LIFEWORKS YEAR IN REVIEW2017

BUILDING A SAFER FUTURE

Our vision is to serve the Victorian community by promoting positive relationships for the achievement of wellbeing and the fullness of life. We are the relationships people who build connected families, workplaces and communities. We are committed to supporting all relationships through life’s challenges and transitions by offering:

Relationship counsellingSpecialised couples counselling, family and individual counselling, including counselling for children and adolescents.

Relationship educationEvidenced-based education programs, seminars and workshops for couples, parents and individuals.

Dispute resolution and mediation servicesAssistance for separating couples, families, older people and community members in resolving conflict and reaching agreements on a wide range of issues. Services include family dispute resolution for children and property matters, child-inclusive practice and lawyer-assisted mediation.

Family violence prevention programsVictoria’s leading provider of Men’s Behaviour Change Programs, including partner contact support. School-based and work-based prevention seminars and workshops. Intensive family-based interventions and support.

Intercountry Adoption Family Support Service National counselling, information and support for couples, families and individuals experiencing intercountry adoption.

Employee Assistance Program Counselling and Critical Incident Response services supporting organisations across a range of industries and sectors.

Workplace servicesWorkplace training, e-training, coaching, mediation and investigation services.

Specialist servicesAuthorised provider of the VicRoads Safe Driving Program.

CONTENTS1 2017 highlights2 Chairperson’s report3 CEO’s report4 Changing relationships

6 Responding to need8 Life transitions10 Measuring change12 Resolving conflict

14 Reducing stigma16 Removing barriers18 Our people20 Financial report

LifeWorks acknowledges Aboriginal people as the traditional custodians of the land from which we serve and respects their spiritual and physical relationship with their country. LifeWorks is an access-for-all organisation.

The stories and quotes presented throughout the report are indicative of clients seen over the 2016–17 period. Names and identifying details have been changed to protect the privacy of individuals. Statistics are taken from the 2016–17 Performance Monitoring and Review Survey and internal data processes.

ABOUT LIFEWORKS

1

21% GROWTH in Employee Assistance Program service hours

300+ ONLINE educational

clients serviced

Launched

NEW WEBSITE with client-focused

search function

New service delivery sites in

HUME & GLEN EIRA

ACCEPTANCE onto the

Defence Force Restorative Engagement

Facilitator Panel

EXPANSION of Men’s Behaviour Change Program model to

include pre-group and post-group work

Launched

KEEPING SAFE TOGETHER

pilot program in partnership with

Women’s Health West

Continued strengthening

of overall

FINANCIAL POSITION

17% GROWTH in total client numbers

across all programs

25% INCREASE in Men’s Behaviour Change Program

participants

Launched Intercountry Adoption Family Support Service

ONLINE EDUCATIONAL service component

8% INCREASE in website visitors

2017 HIGHLIGHTS

YEAR IN REVIEW 2017

2 LIFEWORKS

CHAIRPERSON’S REPORT

In what continues to be an ever-changing, challenging and exciting service delivery landscape, LifeWorks increased its revenue to over $5.3 million. This increase has been, in part, due to our commitment to building safer and more connected families, workplaces and communities. It is also a reflection of the board’s strong governance and commitment to delivering on our strategic priorities, which were identified and set in place at the beginning of the reporting period.

LifeWorks’ strategic priorities flow from five strategic pillars that recognise the changing nature of relationships and the structural reform that is shaping our sector. Increased growth, innovation, diversification, capacity and organisational profile are vital for our ongoing success, along with our ability to provide evidence-based, outcome-focused, professional services.

Over the past financial year, LifeWorks has proactively responded to the findings of the Royal Commission into Family Violence. As a provider of relationship counselling, education and dispute resolution services, we are acutely aware of the impact of family violence on women and children.

In addition to our work in family violence, LifeWorks has continued to focus on our core business of relationship support services. Relationship services are essential to the development and sustainability of safe, respectful families and communities. They must also reflect the diversity of relationships and culture of our home, work and social lives.

As we improve our services and develop new programs, we share the Victorian and Commonwealth governments’ increased need for meaningful data and tangible outcomes. Collecting and analysing both qualitative and quantitative information about our services and client experiences will continue to be a key priority. The case studies presented in this year’s report are illustrations of the many ways in which we are building a safer future for us all.

On behalf of the board, I would like to thank our CEO, Janet Jukes, and the senior management team for their dedication and leadership. I also acknowledge LifeWorks’ practitioners, associates and administrative staff who embody our values through the delivery of our diverse services. In 2017, LifeWorks participated in the Observership Program for the first time. LifeWorks benefited greatly from the enthusiasm and youthful wisdom of two observers who were able to attend each board and committee meeting. I thank Zoe Gatsios Noble and Tim Wong for their contribution to the deliberations of the directors.

I have greatly appreciated the guidance and support provided by my fellow directors, who give their time and expertise so generously. In particular, I recognise the invaluable work of Rosemary Hehir in her role as chair of the Finance Risk and Audit Committee (FRAC). Rosemary stepped down from this position in early 2017 and I welcome new FRAC chair and board member, Brooke Pearson. Also new to the board in August 2017 is Bill Couche, who brings with him a wealth of sector knowledge and experience.

