experience renewing old acquaintances and making new ones as we have worked together to provide quality services to our clients and continue preparations to carry the organisation forward in a time of change.Stepping into this role was made easier by the work undertaken by Bruce Salvin. Under his direction, Bayley House established sound foundations for our transition to the NDIS, and as a team, we are starting to experience the benefits of this work coming to fruition. We invested in technology for improved client management and devices for use by clients. To see clients using contemporary iPads, computers and using various applications and other technology is exciting. The results of careful staff guidance for client’s usage of this technology is astounding; clients who have found expressive communication difficult have experienced a whole new world opening to them.

FOCUS ON NDIS

Without a doubt, the main focus of our operations has been on ensuring our preparedness for the NDIS. This has been very challenging for the whole organisation as it has required a re-evaluation of the way in which our services are delivered, and alongside that, has required changes to activity session times, costing, transport arrangements, staff shift times, marketing and much more.

Significant foundations have been built, and there remains more to be done. Establishing priorities and undertaking projects so that they are completed in a logical, sequential order have been invaluable in ensuring the work we have done dovetails together so that all aspects of implementation have been meticulously planned.

Penny Scott, as NDIS Transition Manager, has driven many of these changes, and I sincerely thank her for all her hard work and commitment in guiding us over the past 12 months. Penny has navigated the scheme to ensure we have all registrations, service plans, systems, agreements and costings deployed. With Penny in this role, Natarsha Warren and Krysia Hodgson have very capably shared the responsibility of managing the Day Service and I thank them for their ongoing dedication.

SUPPORTING FAMILIES

Bayley House has been committed to supporting families transitioning to the NDIS. Lindal Liddle, NDIS Family Liaison Officer has met with 95% of families and carers to assist them in the preparation for their person’s plan. In addition to this, a considerable number of information sessions and workshops have been conducted to ensure parents and carers are well prepared for undertaking the formal NDIS planning sessions.

BETTER UTILISING TECHNOLOGY

Investment in technology continued this year. Parts of our Information Technology became cloud based and are now more efficiently supported, with greater capacity and more cost effective. Several operating systems were upgraded and SupportAbility, our web based client relationship management (CRM) was implemented. Numerous staff iPads have been purchased ensuring our people are fully equipped and better positioned to enable the daily task of electronically reporting on our clients’ outcomes.

Clients have also greatly benefited. An upgrade in the hall saw the installation of a 60-inch television with an integrated sound system. This has been used extensively in the delivery of programs as well as for staff training. Our clients are becoming more tech-savvy and adopting technology to facilitate learning, creativity, communication and enjoyment.

THANK YOU

To the committed Bayley House staff, with whom we work every day, a big thank you for your support to ensure the future of the organisation remains a service of choice and excellence. All of our volunteers’ contributions, including our Board’s support, especially Chair, Rhonda Whitfield, are appreciated.

Janet Batey Chief Executive Officer (Interim)


FINANCIAL OVERVIEW

The financial results for this year highlighted the challenges faced by Bayley House and other disability service providers as we transition to the NDIS. Although improved financial management practices, reduced corporate overheads and increased efficiencies across the organisation helped reduce costs, considerable financial resources were committed to preparing for the implementation of the NDIS in April 2018.

Additional staff and consultants were engaged to undertake various NDIS related projects and it was necessary to purchase, or upgrade our IT systems, including business and client software packages, equipment and technological tools used by clients. Collectively these factors contributed to Bayley House recording a deficit of $228,020; this was more favourable than our projected budget. This compares to a deficit of $750,641 recorded in the previous year which included non-recurring adjustments of just over $804,000.

INCOME

The overall total income received by Bayley House for the year ending 30 June 2016 was just over $10.3m, an increase of $684,700 (7.1%) on the previous year. Our funding comes through various channels; most which was from government grants (76.08%) and client fees (15.47%).

Government funding increased by $479,063 (6.5%) due to the allocation of additional funds for accommodation services at one of our residential properties, and an increase in client numbers. Donations increased significantly (13.4%) following a successful online fundraising campaign in April.

EXPENDITURE

Total operating expenses increased slightly to $10,422,534, a rise of $162,079 (1.6%) over 2015–2016. Employee related costs remain our largest expenditure year on year increasing by $720,980 (9.5%) to just over $8.3m. The rise related to staffing requirements to service an increase in the number of clients accessing the Day Service and the increasing number of ageing clients in our accommodation who were at home for longer periods of time. In addition, we have the ongoing challenge that our funding CPI increase of 2% does not correlate to the CPI increase in wages of around 3.5%. We also invested significantly in support staff to ensure a smooth transition to the NDIS.

INCOME 2016–17 $ %

Government Grants 7,879,478 76.08

Client Fees 1,602,073 15.47

Donations 609,818 5.89

Contracts 38,294 0.37

Other Income 83,273 0.80

Investment Income 143,657 1.39

TOTAL 10,356,593 100

EXPENDITURE 2016–17 $ %

Employee Expenses 8,309,064 78.50

Depreciation 325,699 3.08

Motor Vehicles 264,637 2.50

Occupancy Costs 493,582 4.66

Repairs & Maintenance 318,051 3.00

Stationery & Office Consumables Expense 89,050 0.84

Consultancy Fees 117,386 1.11

IT & Communication Expenses 357,604 3.38

Finance & Legal Expenses 83,344 0.79

Other Expenses 143,835 1.36

Disposals 82,361 0.78

TOTAL 10,584,613 100

FUTURE PRIORITIES

∞ Full integration of our financial software with our client management software, SupportAbility to facilitate efficient billing of activities and services.

∞ Roll out streamlined reporting practices to better inform decision making.

∞ Finalise costing of activities and create the activity price guide.


A CONFIDENT YOUNG MAN

Working at Coles North Brighton several hours a week has had a huge impact on Fin. When he first started at Bayley House just over two years ago Fin was quiet and reserved. Now, thanks to his experience working the Rita Heaton and the team at Coles, you can’t stop him chatting. Fin is now more confident and happy to give anything a try.

Fin has several tasks he performs at Coles. He helps restock shelves, making sure the labels on items are facing the correct way, and is a regular on the checkout; both scanning items as well as packing. Fin is very popular with the customers. In fact, one lady likes the way Fin packs the bags so much that she is happy to wait in line, no matter how long it is!

Initially, when Fin started at Coles 12 months ago, he was a bit nervous. Now he takes it all in his stride, talking to customers, helping them with their groceries and working closely with Coles staff. Fin is now more self-assured, and both his social and speech skills have improved dramatically.



STRATEGIC PRIORITY 1

Stronger & Sustainable Day Programs

To be the provider of choice in South East Metropolitan Melbourne for day programs and services available to adults with an intellectual disability.

