Lifeline WA Annual Report 2008-09
Lifeline WA Annual Report 2008-09
Lifeline WA Annual Report 2008-09
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ANNUAL REPORT<br />
Suicide Prevention | Crisis Support | Emotional Wellbeing
You Can Help <strong>Lifeline</strong> <strong>WA</strong><br />
Donations<br />
Every dollar invested in <strong>Lifeline</strong> <strong>WA</strong> is thoughtfully used to further its mission of preventing<br />
suicide, supporting people in crisis and creating opportunities for emotional wellbeing.<br />
Your donations help to:<br />
• Provide 24 hour Crisis Counselling<br />
• Recruit, train and support the network of volunteers who deliver our crisis counselling<br />
• Provide information regarding services that connect people with care<br />
• Develop new models of service delivery<br />
• Promote our services to high risk groups<br />
• Deliver education programs to help people recognise and respond to people in emotional<br />
crisis and to keep them safe from suicide<br />
There are a number of other ways you can help<br />
Volunteering:<br />
• Becoming a trained and accredited Telephone Counsellor<br />
• Assisting with fundraising events and profile raising activities<br />
• Working within the <strong>Lifeline</strong> <strong>WA</strong> office or <strong>Lifeline</strong> Treasures retail outlet<br />
• Donating goods to the <strong>Lifeline</strong> Treasures<br />
Through your business:<br />
• Introduce and offer your employees a <strong>Lifeline</strong> <strong>WA</strong> workplace giving program<br />
• Encourage employees to volunteer for <strong>Lifeline</strong> <strong>WA</strong> events by offering them as paid working<br />
hours partnering with <strong>Lifeline</strong> <strong>WA</strong> for cause related marketing opportunities<br />
• Offering your professional skills<br />
• Offering Pro Bono work to <strong>Lifeline</strong> <strong>WA</strong> within your skilled area<br />
• Offering help financially<br />
• Through a one time donation or by a monthly direct debit donation<br />
• By adding <strong>Lifeline</strong> <strong>WA</strong> in your will<br />
For more information on:<br />
• Events, donations and marketing<br />
• Suicide Prevention Education<br />
• Corporate and Community Training Programs<br />
• Volunteering<br />
• How to give your time or money<br />
<strong>Lifeline</strong> <strong>WA</strong> Head Office<br />
57 Murray St, Perth, <strong>WA</strong> 6000<br />
GPO Box K765, Perth <strong>WA</strong> 6842<br />
Phone: (08) 9261 4444 Fax: (08) 9421 1247<br />
Web: www.lifelinewa.org.au<br />
Email: lifeline@lifelinewa.org.au<br />
<strong>Lifeline</strong> Treasures<br />
255 Railway Parade, Kelmscott<br />
GPO Box K765, Perth <strong>WA</strong> 6842<br />
Phone: (08) 9399 3658<br />
Email: opshop@lifelinewa.org.au
Contents<br />
Page No.<br />
Patron’s Message 2<br />
About <strong>Lifeline</strong> <strong>WA</strong> 3<br />
Chief Executive Officer’s <strong>Report</strong> 5<br />
Chairman’s <strong>Report</strong> 7<br />
Board Profile 8<br />
Service Overview 10<br />
Services Activity <strong>Report</strong> 08-<strong>09</strong> 11<br />
Treasurer’s <strong>Report</strong> 18<br />
Income and Expenditure Breakdown 19<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong> 20<br />
• Statement by Members of the Committee<br />
• Independent Audit <strong>Report</strong><br />
• Balance Sheet<br />
<strong>Lifeline</strong> <strong>WA</strong>’s Strategic Direction 29<br />
Honour Roll and Acknowledgments 31<br />
1
Patron’s Message<br />
Patron’s Message<br />
from His Excellency Dr Ken Michael, AC<br />
Governor of Western Australia<br />
from His Excellency Dr Ken Michael, AC<br />
for Governor <strong>Lifeline</strong> of <strong>WA</strong> Western Australia<br />
<strong>Annual</strong> for <strong>Lifeline</strong> <strong>Report</strong> <strong>WA</strong> 2007 - <strong>2008</strong><br />
<strong>Annual</strong> <strong>Report</strong> <strong>2008</strong> – 20<strong>09</strong><br />
It is evident that <strong>2008</strong>/20<strong>09</strong> has been a formative year in the journey of <strong>Lifeline</strong> <strong>WA</strong>. The organisation<br />
<strong>Lifeline</strong> has been <strong>WA</strong> under continues strategic to be and of structural vital service renewal to the as needs it strives of the to deliver Western services Australian that are community. both meaningful While<br />
the and <strong>WA</strong> sustainable. economy A has new experienced mission statement boom times, affirming there its commitment are many people to suicide who are prevention, currently crisis struggling support<br />
with and the emotional demands wellbeing of their is every compelling day existence. <strong>Lifeline</strong> <strong>WA</strong> The to explore 40,000 innovative calls placed ways by in Western which it Australians can keep more in the<br />
past vulnerable year to people the telephone safe and crisis well. counselling service is testimony to the fact that the circumstances<br />
of many people renders them to feel vulnerable and, in the height of their emotional distress, to<br />
The resources and resilience of <strong>Lifeline</strong> <strong>WA</strong> continue to be tested as demand for its services stretches<br />
contemplate suicide.<br />
its capacity. Yet, the organisation and its people are rising to the challenge. I commend them for that<br />
This resolve. is where the tender and skilful support of the <strong>Lifeline</strong> people comes to the fore. Whether it is<br />
through the compassionate ear of a Telephone Counsellor, the advice provided by the Dads@<strong>Lifeline</strong><br />
team The past or the year education has seen delivered tumultuous through times its for training our local, programs, national and <strong>Lifeline</strong> global <strong>WA</strong> communities. is keeping people The global safe<br />
from<br />
financial<br />
self-harm<br />
crisis<br />
and<br />
brought<br />
suicide.<br />
with it angst and hardship. The security of the boom times experienced in<br />
previous years was replaced by an uncertain economic environment. Retrenchments and fluctuating<br />
It financial is a sad circumstances truth that suicide put is many a very individuals real and and present families issue under for significant our community. stress. The During past these year tough has<br />
provided times <strong>Lifeline</strong> us with <strong>WA</strong> some was there sobering to listen reminders and offer that support. people take their lives on a daily basis, yet we know<br />
more can be done to prevent this tragic loss of life.<br />
The disasters of the Victorian Bushfires and Queensland Floods, although on the eastern sea board,<br />
As were individuals, felt acutely we by can our become local community alert to suicide too. Many risk people factors, personally we can accept affected responsibility by these tragic for events,<br />
promoting people helplessly help-seeking watching behaviour the tragedy and unfold we can in be their well living informed rooms at regarding home, and where those people involved can in get caring<br />
the for help the victims they need. were comforted There is a call by <strong>Lifeline</strong> for governments, <strong>WA</strong> and by its health Eastern providers, States’ colleagues. policy makers and corporate<br />
citizens to ensure organisations like <strong>Lifeline</strong> <strong>WA</strong> are adequately funded, resourced and, therefore,<br />
able Of course, to deliver it is their not just vital in life-affirming times of national services. disaster Furthermore, that a service there like is <strong>Lifeline</strong> a clear <strong>WA</strong> place comes for to the the media fore. On to<br />
sensibly<br />
a daily basis,<br />
report<br />
people<br />
on suicide,<br />
struggle<br />
to wash<br />
with questions<br />
away the<br />
about<br />
stigma<br />
their<br />
associated<br />
own life’s<br />
with<br />
meaning<br />
issues<br />
and<br />
of<br />
confront<br />
mental health<br />
challenges<br />
and<br />
that<br />
to<br />
render them with feelings of hopelessness and despair. Through its 24/7 crisis telephone counselling<br />
ensure the right messages are getting through to assist people to help themselves and to care for<br />
service, the Dads@<strong>Lifeline</strong> Program and its Education Services, <strong>Lifeline</strong> <strong>WA</strong> is working to build the<br />
others.<br />
resilience, coping skills and understanding of vulnerable people, their carers and those walking along<br />
Suicide side them. is a community problem and we all have a part to play in its prevention.<br />
<strong>Lifeline</strong> As Patron, <strong>WA</strong> has I can been only reiterate through how a very grateful human I am journey that <strong>Lifeline</strong> during <strong>WA</strong> the is past there year. for the Like Western many of Australian its clients,<br />
<strong>Lifeline</strong> community <strong>WA</strong> has and experienced the people who loss, need endured its vital hardship support. and I would has like been to take challenged this opportunity to meet to the demands<br />
placed acknowledge on it. I the am work proud of and the <strong>Lifeline</strong> pleased volunteers. to reflect that Their the contribution organisation in undertaking and its people training have and come delivering<br />
through services a trying the areas period of with telephone renewed counselling, energy and the <strong>Lifeline</strong> sense of Treasures purpose. Shop, fundraising events, and<br />