I would like to acknowledge the incredible leadership of Peter Harcourt, who served as chairperson for the last seven years. Peter joined LifeWorks in March 2008 as a director before becoming our chairperson in 2010. The annual reports for this period record the interesting journey that LifeWorks has been on during that time. In 2010, LifeWorks’ equity was $39,000. By 30 June 2016 it had grown to $693,000 and on 30 June 2017 it was $850,000. This is a testament to Peter’s guiding hand and strongly positions LifeWorks to seize the many opportunities that await us. Peter remains a director of LifeWorks, so we will continue to benefit from his great wisdom and experience.

LifeWorks is in wonderful shape. Our services will educate, improve relationships and help reduce or resolve disputes to build a safer future for us all.

Andrew Brookes, Chairperson

It gives me great pleasure to pen my first chairperson’s report as the newly appointed chair of the LifeWorks Relationship Counselling and Education Services board. I am delighted to report on our continued growth and success over the 2016–17 financial year.

3

CEO’S REPORT

Changes to the way we consume information, access support and services, resource and fund service providers and take responsibility for our own support needs, means that services are being redesigned to deliver consumer-directed care and new models of co-design and delivery. The role of the funded sector, the private sector and government is changing. This means that the ways that we relate to our funders and clients are changing and will continue to change in the years to come. I am proud that we can confidently affirm that LifeWorks is in a strong position to respond to and play a part in this future.

In 2016–17 LifeWorks has grown in the quantity and quality of our services and in our ability to build a values-based response to external pressures.

One example is the launch of our new responsive website and digital communications and marketing strategy. The website is based on a consumer-driven design that puts our clients’ information needs first. It allows users to select their life transition or stage, resulting in the delivery of a range of interrelated services. In the first two months since the launch, visits to the website increased by eight per cent.

We also expanded our work in family violence prevention, responding to recommendations from the Victorian Royal Commission into Family Violence. Our focus is to keep women and children safe through our work with men. In 2016–17 we experienced a 25 per cent increase in Mens Behaviour Change clients and worked with over 600 men. In addition, we successfully tendered with Women’s Health West to develop and deliver a family violence therapeutic interventions demonstration project. The Keeping Safe Together project will provide intensive support to families who are experiencing family violence so that all members of the family can recover, and make changes so that family violence is no longer part of their lives, whether they move apart or stay together.

The delivery of evidence-based programs and services is the cornerstone of our work. This fundamental tenet ensures we maintain professional, high-quality services. In the past year we established a partnership with Communities for Children and with the Centre for Excellence in Child and Family Welfare to share our experience and expertise of working with men and fathers who use violence.

At the end of 2016–17, our Employee Assistance Program outperformed its projected usage, with a 21 per cent increase in employee counselling sessions. We are extremely pleased about this result as it reflects a recognition that our lives are becoming more integrated and the lines between our personal and work lives are not fixed.

LifeWorks has had a great year, strengthening our financial sustainability while expanding and growing client numbers by 17 per cent. The board, senior management, practitioners, associates and administrative staff have continued to work above expectations. They are the reason that we can continue to build a sustainable foundation and provide excellent services. I thank them all for their support and commitment to our vision and values.

Finally, I would like to acknowledge the retirement of Peter Harcourt as LifeWorks’ chairperson, after more than ten years. Peter’s commitment, leadership and strategic guidance have been invaluable and we are thankful that he will remain as a board member.

We look forward to continuing to implement our ambitious, innovative and attainable strategic plan. Most importantly, we look forward to building connected families, workplaces and communities.

Janet Jukes, Chief Executive Officer

In 2016–17 our service use and delivery have continued to grow and evolve to meet the seismic changes in our society, communities and services systems.

YEAR IN REVIEW 2017

4 LIFEWORKS

CHANGING RELATIONSHIPSEVOLVING TO RESPOND TO THE CHANGING NATURE OF RELATIONSHIPSRelationships and families are always changing. Our strategic plan focuses on supporting the community to be better equipped to navigate the changing nature of relationships, so there is less hurt and more hope. Living together before marriage is increasing and the number of registered marriages per year continues to fall. In addition, rates of relationship breakdown are rising, and recent statistics identify that nearly half of all divorces include children. Added to this is the shift in traditional expectations and gender roles within the family and couple relationships.

This means that relationship support services must also evolve. We must be innovative about how, when and where we provide our services. LifeWorks is committed to strengthening and improving our service models and programs.

One example of this kind of innovation is the promotion of family safety and healing. LifeWorks, in partnership with Women’s Health West, received funding to develop a whole-of-family approach to keeping families safe and together. The program focuses on engaging fathers about their use of violence and harm in the family. This program will be embedded in an action research framework with intensive supervision and documentation of the practice and outcomes. The aim is to engage families who have started the process of restoration and accountability. A team of therapists, including two specialised

men’s practitioners, has been employed to assist in a team response for these families. This is a new model of support that is a response to the recommendations of the recent Royal Commission into Family Violence.