STRATEGIES:

∞ Enhance existing programs, evaluate outcomes.

∞ Develop new programs to meet the goals of new and existing participants.

∞ Support participants to continue to develop the capacity to exercise choice and control in pursuit of their goals.

∞ Improve data collection and recording.

∞ Support the workforce to transition into a more client focused service delivery model.

PERFORMANCE MEASURES:

∞ SupportAbility client database integrated with service delivery and client needs.

∞ Comprehensive family & client surveys conducted.

∞ A total of 20 additional sessions for activities in high demand were offered.

∞ Developed 12 new partnerships to assist in program delivery & staff recruitment.

∞ Developed new policies & procedures in line with Accreditation & NDIS implementation.

NDIS FOCUS

Without a doubt, the focus of the Day Service has been implementing the changes needed to transition successfully to the NDIS whilst continuing to deliver current services with minimal disruption.

REVIEWING PROGRAMS & ACTIVITIES

Gradual changes were introduced during the year to streamline program offerings, allocating them into four key operational areas: Health & Wellbeing, Lifelong Learning, Pathways to Community and the Arts. Activities within these areas, had either a focus on recreation and leisure or learning and development. Steps were taken to transition from three activity sessions per day to two to better align with the NDIS framework.

The development of a flexible suite of activities in an NDIS environment was guided by the results of a survey of families and clients. The survey highlighted high demand activities, offered preferences for day, evening or weekend delivery and, when combined with the outcomes of a staff skills analysis, identified potential new activity streams.

In response to the feedback, additional sessions of popular activities were introduced. Many of these activities focused on skill development in areas relating to technology, literacy, health and well-being. To cater for different skill levels, some of the programs were split into specific learning streams.

A Lifestyle Program was introduced to better support and accommodate the needs of clients who had been identified would benefit from participation in activities that had a more recreational or leisure focus. The program was well suited to aging clients and those who require more intensive one-on-one support. The activities were engaging and maintained interest yet could be undertaken at a pace more appropriate to their age and capabilities.

STAFF UPDATE

With Penny Scott seconded to the NDIS Transition Manager position, Natarsha Warren and Krysia Hodgson shared the role of Acting General Manager – Day Programs, assisted by Program Managers Jolanda Zonneveld, Michelle Rickards, Mani Kaur and Robbie Hendry.

CLIENT DATABASE

The staged implementation of SupportAbility, our new client management system, commenced in July 2016 with different functions being entered over the course of the year. This system is web based and will facilitate easy access to, and sharing of, client information across all points of service delivery; both onsite and offsite. Staff underwent extensive training and administrative time was allocated to populate client records. Recording of information relating to client outcomes and goal achievement commenced in April allowing for tracking of client progress. The addition of activity timetables will be completed late in 2017 and be integrated with finance operations to facilitate efficient invoicing by April 2018.

PURPOSEFUL PARTNERSHIPS

Building community relationships has been a key to delivering many of our programs within the community. During the year, we consolidated many of our ongoing relationships with local businesses who support our Vocation and Working to Potential programs, as well as welcoming new partnerships.

Activities are now based out of Brighton Baptist Church, ‘The Crescent’ in Brighton provides two pianists for some of our dance and music sessions, and the Sandringham College Performing Arts department run several Beehive Nightclub social events for clients each year. Their Year 12 students also perform at Bayley House as part of their annual Battle of the Bands tour.

In addition to this, we have established links with RMIT and Holmesglen to assist with student placement, enhance staff recruitment opportunities and advise on Certificate IV disability courses.

Bayley House has also developed stronger links with peer disability service providers to facilitate greater access of activities between services.


COMMUNITY BASED LOCATIONS

Many of the Day Service activities are delivered from community based locations. Programs operate from local church halls, gymnasiums, sporting facilities, community centres and other facilities. Our Noyes Street site located in Highett enabled the delivery of activities such as computers and the Vocation program. Operations were transferred from this site to a larger facility in Cheltenham at the start of 2017 however, ceased soon after due to issues with the building. Alternative off-site locations are being investigated.

MAINTAINING A QUALITY SERVICE

Provision of a quality service delivers positive outcomes. To this end, Bayley House reviewed our intake procedures for the Day Service, streamlining the process to increase efficiency and better cater for the anticipated increase in client numbers. Under the direction of Anneke Jurgens, Quality Manager, a suite of new policies and procedures was also developed in preparation for the accreditation process in February 2018 and the rollout of the NDIS in April 2018.

FUTURE PRIORITIES

∞ Moving staff into activities related to their skill sets.

∞ Implementation of a new service delivery model.

∞ Development of marketing and communication tools to promote activities.

AN ARTISTS DELIGHT

Monique has been attending Bayley House for nearly 13 years. Art is one of her passions, and definitely one of her favourite activities. She loves the freedom it gives her to be creative and explore her imagination. Monique has developed into a skilled artist with a lot of potential. Her work is always bright and colourful and completed with great care and attention. The 2016 Spring into Art exhibition at the ARTrium at Bayside City Council in December featured five paintings in Monique’s Spring Dreams series. Each piece of work was created by Monique in partnership with a different artist. The paintings were hung on the wall opposite the Council information desk and brought a smile to everyone who saw them. It was no surprise that these paintings were amongst the first to sell. In fact, The Hon. Tim Wilson MP, Member for Goldstein, who opened the exhibition, purchased two of the paintings. Tim is delighted to have the artwork hanging in his office at Parliament House. The paintings attract a lot of attention and he proudly tells admirers about Monique and the other artists at Bayley House.



49.6 AVERAGE AGE OF RESIDENTS

8 RESIDENTIAL PROPERTIES


Safe and Secure Accommodation and Respite Services

To develop options that offer choice and control over the Accommodation and Respite services.

STRATEGIES:

∞ Maintain the existing level of service provision in appropriate environments.

∞ Support residents to continue to develop the capacity to exercise choice and control in pursuit of their goals.

∞ Develop new housing and accommodation services to meet resident expectations.

∞ Seek to expand the range of accommodation options to meet the needs of existing and future clients.

∞ Review the range of services and location settings for respite/community inclusion service delivery.


∞ Secured ongoing funding from DHHS to address the shortfall of funding in two houses.

∞ Developed a maintenance and refurbishment schedule.

∞ Further embedded Active Support Practices.

PREPARING FOR THE NDIS

Like other key services at Bayley House, preparing for the NDIS has been a major focus for the year. To this end, we continued to improve the quality of what we do well, and worked hard to identify areas of improvement. We worked closely with the Family Liaison Officer to ensure families accessed the support available to help them prepare. Our services have been thoroughly costed and all staff have received specific training on the NDIS.