administration is the ultimate example of “being there for your neighbour in need”.<br />
I would like to take this opportunity to acknowledge the enormous contribution of the late Tim<br />
Hawkins. To the donors His work and corporate <strong>Lifeline</strong> partners; <strong>WA</strong> has positioned please know the that organisation through your well relationship for future with growth. <strong>Lifeline</strong> I also <strong>WA</strong> thank<br />
the you volunteers, are saving donors lives. To and the corporate Board and partners staff of <strong>Lifeline</strong> for their <strong>WA</strong>, loyal your and work life-sustaining is deeply appreciated support. and Without highly<br />
these regarded, critical and relationships behalf of <strong>Lifeline</strong> the people <strong>WA</strong> you would serve, not thank function. you for To the your Board hard work and staff and dedication. of <strong>Lifeline</strong> <strong>WA</strong>,<br />
please know that your hard work is deeply appreciated.<br />
To the people of Western Australia, I would encourage you to continue your support of this vital,<br />
Suicide life-sustaining may be service. a complex Whether and it confronting be by offering subject, your time however, and expertise, the work through of <strong>Lifeline</strong> making <strong>WA</strong> is a incredibly donation<br />
positive or most and importantly, hopeful. putting In moving someone forward, who I you have know every who confidence needs help that in contact with the with ongoing the <strong>Lifeline</strong> support <strong>WA</strong> of its<br />
corporate service – partners in all of these and forms the community you will be at helping large, <strong>Lifeline</strong> <strong>WA</strong> to will care continue for more to people help us in all better to recognise ways.<br />
and appropriately respond to people in crisis.<br />
GOVERNOR<br />
2<br />
6 <strong>Lifeline</strong> AR08_3.indd 2 21/11/08 5:20:35 PM
About <strong>Lifeline</strong> <strong>WA</strong><br />
The <strong>Lifeline</strong> <strong>WA</strong> Story<br />
The Living Stone Foundation, Inc. T/A <strong>Lifeline</strong><br />
<strong>WA</strong>, is a not-for-profit organisation that was<br />
founded in the mid-1980’s by Baptist Minister<br />
Graham Mabury, in response to community needs<br />
identified during his Nightline program on Radio<br />
6PR. In 1994, the Foundation was accredited by<br />
<strong>Lifeline</strong> Australia to operate as a <strong>Lifeline</strong> Centre<br />
in <strong>WA</strong> (the 41st centre to begin operation in<br />
Australia). <strong>Lifeline</strong> <strong>WA</strong> began its origins in Perth<br />
and still has its head office in the Central Business<br />
District. <strong>Lifeline</strong> Peel, commenced operations in<br />
January 2006 and in September 2007 through<br />
the generous support of St John of God Health<br />
Care, two new telephone counselling centres were<br />
launched: <strong>Lifeline</strong> Subiaco and <strong>Lifeline</strong> Murdoch.<br />
The deeply caring services of <strong>Lifeline</strong> <strong>WA</strong> are<br />
delivered by a dedicated team of approximately<br />
220 volunteers and a paid team of 13 full-time<br />
equivalent staff. Every person connected with the<br />
work of <strong>Lifeline</strong> <strong>WA</strong> shares the goal of helping<br />
someone in need. It is estimated that in the<br />
course of the past year through its 24-hour crisis<br />
Telephone Counselling, Training and Education<br />
Programs, Dads@<strong>Lifeline</strong> services, <strong>Lifeline</strong><br />
Treasures shop and general information services<br />
that <strong>Lifeline</strong> <strong>WA</strong> would have directly delivered<br />
services to more than 18 000 people.<br />
The majority of <strong>Lifeline</strong> <strong>WA</strong>’s operational costs<br />
are met by supporter donations, corporate<br />
partnerships and fundraising events. These<br />
revenue streams are supplemented by the income<br />
generated from fees for services, grants and<br />
the ‘<strong>Lifeline</strong> Treasures’ retail outlet in Kelmscott.<br />
Were it not for the generous support of the West<br />
Australian community, <strong>Lifeline</strong> <strong>WA</strong> would simply<br />
not function.<br />
Although it receives no financial assistance<br />
from the state government for its core suicide<br />
prevention and crisis support services, <strong>Lifeline</strong><br />
<strong>WA</strong> recognises the financial and administrative<br />
support it receives from the Department for<br />
Communities which funds the vital Dads@<strong>Lifeline</strong><br />
program. It remains the ambition of <strong>Lifeline</strong> <strong>WA</strong><br />
to work constructively with governments at all<br />
levels, to seek their support by way of advocacy,<br />
collaboration and funding to ensure that more<br />
members of the community receive the care they<br />
deserve.<br />
Foundations of the<br />
<strong>Lifeline</strong> Network<br />
<strong>Lifeline</strong> was founded in 1963 by the late Reverend<br />
Dr Sir Alan Walker, after he received a call by a<br />
distressed man who three days later took his own<br />
life. Determined not to let loneliness, isolation or<br />
anxiety be the cause of other deaths, Sir Alan<br />
launched a crisis line, which operated out of the<br />
Methodist Central Mission in Sydney. On the first<br />
day it was established, <strong>Lifeline</strong> received over one<br />
hundred calls for help.<br />
Today, <strong>Lifeline</strong>’s national network of centres<br />
operates in every state and territory throughout<br />
Australia. They share compatible beliefs and<br />
values, and engage in a common service of care<br />
and support for people in need. <strong>Lifeline</strong>’s 24<br />
hour telephone counselling service is staffed by<br />
over 3, 600 trained volunteers, who are available<br />
to answer calls from anywhere in Australia,<br />
at anytime. <strong>Lifeline</strong> continues to investigate<br />
new mediums for the delivery of accessible<br />
support services to those in need, and to<br />
implement programs that cater for the needs of<br />
specific audience groups such as Indigenous<br />
Australians, men, women, individuals living in<br />
rural communities, people experiencing violence,<br />
people with substance abuse problems, and<br />
more. The <strong>Lifeline</strong> network also offers a range<br />
of other services in various locations throughout<br />
Australia, including emergency response services,<br />
suicide prevention and awareness programs,<br />
face-to-face counselling, and programs aimed<br />
at promoting well-being and encouraging helpseeking<br />
behaviours.<br />
<strong>Lifeline</strong> has also established an international<br />
presence through its affiliation with <strong>Lifeline</strong><br />
International, which has centres in 19 countries.<br />
<strong>Lifeline</strong> is also a member of Volunteer Emotional<br />
Support Helplines (VESH) network, which provides<br />
services in 61 countries around the world.<br />
3
About <strong>Lifeline</strong> Australia<br />
<strong>Lifeline</strong> Australia Inc<br />
<strong>Lifeline</strong> Australia Inc is the national body<br />
representing <strong>Lifeline</strong> Members throughout<br />
Australia. Its primary responsibility is to manage<br />
<strong>Lifeline</strong>’s national services, including the 24 hour<br />
telephone counselling line. This management<br />
involves quality assurance, maintenance of service<br />
standards, accreditation of <strong>Lifeline</strong> Centres, and<br />
the operation of a national virtual call centre<br />
connecting telephone counsellors in 60 locations<br />
through sophisticated telephony to meet call<br />
demand.<br />
<strong>Lifeline</strong> Australia works with its members to<br />
pursue funding opportunities and partnerships<br />
for the development and implementation of new<br />
innovative service delivery projects that address<br />
specific mental health issues in the Australian<br />
community. <strong>Lifeline</strong> Australia is also responsible for<br />
managing the <strong>Lifeline</strong> brand and marketing <strong>Lifeline</strong><br />
and its services around the country.<br />
In <strong>2008</strong>/<strong>09</strong> <strong>Lifeline</strong> engaged with its membership<br />
to redefine its core purpose and strategic<br />
direction. The “Vision 2020” document that was<br />
produced clearly focuses <strong>Lifeline</strong> as a provider of<br />
programs in the areas of: crisis support, suicide<br />
prevention, mental health and emotional wellbeing<br />
and highlights its desire to have a demonstrable<br />
impact on the health of the community. <strong>Lifeline</strong> <strong>WA</strong><br />
has aligned it <strong>09</strong>-14 Strategic Plan directly with<br />
the national direction.<br />
<strong>Lifeline</strong> <strong>WA</strong> works closely with <strong>Lifeline</strong> Australia<br />
staff and actively exchanges information and ideas<br />
with other centres throughout the national network<br />
to assure that its operations are effective and its<br />
care services are best practice.<br />
Stress Down Day <strong>2008</strong><br />
4<br />
The national Stress Down 24/7 campaign was launched in July <strong>2008</strong> and saw <strong>Lifeline</strong><br />
centres across the country raise awareness about the 131114 service.