LifeWorks’ counselling services have grown over the last financial year. We have seen an increase in requests for our online counselling services. At the beginning of the reporting period, we reviewed our fee structure and focused on making the fee schedule easier, fairer and simpler. We reaffirmed our core principle to increase access to our services and provide affordable relationship services to those who are disadvantaged and marginalised.

Making our counselling and relationship services more accessible has also been a key focus over the past year. As an access-for-all organisation, it is important that we look not only at our processes but also our practices. In the last year, all our practitioners and staff participated in diversity training to improve the way we deliver services to people from non-English speaking backgrounds. Our counsellors also receive a minimum of four days professional development each year, and have access to an additional three to five days for targeted learning and skill development. One focus of our professional development in the last year has been couple’s counselling.

15% growth in

service hours

Minimum

4 days of professional development 93% of clients were satisfied with the service they received

5

Separation can come as a shock. Counselling can help people navigate their way to a new normal. MARGARET, COUNSELLOR

CASE STUDY: FRANK AND JENNYRelationship separation can occur at any point – sometimes when one party least expects it. Counselling can support family members to navigate their way to a new normal.

ScenarioFrank (60) and Jenny (55) have been married for 30 years. They have two children, Ellen (24) and Tim (26), who no longer live at home. Six months ago, Jenny decided to leave the marriage.

Frank contacted LifeWorks for counselling and support. He presented with high levels of distress and anxiety. He had a history of unaddressed trauma from childhood and fractured relationships with his children. In addition, he was using alcohol to self-medicate and often found himself getting angry and keeping others at a distance.

ResponseThe counsellor worked with Frank over several weekly sessions. Frank learnt psychological techniques to help him recognise and manage his feelings. By exploring trauma from his childhood, Frank learnt to reframe his experiences and reduce his alcohol use. The counsellor encouraged Frank to reconnect with others and build a strong support network.

OutcomeFrank worked on repairing and strengthening his relationship with his children. He set goals and began to move through the stages of loss and grief related to the ending of his marriage. Frank is now more positive about the future. He is finding enjoyment in new interests and is adjusting to life as a single man.

YEAR IN REVIEW 2017

6 LIFEWORKS

Delivered

first live-streamed educational

seminar

93% of clients have

new skills and

knowledge to

use in their relationships

RESPONDING TO NEED

Delivered more than

1200 counselling sessions

Professional, compassionate,

appreciated! LAURA (57)

FILLING THE SERVICE GAP FOR FAMILIES FORMED THROUGH INTERCOUNTRY ADOPTIONIn April 2016 LifeWorks, in partnership with International Social Service Australia (ISS), launched its national Intercountry Adoption Family Support (ICAFS) service. A year later, the service has reached all its funding targets and is helping a diverse range of families and adult adoptees across Australia with counselling, education, information and support services. Raising awareness and knowledge of the service has been a key focus, along with building positive relationships within the intercountry adoption sector.

In 2016–17, LifeWorks’ ICAFS staff met with a range of stakeholders around Australia including state adoption services, support services and peer-based and advocacy organisations. The ICAFS service has gained significant insight into the needs of the community and has become better known for its clinical expertise. This expertise has come from collaborating with associate counsellors who have unique and vast experience working with intercountry adoptive families, children and adults.

Working closely with the community has led to significant growth in service use and a better understanding of the gaps in support that families, children and adults currently experience. When people connect with the ICAFS service, the coordinator engages with them and takes them through a brief intake process. This gives the coordinator an understanding of the challenges and complexities of their particular situation and ensures they can be referred to an appropriate counselling and/or information and support worker.

The intake process and ongoing support of families has also assisted in shaping the delivery of the educational component of the ICAFS service. In 2016–17 a scoping exercise identified the educational needs of both families and adult adoptees. We spoke with adoptive parents, adult adoptees and adoptive services to identify a range of topics and themes where information was scarce or difficult to access. As a result of this work, four areas were identified for educational development and delivery over the 2017 year: the impact of trauma on adoptive children, identity and belonging in an intercountry adoptive context, grief and loss and how it relates to intercountry adoptive children, and search and reunification.

Educational information seminars were scheduled and delivered online across Australia. Each session was streamed live and also recorded so it could be uploaded and accessed post-delivery. Engagement with this online delivery mode has been high and the feedback has been extremely positive.

We will continue to develop this area of the ICAFS service, guided by the voices and needs of people whose families have been formed through intercountry adoption. In addition, the educational component adds to the overarching aim of delivering a service for families and adults that looks after their emotional, practical and educational needs. LifeWorks and ISS Australia will work together to improve our processes and communication to ensure clients benefit from all aspects of the ICAFS service.

7

CASE STUDY: LAURA AND MARNIEThe unique challenges associated with intercountry adoption can often leave families and adult adoptees feeling isolated and misunderstood. It is vital to take the time to listen, evaluate and offer a range of supports that suit both individual and family needs.

ScenarioLaura (57) was struggling with her relationship with her adopted daughter, Marnie (16). Marnie was adopted from India at the age of six, after having lived for many years in an orphanage and on the streets. Laura contacted the ICAFS service extremely distressed about the breakdown of their relationship, and was contemplating having Marnie live elsewhere.