CONTINUING ACTIVE SUPPORT

The incorporation of Active Support and Practice Leadership into our Accommodation and Respite services has made a significant impact on the lives of our residents. Now into the second year of a three-year project being overseen by La Trobe University, it is delivering superior outcomes for residents.

Residents are now more actively engaged and staff are better at supporting them to lead self-directed lives. We are delighted that residents have responded positively, and whilst most of the evidence is still anecdotal, staff are reporting that residents are actively engaging across the eight domains of quality of life defined by the project. In many cases, residents are driving the support they receive, resulting in increased self-confidence and a happier demeanour due to greater control of their lives.

Staff have adopted the evidence-based practice framework with much enthusiasm and, like the residents, are reaping the rewards. It has provided greater insight into the capability of each resident and staff have enjoyed seeing the way they have grown as individuals. The framework provides challenge as well as guidance for staff, making their work more interesting and satisfying.

Day Service and Corporate Service staff will be undertaking the Active Support training in the latter part of 2017 to further assist us in embedding the practice within our organisational culture.

ACCOMMODATION OPTIONS

Extensive work was undertaken on researching and developing accommodation concepts that would become available under the NDIS through Specialist Disability Accommodation (SDA) funding. Bayley House is currently in the process of pursuing partnerships that will advance these options.

ONGOING FUNDING SECURED

In May Bayley House received formal notification from the Department of Health and Human Services (DHHS) that we were successful in securing ongoing funding for our Leonard Street and Blackwood Avenue residences. A commitment was given by DHHS to provide an additional $200,000 in funds for the two residences until the NDIS is fully implemented in our region.

This was much needed and an important achievement and will address a long-standing funding shortfall the Accommodation Service has experienced.

RESPITE UPDATE

Our respite service, which provides short stay overnight accommodation, continues to be popular with almost 1600 nights of accommodation provided. Whilst closures occurred over traditionally low demand periods to facilitate maintenance, the service was open for 336 nights with all beds fully occupied during that time. A significant refurbishment is being planned for 2017–2018.

In total 59 individuals accessed the service; a majority (81%) of whom did so on three or more occasions. Almost a third (32%) of those who used the service required a particularly high level of support due to the complexity of their disability.


A HOME AWAY FROM HOME

In the five years that Gavin has been attending Bayley House he has made the most of every opportunity. He is part of the All-Star Theatre Company which performs at the annual Christmas concert, plays basketball and other sports whenever he can, and works at Coles North Brighton a couple of times a week.

“I love it here” says Gavin, “I just love everything about Bayley House.”

Gavin is looking forward to moving out of home sometime soon. He wants to be more independent and whilst he loves his parents, feels that it would be better for everyone if he had a place of his own or shared with a few friends. Until this happens Gavin is a regular visitor at our Lonsdale Avenue house which provides short stay overnight accommodation. A week at his ‘home away from home’ feels like a holiday. He has the chance to go out for dinner with friends, will see a movie or even go to JB Hi Fi to indulge his passion…music. Gavin has a CD collection to rival anyone!

Gavin never gets homesick and loves how having a short break at Lonsdale Avenue is helping him to be more organised and learn the skills he needs to live on his own.


MAINTENANCE AND REFURBISHMENT PLAN

Many of our accommodation facilities are aging and in need of ongoing improvements and maintenance. This was recognised by the Board upon the approval of a Planned Maintenance and Improvements Schedule which was finalised in late 2016. The plan will be fully implemented in 2017–2018 and will ensure all the facilities and infrastructure are maintained to a reasonable standard.

QUALITY ASSURANCE

Bayley House prides itself on the high quality of the accommodation service it offers. To ensure this continues, we must have robust policies and procedures in place. These are updated and streamlined in accordance with our continuous improvement process. In addition to the implementation of Active Support, staff undertake regular supervision programs to provide support and ensure greater accountability.

A GREAT TEAM

Appreciation must be expressed for the wonderful support given by our hardworking Accommodation staff. In a year of change and challenge, they have stayed on track, and have continued to provide high quality support to our residential clients and their families. Without a doubt the staff are one of our most valuable assets.

FUTURE PRIORITIES

∞ Expand accommodation options and SDA concepts.

∞ Review the respite / short stay overnight accommodation service.

∞ Implement maintenance program.



Sessional Community Based Services

To deliver short term or sessional programs to new and existing clients in a community based setting.

STRATEGIES:

∞ Developed programs will be offered in community based locations.

∞ Programs will be sessional, that is, participants arrive and depart the service delivery location.

∞ Services are to be social, educational, and recreational or skills development focused.

∞ Services may be delivered through partnerships.

∞ Existing participants, encouraged to seek and expand their program choices.


∞ Additional activities added to the suite of sessional program options.

∞ Two-day dance therapy workshop attended by eight people.

∞ Introduced an out of hours iPad Program.

∞ Expanded the evening Dance Therapy program to meet demand.

∞ A new partnership facilitated outcome measurement for the Dance Therapy program.

OFFERING SESSIONAL ACTIVITIES

Over the past 12 months Bayley House developed and trailled several new ‘out of hours’ programs delivered on a sessional basis, either as a one day workshop or as a series of evening activities conducted weekly. The sessions engaged qualified instructors or utilised staff expertise. Following the success of the trials, planning is underway to incorporate the activities into our services on an ongoing basis as well as expand the offerings further.

INTERACTIVE IPADS ACTIVITIES

The use of iPads at Bayley House has increased significantly over the past few years. Clients have actively embraced their use and are keen to learn how to use the range of applications that are available. An after-hours iPad session commenced early in June. Three one-hour sessions were conducted, followed by a four-hour workshop in July. The program utilised the Touchnote application which enabled participants to produce and print their very own postcards.

ART THERAPY

The Day Service has offered Art Therapy sessions for several years and boasts two qualified Art Therapists amongst the staff team. Together they developed a series of Art Therapy sessions, the first of which will be held in August 2017.

EXPANSION OF DANCE THERAPY

Following the success of the Dance Therapy trial early in 2016, Bayley House introduced further sessions during the year. A two-day dance workshop was conducted in January culminating in the production of a video choreographed by the group and featuring many of the moves they had learned. The second series of evening Dance Therapy sessions was implemented and will continue throughout 2017.

MEASURING ACTIVITY OUTCOMES

During the year Bayley House collaborated with Dance Therapy Instructor, Tessa Hens and Dr Kim Dunphy, Mackenzie Post-Doctoral Fellow at the University of Melbourne’s Creative Art Therapy Research Unit, to trial an iPad application and assessment framework specifically designed for assessing and reporting on the outcomes of therapeutic dance programs in alignment with the NDIS. Bayley House is one of many from around the world to trial these assessment tools. If successful, we hope to apply their use into the assessment of outcomes for other activities.