Chief Executive Officer’s <strong>Report</strong><br />
Review, refocus and relationships – these three Rs<br />
typified <strong>Lifeline</strong> <strong>WA</strong>’s business strategy for 08/<strong>09</strong>.<br />
It was a year where the intent to make positive<br />
change was inspired by posing the question:<br />
“What could we do differently in order to keep<br />
more people safe and well”<br />
The <strong>Lifeline</strong> <strong>WA</strong> change agenda was influenced<br />
and informed by two critical factors. Firstly, the<br />
strategic direction document: “Vision 2020”<br />
released by our peak body, <strong>Lifeline</strong> Australia. This<br />
paper articulated the collaborative mission of<br />
national network and emphasised that in order<br />
to maximise its social impact, <strong>Lifeline</strong> programs<br />
would centre on: suicide prevention, crisis support<br />
and mental health. The second; was <strong>Lifeline</strong> <strong>WA</strong>’s<br />
own resolve to ensure its services were both<br />
meaningful and sustainable within the context of<br />
the West Australian community. It had been some<br />
time before the organisation had engaged in a<br />
comprehensive review of its internal and external<br />
operating environment and it was time to consider<br />
how it could use its competence to best effect.<br />
With these two factors in mind, <strong>Lifeline</strong> <strong>WA</strong><br />
embarked on an externally facilitated strategic<br />
planning process to set its course for the next<br />
5 years. Through the planning journey, <strong>Lifeline</strong><br />
<strong>WA</strong> shifted its mindset from focussing on the<br />
“means”, ie what we do, to the “ends”, ie what we<br />
want to achieve. This subtle change in emphasis<br />
provoked all those connected with <strong>Lifeline</strong> <strong>WA</strong><br />
to think creatively about how we could use our<br />
intellectual property, experience and competence<br />
in suicide prevention, emotional wellbeing and<br />
not-for-profit business management in new and<br />
innovative ways. The <strong>Lifeline</strong> <strong>WA</strong> <strong>09</strong>-14 Strategic<br />
Plan emerged as a robust and comprehensively<br />
researched road map that sets clear goals in the<br />
focus areas of: People and Culture, Operational<br />
Excellence, Relationships and Partnerships and<br />
the most critical Community Wellbeing. I am<br />
confident that the Strategic Plan will guide <strong>Lifeline</strong><br />
<strong>WA</strong> to add value to the community’s emotional<br />
wellbeing on a national and local scale.<br />
Simultaneous to working on “big picture” strategy,<br />
each of <strong>Lifeline</strong> <strong>WA</strong>’s core services also reviewed<br />
their internal practices with the objective of<br />
identifying quick and easy changes that would<br />
see immediate improvements to the quality and<br />
capacity of the service. In each and every area<br />
of our operation, we delivered services to more<br />
people than the previous year: more phone calls<br />
were answered, more volunteers were trained,<br />
more people were educated in suicide prevention<br />
and more Dads and their<br />
children were supported.<br />
The outcomes outlined in<br />
our Service <strong>Report</strong>s are<br />
testimony to the intelligent<br />
and committed approach<br />
of staff and volunteers who<br />
effectively managed the tension<br />
of delivering services in the<br />
here and now whilst undergoing structural and<br />
systemic change.<br />
In order to enable its system improvements,<br />
<strong>Lifeline</strong> <strong>WA</strong> actively sought additional revenue<br />
through grant money, donations and fundraising<br />
events. The tumultuous economic climate made<br />
this a challenging task. Had it not been for the<br />
support of our loyal corporate and community<br />
partners and the extraordinary benevolence of<br />
several private donors, there is no doubt that<br />
our ability to care for people would have been<br />
compromised. <strong>Lifeline</strong> <strong>WA</strong> is deeply grateful for<br />
the resilient partnerships it has with St John of<br />
God Hospitals Subiaco and Murdoch, Dalesun<br />
Holdings (Jesus Cares Ministry), TSA Telco and<br />
Ernst and Young and the generous contributions<br />
its receives from the Churches of Christ, Mt<br />
Pleasant and Warwick Baptist Church groups.<br />
Our ability to grow in spite of the impact of the<br />
global financial crisis is as much a credit to our<br />
community and corporate supporters as it is to the<br />
determination of our Board, staff and volunteers.<br />
To complement the development of its financial<br />
resources, <strong>Lifeline</strong> <strong>WA</strong> started the first phase<br />
of restructuring its human resources and as a<br />
consequence, experienced the departure of some<br />
loyal servants and the arrival of many new faces.<br />
I anticipate there will be further changes to our<br />
organisational structure as we strive to attract<br />
and retain people with the necessary balance of<br />
skills, experience and attitude to deliver our new<br />
strategy.<br />
Not only was there an enormous amount of work<br />
going on within the business, <strong>Lifeline</strong> <strong>WA</strong> has<br />
adopted a proactive approach to developing<br />
alliances with like minded organisations. It is<br />
our very firm belief that it is via the sharing<br />
of knowledge and pooling resources with<br />
government agencies and other not-for-profit<br />
organisations that we will deliver better wellbeing<br />
outcomes to the community. In conjunction<br />
with our connections with other <strong>Lifeline</strong> Centres<br />
throughout Australia, the past year, <strong>Lifeline</strong> <strong>WA</strong><br />
has forged productive relationships with Youth 5
Chief Executive Officer’s <strong>Report</strong><br />
Focus, Oz Help <strong>WA</strong>, the Injury Control Council of <strong>WA</strong>,<br />
Relationships Australia, Perth Primary Care Network,<br />
United Way, Men’s Advisory Network (MAN) and the<br />
Regional Chaplaincy Network in Kalgoorlie. I would<br />
like to thank all our collaborators for their support and<br />
ongoing advocacy and to recognise the excellent work<br />
they do in the field to care for the vulnerable.<br />
At least 220 Western Australians took their own life in<br />
the past year and hundreds more people attempted<br />
suicide. The leadership role of <strong>Lifeline</strong> <strong>WA</strong> in delivering<br />
best practice suicide prevention strategies has never<br />
been more imperative. In moving forward, there<br />
are many new life-saving initiatives that <strong>Lifeline</strong> <strong>WA</strong><br />
has the ambition to undertake, such as: expanding<br />
our community education in emotional health and<br />
wellbeing, support services for suicide attempters,<br />
telephone counselling outreach for the socially isolated,<br />
peer support groups for people bereaved by suicide,<br />
emergency response services for communities<br />
impacted by tragedy, follow-up and buddy programs<br />
for high suicide risk individuals. <strong>Lifeline</strong> <strong>WA</strong> has the<br />
competence to deliver all of these strategies, we simply<br />
need the resources. We are encouraged by the State<br />
Government’s commitment to the issue of suicide via its<br />
recent launch of the <strong>WA</strong> Suicide Prevention Strategy and<br />
are very hopeful that through the strategy, funding will<br />
be available to support <strong>Lifeline</strong> <strong>WA</strong> realise its ambition to<br />
care for more people in better ways.<br />
Finally, I would like to acknowledge the commitment<br />
and clear direction provided by the <strong>Lifeline</strong> <strong>WA</strong> Board of<br />
Directors. Their leadership has enabled <strong>Lifeline</strong> <strong>WA</strong> to<br />
stay on track amidst the distractions presented by ever<br />
changing internal and external operating environments.<br />
As we look over our shoulder at 08/<strong>09</strong>, <strong>Lifeline</strong> <strong>WA</strong><br />
can demonstrate that it cared for more people in better<br />
ways than the previous year: an achievement that every<br />
person involved with the work we do deserves to be<br />
proud of.<br />
Amanda Wheeler<br />
Chief Executive Officer<br />
From an operational perspective, <strong>Lifeline</strong> <strong>WA</strong> will<br />
continue to adapt and evolve its organisational structure<br />
to ensure it has people with attitudes, experiences,<br />
knowledge and skills in the core areas of its strategy. In<br />
<strong>09</strong>/10 <strong>Lifeline</strong> <strong>WA</strong> will undertake an extensive capability<br />
mapping exercise and will aim to bolster its resources<br />
in quality assurance, performance management and<br />
business effectiveness through the recruitment of a<br />
full-time Manager of Operations. It is expected that this<br />
appointment will improve internal systems and will allow<br />
me as Chief Executive Officer to focus on developing<br />
strategies to further grow our business.<br />
6
Chairman’s <strong>Report</strong><br />
This year has been a difficult year in our<br />
community with tough economic times<br />
everywhere and mostly the great uncertainty of<br />
what lies ahead. Thankfully <strong>Lifeline</strong> <strong>WA</strong> has once<br />
again been there for the thousands of people who<br />
need someone to connect to; they “connect to<br />
someone who cares”.<br />
I wish to express my great appreciation of the<br />
work of our long serving and talented Board.<br />
This year again the Board has applied itself to<br />
planning and development, a further commitment<br />
to significant increase in the organisation’s<br />
management structure and the completion of a<br />
new Strategic Plan for the next 5 years.<br />
I am reminded of the old Japanese “Kaizen”<br />
principle for life and business. Where one focuses<br />
on small incremental improvements each and<br />
every day in every aspect of our life or business.<br />
Then behold through this constant effort and these<br />
continuous improvements we get to look back<br />
over the years at the massive changes that have<br />
occurred.<br />
Through the outstanding stewardship of our CEO,<br />
Amanda Wheeler, <strong>Lifeline</strong> <strong>WA</strong> has again made<br />
significant gains in its levels of service provision.<br />
Working as part of the national initiatives for<br />
telephone counselling systems, accreditation<br />
standards and the training of telephone<br />
counsellors, the calls answered rates have greatly<br />
improved.<br />
As always we are greatly indebted to those<br />
hundreds of volunteers who so generously commit<br />
themselves to their training and the regular hours<br />
on the phones.<br />
I also thank most sincerely our great partners.<br />
The Dalesun group in Mandurah, who sponsor<br />
and invigorate our Peel Telephone Counselling<br />