ResponseA LifeWorks’ ICAFS counsellor was assigned to provide support to Laura. Due to the location of the family, there was no associate family therapist in the area who could provide immediate support to Marnie. An information and support worker from our partner agency, ISS Australia, was assigned to travel on a regular basis to the client’s house and work with Marnie while a suitable family therapist was identified and contracted to provide counselling to her.

The LifeWorks’ counsellor and ISS worker facilitated a family meeting (without Marnie) to organise a roster of care with her adult siblings that would give both Laura and Marnie some space and respite.

During this meeting the family was provided with some psycho-education about the impact of early trauma and how this can manifest later, particularly in the teenage years when the search for identity and the need to differentiate from the family occurs, and the need for stability and support is greatest.

OutcomeA family therapist was contracted to provide ongoing counselling to Marnie to stabilise her mental health and, when appropriate, bring Laura and Marnie together and then work with other family members.

Laura and Marnie have reconciled and are working towards gradual reunification.

YEAR IN REVIEW 2017

8 LIFEWORKS

SUPPORTING PEOPLE TO MANAGE CRITICAL LIFE TRANSITION POINTSLifeWorks has been supporting couples for 70 years. Over the last few years we have addressed the challenges associated with the delivery of psycho-educational relationship and parenting programs. We have improved accessibility, accommodated specific life stages and adapted to cultural customs and differences. In our 2016–19 strategic plan, we reaffirmed our commitment to service development at key life stages and transitions through a range of integrated and innovative face-to-face and virtual services.

LifeWorks’ Parenting After Separation (PAS) one-day intensive program continued to be highly attended in 2016–17, with additional programs offered in Melbourne and Geelong. Participants came from as far as Queensland and New South Wales to attend because of accessibility issues and long waiting lists in those states. LifeWorks offers extended PAS programs to meet the requirements of some Family Court judges. Feedback has been very positive. One participant said, ‘I now understand how fighting with my partner in front of the children affects them. I will try not to do it any more.’

Separation is a significant life transition, not only for the partners but also for children. Over the next three years, LifeWorks will strengthen our focus on children and adolescents. In 2016–17 we delivered three parenting webinars, including our first Fathering on all Cylinders webinar. Fathering on all Cylinders is a free one-hour webinar that is based on the eight-week face-to-face program available to fathers in the Frankston area.

We continue to deliver a range of accessible webinars, beginning with Kids and Separation, which focuses on reducing the impact of family breakdown on children.

In 2016–17 we were pleased to form a partnership with a significant community-based organisation to participate in their staff training program. Our involvement includes the delivery of a Healthy Relationship Group program and individual PREPARE–ENRICH sessions for staff who work within the community as couples. The objective is to help these couples evaluate their own relationship and give them the skills to both maintain a healthy relationship and also support couples in the communities they will be working in. The program has been very successful and will continue next year.

Another strategy we have implemented over the past year is our couples voucher system. LifeWorks recognises that, for many couples, cost is a significant barrier to accessing relationship services. Research also tells us that couples who use these services early and often have a greater chance of creating a sustainable, safe and respectful relationship and family. The voucher system offers couples who have completed a relationship program a reduced fee for follow-up sessions and programs over the next 18 months.

In 2017–18, we will continue to support and provide couples, families and communities with evidence-based relationship and parenting education programs. We will look outwards to establish more partnerships and expand our work with diverse communities.

LIFE TRANSITIONS

15 PAS intensives

delivered 100% of PAS clients are more aware of the damaging

impact of conflict on their children after separation

200+ separated parents

supported

9

We knew we needed help to

create a sustainable, safe relationship.

SANDY (47)

CASE STUDY: SANDY AND PETERBuilding safe, sustainable and respectful relationships sometimes needs a multi-dimensional approach. LifeWorks’ counsellors, educators and mediators work together to identify the specific needs of each client, which results in better outcomes for our clients.

ScenarioSandy (47) and Peter (50) have been married for eight months. They have both been married twice before and are committed to making this third relationship a healthy, long-lasting one. This commitment motivated them to seek out a relationship program. An online search led them to the LifeWorks website and they booked into the Making Step Families Work program. The education coordinator called them to conduct an Intake and Assessment interview.

ResponseThe education coordinator identified that an individualised Making Step Families Work education program would be more appropriate for Sandy and Peter. This customised program allowed the facilitator to include content from other parenting programs and address issues such as roles and expectations of each partner, influences of former partners, differences in parenting styles, current step-parenting issues, emotional regulation and anger management. It also helped them to identify trauma triggers with their step-family dynamics and needs in mind.

Sandy and Peter also accessed our family and relationship counselling experts for individual counselling. This allowed them to focus on their emotional safety as they engaged in the psycho-education skills-based processes.

Both Sandy and Peter were very engaged and it was obvious that the skills they were learning were being put into practice at home.

OutcomeSandy and Peter are now better able to talk about issues and avoid emotional disregulation. The skills-based information and strategies they gained have made them better equipped to deal with issues as they arise in their new step-family situation. They were very satisfied with their progress and achievements and have booked a follow-up session in six months to monitor their progress.

