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Lifeline WA Annual Report 2010/11

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Help is available. No one needs to face their problems alone. 13 <strong>11</strong> 141


Table of ContentsMessage fromthe Patronpg 4You Can Help<strong>Lifeline</strong> <strong>WA</strong>pg 223About<strong>Lifeline</strong> <strong>WA</strong>pg 5Stewardship<strong>Report</strong>pg 23The <strong>Lifeline</strong><strong>WA</strong> Boardpg 8<strong>Report</strong> Card<strong>2010</strong>/<strong>11</strong>pg 26Treasurer’s<strong>Report</strong>pg 10<strong>Lifeline</strong>Experiencespg 28FinancialStatements 10|<strong>11</strong>pg 13HonourRolepg 30


Message fromthe PatronHis Excellency Mr Malcolm McCusker, AO QCGovernor of Western Australia4My wife Tonya and I have been supportersof <strong>Lifeline</strong> <strong>WA</strong> for some time. It wastherefore with great pleasure, and withouthesitation, that I accepted the positionof Patron.<strong>Lifeline</strong> <strong>WA</strong> has worked to raise public awarenessof the issue of suicide and its prevention. TheHelpMe Campaign has been of great valuein inspiring and encouraging people to seek,accept and give help.The Campaign’s sensitive use of Ambassadors totell the story of how they navigated the journeyfrom darkness and despair has helped those atrisk to appreciate that when problems are sharedand support is sought, they too can go forward.By working closely with the media, <strong>Lifeline</strong> <strong>WA</strong>has challenged and dispelled the stigma andtaboo previously associated with issues ofmental and emotional health.The organisation’s work in raising thecommunity’s awareness of its role in suicideprevention was complemented by continuing itscore services; the 13 <strong>11</strong> 14 telephone crisis line,community education and training initiatives andDads@<strong>Lifeline</strong> Program. The outcomes publishedin this <strong>Annual</strong> <strong>Report</strong> clearly demonstrate thebenefit of these services.I applaud the State Government for recognisingthe vital role <strong>Lifeline</strong> <strong>WA</strong> plays in supportingpeople in crisis, by the provision of a grant tosupport the continued delivery of help to those introuble, via the telephone crisis line.I congratulate and thank the <strong>Lifeline</strong> <strong>WA</strong>volunteers, without whom <strong>Lifeline</strong> <strong>WA</strong> couldnot function. Their dedication and commitment,by undertaking training and delivering servicesin Telephone Counselling, the <strong>Lifeline</strong> Shop,fundraising events, administration and workingas ambassadors for the <strong>Lifeline</strong> <strong>WA</strong> cause isheart warming, and deserves the highest praise.Thanks also to all the individual donors,community groups and corporate partnerswhose contributions of funds and expertisesustain <strong>Lifeline</strong> <strong>WA</strong>’s work and help tosave lives.I commend the Board and staff for their highlyregarded and valued work.Finally, I strongly encourage the people ofWestern Australia to continue to support <strong>Lifeline</strong><strong>WA</strong>. By offering time and expertise, making adonation or, most importantly, putting someonewho needs help in contact with the 13 <strong>11</strong> 14service, you will be playing your part in helping<strong>Lifeline</strong> <strong>WA</strong> to continue its important work ofsaving lives.GOVERNOR ofWESTERN AUSTRALIA


About<strong>Lifeline</strong> <strong>WA</strong>Our VisionA community whereeverybody is positivelyengaged with lifeOur MissionTo prevent suicide,support people in crisisand create opportunitiesfor emotional wellbeingOur Corporate GoalsFocus Area:People & CultureCapable & Agile PeopleTo attract, develop and retain people with the capabilityto meet current and emerging community needsA Culture that Cares for CarersTo provide a nurturing work environment that inspiresand enables people to care for self and othersFocus Area:Operational ExcellenceSustainabilityTo create new and lasting funding sources to improveand expand service deliveryInfrastructure Allows for GrowthTo ensure <strong>Lifeline</strong> <strong>WA</strong> has infrastructure that supportseffective and efficient practiceIndustry Best PracticeTo operate to industry-recognised bestpractice standardsFocus Area:Relationships & PartnershipsAdvocacy & LeadershipTo raise community awareness and understanding ofsuicide prevention issues and initiativesRelationships & PartnershipsTo build relationships which strengthen ourability to actFocus Area:Community WellbeingSuicide PreventionTo minimise the risk factors and maximise theprotective factors associated with suicideCrisis SupportTo provide immediate support to individuals attimes of crisisMental Health &Emotional WellbeingTo offer reliable information and self-help resourcesthat empower people to maintain mental andemotional health5