Centre; and the St John of God’s Healthcare who<br />
also very generously sponsor our 2 centres at St<br />
John of God’s Hospitals at Murdoch and Subiaco.<br />
I would also like to acknowledge the enduring<br />
support of TSA Telco who recently affirmed their<br />
partnership commitment for another three years<br />
and the new relationship we are forging with<br />
Ernst and Young. The loyalty and trust of all our<br />
corporate supporters is deeply appreciated.<br />
Whilst <strong>Lifeline</strong> <strong>WA</strong>’s do not receive State<br />
Government funds for its main work in the area of<br />
crisis support and suicide prevention, we are very<br />
grateful to the Department for Communities for<br />
their funding of the Dads@<strong>Lifeline</strong> program.<br />
<strong>Lifeline</strong> <strong>WA</strong> is making an impact<br />
in our community. This is not<br />
only acknowledged in the<br />
general community, but also<br />
within the business community<br />
and the professional<br />
mental health community.<br />
Congratulations goes to our<br />
CEO and all the management<br />
team for the stature of their work in education<br />
programmes, the Dads@<strong>Lifeline</strong> program, retail<br />
outlet, as well our telephone counselling core<br />
activity.<br />
<strong>Lifeline</strong> <strong>WA</strong> now works collaboratively with several<br />
other mental health service providers and the<br />
synergies of these joint ventures greatly increase<br />
the services provided within the community.<br />
I gratefully thank the generous financial support<br />
of the many individuals and businesses. This<br />
year we received a very substantial anonymous<br />
donation, which greatly improved our bottom line.<br />
The opportunity that this provides for a significant<br />
increase in service delivery is immense. Thank<br />
you.<br />
I also wish to thank all sponsors and volunteers<br />
who make things happen around <strong>Lifeline</strong>. To the<br />
Management Team and all staff, thank you also for<br />
the commitment you show to helping others.<br />
This year Noel Giblett and Philip Langley<br />
moved on from <strong>Lifeline</strong>. They were both major<br />
contributors within the <strong>Lifeline</strong> Management<br />
Team over many years. Years when sustainability<br />
was less certain and support infrastructure<br />
less apparent. We thank them both for their<br />
contributions to making <strong>Lifeline</strong> what it is today,<br />
and wish them well.<br />
Once again it is my great pleasure to thank our<br />
Patron, the Governor of Western Australia, Dr Ken<br />
Michael & Mrs Michael for their support of <strong>Lifeline</strong>.<br />
Graham Mabury, of course, is the name<br />
synonymous with <strong>Lifeline</strong> in Western Australia.<br />
Our Founding Chairman continues to be a great<br />
supporter and advocate, and we thank him for<br />
everything he does for <strong>Lifeline</strong>.<br />
John Franklyn<br />
Chairman<br />
7
The <strong>Lifeline</strong> <strong>WA</strong> Board of Directors<br />
John Franklyn, Chairman<br />
John has had a distinguished career in real estate and property. He is a Director<br />
of Chambers Franklyn Strata Management. His company has been a highly<br />
respected real estate business for 18 years.<br />
John was Real Estate Institute State President 1994-1996 and National President<br />
1997-1999. He was awarded the Kevin Sullivan Memorial Award for individual<br />
contribution to the industry, and granted Life Membership in 2001.<br />
He was a member of Rotary for 15 years, Club President 1992-93, and was<br />
awarded a Paul Harris Fellow for his contribution to Rotary and the community.<br />
Peter Mott, Deputy Chairman<br />
Peter was appointed Chief Executive Officer of St John of God Hospital, Murdoch<br />
in November 2002. Peter has more than 30 years experience in health in Western<br />
Australia in a range of management, industrial relations and health policy roles.<br />
Peter is a graduate member of the Australian Institute of Company Directors and a<br />
Board member of Nulsen Haven Association and the Murdoch Surgicentre.<br />
He holds a Diploma in Health Administration, a Bachelor of Business Degree, a<br />
Masters Degree in Industrial Relations and is a Fellow of the Australian College of<br />
Health Service Executives. Peter assumed the role of Deputy Chair, <strong>Lifeline</strong> <strong>WA</strong> in<br />
October <strong>2008</strong>.<br />
Tim Hantke, Board Member<br />
Tim is Managing Director of Franchising Solutions Pty Ltd. Prior to commencing<br />
this consultancy business he was Chief Executive Officer for the Snap Printing<br />
Group.<br />
Tim has a Bachelor of Commerce Degree and is a Fellow of the Australian Institute<br />
of Management and the Australian Institute of Company Directors.<br />
Tim is also a member of the National Board of <strong>Lifeline</strong> Australia Inc.<br />
Geoff Kidd, Treasurer & Board Member<br />
Geoff is the Chief Executive of WHK Horwath (Perth) Chartered Accountants.<br />
Geoff has a Bachelor of Commerce Degree and is a Fellow of the Institute of<br />
Chartered Accountants. He is also a Past State Chairman and National Councillor<br />
of the Institute of Chartered Accountants in <strong>WA</strong>.<br />
8
Deborah Doncon, Board Member<br />
Deborah has had a long association with the Living Stone Foundation as a Board<br />
Member (since 1994) and prior to that as the Executive Officer.<br />
Deborah has retired from her previous role in the management of not for profit<br />
organisations and is now a company director.<br />
Jason Ricketts, Board Member<br />
Jason is a partner with national law firm Freehills and has been since 1996. He<br />
practices in the area of infrastructure law and also performs a management role<br />
within the firm.<br />
Jason has a Bachelor of Jurisprudence, Bachelor of Laws, a Master of Laws and<br />
is a graduate member of the Australian Institute of Company directors. He is on<br />
the board of Freehills, the board of Leadership <strong>WA</strong>, and is a member of the Law<br />
Society of Western Australia.<br />
Michael Bisset, Board Member<br />
Michael is the Group Executive Human Resources for Newmont Asia Pacific. He<br />
has previously worked for Norilsk Nickel Rio Tinto, AXA, Mobil Oil, Exxon and BHP.<br />
Michael has a Bachelor of Business Degree.<br />
Meryl Carter, Board Member<br />
Meryl was appointed to the Board on the 22 August 2007. She has 30 years<br />
experience in the Information Technology Industry running major companies in<br />
Australia & the USA: Spirent Systems in San Diego, Computer Law Services<br />
Australia, TruSecure Australia, Pivotal Corporation, Alcatel-Lucent and more<br />
recently marketing Bombardier business jets in Australia and New Zealand.<br />
Meryl is now Perth based and manages her own company, Meryl Carter Interior<br />
Designs and Home Renovations.<br />
Meryl also is a member of the The <strong>WA</strong> 500 Club, The <strong>WA</strong> Designers Association,<br />
The <strong>WA</strong> Builders Association and an Associate Director of The Australian Institute<br />
of Company Directors. Meryl was a finalist in the Telstra Business Woman of the<br />
Year Awards for <strong>2008</strong>.<br />
9
Overview of Services<br />
<strong>Lifeline</strong> <strong>WA</strong> delivers services that aim to<br />
prevent suicide, support people in crisis and<br />
create opportunities for emotional wellbeing.<br />
In their totality, these include counselling,<br />
crisis interventions, group programs, self-care<br />
resources, personal support, training and<br />
education, information and referral services.<br />
<strong>Lifeline</strong> <strong>WA</strong> believes that suicide is preventable<br />
and that by connecting people with care that<br />
helps them through a period of emotional crisis,<br />
vulnerable people can be kept safe.<br />
<strong>Lifeline</strong> <strong>WA</strong>’s Care Services:<br />
• Telephone Counselling: The national<br />
13 11 14 service focuses on the provision<br />
of support to people in crisis and emotional<br />
distress. The service operates 24-hours a day<br />
7 days a week, 365 days a year, is delivered by<br />
trained & accredited volunteer counsellors and<br />
supported by a highly qualified team of staff.<br />
The <strong>Lifeline</strong> <strong>WA</strong> Telephone Counselling Service<br />
operates from Perth, Peel and after-hours from<br />
St John of God Hospital Subiaco and St John<br />
of God Hospital Murdoch.<br />
• Education Services: Specially qualified<br />
educators deliver a variety of training programs<br />
to the community and workplace. The Living<br />
Works suite of educational products delivered<br />
by <strong>Lifeline</strong> <strong>WA</strong> are internationally regarded<br />
and are aimed at empowering people to keep<br />
themselves and others safe from suicide.<br />
The full complement of <strong>Lifeline</strong> <strong>WA</strong> Education<br />
Services include:<br />
• Suicide Prevention, Intervention and Postvention<br />
workshops and seminars<br />
• Counselling the Bereaved training programs<br />
• Community awareness programs relating to<br />
depression and suicide<br />
• Workplace education programs in:<br />
• crisis response<br />
• wellbeing and self care<br />
• relationship skills<br />
• communication skills<br />
• dealing with challenging situations<br />
• Dads@<strong>Lifeline</strong>: This unique service provides<br />
support to fathers and their children after<br />
separation or bereavement. Utilising one-onone<br />
counselling, group work, the provision of<br />
information, advice and self-help resources<br />
Dads@<strong>Lifeline</strong> adopts a holistic approach in<br />
supporting fathers to deal with their problems<br />
and personal concerns.<br />
<strong>Lifeline</strong> <strong>WA</strong> also undertakes a<br />
variety of Operational Services to<br />
sustain and enable its care giving:<br />
• Retail Operations: Located in Kelmscott,<br />
<strong>Lifeline</strong> Treasures sells a variety of high quality<br />
“born again” goods. The shop exists for the<br />
primary purpose of providing <strong>Lifeline</strong> <strong>WA</strong>’s core<br />
services with much needed funds.<br />
• Fundraising and Community Relations:<br />
It is the focus of this service to develop<br />
relationships, partnerships and alliances<br />
within the community and corporate sector<br />
that support the delivery of <strong>Lifeline</strong> <strong>WA</strong>’s care<br />
services. Identifying revenue sources and<br />
opportunities for in-kind support is critical to<br />
organisational sustainability.<br />
• Financial Services: <strong>Lifeline</strong> <strong>WA</strong> demonstrates<br />
its integrity through the efficient and transparent<br />
nature of its accounting practices. The Financial<br />
Services team are responsible for managing<br />
cash flow, administrating financial reports,<br />
processing donations, coordinating payroll and<br />
accounts receivable.<br />
• Human Resources: <strong>Lifeline</strong> Managers, with<br />