YEAR IN REVIEW 2017

10 LIFEWORKS

10% shift in MBCP

participant attitudes

MEASURING CHANGEBUILDING FOR A SAFER FUTUREIn 2016–17, Victoria’s Roadmap to Reform: strong families, safe children and Ending Family Violence: Victoria’s Plan for Change continued to inform our service delivery responses and the work we do in the family violence prevention space. We have been active across the sector, playing a role at both a policy, implementation and evaluation level. We have assisted the state government to implement the 227 recommendations from the Royal Commission into Family Violence, and have a specific role in reviewing the Men’s Behaviour Change Program (MBCP) minimum standards. We have continued our work with men, delivering more MBCPs and improving our evaluation processes and methodologies.

The MBCP and the Women’s Contact program are central to our goal of reducing violence against women and children. This is a 13-week group psycho-education program for men to strengthen and develop respectful attitudes towards partners, ex-partners and their children; to reduce violence and aggression; and review attitudes and beliefs that facilitate these behaviours.

A key highlight of 2016–17 has been the external analysis of the group program survey data and survey tool used to evaluate LifeWorks’ MBCP and the associated Women’s Contact programs. In 2016, we changed the way we evaluate these programs to allow us to measure attitude change for the MBCP participants and the levels of fear and safety reported by women participating in the Woman Contact program. The evaluation was applied before and after each group, in both programs.

The analysis was overseen by the Centre for Excellence in Child and Family Welfare. The outcome found that the men ‘underwent a notable change in attitudes to do with sexism, violence and egalitarianism’ after completing the group program. The women also reported a significant drop in self-reported levels of fear and an improvement in their assessment of safety. The report recommended that we increase levels of feedback from participants, strengthen the survey tool and add our voice to the growing body of research around the effectiveness of behaviour change programs.

In addition to our MBCP work, we are also focused on building a safer future for children through our parenting and community education work. In the last year we have continued to provide our nine-week Roadworthy for Dads group program. This program is funded by Communities for Children and delivered to fathers in the Frankston area. The program supports fathers to develop a healthy parenting style, while improving communication skills and reducing conflict.

We have also increased our delivery of the VicRoads Safe Driving Program, a court-mandated group program for drivers found guilty of high-risk driving offences. The program provides factual information on high-risk driving and encourages participants to think about their beliefs, motivations, and attitudes towards dangerous driving.

Expanded pre- and post-MBCP

group programs

25% growth in MBCP

participants

11

I used to think my husband's upbringing was the reason he was abusive. I now understand how it was used as an excuse. AISHA (29)

CASE STUDY: AISHA AND TOBIASCultural norms, attitudes and beliefs shape our acceptance of certain behaviours, like violence against women and children. To change these behaviours, we must change attitudes and beliefs around traditional gender roles and stereotypes.

ScenarioAisha (32) and Tobias (35) have been married for 12 years. Tobias is a successful businessman with a wide social network. Aisha is a stay-at-home mum. They have two children, Marcus (11) and Lilly (8). After a history of verbal abuse, financial and social control, Tobias recently hit Aisha. Aisha was shocked and scared for her safety, telling Tobias if he did this again, she would leave.

ResponseTobias contacted LifeWorks to ask about the MBCP. He had heard about it on the radio and thought that if he did the program he would be showing Aisha that he was sorry and committed to change. Tobias was accepted into the program.

The women’s contact officer connected with Aisha and discussed her situation and safety needs. Half way through the MBCP, the women’s contact officer and a male MBCP facilitator organised a partner meeting with Aisha to discuss the program‘s aims and check in on her level of safety. Aisha admitted that she had always thought

Tobias’s behaviour was to be expected and it was only when he hit her that she realised the level of abuse she had been subjected to.

The facilitator shared his knowledge of culture, explaining that the acceptance of excessive alcohol use can be used as an excuse for violent behaviour. He described the types of violence and the cycle of violence. Aisha’s discussion with the facilitator and the women’s contact officer focused on types of abuse and supporting her to attend to her safety needs. The women’s contact officer followed up with further safety planning and referrals to community family violence services.

OutcomeAisha was connected into a women’s family violence service and has ongoing support. On completion of the MBCP program, Tobias requested further sessions. He has undertaken to commit to extra one-on-one sessions with a family violence prevention practitioner and will continue to unpack his motivations and beliefs to sustain change into the future.

YEAR IN REVIEW 2017

12 LIFEWORKS

The lady listened to me!

MEL (9)RESOLVING CONFLICTCREATING SAFE SPACES FOR PEOPLE’S VOICES TO BE HEARDLifeWorks strongly adheres to the values set out in the UN Conventions on the Rights of the Child. We believe that children and young people have the right to have a voice in matters concerning them. In 2016–17 we continued to develop services so that more children can be part of the decision-making after separation, and can do so in a safe and supported way.

We have seen significant growth in the number of children and young people who are accessing our services following family breakdown, either for counselling or to participate in family dispute resolution. At the same time, our dispute resolution services have increased across all LifeWorks’ branches.

There has been an increase in the number of parents using child consultations to inform the family dispute resolution process. LifeWorks’ child and family counsellors provide children with a safe space to speak about the issues affecting them during separation. Child and family counsellors can attend joint mediation sessions with parents to give specialist advice and support about children, and offer follow-up sessions. This has been particularly important when there are complex issues like reunification with a parent, drug dependency and mental illness.