FUTURE PRIORITIES

∞ Increase the number of weekend sessions for current activities and introduce additional sessional offerings in areas such as music, drama and media (computers and iPad).

∞ Implementation of recreation based activities during holiday periods.

∞ Development of marketing and communication tools to promote activities.



Empowered Learning & Education

To provide opportunities for people to achieve their goals in planned education and learning.

STRATEGIES:

∞ Services to be developed in response to the needs of adults with an intellectual disability.

∞ Services to be delivered in partnership with Registered Training Organisations.

∞ A strong focus on educational outcomes, vocational outcomes and skill development for participants.

∞ Services to be delivered in a variety of settings.


∞ Life skill learning opportunities identified.

∞ 30 clients attended sessions conducted by a nutritionist.

∞ 4 sessions on recycling conducted. Attended by a total 120 people.

∞ 60 people attended the Police Awareness session.

∞ Continued development of partnerships with further education providers.

GAINING LIFE SKILLS

Over the past 12 months Bayley House has increased the number of opportunities for our clients to learn valuable life skills and increase their general knowledge. Many of the new initiatives were introduced in response to client requests and following their success, will be offered on an annual basis.

During the year information sessions and workshops were held on first aid and fire safety. A group of clients also participated in a Road Safety program in Bentleigh. Bayside City Council conducted four information sessions on the importance of recycling and caring for the environment. Each was attended by 30 people.

Around 60 clients attended an awareness session conducted by Victoria Police in August. Clients gained a better understanding of the role of the Police and the services they can access, whilst the Police Liaison Officers gained insight into the best way to adapt the information for future sessions.

The 12 week ‘Keys to Success’ self-advocacy program was conducted by VALID, the Victorian Advocacy League for Individuals with Disabilities, again this year. A dietician directed one hour sessions twice a month throughout the Day Service to provide more education on healthy eating and living and making healthy choices.

PARTNERSHIP DEVELOPMENT

The delivery of valuable learning opportunities is enhanced through partnerships with educational facilities, local businesses and community organisations. Over the past 12 months Bayley House has consolidated its relationship with Holmesglen TAFE and Melbourne Polytechnic to offer modules in Certificate 1 courses. In April, Bayley House entered a partnership with Brighton Baptist Church to utilise their facilities.

WORKING TO POTENTIAL

With an increasing focus on community involvement the Working to Potential has continued to expand under the direction of our two Community Development Officers, Lauren Axton and Matt Walsh. In total, 25 clients now participate in weekly volunteer work placements across 20 different local businesses; an increase of 25% on the previous year. Preparations have been undertaken to include group placements in 2018.

CULTURAL AWARENESS

Cultural Diversity Weeks were held in August 2016 and again in March 2017. These events provided the opportunity to engage clients in learning about different cultures, religions and countries. Cultural awareness was incorporated into nearly every aspect of program delivery with an emphasis on cuisine, national costumes and traditional music. With clients being drawn from over 20 different cultural backgrounds the week was both a celebration of our diversity as well as an educational experience.

INCORPORATING TECHNOLOGY

In May Bayley House commenced a six-month pilot utilising two MATILDA robots with several of our client groups. The trial, being conducted as part of research being undertaken by La Trobe University, targets individuals with autism or who are non-verbal. Used primarily as a communication tool, MATILDA is an engaging robot that is non-judgmental, can be individualised, has face recognition capacities and can prompt involvement in various activities. The findings will be reported to La Trobe University at the

end of the trial in November 2017.

FUTURE PRIORITIES

∞ Pursue partnerships that support educational activities and training opportunities.

∞ Increase the number of modified accredited courses offered.

∞ Implement practices to measure client outcomes.


COFFEE WITH A SMILE

Katie is a very confident and highly capable young lady. She has many friends, is extremely social and very independent. There is always a smile on her face. The Working to Potential Program is one of her favourite activities at Bayley House.

For the past six months Katie has been working every Monday morning at White Rabbit, a local café in Church Street Brighton. During her shift she serves breakfasts, delivers coffee and cake, and helps the staff team of Jason, Sonia and Monty prepare for the lunch rush.

Katie has many of ‘regular’ customers. She thoroughly enjoys talking to them and asking about their plans for the day. They all know her by name and happily greet her when she brings their order. Thanks to the great staff, who are always very helpful, Katie has learned many new skills and is now a great waitress. She loves the job and looking forward to extending her hours next year and working at a few more cafés.



OVERVIEW OF NDIS PREPARATIONS

The NDIS rolls out to the Bayside region on April 2018. The work that has been undertaken will ensure that Bayley House transitions smoothly to the NDIS environment.The past year has been a continuation of our NDIS Readiness Strategy. A whole of organisation approach was taken to ensure that changes made are client-focused, responsive to the needs and wishes of our clients, and address the requirements for our transition to becoming a more contemporary disability service provider.

We’ve done extensive work on key projects including a review of our service delivery model, service cost analysis with a dedicated focus on our future business strategy.

REVIEW OF SERVICE DELIVERY MODEL

Throughout the year, Bayley House continued its comprehensive review of the current Day Service delivery model and investigated future service models. Traditionally, activities have been delivered in fixed group settings. Feedback from a survey of families and clients conducted in March indicated an overwhelming preference for a group model to continue alongside community-based activities.

With a high demand for skill development, we have initiated activities to cater to skill sets and specific learning goals in settings that are group-based yet, flexible. An analysis of staff skills facilitated more efficient allocation of staffing resources. This, together with the production of marketing collateral, will enable us to prepare and promote our new activities. Plans have been efficiently aligned to staff rosters, activity session times and transport options. These changes will be implemented from October 2017.

COSTING OF SERVICES

Vital costing studies were undertaken on Day, Accommodation, Respite and Transport services. An NDIS budget forecast considered current funding under DHHS alongside expected NDIS funding. A cost analysis of each program accurately determined the cost of delivery of each activity leading to the creation of our activity price guide.

This work was guided by NDIS Transition Manager, Penny Scott, Deputy Chair, Jude Mulcahy, and cost accountants Margaret Hatton and David O’Connell and has provided a comprehensive costing model to deliver financially sustainable services.

SUPPORTING STAFF AND FAMILIES

Our personnel were extensively trained to elevate understanding of the NDIS and its implications, goal development, outcome reporting, activity costing, accommodation support and transition processes. Significant time and financial resources were directed towards the implementation of our client management system called SupportAbility so as to more effectively document needs and interrelate with our clients, families and personnel.

Preparing family members and carers to transition to the NDIS continues to be a top priority. Our Family Liaison Officer conducted over 160 in-person meetings, valuable family information packs were developed and distributed along with the expert delivery of over 20 highly informative NDIS sessions.