the support of the HR Officer, work to ensure<br />
that all people, staff and volunteers, are well<br />
guided and supported in their work.<br />
• Administration: A number of office<br />
professionals provide customer service and<br />
perform a range of important tasks behind the<br />
scenes to make sure the operations of <strong>Lifeline</strong><br />
<strong>WA</strong> are effective, efficient and quality assured.<br />
10
Care Services’ <strong>Report</strong>s<br />
<strong>Lifeline</strong> <strong>WA</strong> Telephone<br />
Counselling Services<br />
11 600 calls answered<br />
85 new volunteers trained<br />
Keeping up with the demand remains the major<br />
challenge for <strong>Lifeline</strong>’s national 13 11 14, 24/7<br />
crisis telephone counselling service. Therefore,<br />
the <strong>Lifeline</strong> <strong>WA</strong> Telephone Counselling Service<br />
commenced 08/<strong>09</strong> with two overarching<br />
objectives:<br />
a) To increase its call answering capacity through<br />
• Recruiting and training more volunteer<br />
telephone counsellors<br />
• Increasing the retention rates of its current<br />
resources.<br />
• Improving its roster practices to maximise<br />
the availability of counsellors during peak<br />
demand periods.<br />
b) To ensure the quality and consistency of its<br />
service via<br />
• Offering more supervision sessions &<br />
professional development programs<br />
• Benchmarking the telephone counselling<br />
training program against national standards<br />
To assist with developing its strategy to make<br />
these improvements, <strong>Lifeline</strong> <strong>WA</strong> engaged<br />
the services of an external consultant to<br />
comprehensively review the current processes<br />
and practices within the Telephone Counselling<br />
Service. As a result of learning obtained through<br />
the review process the pathway for recruiting<br />
volunteers was revised to include interviews and<br />
information sessions. This approach ensured the<br />
requirements of the counselling role are better<br />
understood by the prospective volunteer and that<br />
<strong>Lifeline</strong> <strong>WA</strong> is able to select the best possible<br />
candidates to undertake the training course.<br />
Testimony to the success of this new process, the<br />
drop-out rate from training reduced significantly.<br />
Not only was recruitment more discerning, but the<br />
training course itself was modified to align with<br />
industry best practice. The number of training<br />
courses delivered also increased and a new<br />
intensive program was trialled to enable more<br />
volunteers to be trained in a shorter period of time.<br />
As a result of these changes, over the course<br />
of the 08/<strong>09</strong> the number of active Telephone<br />
Counsellors increased by approximately 35%.<br />
Consistent with <strong>Lifeline</strong> <strong>WA</strong>’s commitment to offer<br />
a service of a consistently high standard, the<br />
ongoing training available to current volunteers<br />
was radically improved. A comprehensive<br />
schedule of individual and group supervision<br />
sessions plus a suite of professional development<br />
programs were delivered and the expectation<br />
that all Telephone Counsellors were required to<br />
engage in the practice of continuous improvement<br />
was reinforced. Some of the volunteers struggled<br />
with what they considered to be an increase in<br />
expectation with respect to their commitment and<br />
as a consequence left the service. However, our<br />
priority is to ensure that the service is delivered<br />
to the vulnerable person on the other end of the<br />
phone is safe and helpful and as such, ongoing<br />
training will remain an integral element of delivering<br />
the service.<br />
Telephone Counselling is a very challenging form<br />
of service work and across Australia the turn-over<br />
rate of volunteers is relatively high. To enhance<br />
the personal support available to the volunteers<br />
the new position of Pastoral Care Officer was<br />
established within the Telephone Counselling<br />
structure. This position was designed to help the<br />
volunteers deal with the vicarious trauma and<br />
other challenges associated with the counselling<br />
commitment and to support the volunteers to<br />
maintain their commitment to their rostered shifts.<br />
To further encourage longevity in Telephone<br />
Counselling, the career pathways for this form<br />
of volunteering were clearly mapped and some<br />
additional opportunities were created, including<br />
the role of volunteer Trainers. Not only has this<br />
innovation enabled the experience and skills of our<br />
volunteers to be better utilised, it has increased<br />
our capacity to train more Telephone Counsellors<br />
quite significantly.<br />
Streamlining our rostering practice and ensuring<br />
the majority of our Telephone Counsellors are<br />
available during peak call periods continues to be<br />
a difficult task. Calls peak in the evening from 8pm<br />
– 1am WST and the largest volume of calls are<br />
experienced on a Sunday. Unfortunately, these are<br />
not popular times for volunteering. Purposefully<br />
recruiting volunteers for these times will be a goal<br />
as we move forward.<br />
We remain committed to building the value<br />
added by our network of Telephone Counselling<br />
sub-centres. A greater on-site presence and<br />
awareness raising campaigns at St John of God<br />
Hospitals Subiaco and Murdoch are beginning<br />
11
Care Services’ <strong>Report</strong>s<br />
to translate into an increase in the number of<br />
volunteers being recruited through Hospital staff.<br />
A closer connection between the Hospitals’<br />
Social Outreach and Advocacy programs is also<br />
enabling mutual advocacy and opportunities for<br />
some cross-training. Structural changes within<br />
the <strong>Lifeline</strong> Peel office have also paid dividends<br />
with the morale, connectedness with Perth<br />
and productivity of the sub-centre all improving<br />
significantly.<br />
Concurrent with the service reviews and system<br />
improvements being implemented on the West<br />
coast, the performance of the 13 11 14 service on<br />
a national scale was also being comprehensively<br />
appraised. A national plan “Answering the Calls<br />
Together” has been formulated to lead all Centres<br />
involved in the provision of the 13 11 14 service<br />
to maximise the opportunity for every call to<br />
be answered at a consistently high standard.<br />
Fundamental to the plan are new standards<br />
for the training and accreditation of Telephone<br />
Counsellors. Whilst <strong>Lifeline</strong> <strong>WA</strong> is already aligned<br />
to the attitude of the Plan, it will require a renewed<br />
commitment from all its Telephone Counsellors to<br />
meet the advanced service standards.<br />
Perhaps the most disappointing milestone was<br />
the closure of the <strong>Lifeline</strong> Suicide Crisis Support<br />
Program (LSCSP). This highly successful program<br />
provided ongoing telephone counselling support<br />
to people identified through the 13 11 14 network<br />
as at risk of suicide. These vulnerable individuals<br />
were linked up with a specially qualified telephone<br />
counsellor who worked with them to develop a<br />
plan that would help them to access appropriate<br />
care that would keep them safe in the long run.<br />
When the initial funding source provided by<br />
<strong>Lifeline</strong> Australia ceased, the program was forced<br />
to close. It is our ambition to identify a funding<br />
stream that will allow us to reinstall this vital<br />
service.<br />
While the majority of work undertaken within the<br />
Telephone Counselling Service was focussed on<br />
capacity building for the long-term, it has paid<br />
immediate dividends. Collectively Perth, Peel,<br />
Subiaco and Murdoch Telephone Counselling<br />
sub-Centres answered 11 600 calls; 1100 more<br />
calls than the previous year and an improvement<br />
of 10.5%. We started the year wanting to be able<br />
to answer more calls and whilst this has been<br />
the outcome, it remains a reality that we are still<br />
not answering all the calls placed to the service.<br />
We have set ourselves the ambitious target of<br />
answering 15 000 calls in the year ahead and<br />
will be striving to better resource the Telephone<br />
Counselling Service so we can ensure that<br />
every caller to the 13 11 14 service has the best<br />
opportunity to speak with a Telephone Counsellor.<br />
The call statistics for 08/<strong>09</strong><br />
• Number of calls answered by 13 11 14 from<br />
West Australians: 22 239<br />
• Number of calls answered by <strong>Lifeline</strong> <strong>WA</strong><br />
(Murdoch, Peel, Perth and Subiaco): 11 600<br />
• Gender ratio of callers: 30% male, 63%<br />
female, 7% unknown<br />
• Average time of calls: 29 minutes<br />
• % of <strong>WA</strong> calls that were suicide related: 6%<br />
• Presenting issues for suicide related calls:<br />
• Abuse trauma: 18%<br />
• Aloneness/support: 41%<br />
• Disability: 8%<br />
• Illness/general health: 18%<br />
• Loss: 14%<br />
• Mental health: 35%<br />
• Relationship/family: 32%<br />
*Sourced from <strong>Lifeline</strong> Australia<br />
Telephone Counselling<br />
Volunteer Data<br />
• New volunteers trained: 85<br />
• Active volunteer Telephone Counsellors:149<br />
20% male, 80% female<br />
• Age range: 20 yrs – 77 yrs<br />
• Average age: 41 years<br />
Proudly supported by:<br />
DALESUN<br />
HOLDINGS PTY LTD<br />
12
Care Services’ <strong>Report</strong>s<br />
<strong>Lifeline</strong> <strong>WA</strong> Education Services<br />
805 people educated<br />
<strong>Lifeline</strong> <strong>WA</strong> firmly believes education and<br />
awareness-raising are critical to building a<br />
community that is emotionally well and resilient to<br />
suicide. It was this attitude that caused <strong>Lifeline</strong> <strong>WA</strong><br />
to affirm its commitment to community education<br />
by investing additional resources in Education<br />
Services and to implement an ambitious plan<br />
to grow the capacity and scope the programs it<br />
offered in 08/<strong>09</strong>. Our main objectives for the year<br />
included:<br />
• Increasing the awareness of, and demand<br />
for, Education Services.<br />
• Improving the quantity and range of<br />
programs we delivered.<br />
• Broadening our suite of programs to include<br />
community and corporate.<br />
• Developing mutually supportive relationships<br />
with other not for profit organisations<br />
• Delivering programs to regional areas<br />
recognised as “high risk”<br />
Upon reflecting on these goals it is satisfying to<br />
note that all of these areas have been substantially<br />
progressed.<br />
Suicide is a community problem that requires a<br />
community based solution. <strong>Lifeline</strong> <strong>WA</strong> believes<br />
that part of that solution is to equip people with<br />
knowledge, skills and understandings that will help<br />