Our Services6<strong>Lifeline</strong> <strong>WA</strong> has expertisein suicide prevention,crisis support, mentalhealth and emotionalwellbeing.<strong>Lifeline</strong> <strong>WA</strong> believes that most suicides are preventableand that by connecting people with care that helpsthem through a period of emotional crisis, vulnerablepeople can be kept safe. Through its service models<strong>Lifeline</strong> <strong>WA</strong> provides counselling, crisis interventions,group programs, self-care resources, personal support,training and education, awareness raising programs,information and referral services.<strong>Lifeline</strong> <strong>WA</strong> Care Services:• Telephone Counselling:The 13 <strong>11</strong> 14 service focuses on the provisionof support to people in crisis and emotionaldistress. The service operates 24 hours a day, 7days a week, 365 days a year, and is delivered bytrained and accredited volunteer counsellors andsupported by a highly qualified team of staff.• Educations Services:Specially qualified educators deliver a varietyof training programs to the community andworkplace. Training delivered by <strong>Lifeline</strong> <strong>WA</strong> isevidence based and regarded as best practice.Training is aimed at empowering participants to beaware of people at risk and to keep themselves,and others, safe from suicide. The full complementof <strong>Lifeline</strong> <strong>WA</strong> Education Services include:• Suicide Prevention, Intervention andPost-vention workshops and seminars• Community awareness programs relating tomental health and suicide prevention• Workplace education programs in wellbeingand self care• Dads@<strong>Lifeline</strong>:This unique service provides support to fathersand their children after separation or bereavement.Utilising one-on-one counselling, group work,the provision of information, advice and selfhelpresources Dads@<strong>Lifeline</strong> adopts a holisticapproach in supporting fathers to deal with theirproblems and personal concerns.• HelpMe Campaign:Founded by Dr. Ros Worthington OAM, the HelpMeCampaign aims to prevent suicide by inspiringvulnerable people to seek and accept help and,those who are around them, to reach out insupport. The campaign aims to deliver messagesthat de-stigmatise issues of mental health andraises community awareness about what can bedone to support people in crisis.<strong>Lifeline</strong> <strong>WA</strong> Operational Services:• Retail Operations:Located in Kelmscott, the <strong>Lifeline</strong> Shop sells avariety of high quality recycled and new goods.The shop exists for the primary purpose ofproviding <strong>Lifeline</strong> <strong>WA</strong>’s core services with muchneeded funds.• Fundraising andCommunity Relations:It is the focus of this service to developrelationships, partnerships and alliances within thecommunity and corporate sector that support thedelivery of <strong>Lifeline</strong> <strong>WA</strong>’s care services.• Financial Services:<strong>Lifeline</strong> <strong>WA</strong> demonstrates its integrity through theefficient and transparent nature of its accountingpractices. The Financial Services team areresponsible for managing cash flow, administratingfinancial reports, processing donations,coordinating payroll and accounts receivable.• Administration andOperational Support:A number of office professionals provide customerservice and perform a range of important tasksbehind the scenes to make sure the operationsof <strong>Lifeline</strong> <strong>WA</strong> are effective, efficient andquality assured.


Our Service Delivery Promises<strong>Lifeline</strong> <strong>WA</strong> commits to deliver services that are:MeaningfulRelevant to the current and emerging needs ofour communitySustainableSecure in their funding sourcesAccessibleVisible and available to vulnerable people when theyneed them mostAlignedConsistent with the direction of <strong>Lifeline</strong> AustraliaLeadingProactive in addressing issues that heightenindividual and community riskBest PracticeGrounded in research-based evidence and bestpractice principlesAccountableAble to demonstrate effectiveness and social valueResponsiveAlert and responsive to the voice of the consumerand carerOur Business Model1.People and CultureAt the heart of <strong>Lifeline</strong> <strong>WA</strong>’s reason forbeing is its life affirming culture and itspeople: clients, carers, volunteers, staff,collaborators and the communityat large.172.Operational ExcellenceTo ensure the quality, accountability andsustainability of our services, the work ofour people is underpinned by effectivesystems and processes and a soundrevenue raising strategy.23.Relationshipand PartnershipsCollaborations with other people andorganisations strengthens our ability toact and to increase awarenessof suicide prevention and mentalhealth issues.34.Community WellbeingThe sum of all of the above parts,combined with evidence based servicemodels, enables <strong>Lifeline</strong> <strong>WA</strong> to keep thecommunity safe and well.4