100% UP TO DATE PERSON

CENTRED PLANS

REFORMATTED TO ALIGN WITH THE NDIS PLANNING PROCESS

160+ IN-PERSON MEETINGS

WITH FAMILIES TO ASSIST THEM TO PREPARE FOR

THE NDIS


FUNDRAISING & COMMUNITY RELATIONS

Building awareness, strong relationships and sustainable income to support services and operational activities.Developing strong relationships with the community and conducting well planned fundraising, marketing and communication campaigns is important in raising our profile, creating awareness of our services and securing support from individuals, organisations and businesses.

FUNDRAISING REVENUE

Our fundraising capacity continues to grow each year. Funds are raised primarily through donations, appeals, grants and corporate activities. Fundraising revenue this year was 5.89 % of Bayley House’s overall income with almost $610,000 being raised. This total exceeded all expectations and was a record amount being 25% above forecast and a 13% increase on the previous year.

ONLINE FUNDRAISING SUCCESS

In April Bayley House conducted a 24-hour online campaign that raised a total of $181,671. The initial target of $100,000 was reached in just under two hours with the remainder being raised within the 24-hour time frame. Extensive promotion via social media and email were crucial to the success of the campaign. The ‘Turning Disability into Possibility’ campaign attracted 419 donations; 45% of which were from first-time donors. It engaged and energised our stakeholders through public relations and communication activities, and established a greater social media profile for the organisation.

Our successful trial of the social media platform as a fundraising tool has set the scene to utilise other online fundraising options.

MARKETING AND PROMOTION

The NDIS requires Bayley House to be more market driven to ensure we become the provider of choice for potential new clients. A marketing consultant was engaged to undertake further market research and is working with key staff and Board members to develop a marketing strategy that will provide the framework for our marketing activities.

Two professional videos were completed in August for use as valuable promotional tools for the organisation and to attract potential new support. The videos, which provide a general overview of our services as well as an insight into our accommodation service, were produced with assistance from a donation from Joanne Bryant.

GOVERNMENT RELATIONS

Throughout the year, Bayley House received support from local, state and federal politicians. Tim Wilson MP, elected as the Member for Goldstein in July, continued the strong relationship forged by his predecessor, Andrew Robb AO by attending various functions and advocating on our behalf. Tim opened our art exhibition at the ARTrium space at the Bayside City Council in December and was instrumental in securing a visit from the Federal Treasurer, The Hon. Scott Morrison MP, in May following the announcement of NDIS funding in the 2017 Budget. Local State Liberal representatives have also been very supportive, as has the Bayside City Council.

CORPORATE PARTNERSHIPS

The partnership initiated with Kay & Burton Real Estate Bayside in early 2016 was officially launched at a cocktail function held at The Pantry in October. The event was attended by 100 people and raised over $34,000 for Bayley House. Kay & Burton have made an ongoing commitment as a charity sponsor.

COMMUNITY PARTNERSHIPS

Our relationship with The Good Guys Brighton, and through them, The Good Guys Foundation, celebrated 10 years this year. Over that time in excess of $100,000 has been donated to support our services and programs. A change in ownership of the business will impact the nature of the partnership in the future.

The partnership with Coles North Brighton goes from strength to strength. They continue to support the Working to Potential program and staff presented a donation of $10,000 to Bayley House in July.

PRIVATE ANCILLARY FUNDS

Income provided by Private Ancillary Funds (PAFs), a form of charitable trusts managed by families, is an area of potential growth for Bayley House. An analysis of Victorian PAFs identified several that support disability services. Relationships have been developed with some of these PAFs resulting in one fund making a three-year commitment to support Bayley House projects.

TRUSTS AND FOUNDATIONS

Bayley House continues to seek support thorough grants from philanthropic trusts and government. This year we achieved a 44% success rate with grant submissions performing better than the not-for-profit sector average of 20%; over $152,000 in grant funds was received. This enabled equipment such as iPads to be purchased, installation of an outdoor awning and additional overhead tracking in the Glassborow Wing, and continuation of the NDIS Family Liaison Officer position.

SPECIAL ACKNOWLEDGEMENTS

Bill Hodgson became Patron in May 1995 and since then has been a strong advocate for our organisation, championing our cause, promoting the work we do and seeking support from businesses, foundations and individuals. He also played a significant role in the establishment of the Bayley House Foundation and he, along with his wife Rea, have been very generous in supporting us financially. The support of Bill and Rea has been invaluable in facilitating key projects during the year.

Chris Renwick AM has also played a significant role as Ambassador promoting Bayley House to key influencers throughout the year. This has been instrumental in creating new funding opportunities.

Bayley Birds, Family and Friends and Residential Raisers continue to provide important support to Bayley House. The funds they raise provide additional ‘extras’ for clients as well as supporting key activities.


THANKING SUPPORTERS

Bayley House is grateful to all those who support us, whether it be through donations, in-kind professional services, goods in-kind, grants or involvement in our programs and activities. Several functions were held during the year to thank the different groups. Major donors and key supporters, including representatives from philanthropic trusts, charity partners as well as individual donors, attended a luncheon early in November at the Brighton Savoy.

Our annual Supporters Function, held later the same month, recognised the contribution of some of our volunteers and supporting partners. Past Board and Sub-Committee members were acknowledged at an event in March and a special morning tea for volunteers was held in May.

FUTURE PRIORITIES

∞ Grow funding via family PAFs, sponsorship and business partnerships.

∞ Maintain the level of funding from philanthropic trusts and giving by donors through increased stewardship of relationships.

∞ Develop a suite of branded communication and marketing materials.

FUNDRAISING INCOME 2016/17 $ %

Appeals $64,676 10.6

General Donations $272,894 44.7

Corporate $119,858 19.7

Grants $152,391 25

TOTAL $609,819 100

44.7%FUNDRAISING INCOME WAS FROM GENERAL DONATIONS

$609,819TOTAL FUNDRAISING INCOME IN 2016/17

102%INCREASE IN SOCIAL MEDIA FOLLOWERS

$181,000 RAISED IN A 24-HOUR ONLINE CAMPAIGN

$152,391IN GRANTS RECEIVED

44%SUCCESS RATE WITH GRANT SUBMISSIONS

20% ABOVE INDUSTRY AVERAGE


OUR PEOPLE

Bayley House is a ‘people’ organisation. Our staff, Board, clients, volunteers and members make an invaluable contribution and help create an environment that is supportive and friendly whilst fostering independence, choice and participation. This ensures that each person who attends Bayley House has the opportunity to achieve their goals, have great experiences and be valued members of the community.