them to recognise and be responsive to people<br />
who may be considering suicide. To this end,<br />
<strong>Lifeline</strong> <strong>WA</strong> delivers the internationally regarded<br />
LivingWorks suicide intervention training programs<br />
that range from short community-oriented<br />
programs that explore the issues and attitudes of<br />
suicide prevention through to a 2-day workshop<br />
on suicide first aid that equips people with skills<br />
to keep people at risk safe. Throughout the year,<br />
these suicide prevention programs were delivered<br />
to over 750 participants in a diverse array of<br />
settings that included metropolitan and regional<br />
townships. <strong>Lifeline</strong> <strong>WA</strong>’s investment in community<br />
education and awareness raising included the<br />
following projects:<br />
• Building a Suicide Safe South-West: A<br />
collaboration with United Way and the Injury<br />
Control Council of <strong>WA</strong> (ICC<strong>WA</strong>), that saw<br />
suicide prevention education delivered to 6<br />
towns in the South-West<br />
• The 100 Men Project: <strong>Lifeline</strong> <strong>WA</strong> was<br />
contracted by the Perth Primary Care<br />
Network (PPCN) to deliver suicide prevention<br />
programs to 100 men as part of an initiative<br />
targeting men’s emotional health.<br />
• The Great Southern Program: At the initial<br />
invitation of Relationships Australia, <strong>Lifeline</strong><br />
<strong>WA</strong> delivered suicide prevention talks to<br />
several communities that had been bereaved<br />
by suicide.<br />
• Narrogin Response: <strong>Lifeline</strong> <strong>WA</strong> again<br />
worked with ICC<strong>WA</strong> to sensitively respond<br />
to the incidents of suicide within their<br />
community by meeting with community<br />
members and delivering the LivingWorks<br />
training.<br />
• Kalgoorlie Community Engagement<br />
Program: With the support of the local<br />
Regional Chaplaincy Network training and<br />
education programs were presented on-site<br />
to mine workers and to local community<br />
groups within the Kalgoorlie-Boulder region.<br />
Along with activity in our core area of suicide<br />
prevention, <strong>Lifeline</strong> <strong>WA</strong> added two new<br />
professional development programs to its training<br />
resources:<br />
• Moving On: A workshop for telephone<br />
workers in call centres or public contact<br />
roles, teaching them how to effectively deal<br />
with stressful, difficult and/or emotional calls.<br />
The program equips the employee with<br />
coping skills that will minimise the personal<br />
impact of draining calls.<br />
• Working Effectively: A one day course<br />
designed to equip people in front-line, faceto-face<br />
service roles with skills to manage<br />
distressed, aggressive and/or distressed<br />
people.<br />
These programs were delivered to a number<br />
of organisations whose staff were regularly<br />
confronted by challenging behaviours or<br />
situations. The feedback was overwhelmingly<br />
positive and many participants acknowledged<br />
while dealing with distressed people was part of<br />
their daily business, they were not necessarily well<br />
equipped to deal with them. <strong>Lifeline</strong> <strong>WA</strong> hopes<br />
to deliver these valuable courses more broadly in<br />
<strong>09</strong>/10.<br />
13
Care Services’ <strong>Report</strong>s<br />
14<br />
Word of mouth saw the demand for <strong>Lifeline</strong><br />
<strong>WA</strong>’s Education Services grow at a steady rate<br />
throughout the year. Whilst this was a pleasing<br />
outcome on one hand, it did create a resource<br />
dilemma as our small group of trainers were<br />
travelling far and wide to deliver the service.<br />
Having consolidated a reputation for delivering<br />
relevant and high quality training, <strong>Lifeline</strong> <strong>WA</strong><br />
expects the demand for its services to continue<br />
to grow and will be qualifying more trainers in the<br />
year ahead.<br />
There are changes on a national front to the<br />
business model that underpins the delivery of the<br />
Living Works programs. <strong>Lifeline</strong> Australia have also<br />
consolidated all their learning and development<br />
programs, including Telephone Counselling<br />
Training and Corporate and Community Programs<br />
under one structure. Both of these initiatives are<br />
likely to influence how <strong>Lifeline</strong> <strong>WA</strong> delivers its<br />
education services in the future.<br />
<strong>Lifeline</strong> <strong>WA</strong> worked very hard in 08/<strong>09</strong> to heighten<br />
the community’s awareness and understanding<br />
of the issues relating to emotional wellbeing<br />
and suicide prevention. Yet it is an area difficult<br />
to adequately resource. <strong>Lifeline</strong> <strong>WA</strong> remains<br />
optimistic that funding from government and<br />
corporate support will assist it to sustain this<br />
important work.<br />
Dads@<strong>Lifeline</strong><br />
130 Dads supported<br />
750 service provisions<br />
From this financial year the Dads’ Service was<br />
funded through the newly formed Department<br />
for Communities. As per its mandate, the service<br />
continued to assist separated fathers (and their<br />
children) with counselling, support and paralegal<br />
information. It was a year of both challenge and<br />
opportunity for the staff involved with the program.<br />
The latter part of <strong>2008</strong> saw a reduction in client<br />
load, the departure of a key staff member and<br />
the pending exit of a long-term Manager. These<br />
factors prompted the service to review its offerings<br />
and modes of delivery to ensure it was growing in<br />
line with the emerging needs of its client base.<br />
An extensive research project was undertaken<br />
into male help seeking and service accessing<br />
behaviours to identify ways that <strong>Lifeline</strong> <strong>WA</strong> could<br />
improve its accessibility by single Dads who need<br />
support. The findings of the research highlighted<br />
that, although there was an overwhelming<br />
need for the service, <strong>Lifeline</strong> <strong>WA</strong> needed to be<br />
more proactive in its marketing and community<br />
engagement strategies and should consider other<br />
modes of delivery than just the provision of oneon-one<br />
support.<br />
Informed by this research, a new group work<br />
session was launched “Dads Preparation for<br />
Negotiating and Mediation” Workshop. The<br />
program was successfully piloted in late <strong>2008</strong>.<br />
The aim of the preparation workshops was to<br />
improve the confidence and competence of<br />
separated fathers in negotiating or mediation<br />
when addressing relationship and child access<br />
issues. The group work program was evolved<br />
with the assistance of key stakeholders such as<br />
the Midland and Perth Family and Relationship<br />
Centres, Citizens Advice Bureau and Relationships<br />
Australia. Such was its success, group work is<br />
now a regular fixture of the Dads’ service model.<br />
The Dads@<strong>Lifeline</strong> staff also undertook a program<br />
of “meet and greets” to introduce the service<br />
to prospective referral streams. The greater<br />
awareness of the service amongst other not-forprofit<br />
organisations translated into an increase in<br />
new clients in early 20<strong>09</strong>. Word of mouth remains<br />
the most powerful vehicle for connecting new<br />
clients with the service as men whose lives have<br />
been transformed by the service encourage their<br />
mates in similar circumstances to seek help.<br />
Several information resources were also<br />
developed throughout the year. The three part<br />
booklet “Surviving Separation” has been lauded<br />
by clients as an invaluable self-help tool. The<br />
Step-by-Step guide provides technical information<br />
on services and support resources, an overview<br />
of the emotional impact of separation and a<br />
pathway for navigating the trials and tribulations of<br />
relationship breakdown.<br />
Following the needs analysis and environmental<br />
scanning that was conducted as part of the<br />
Strategic Planning process, and under the<br />
leadership of a new Manager, a range of other<br />
service innovations were also generated towards<br />
the end of this financial year: a counselling service<br />
for bereaved fathers and/or children; an In-Prison<br />
Dads service for groups and individuals; and<br />
outreach meetings are amongst the broader<br />
offerings that will be implemented in the coming<br />
year.
Care Services’ <strong>Report</strong>s<br />
The following quotes from workshop participants<br />
and individual clients are testimony to the life<br />
enhancing impact that the Dads@<strong>Lifeline</strong> program<br />
has:<br />
• “I attended one of your workshops.<br />
At the time my life was in a mess, just<br />
separated, my partner left with our baby,<br />
previous workaholic, no work, depressed,<br />
VRO issued against me, very expensive<br />
Court proceedings leading to nothing.<br />
My participation in your workshop was<br />
instrumental in putting me on the road<br />
to change myself. I came back in here<br />
specifically to tell you that my life was turned<br />
around. My ex-partner and I decided to get<br />
back together. Our friends and family do not<br />
fully understand, but we are very happy as a<br />
reconciled couple. We are expecting a new<br />
baby.”<br />
• “I think your Dads’ group is a great forum”<br />
• “Thank you for the invitation to attend.<br />
I will recommend it to clients at the Family<br />
Relationships Centre.”<br />
• “Very powerful where participants’ difficult<br />
predicaments were explored.”<br />
• “Well rounded discussion group.”<br />
• “This was a really helpful session with you.<br />
I feel I was given the run around in various other<br />
places.”<br />
All in all, in excess of 750 service provisions were<br />
delivered, 130 men received personal support and<br />
many more received helpful information from the<br />
client services support team. Of course it is not<br />
just the individuals who benefit from the service,<br />
their families, partners and children all reap the<br />
rewards of their emotional wellbeing. In the year<br />
ahead, <strong>Lifeline</strong> <strong>WA</strong> intends to further leverage off<br />
its experience and knowledge in men’s emotional<br />
health and will continue to explore how it can<br />
inspire men in crisis to seek the help they need<br />
and deserve.<br />
15
Operational Services’ <strong>Report</strong><br />
Fundraising and Community<br />
Relations<br />
25% Increase in Revenue<br />
The Fundraising and Community Relations Service<br />
provides support to the programs and activities<br />
of <strong>Lifeline</strong> <strong>WA</strong> through activities that promote<br />
the <strong>Lifeline</strong> <strong>WA</strong> brand, build partnerships and<br />
community relationships and generate income<br />