LifeWorks’ qualified and skilled practitioners understand that parental separation can be a traumatic time for everyone in the family, and that parents and carers need a range of supports throughout this time. LifeWorks’ practitioners, counsellors and educators work together to identify whole-of-family response solutions that aim to reduce the impact of separation on families.

In 2016–17 practitioners received training in restorative processes and are developing models for working with clients in conflict, with the aim of bringing about real and significant change. Restorative processes aim to provide solutions for groups of people impacted by conflict, incidents or offence, and to address or repair the resulting harm.

Three members of the LifeWorks dispute resolution team have joined the Defence Force Restorative Engagement Facilitator Panel. This program provides an opportunity for complainants who have made plausible allegations of abuse within the Defence Force to participate in a process that allows their personal account of abuse to be heard, acknowledged and responded to by senior members on behalf of the Defence Force. Our practitioners have been chosen as part of the panel that will facilitate these meetings.

In June 2017, the Australian Law Reform Commission released its final report into the financial and physical abuse of the elderly. The report, launched on World Elder Abuse day, made a range of recommendations. This comes at a time when public awareness and acknowledgment of elder abuse is on the rise. In response to this growing awareness, LifeWorks’ practitioners continue to explore ways of increasing our services to seniors in our community. We recognise that older Australians are vulnerable to exploitation and abuse, sadly sometimes by those closest to them. We aim to provide a safe place for older people to participate in decision-making about their lives and to receive the emotional support they need to increase their wellbeing.

50% increase in number of telephone/

online services

Supported up to

200 clients under the age of 18

3 dispute resolution

practitioners appointed to the Defence Force

Restorative Engagement Facilitator Panel

13

CASE STUDY: GARY AND LEAHLifeWorks believes that the success of our services can be measured when children and young people are both seen and heard. In family dispute resolution, our practitioners work together to ensure the voice of the child is heard and a safer future realised.

ScenarioGary (35) and Leah (32) had equal shared care of their daughter Mel (9). Leah had a new partner who was violent to her in front of Mel. As a result, Mel was removed by Child Protection and went to live full-time with Gary.

The violent partner left and Leah moved house for her safety. Leah and Gary agreed to a parenting plan where Mel lived with Gary and spend alternate weekends and Wednesdays with Leah.

ResponseAt intake, both Leah and Gary expressed concerns about Mel. Gary stated that the school counsellor was concerned that Mel was anxious and depressed. Leah said that Mel was acting out angrily and even becoming physical, especially when it was time to return to Gary’s house. It seemed Mel was angry that shared care had not resumed. She wanted to spend more time with her mother and her half-brother, Oscar (5). Both parents had some concerns about whether she was ready for this.

Leah and Gary agreed to Mel seeing a LifeWorks’ child consultant before the joint session. Mel told the consultant she wanted to spend equal time with both parents again, but she also wanted Leah not to get angry. Mel skipped down the stairs after her interview and told our receptionist excitedly, ‘The lady listened to me!’

OutcomeThe individual feedback to the parents went well. Leah agreed she had not had any counselling around the impact of the violence perpetrated by her former partner. She now knew she needed this to deal with her issues. Gary agreed he was struggling to let go of the violent incident which had put their daughter at risk, and was still blaming Leah for this.

In the child feedback session, both parents agreed to return to equal shared care and that Leah would have counselling for herself and with Mel.

YEAR IN REVIEW 2017

14 LIFEWORKS

REDUCING STIGMARESPONDING TO CHANGE, EXPANDING WORKPLACE SERVICESEvery year we see more employers investing in the emotional wellness of their workforce. There has also been a shift in focus from physical wellness to mental stability. In an attempt to break the stereotypes and stigmas around mental health, many organisations are turning to workplace consultants and Employee Assistance Program (EAP) providers to expand their approaches to workplace health and wellbeing. It is important for employers to identify the triggers in their workplaces that may contribute to a decline in their employees’ mental health.

LifeWorks' Workplace Services has experienced yet another year of significant growth and uptake of our EAP service. In 2016–17, the use of our counselling services increased by 21 per cent and revenue increased by 24 per cent. We have also been successful in a number of tenders to provide EAP to local councils and non-government organisations. This has allowed us to expand our geographical footprint, which is a key focus of our 2016–19 strategic plan.

Feedback from employers and employees on our EAP services continues to be highly positive. Employees consistently rate their ability to better cope with issues at hand as being significantly improved after counselling. Over the last year we have continued to streamline our processes so that the gathering of statistically significant client feedback continues to inform our practice and service delivery.

We have also broadened our workplace training and education courses to include more relationship and life-focused programs. Through our EAP work and building strong connections with our clients, we identified the need to provide information and education on topics outside the traditional mandatory workplace compliance training, such as Contact Officer Training.

In 2016–17 we developed a suite of programs that look at issues such as positive parenting, domestic violence, self care, anger management, emotional intelligence and LGBTI/diversity awareness. These programs draw on our extensive expertise and history in the delivery of relationship and parenting education programs. Employees are multi-faceted individuals and disruptions outside work, as well as within industries, are impacting on their wellbeing. The aim of these programs is to ensure that employers and employees value services that create safe, more inclusive and productive workplaces.