140STAFF

220+PEOPLE ACCESSING

OUR SERVICES

119MEMBERS

7BOARD

DIRECTORS

59VOLUNTEERS

29%MALE

32%MALE

71%FEMALE

68%FEMALE

29%FULL TIME

48%PART TIME

23%CASUAL

10,000+ VOLUNTEER

HOURS

25 LIFE

MEMBERS


AWARDS & RECOGNITION

BAYLEY HOUSE OUTSTANDING SERVICE AWARDS

Silver Emblem AwardAnnie Dunn Ina McIver Benjamin Warren

Silver Emblem with WreathSusanne Nyland Lucy Whelan Gillian Peatling

LIFE MEMBERSHIP

Pat Calver

COMMUNITY PARTNERSHIP AWARD

Brighton Recreational Centre

CLIENT RECOGNITION AWARDS

10 Year Certificate Anne Maree Broccio Zoe Elias Kon Kapsalis Joanna Koman Jane Matthews Katie van der Hoven Melissa Weyman-Jones

15 Year CertificateJohn Davis Sarah Felbel Natalie Listokin Harry Palatsides Bri Peatling

20 Year CertificateSoula Zindilis

25 Year AwardSam Baker

30 Year Award Simon O’Connor

50 Year Award John Walker


THE BOARD IN PROFILE

The role of the Bayley House Board is to provide strong executive oversight and governance.

Currently comprising of seven voluntary Directors, the Board makes decisions that are critical to the ongoing success of Bayley House, including setting the organisation’s strategic direction and establishing its policies. The Board is responsible for monitoring the performance of the organisation’s activities and overseeing its financial state.

Several Sub-Committees and key Working Groups provide advice and make recommendations to the Board. Each has representation from Board, staff and independent skilled volunteers.

RHONDA WHITFIELD Board Chair

Chair from early 2015, Deputy Chair from 2012 and Board member since 2009, Rhonda is a skilled Board director, mentor and mediator. Her directorship contributions have been useful in the emergency services, health, aging, parks, sports and arts sectors. Rhonda’s past senior business executive experience brings commercial focus to complement her passion for equity for people with disability.

Current Sub-Committees & Working Groups:

∞ Finance

∞ Quality, Governance & Risk

∞ Business Strategy

∞ Business Technology Governance

JUDE MULCAHY Deputy Chair

Jude has wide-spread professional experience in governance, risk management and business development. She joined the Board in 2013 and was elected Deputy Chair in June 2015. Jude has a strong background in social innovation and community investment, with global expertise, experience and networks. She is a trusted mentor and strategist to senior leaders in business, governments and not for profit organisations.



∞ Business Strategy

JOHN LAWRENSON Deputy Chair & Treasurer

Elected to the Board in late 2014, John has broad experience in the business sector as well as not-for-profit and government organisations. He has been Deputy Chair since June 2015 and Treasurer since December 2016. John offers a wealth of knowledge in the area of fiscal management and governance. He is the parent of an adult daughter with a disability.


∞ Finance


RICHARD DALTON

A barrister at the Victorian Bar since 2004 and previously a law firm partner, Richard brings to the Board over 20 years’ experience in the law. He specialises in industrial and employment law, equal opportunity and occupational health and safety. Richard has been a Board member since 2009 and has contributed significantly to the Board’s approach to governance and legal risk management.

Current Committees & Working Groups:

∞ Bayley House Foundation (Chair)

PAUL HEDE

Elected to the Board in October 2012, Paul is the parent of a son with a disability. As an experienced architect, Paul has operated his own practice for 35 years and specialises in design for disability. He is passionate about creating positive outcomes for people with a disability. Paul has experience in governance in both the public and community sectors.


∞ Infrastructure & Assets

LUCY WHELAN

Lucy joined the Board in October 2013 following her long involvement with Bayley House. Lucy has a brother with a disability. She has over 15 years’ experience in the public health sector and 20 years in the disability services industry. Lucy is passionate about patient/client outcomes, process improvement and healthcare delivery. She is currently Senior Advisor, Allied Health and Support Workforce at Monash Health.




RICHARD ZYLAN

Richard was coopted to the Board in 2014 and elected as a member in 2015. He has a strong background in the health sector with experience in implementing health programs for aged care and disability homes. The parent of an adult son with a disability, Richard is passionate about the use of technology as a learning and communication tool and he is a strong advocate for disability rights.


∞ Infrastructure & Assets

BOARD MEETING ATTENDANCE

Rhonda Whitfield 10/10

Richard Dalton 6/10

Angus Graham OAM (Resigned Feb 2017) 0/5

Paul Hede 10/10

John Lawrenson 9/10

Rachel Milum (Retired Nov 2016) 2/4

Jude Mulcahy 9/10

Norm Peatling (Retired Nov 2016) 3/4

Gerard Savage (Resigned Dec 2016) 3/5

Lucy Whelan 9/10

Richard Zylan 9/10


THE LEADERSHIP TEAM

The Bayley House Leadership Team work closely together to provide executive services and leadership which facilitate the delivery of sustainable, high quality services and activities across the organisation.

RUTH LEW Fundraising Manager

Donations, Grants, Bequests and Capital Campaigns

Ruth has been with Bayley House for four years. She is a highly resourceful senior fundraising and communications specialist with over 15 years’ experience in the not for profit sector; primarily in the social services and the arts sectors. Ruth has a Bachelor of Arts degree (Communications major) and has extensive training as a fundraising professional.

CAROLINE STANLEY Human Resources Manager

Human Resources, Leadership Development, Employee Relations, Remuneration and OH&S

Caroline joined Bayley House six years ago. She brings extensive experience in Human Resources and Organisational Development with over 20 years’ experience in industries including not for profit and the big four professional services firms. She holds a Bachelor of Arts degree and a Graduate Diploma in HR Management/Industrial Relations.

JANET BATEY Chief Executive Officer – Interim

Operational day-to-day management, Strategy Implementation and Board Liaison

Janet has worked in the disability sector for over 45 years and has received a national award in recognition of her support of people with an intellectual disability. She has worked in executive roles for the past 20 years including CEO at Bayley House from 2009–2011. Janet has specialist qualifications in Social Science and a Masters in Health Science Disability Studies. She brings a life-long zeal for improving services and quality of life for people with a disability.

CATHERINE RAINE Finance Manager

Property Maintenance, Payroll, Transport, Accounts Payable & Receivable

Catherine was appointed as Finance Manager in 2015. Prior to this she worked in several not for profit organisations, both in Australia and the UK. Catherine is a Certified Practicing Accountant (CPA) and Chartered Institute of Management Accountant (CIMA). She is committed to driving business process improvements and maximising the use of technology across the organisation.