through grants, donations and events. 55 %<br />
of <strong>Lifeline</strong> <strong>WA</strong>’s total operating revenue was<br />
generated through partnerships, donations and<br />
fundraising events.<br />
The financial stability provided by our partnerships<br />
with St John of God Hospital Murdoch, St John<br />
of God Hospital Subiaco, Dalesun Holdings<br />
(t/a Jesus Cares Ministry), TSA Telco and Ernst<br />
and Young were of critical importance as both<br />
corporate giving and community philanthropy was<br />
adversely impacted by the global financial crisis.<br />
It is no small irony that amidst difficult financial<br />
times these organisations, in spite of their own<br />
challenges, “stood up” to support <strong>Lifeline</strong> <strong>WA</strong><br />
in providing care to people distressed by their<br />
financial circumstance.<br />
Throughout the year, the <strong>Lifeline</strong> <strong>WA</strong> events<br />
calendar provided its supporters with several<br />
opportunities to be part of the organisation’s<br />
revenue and awareness raising activities.<br />
Highlights of the year included the <strong>Annual</strong> La<br />
Chaine Des Rotisseurs Brunch, hosted at the<br />
house of Vince and Anne Garreffa. Sponsored by<br />
the local chapter of La Chaine, an international<br />
gastronomic association, the event was the most<br />
profitable fundraising activity of the year. The Apex<br />
Carols by Candlelight once again provided an<br />
opportunity for the community to learn about and<br />
invest in the work of <strong>Lifeline</strong> <strong>WA</strong>.<br />
Several new initiatives were also introduced. 24<br />
July <strong>2008</strong> marked the launch of “Stress Down<br />
24/7”; a national campaign designed to raise<br />
awareness of the <strong>Lifeline</strong> brand and services and<br />
to generate a new revenue stream to support<br />
the 13 11 14, 24/7 crisis Telephone Counselling<br />
Service. The campaign also provided a vehicle for<br />
delivering educational messages relating emotional<br />
health and wellbeing. The staff and volunteers<br />
of <strong>Lifeline</strong> <strong>WA</strong> provided massages in Murray St<br />
Mall as a fundraising initiative and managed to<br />
generate good publicity for its services as a result.<br />
Considered a success in its pilot year, “Stress<br />
Down 24/7” is now an annual event and is set to<br />
become a key fundraising strategy for all <strong>Lifeline</strong><br />
Centers throughout Australia.<br />
August <strong>2008</strong> saw the staging of a Winter Ceilidh<br />
(Scottish Dance) as a celebration of life and a fund<br />
raiser for <strong>Lifeline</strong> <strong>WA</strong>. The event was the initiative<br />
of a group of professional women who wanted to<br />
have some fun and to support a worthy cause.<br />
The occasion was successful on both fronts and<br />
it is hoped the Ceilidh will become a fixture on the<br />
<strong>Lifeline</strong> <strong>WA</strong> events calendar for years to come. The<br />
women involved in the Winter Ceilidh organising<br />
committee are to be lauded for their skills in event<br />
management as well as their social conscience.<br />
<strong>Lifeline</strong> <strong>WA</strong> also continued to receive generous<br />
support from the community at large with personal<br />
donations contributing to a significant proportion<br />
of the funds raised. It is with deep gratitude that<br />
we acknowledge the encouragement and support<br />
of the family of Andrew and Nicola Forrest, The<br />
Stan Perron Charitable Foundation, and The<br />
Sir Frank Ledger Charity Trust. The benevolence<br />
of these individuals has been well matched by<br />
the loyal support of members from the Baptist<br />
Church community and the Rotary network. The<br />
generosity of the local community reiterates the<br />
importance they place on the sustainability of the<br />
life saving services provided by the organisation.<br />
In 08/<strong>09</strong> <strong>Lifeline</strong> <strong>WA</strong> was able to increase its<br />
revenue by 25% on the previous year. However,<br />
with the impact of the economic downturn<br />
expected to linger, <strong>Lifeline</strong> <strong>WA</strong>’s ability to grow the<br />
support it receives from corporate organisations<br />
will be critical to its sustainability. <strong>Lifeline</strong> <strong>WA</strong><br />
has proven itself to be an accountable and<br />
responsive partnership proposition and in<br />
<strong>09</strong>/10 we will actively seek “corporations with a<br />
conscience” with which to establish work-place<br />
giving, partnership agreements and/or fundraising<br />
events that deliver a benefit to the community, the<br />
organisation and its employees.<br />
16
Operational Services’ <strong>Report</strong><br />
Retails Services: <strong>Lifeline</strong><br />
Treasures<br />
$85 000 profit<br />
<strong>Lifeline</strong> Treasures sells high quality pre-loved<br />
goods at a low cost and as such, offers a valuable<br />
service to those experiencing financial hardship.<br />
The retail service is delivered by a very professional<br />
team of volunteers who pride themselves on<br />
providing value for money and treating their<br />
customers with dignity and respect. The shop<br />
also provides a revenue stream that supplements<br />
the budget of the Telephone Counselling Service<br />
and in spite of the economic climate, the income<br />
generated through the sale of bric-a-brac, books<br />
and clothing added $85 000 net income to our<br />
bottom-line for the past financial year. Without this<br />
income our Telephone Counselling Service would<br />
struggle to exist.<br />
As part of its drive to improve efficiency, the<br />
operations of the warehouse were streamlined to<br />
produce a quicker turn-around from donation to<br />
sale. This simple innovation made it easier for the<br />
volunteers at the receiving and point of sale ends<br />
of the supply chain and improved morale as well<br />
as effectiveness.<br />
Always on the look-out for ways to increase sales,<br />
the Shop team endeavoured to use the economic<br />
downturn to promote the virtues of born-again<br />
shopping. A “Recession Buster Sale” was staged<br />
which resulted in the highest weekly takings for<br />
the year.<br />
Although it is still a profitable proposition, in<br />
recent years increments in annual turn-over have<br />
struggled to keep pace with the rise in operating<br />
costs. Consequently, plans are afoot to revamp<br />
the physical lay-out of the shop to maximise floor<br />
space and improve its visual appeal. The key to<br />
the shop’s success remains to be it high standard<br />
of merchandise, cleanliness and wonderful<br />
displays. The dedicated team of volunteers work<br />
very hard to develop innovative promotional<br />
strategies and sales campaigns at special times<br />
throughout the year. In addition to all the hard<br />
work, the social and friendly atmosphere is of<br />
great benefit to both volunteer and customers.<br />
The shop’s very large base of loyal and regular<br />
customers is testimony also to its philosophy<br />
of delivering personalised and caring customer<br />
service.<br />
Human Resources, Financial<br />
Services and Administration<br />
Human Resources, Financial Services and the<br />
Administration elements of <strong>Lifeline</strong> <strong>WA</strong>, although<br />
largely behind the scenes operations, have been<br />
significant in the consistent and constant support<br />
they have provided during a period of significant<br />
organisational change.<br />
In order to manage the new recruitment process<br />
for Telephone Counsellors and volunteers at<br />
<strong>Lifeline</strong> Treasures and improve the accountability<br />
within our Human Resource systems, <strong>Lifeline</strong> <strong>WA</strong><br />
appointed a full-time HR Officer in the latter stages<br />
of the Financial Year. This increase in resources<br />
has seen better support provided to both staff<br />
and volunteers. An overhaul of the organisation’s<br />
performance development system to ensure it is<br />
aligned to the new Strategic Plan will be a major<br />
Human Resource project in the new year.<br />
The Financial Services team has been arguably the<br />
most stable of the <strong>Lifeline</strong> <strong>WA</strong> services. Grounded<br />
in solid systems and processes, as indicated by<br />
the Audited Financial Statements the accounts<br />
and payroll functions of the past year have been<br />
accountable and effective.<br />
Through the course of the year <strong>Lifeline</strong> <strong>WA</strong>’s<br />
administration staff worked extremely hard to<br />
maintain continuity of service while their operating<br />
environment was constantly changing. Roles<br />
and responsibilities were redefined and new<br />
communication protocols were put in place to<br />
ensure customer service standards were best<br />
practice. The development of documents outlining<br />
operational policies and procedures was also<br />
undertaken as part of the organisation’s risk<br />
management strategy.<br />
17
Treasurer’s <strong>Report</strong><br />
$249 049 Surplus<br />
It is with pleasure that I provide my report on the<br />
financial results for the <strong>2008</strong>/<strong>09</strong> year for <strong>Lifeline</strong><br />
<strong>WA</strong>.<br />
Being the first full year under the guidance of CEO,<br />
Amanda Wheeler, the focus has been on building<br />
a vision for <strong>Lifeline</strong> <strong>WA</strong>, and putting in place a<br />
plan to build resources to enable that vision to be<br />
achieved.<br />
An integral part of this plan has been to increase<br />
our corporate partnerships and revenue streams<br />
to ensure the financial security of <strong>Lifeline</strong> <strong>WA</strong> into<br />
the future. In this regard, the outstanding <strong>2008</strong>/<strong>09</strong><br />
financial result of a surplus of $249 049 was due<br />
largely to the generous and valuable support of<br />
our corporate partners and sponsors. With the<br />
exception of the Department for Communities<br />
funding of the Dads@<strong>Lifeline</strong> Program, <strong>Lifeline</strong> <strong>WA</strong><br />
is not supported by any government funding for<br />
its core services, and therefore relies heavily on<br />
grants, donations and fundraising, which this year<br />
was 59% above the previous year.<br />
I would like to recognise the contribution of our<br />
major funding partners: St John of God Hospital<br />
Murdoch, St John of God Hospital Subiaco,<br />
Dalesun Holdings (Jesus Cares Ministry),<br />
Ernst & Young and TSA Telco. The support<br />
provided by these loyal partners ensures <strong>Lifeline</strong><br />
<strong>WA</strong> is able to continue to strive to meet the ever<br />
increasing needs of the community. We are<br />
sincerely grateful for their ongoing commitment to<br />
the organisation and the cause it represents.<br />
<strong>Lifeline</strong> continues to rely<br />
heavily on volunteers across<br />