Streamlined EAP services

21% growth in

EAP counselling sessions

24% increase in EAP income

15

The team was becoming more intolerant of mistakes and

absences; we worked to increase their mental health literacy.

MARYLA, PRINCIPAL CONSULTANT

CASE STUDY: PETERManagers have a responsibility to assist workers with mental illness by implementing changes that will help them perform their duties more effectively. However, managing staff who have mental health concerns is challenging for many managers. Consequently, often very little is done to support the individual and the team.

ScenarioPeter is the HR manager of a medium-sized direct-service organisation and a LifeWorks EAP client. Peter recently met with a unit manager to discuss the performance of an employee known to have mental health issues. The manager said that over the past few months the employee had not been performing well. Peter called LifeWorks Workplace Services and asked for help with managing the situation.

ResponseThe LifeWorks Workplace Services principal consultant spoke with Peter to assess the situation. The staff member had not been performing well for the past few months. A pattern formed where he arrived late to team meetings and was slow in getting necessary information to others. Minor mistakes in routine paperwork were becoming more frequent and other team members had to fix his mistakes. He had previously been a reliable team member, but the team was becoming more intolerant of his mistakes and absences.

An employee’s mental illness can have a flow-on effect to their colleagues, leading to an overall decline in performance. When a worker with a mental illness behaves in an unusual or disturbing way, their colleagues may be stressed, concerned or unsure about what to do. LifeWorks provided a coordinated support response including coaching for the unit manager and training on managing behaviour, training for the team on mental health awareness, support for the HR department in the development of their ‘reasonable adjustment’ policies, and access to counselling for the employee to help him manage his anxieties at work.

OutcomeThe employee was able to adjust his working hours and responsibilities while he had more intensive therapeutic support. The team was better informed about how mental health issues can impact behaviour and work interactions, making them less judgmental and more empathetic of their colleague. The unit manager was able to support his whole team in a productive and effective manner.

YEAR IN REVIEW 2017

16 LIFEWORKS

REMOVING BARRIERSINCREASING ACCESS TO OUR SERVICES BY DIVERSE COMMUNITIESA key pillar of LifeWorks’ Strategic Directions 2016–2019 is to build organisational capacity. Defining and articulating our commitment to building internal capacity makes us better placed to fulfil our mission. Underpinning our mission are our five values: hope, community, dignity, growth and diversity.

We celebrate diversity and seek to serve all people, regardless of their religious, social or cultural background or economic circumstances. We ensure that everyone is treated ethically and professionally, in an environment that provides them respect and dignity. These values are translated in our commitment to provide exceptional client service delivery and explore new opportunities to improve client engagement, retention and satisfaction.

We remove barriers that stand in the way of effective and positive communication between us, our stakeholders and our clients. This includes identifying strategic interventions and processes to identify the unique needs of our clients and the integration of improved service options to meet those needs.

This is best illustrated in the development of processes and procedures for the Men’s Behavioural Change Program. Making better use of our Client Management System and improving the efficiency of the booking process has led to increased retention of program participants. The booking, intake and assessment process has been streamlined, supporting a 25 per cent increase in participants during 2016–17.

We also increased resources, focusing on improving the client journey from first contact to service exit. Maintaining a consistent client experience extends beyond the customer service desk to other team members during secondary interactions. Further development of booking and appointment processes, internal communication strategies, and documented processes are key to ensuring our teams are strong and work in cooperation, with every link of the chain supporting the next one. This ensures we provide consistent, respectful and inclusive experiences to each and every client.

Launched new responsive website

4 online webinars

delivered

95% of clients are satisfied with the service

they received

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In the last few years, there has been a significant increase in the numbers of visitors viewing our website on a mobile device. In June 2017, we launched our new responsive website, which is designed to allow people to easily navigate and engage with us on desktop, tablet and mobile devices. We have added more functionality to the website, so clients can now access information in other languages, search our services based on their personal circumstances, book programs and request appointments. In the two months following the launch, visits to the website increased by eight per cent.

LifeWorks has continued to use new technologies to engage with clients and increase access to our services. In 2016–17, we delivered four online webinars covering a range of relationship topics. Delivering educational content online is a flexible and accessible way for clients to engage with our content at a time and place that suits them. Post-webinar survey data from participants shows that our online educational delivery is well-received, so we will continue to expand this service.

In 2017–18, to support our ongoing work in the area of organisational capacity and ensure we are well-placed for future funding and service delivery opportunities, LifeWorks will undertake external accreditation for the National Mental Health Standards, QIC Enhanced Standards and the LGBTIQ+ Rainbow Tick Standards.

The website redesign has made it easier for clients to reach out

and instantly connect.JUSTINE, MANAGER, MARKETING

AND COMMUNICATIONS

YEAR IN REVIEW 2017

18 LIFEWORKS

OUR BOARDThe LifeWorks board is comprised of non-executive directors who are committed to the vision and mission of the organisation. Board members generously volunteer their time and professional expertise to drive the strategic focus and overarching aims of the organisation.