PENNY SCOTT NDIS Transition Manager

Transition Management, Service Review and Stakeholder Engagement

Penny has almost 30 years in the disability sector. She joined Bayley House in 2001 and has worked across all areas of the organisation, holding a variety of managerial roles over the past 15 years. Penny has a strong background and qualifications in mental health and community sector management. She is passionate about supporting people with disabilities.

HANS VAN DE GRAAFF General Manager – Accommodation Services

Supported Accommodation and Respite Services

Hans commenced at Bayley House in 2012 and has nearly 30 years in the not for profit community services sector in the areas of Acquired Brain Injury and mental health. He has held senior leadership roles since 1992 and is passionate about instilling positive change to improve the lives of people living with disability.


OUR HUMAN RESOURCESAttracting and retaining the highest quality staff is a major priority for Bayley House and essential for us to continue to deliver excellent service to all our clients and families. Our recruitment strategy is focused on maintaining a strong, stable, experienced and flexible workforce committed to achieving the best possible outcomes for our organisation and the clients we support.

PREPARING FOR THE NDIS

Our staff have been very active preparing for the roll out of the NDIS. Key positions have been established to support this work and our organisational and workforce structure was assessed to ensure we continue to stay aligned to NDIS requirements, our overall Bayley House strategy and client requirements and preferences. This is also vital if we are to meet the workforce challenges presented by the introduction of the NDIS and remain an employer of choice.

STAFF SURVEY

In May we conducted our regular externally facilitated staff survey to gain valuable feedback from staff. With an excellent response rate of 89%, the overall results were very positive, showing many areas of strength and maintaining the strong results from previous surveys. Staff value working at Bayley House and, as a result, our turnover rate continues to be well below the industry average.

CONTINUOUS IMPROVEMENT

Bayley House has continued to conduct leadership development programs and regular training activities this year to ensure all staff have the core skills to enable them to provide excellent support to clients. A regular review is conducted of the organisational training plan by the HR Manager, the General Managers and the Quality Manager to ensure all staff have the training best suited to their role and undertake all mandatory training. Improved record keeping has increased our capacity to better track all training which is conducted.

Improvements were made to our recruitment tools and processes, and systems were established to better track recruitment outcomes and workforce statistics. A focus on staff wellbeing and Occupational Health and Safety has led to the implementation of many process improvements in this area.

KERRYN MCIVER External Relations Manager

Public Relations, Communications and Marketing

Kerryn joined Bayley House as External Relations Manager in 2007. She has over 20 years’ experience in community education and the not for profit sector. With qualifications in science, education, fundraising and public relations, Kerryn offers expertise in internal and external communications, marketing, relationship building and stakeholder management.

NATARSHA WARREN General Manager Day Programs – Acting

Day Service Programs, Program Development, Client Recruitment

Natarsha has worked at Bayley House in several capacities since 1999. Her qualifications and experience in music education and disability have guided the development of our drama and performance activities. Natarsha lectures in disability studies at Victoria University and has been part of the Day Service Management team for the past five years.

ANNEKE JURGENS Quality Manager

Continuous Improvement, Compliance, Quality Management and Oversees CIC Committee

Anneke has worked at Bayley House for ten years; the past five as Quality Manager. She is a registered psychologist and has a Master of Psychology (Educational and Developmental)/Doctor of Philosophy degree. Anneke has a keen interest in safeguarding and promoting the wellbeing of individuals with a disability through continuous improvement of our services.

KRYSIA HODGSON General Manager Day Programs – Acting

Day Service Programs, Program Development, Client Recruitment

Krysia has over 35 years’ experience in the disability sector and has been a member of the Day Service team since 1992. She holds a Bachelor of Counselling and is passionate about supporting clients to achieve their goals. Krysia is a committed professional who has been an active leader of the Day Service Management team for the past four years.


ABOUT OUR CLIENTS

Our clients are central to all we do. They are a diverse group who genuinely enjoy each other’s company and love life. They take pride in being part of Bayley House and have ownership of the organisation. Together they support each other and make Bayley House a friendly, happy place to be.

82%FULL TIME

18%PART TIME

22–79 RESIDENT

AGE RANGE

86%RESIDENTS ATTEND OUR DAY SERVICE

181DAY SERVICE

CLIENTS

43ACCOMMODATION

RESIDENTS

20+DIFFERENT CULTURAL BACKGROUNDS

65%CLIENTS ATTENDING THE DAY SERVICE ARE 45 OR YOUNGER

77% DAY SERVICE CLIENTS

LIVE IN THE BAYSIDE AND SURROUNDING LOCAL GOVERNMENT AREAS


A MAN OF ACTION

Angus is an ‘outdoors’ sort of guy. He loves getting out and about having a bit of fun. Each Tuesday Angus participates in the gardening group, mowing the lawns and keeping the gardens tidy at Bayley House and each of our residential properties. He is also involved in the dog walking program every Thursday working with staff and clients from the High Support area to make sure everyone has the chance to experience a bit of ‘pet therapy’.

About five years ago, Angus started working a few hours a week at the local Mitre 10 store in New Street Brighton as part of the Working to Potential program. Owner, Peter Broderick, and a couple of members of his team, Gavin and Lloyd, have taken Angus under their wing. They make sure he is always busy; they let him know what needs to be done and explain how to complete new tasks. Angus loves the work. He regularly sweeps the floors, restocks the shelves and keeps the timber sales area tidy. The customers and staff love him too. Angus always stops to have a chat to them, talking about footy and assisting people with their purchases.



WONDERFUL VOLUNTEERS

Thank you to all our wonderful volunteers who work with us on a regular basis to assist staff in programs and activities, serve on committees and support our clients to achieve their goals.