all operating areas. Without<br />
the support of these dedicated<br />
and committed individuals we<br />
could not deliver the critical<br />
services that the community so<br />
desperately needs.<br />
The financial success of <strong>Lifeline</strong> <strong>WA</strong> in <strong>2008</strong>/<strong>09</strong> is<br />
a credit to the management team, led so capably<br />
by our CEO, Amanda Wheeler. I personally have<br />
also relied heavily on the support of the Financial<br />
Services Team. I would like to thank David Melville<br />
for his support and Accounts Officer Jasna<br />
Rakovic for her meticulous work behind the<br />
scenes.<br />
To all the team at <strong>Lifeline</strong> <strong>WA</strong>, we express our<br />
sincere appreciation.<br />
Geoff Kidd<br />
Treasurer<br />
Despite a difficult economic climate, our “<strong>Lifeline</strong><br />
Treasures” Kelmscott retail outlet of second-hand<br />
clothes and bric-a-brac was again a significant<br />
contributor to our bottom-line. We express our<br />
gratitude to the management team and volunteers<br />
who passionately contribute their time and efforts<br />
to this valuable outlet.<br />
18
Income and Expenditure Breakdown<br />
Income <strong>2008</strong>-20<strong>09</strong><br />
15%<br />
7%<br />
Administration Revenue<br />
6%<br />
Fundrasing, Partnerships<br />
& Donations<br />
COAG Funding<br />
12%<br />
Counselling Fees<br />
55%<br />
Dads@<strong>Lifeline</strong> Funding<br />
4%<br />
Training Fees<br />
1%<br />
Retail Services<br />
Expenditure <strong>2008</strong>-20<strong>09</strong><br />
7%<br />
Fundraising Costs<br />
12%<br />
Employment Costs<br />
1%<br />
6%<br />
Training Costs<br />
Retail Costs<br />
1%<br />
3%<br />
70%<br />
Depreciation<br />
Administration Costs<br />
Rents & Rates<br />
19
20<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong>
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong><br />
21
22<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong>
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong><br />
23
24<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong>
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong><br />
25
26<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong>
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong><br />
27
28<br />
<strong>Lifeline</strong> <strong>WA</strong> Financial <strong>Report</strong>
<strong>Lifeline</strong> <strong>WA</strong>’s Strategic Direction<br />
At the beginning of 20<strong>09</strong> <strong>Lifeline</strong> <strong>WA</strong> embarked on an intensive strategic planning process to align its<br />
direction with that of the national body and to ensure its services were both meaningful and sustainable<br />
in the context of the West Australian community.<br />
The following guiding statements capture <strong>Lifeline</strong> <strong>WA</strong>’s core intent and purpose.<br />
Our Vision<br />
A community where everybody is positively engaged with life.<br />
Our Mission<br />
To prevent suicide, support people in crisis and create opportunities for emotional wellbeing.<br />
Our Corporate Goals<br />
FOCUS AREA:<br />
COMMUNITY WELLBEING<br />
Suicide Prevention<br />
To minimise the risk factors and maximise the<br />
protect factors associated with suicide<br />
Crisis Support<br />
To provide immediate emotional support to<br />
individuals at times of crisis<br />
Mental Health & Emotional<br />
Wellbeing<br />
To offer reliable information and self-help resources<br />
that empower people to maintain mental and<br />
emotional health<br />
FOCUS AREA: RELATIONSHIPS<br />
& PARTNERSHIPS<br />
Advocacy & Leadership<br />
To raise community awareness and understanding<br />
of suicide prevention issues and initiatives<br />
Relationships & Partnerships<br />
To build relationships which strengthen our ability<br />
to act<br />
FOCUS AREA:<br />
OPERATIONAL EXCELLENCE<br />
Sustainability<br />
To create new and lasting funding sources to<br />
improve and expand service delivery<br />
Infrastructure allows for growth<br />
To ensure <strong>Lifeline</strong> <strong>WA</strong> has infrastructure that<br />
supports effective and efficient operations<br />
Industry best practice<br />
To operate to industry-recognised best practice<br />
standards<br />
FOCUS AREA: PEOPLE<br />
& CULTURE GOAL<br />
Capable & Agile People<br />
To attract, develop and retain people with<br />
the capability to meet current and emerging<br />
community needs<br />
A Culture that Cares for Carers<br />
To provide a nurturing and engaging work<br />
environment that inspires, enables and supports<br />
people to care for self and others<br />
29
Our Service Delivery Promises<br />
Our Service Delivery Promises<br />
<strong>Lifeline</strong> <strong>WA</strong> commits to deliver services that are:<br />
Meaningful: relevant to the current and<br />
emerging needs of our community<br />
Sustainable: secure in their funding sources<br />
Accessible: visible & available to vulnerable<br />
people when they need them most<br />
Aligned: consistent with the direction of <strong>Lifeline</strong><br />
Australia<br />
Leading: proactive in addressing issues that<br />
heighten individual and community risk<br />
Best Practice: grounded in research-based<br />
evidence and best practice principles<br />
Accountable: able to demonstrate<br />
effectiveness and social value<br />
Our Business Model<br />
People and Culture: At the heart of<br />
<strong>Lifeline</strong> <strong>WA</strong>’s reason for being is its life affirming<br />
culture and its people: clients, carers, volunteers,<br />
staff and the community at large.<br />
Operational Excellence: To ensure the<br />
quality and sustainability of our services the work<br />
of our people is underpinned by effective systems<br />
and processes and a sound revenue raising<br />
strategy.<br />
Relationship and Partnerships:<br />
Collaborations with other people and<br />
organisations strengthens our ability to act and<br />
to increase awareness of suicide prevention and<br />
mental health issues.<br />
Community Wellbeing: The sum of all of<br />
the above parts, combined with evidence based<br />
service models enables <strong>Lifeline</strong> <strong>WA</strong> to keep the<br />
community safe and well.<br />
Active listening: alert and responsive to the<br />
voice of the consumer and carer<br />
Community<br />
Wellbeing<br />
Relationships<br />
& Partnerships<br />
Operational<br />
Excellence<br />
People &<br />
Culture<br />
30<br />
The <strong>Lifeline</strong> <strong>WA</strong> Business Model
<strong>Lifeline</strong> <strong>WA</strong> Honour Role<br />
Patron<br />
His Excellency, Dr Ken Michael, AC Governor<br />
of Western Australia<br />
Corporate Partners<br />
Dalesun Holdings (Jesus Cares Ministry)<br />
Downing Teal<br />
Ernst & Young<br />
Franchise Alliance<br />
Ledge Finance<br />
Norilsk Nickel<br />
Sir Frank Ledger Trust<br />
St John of God Hospital, Murdoch<br />
St John of God Hospital, Subiaco<br />
TSA Telco Group<br />
Industry Collaborators<br />
Youth Focus<br />
Oz Help<br />
Injury Control Council of <strong>WA</strong> (ICC<strong>WA</strong>)<br />
Men’s Advisory Network (MAN)<br />
United Way<br />
SPINRPHEX<br />
Perth Primary Care Network (PPCN)<br />
Regional Chaplaincy Network Kalgoorlie<br />
Relationships Australia<br />
Rotary Community Corps<br />
Western Australian Association of Mental Health<br />
The Samaritans<br />
Community Mental Health Division of St John of<br />
God Hospital Murdoch<br />
ARBOR Suicide Bereavement Support Services<br />
Individual Supporters<br />
Andrew and Nicola Forrest<br />
Fiona Kalaf<br />
Chris Wiener<br />
Graham Mabury<br />
Barry & Shirley Eldridge<br />
Jeanie & Brian Hamilton<br />
Anne & Vince Gareffa<br />
Bryan & Lee Fencott<br />
Lance Hall<br />
Corporate and Community<br />
Supporters<br />
Alexanders Lawyers<br />
Apex Club of Perth<br />
Apache Energy<br />
Australian Meat Industry Council (AMIC)<br />
Bethanie Warwick Village Church<br />
Buro Group<br />
Chandler Macleod<br />
Churches of Christ in <strong>WA</strong><br />
City of Perth<br />
Cooch Creative<br />
Freehills<br />
Hollywood Private Hospital<br />
ICT Services<br />
Karratha First National<br />
La Chaine Des Rotisseurs<br />
Meelup Management<br />
Miss Maud’s<br />
Mondo di Carne<br />
Mrs Macs Pty Ltd<br />
Mount Pleasant Baptist Church<br />
Radio 6PR<br />
Rotary Club of Nedlands<br />
Rotary Club of Perth<br />
SGIO Insurance<br />
Shreeve and Carslake Pty Ltd<br />
Teys Strata Management<br />
The Stan Perron Charitable Foundation<br />
The Sir Frank Ledger Charity Trust<br />
United Way<br />
UHY Haines Norton<br />
Government Agencies<br />
Department for Communities<br />
Mental Health Council of Australia<br />
31
<strong>Lifeline</strong> <strong>WA</strong> Honour Role<br />
<strong>Lifeline</strong> <strong>WA</strong> Staff<br />
<strong>Lifeline</strong> <strong>WA</strong> also extends a thank you and<br />
congratulations to all of our dedicated staff,<br />
past and present, who have worked tirelessly to<br />
connect people with care.<br />
Telephone Counselling Services<br />
Gail Chambers<br />
Gerry Chandler<br />
Magali Oilver<br />
Lou Grant<br />
Jane Dallison<br />
Wayne McIntosh<br />
Barbara McCormick<br />
Simone Dayer<br />
Sarah Stanes<br />
Phill Langley<br />
Rachael Hornsey<br />
Sue Grossman<br />
Education Services<br />
Karin Maxwell<br />
Lydia Necheava<br />
Simone Dayer<br />
Lynlea Polak<br />
Cath Mansveld<br />
Magali Oilver<br />
Dads@<strong>Lifeline</strong><br />
Heather Sharpe<br />
Sue Anderson<br />
Richard Wolterman<br />
Noel Giblett<br />
Neill Hahn<br />
Stephanie Leach<br />
Ruth Puhl<br />
Retail Services<br />
Fundraising & Community<br />
Relations<br />
Cally Earl-Smith<br />
Human Resources<br />
Ansu Alex<br />
Financial Services<br />
David Melville<br />
Jasna Rakovic<br />
Administration<br />
Alicia Wilson<br />
Amanda Wheeler<br />
Ian Melville<br />
Stephanie Harris<br />
Marion Bom<br />
<strong>Lifeline</strong> <strong>WA</strong> Volunteers<br />
A deep and sincere thank you to the 220<br />
volunteers who have worked with <strong>Lifeline</strong> <strong>WA</strong><br />
throughout the year to deliver vital services in the<br />
following areas:<br />
• Telephone Counsellors, Mentors, Supervisors<br />
on Call and Trainers: Perth, Peel, Subiaco and<br />
Murdoch.<br />
• <strong>Lifeline</strong> Treasures<br />
• Fundraising and Community Events<br />
• Education Services<br />
• Administration and Reception<br />
Our Donors and the Public<br />
We extend a special thank you to our generous<br />
donors and members of the public who donate<br />
time, funds, skills, goods or support to <strong>Lifeline</strong><br />
<strong>WA</strong>. Without community support <strong>Lifeline</strong> <strong>WA</strong> could<br />
not continue to provide emotional health support<br />
services to the Australian community.<br />
Pat Page<br />
Heather Sharpe<br />
32
<strong>Lifeline</strong> <strong>WA</strong> Office - PO Box K765 Perth <strong>WA</strong> 6000<br />
Phone: 08 9261 4444 Web: www.lifelinewa.org.au Email: lifeline@lifelinewa.org.au