Mr Andrew Brookes (Chair as of 1 July 2017)Mr Peter Harcourt (retired as Chair on 30 June 2017)Ms Rosemary Hehir The Rev. Stuart Soley Ms Marika Hubble-Marriott Ms Sally BakerMs Kate RedwoodMs Brooke Pearson (commenced 20 June 2017)Mr Bill Couche (commenced 24 August 2017)Ms Janet Jukes (CEO & Company Secretary)

The Observership Program 2016–17 Board ObserversZoe Gatsios NobleTim Wong

LifeWorks Clinical Governance CommitteeKate Redwood (Chair)Andrew BrookesStuart SoleyJanet Jukes (CEO)Ann Smith Marika Bill Couche (joined August 2017)

LifeWorks Finance Risk and Audit Committee (FRAC)Rosemary Hehir (retired as Chair February 2017)Peter Harcourt (Chair, commenced 1 July 2017)Andrew Brookes (interim Chair May–June 2017)Marika Hubble-Mariott (retired 27 April 2017)Brooke Pearson (joined 20 June 2017)Janet Jukes (CEO)Julie McPhee (Finance Manager)

OUR PEOPLE

Andrew Brookes Marika Hubble-Marriott Peter Harcourt Rosemary Hehir Rev. Stuart Soley

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OUR MANAGEMENT TEAMJanet Jukes Chief Executive Officer Sue Pratt Stream Manager, Counselling, Education and EAP Services Julie McPhee Stream Manager, Finance and Corporate Services Cath Tregillis Stream Manager, Dispute Resolution Services Ann Smith Stream Manager, Client Services and Quality Assurance Justine Dalla Riva Manager, Marketing and Communications Jamie Anderson Manager, EAP, Principal Consultant (resigned June 2017) Laura Sykes Branch Manager, Frankston (resigned October 2016) Lena Bisognin South Eastern Branch Manager (commenced October 2016) Maria Singleton Western Region Branch Manager, Wyndham Margaret Hodge Branch Manager City and Satellite Sites (commenced May 2017)

THANK YOULifeWorks would like to thank the individuals and organisations who have supported us in 2016–17. In particular, we would like to thank our funders: Australian Government Department of Social Services Department of Health and Human Services, Victoria Corrections Victoria Anglicare Victoria: Communities for Children

In addition, we thank our partners and those organisations that we have worked closely with over the past financial year including: Anglicare Victoria (Wangaratta site) Centre for Excellence in Child and Family WelfareLatrobe Health Centre (Geelong site)National LGBTI Health AllianceNo To ViolenceThe Anglican Development Fund UnitingCare (Preston site) Victorian Aids Council Wesley Mission (Ringwood site) Women’s Health WestWomen’s Legal Aid

Sally Baker Bill Couche Janet JukesKate Redwood Brooke Pearson

YEAR IN REVIEW 2017

20 LIFEWORKS

STATEMENT OF COMPREHENSIVE INCOMEfor the financial year ended 30 June 2017

2017 2016 $ $

RevenueGovernment funding 3,752,887 3,181,186Project revenue and fees 1,461,989 1,624,733Other 179,530 154,668

Total revenue 5,394,406 4,960,587

ExpensesEmployee benefit (3,308,760) (2,915,097)Advertising and marketing (56,164) (15,167)Consulting (207,694) (132,515)Depreciation and amortisation (117,206) (80,943)Employee development and training (27,343) (41,651)Occupancy (547,097) (493,189)Finance (9,810) (20,160)Other (962,874) (729,892)

Total comprehensive income for the year 157,458 531,973

STATEMENT OF FINANCIAL POSITIONfor the financial year ended 30 June 2017

2017 2016 $ $

Current assetsCash and cash equivalents 659,997 970,574Trade and other receivables 116,841 195,017Other assets 739,761 168,350

Total current assets 1,516,599 1,333,941

Non-current assetsProperty, plant and equipment 187,020 244,992Intangible assets 37,267 32,397Other assets 8,974 8,312

Total non-current assets 233,261 285,701

Total assets 1,749,860 1,619,642

Current liabilitiesTrade and other payables 300,261 208,836Revenue in advance 237,018 309,594Provisions 204,026 173,414Borrowings 25,349 55,305

Total current liabilities 766,654 747,149

Non-current liabilitiesProvisions 113,634 69,047Borrowings 18,750 110,082

Total non-current liabilities 132,384 179,129

Total liabilities 899,038 926,278

Net assets 850,822 693,364

Members’ fundsAccumulated surplus 850,822 693,364

Total members’ funds 850,822 693,364

FINANCIAL REPORT

LIFEWORKS LOCATIONS

Melbourne City Level 4, 255 Bourke StreetMelbourne 3000T 8650 6200

Frankston345 Nepean HighwayFrankston 3199T 9783 7611

Wyndham1 Johnson AvenueHoppers Crossing 3029T 9974 3200

Wangaratta39 Ovens StreetWangaratta 3676T 8650 6200

Other locationsAirport West, Geelong, Glen Eira, Moonee Ponds, Prahran, Preston, Ringwood

For the national Intercountry Adoption Family Support Service call 1300 543 396

lifeworks@lifeworks.com.au www.lifeworks.com.au1300 543 396

lifeworksau@lifeworksau