David Adams

Brett Agg

Susan Agostino

James Bainbridge

Dan Baker

Norm Barrow

Faye Barrow OAM

Dai Benbow

Janelle Birse

Sue Brain

Bill Bunnett

David Calver

Pat Calver

Lynore Cody

David Cole

Angela Crossland

Richard Dalton

Tom de Meyrick

Sheridan Di Pietro

Helen Dillon

Annie Dunn

Jackie Edmondson

Wendy Feben

Kathy Finlay

Helen Halpin

Paul Hede

Bill Hodgson

Annabel Kay

Andrew Kerr

John Lawrenson

Barbara Lee

Anne Listokin

Belinda MacDonald

Lesley Marshall

Bridget Materia/Strahan

Jeffrey May

Julie McDonald

Sandy McGrath

Ina McIver

Naomi Milgrom

Jude Mulcahy

Daniel Park

Gillian Peatling

Ann Peters

Cheryl Peterson

Jan Plenderleith

Elaine Polonsky

Tony Pook

Gayle Pook

Daniel Porter

Christopher Renwick AM

Marie Rowell

Ian Spence

Shima Sturrock

Lesley Swallow

Maree Thompson

Wendy Toy

Beverley Walker

Lucy Whelan

Rhonda Whitfield

James Wilson

Richard Zylan


HONORARY LIFE MEMBERS

1955 Charles Godfrey

1956 Kathleen Bayley

1963 Cec Elliott

1974 Stan Glassborow MBE Edna Glassborow BEM

1976 Keith Davidson Robert Ball

1983 Robert Black OAM Ted Haddon

1984 Ethel Tonkin

1990 Ted Mulcahy

1994 Beryl Fookes OAM Peter Blood Stella Ruthven

1995 Bill Hodgson

1997 Mona Andrawartha Patricia Arnott Jeanette Kennedy Lucy Morgan Gertrude Vulcan

1998 Sybil Ball Marilyn Duffield Ian Grover Jack Malone

1999 Joan Grover Peter Vulcan AM

2001 Faye Barrow OAM Graham Gude

2002 Richard Fletcher Toni Waite

2003 Moyha Bettess Leonie Fraser Jim Jamieson Virginia Jamieson

2004 Valmai Doolan Sally Stewart

2005 Judy Browne Esther Campbell Lois Dugan

2007 Gwenda Hance Carmel Sullivan Janet Walter

2008 Peter Lee

2009 Paul Bennett Hilda Glotzer-Rozenfeld Hector Walker

2010 James Bainbridge Ray Fairley

2011 Krysia Hodgson

2012 Gerard Savage

2013 Faye Matthews Wal Matthews

2014 Shirley Kudeviita

2015 Norm Peatling Prue Bennett

2016 Pat Calver

BAYLEY HOUSE ANNUAL REPORT 2016–2017 29

THANK YOU

Our sincere thanks to everyone who has supported and partnered with Bayley House throughout the year. Their support is essential to help us to provide valuable programs and services to our clients.

PATRON

Bill Hodgson

AMBASSADOR

Christopher Renwick AM

BAYLEY BEQUEST SOCIETY AMBASSADORS

Faye Barrow OAM

Janet Walter

Gwenda Hance

CHARITY PARTNERS

Coles North Brighton

Charidy Australia

Hall Chadwick Chartered Accountants

Hymans Valuers & Auctioneers

Kay & Burton Bayside

Les Clefs d’Or Australia

Macquarie Bank Group

Morgans Financial Brighton

Rotary Club of Hampton

The Good Guys Brighton

The Pantry

COMMUNITY PARTNERS

Community Partners

Brighton Baptist Church

Bambini Early Learning Centre

Bayside Library Service – Brighton Branch

Brighton Grammar Early Learning Centre

Brighton Medical Clinic

Brighton Recreational Centre

Coles – North Brighton

Family Life

Hampton Community Centre

Maureen Scott

Middle Brighton Newsagency

Mitre 10

St Stephens Opportunity Shop

Trinity Uniting Church

White Rabbit

Wilson Street Kindergarten

FUNDRAISING COMMITTEES

Bayley Birds

Bayley House Family & Friends

Bayley Residential Raisers

GOVERNMENT

Bayside City Council

Department of Health & Human Services

BUSINESSES

Bayside Business Network

Black Cabs Combined Pty Ltd

Brighton TAB

The Crescent Brighton

CMV Truck & Bus Pty Ltd

Fielding Hill Capital Pty Ltd

Gardenvale TAB

Grill'd Elsternwick

Guardian Hampton Pharmacy

Highett Chemmart Pharmacy

The International of Brighton

Nardoo Land Co

Network Integration & Computing Experts (NICE IT)

Pacific Trends International Pty Ltd

Prime Pak Supplies Pty Ltd

Ritchies Stores – Head Office

Sandown Greyhound Racing Club

CLUBS & ASSOCIATIONS

All Souls Opportunity Shop

BICCY'S Opportunity Shop

Elsternwick Park Women's Golf Club Inc

Order of the Eastern Star Australia – Brighton Chapter

Ormond Uniting Church Adult Fellowship

Probus Club of Beaumaris Bay Inc.

Sandown Greyhound Racing Club

Sandringham Little Athletics Club

The Angels Supporter Group of St Kilda FC

Victorian Advocacy League for Individuals with Disability (VALID)

ESTATES

Intellectual Disability Care Foundation (Robert Oswald Ball)

The Estate of Sylvia Ball

The Estate of the Late Una Marion Davis

TRUSTS & FOUNDATIONS

The William Angliss (Victoria) Charitable Fund

Bayley House Foundation Ltd

Bell Charitable Fund

Henry Berry Estate and Trust

The Jack Brockhoff Foundation

The Collie Foundation

Community Enterprise Foundation

Brian M Davis Charitable Foundation

The Good Guys Foundation

The Amelia Eliza Holland Trust

The Honda Foundation

The Johnstone Family Foundation

Macquarie Group Foundation

Lord Mayor's Charitable Foundation

SCHOOLS & COLLEGES

Brighton Grammar School

Holmesglen TAFE Moorabbin

La Trobe University

Melbourne Polytechnic

RMIT University

Sandringham Secondary College

University of Melbourne


HOW YOU CAN HELP

With your help, Bayley House can continue to provide exceptional service and support to our clients. Your time, money, resources or ideas are very welcome and will enable us to make a real difference to the people supported by Bayley House.

DONATE

A single donation will make a difference, or you could become a regular supporter through monthly giving. Donations can be made at bayleyhouse.org.au or by calling Bayley House on 03 9982 1500. Donations are tax deductible.

LEAVE A BEQUEST

By leaving a gift to Bayley House in your Will, no matter how large or small, you will leave an ongoing legacy that will help us provide activities and services that meet the needs of our people now, and into the future. For more information, please contact our Fundraising Manager on 03 9982 1537.

FUNDRAISE

It’s easy to fundraise for Bayley House; host an event, hold a raffle or fundraise online when you next take part in a sporting activity such as a fun-run or celebrate a milestone birthday. Visit our website for more details.

VOLUNTEER

Our volunteers are a valued part of the Bayley House team and play a crucial role in helping to support our clients. They assist in many areas from administration to supporting client activities. Please contact our External Relations Department on 03 9982 1513 if you would like to volunteer.

PARTNER WITH US

Many community organisations and corporate businesses partner with Bayley House to help us deliver better services and activities. Partnership packages can be designed to meet your organisation’s needs while also benefiting the people Bayley House supports.

If you would like more information on how you can help, please contact our Fundraising Manager on 03 9982 1537.

Bayley House ABN 79 262 349 071 ACN 617 500 633

52 Middle Crescent, Brighton Victoria 3186

Ph (03) 9982 1500 [email protected]

bayleyhouse.org.au

turning disability into - bayley house · 2018-10-23 · financially sustainable and provided in...

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