Peter Mott, ChairmanAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board 2005Appointed Chairman May <strong>2010</strong>Peter was appointed Chief Executive Officer of St John ofGod Hospital Murdoch in November 2002 and in July <strong>2010</strong>his role was expanded to take responsibility for Regional <strong>WA</strong>as Executive Director – Perth Southern and Regional<strong>WA</strong> Hospitals.He brings over 30 years experience in the health industry in<strong>WA</strong> to his position as Chairman on the <strong>Lifeline</strong> <strong>WA</strong> Board.Peter holds a Masters Degree in Industrial Relations,a Bachelor of Business Degree, a Diploma in HealthAdministration and a Graduate Certificate in Leadership& Catholic Culture. He is Deputy Chairman of John XXIIICollege Council and a Fellow of the Australian College ofHealth Service Executives, Australian Institute of CompanyDirectors and Australian Institute of Management.Brett Goodridge, Deputy ChairmanAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board February <strong>2010</strong>.Appointed to <strong>Lifeline</strong> National BoardNovember <strong>2010</strong>Brett is the CEO/Managing Director of McMullan Nolan andPartners Surveyors Pty Ltd as well as Chairman with N.K.HFinancial Services and Allion Legal. Prior to this he wasmost recently Chief Executive of national law firm ThomsonPlayford Cutlers and former Managing Director of theWestern Australian Tourism Commission and Advisor to theGovernment of <strong>WA</strong> in economic development and tourism.Brett is a long standing member of the Australian Institute ofCompany Directors.Geoff Kidd, Treasurer & Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board 2002Geoff is the Chief Executive of Crowe Horwath (Perth)Chartered Accountants.Geoff has a Bachelor of Commerce Degree and is a Fellowof the Institute of Chartered Accountants. He was alsoState Chairman and National Councillor of the Institute ofChartered Accountants in <strong>WA</strong>.Dale Calhoun, Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board June <strong>2010</strong>Dale has worked as a senior executive with managementteams and Boards on strategic HR matters. Dale has heldGeneral Management roles in a number of large publiclylisted companies across a wide range of industries. Sheestablished Tower Human Capital, a strategic humanresources practice in February 2008 and in June 2008licensed Directioneering in <strong>WA</strong>. Dale is a member of theAustralian Institute of Company Directors (AICD) and theAustralian Human Resources Institute (AHRI)Meryl Carter, Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board August 2007Meryl has 30 years experience in the Information TechnologyIndustry running major companies in Australia and the USA:Spirent Systems in San Diego, Computer Law ServicesAustralia, TruSecure Australia, Pivotal Corporation, Alcatel-Lucent and Bombardier business jets. Meryl was a finalist inthe Telstra Business Woman of the Year Awards for 2008.Now Perth based, she manages her own Interior Design andHome Renovation company.Kate Chaney, Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board May 20<strong>11</strong>With a Masters of Business Administration from theAustralian Graduate School of Management and a Bachelorof Laws from the University of Western Australia, Katebrings a strong background in strategic developmentand implementation to the <strong>Lifeline</strong> <strong>WA</strong> Board. Currentlythe Manager of Aboriginal Affairs at Wesfarmers Limited,Australia’s largest employer, Kate has also worked as aStrategy Consultant at the Boston Consulting Group and asa Corporate Lawyer with Blake Dawson Waldron.Tim Hantke, Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board 2002Appointed to National Board 2002 – <strong>2010</strong>Tim is Managing Director of Franchising Solutions Pty Ltd.Prior to commencing this consultancy business he was ChiefExecutive Officer for the Snap Printing Group and is currentlythe Chair of The Executive Connection (TEC).Tim has a Bachelor of Commerce Degree and is a Fellow ofthe Australian Institute of Management and the AustralianInstitute of Company Directors.Jason Ricketts, Board MemberAppointed to <strong>Lifeline</strong> <strong>WA</strong> Board 2005Resigned June 20<strong>11</strong>Jason is a partner with national law firm Freehills and hasbeen since 1996. He practices in the area of infrastructurelaw and also performs a management role within the firm.Jason has a Bachelor of Jurisprudence, Bachelor of Laws, aMaster of Laws and is a graduate member of the AustralianInstitute of Company Directors. He is on the board ofFreehills, the board of Leadership <strong>WA</strong>, and is a member ofthe Law Society of Western Australia.9


Treasurer’s<strong>Report</strong>It is with pleasure that I provide my report onthe financial results for <strong>Lifeline</strong> <strong>WA</strong> for the<strong>2010</strong>/<strong>11</strong> year.10In my report last year I outlined some of thechallenges which faced <strong>Lifeline</strong> <strong>WA</strong>. Theseincluded identifying new and lasting sourcesof income that will enable <strong>Lifeline</strong> <strong>WA</strong> to buildthe capacity of all its service streams.I am pleased to report that we haveprogressed significantly this year in meetingthat challenge.The operating surplus for the year wasunderpinned by the most significant donationin our organisation’s history as the ForrestFamily Trust gifted <strong>Lifeline</strong> <strong>WA</strong> a significantportfolio of FMG shares. This generousdonation has allowed the establishment of a“Sustainability and Innovation Fund” to allow<strong>Lifeline</strong> <strong>WA</strong> to invest in future projects andresources which will enhance the ability of<strong>Lifeline</strong> <strong>WA</strong> to increase its effectiveness andability to service the community. We can notthank the Forrest Family Trust enough for theimpact they have had on the future ability andeffectiveness of <strong>Lifeline</strong> <strong>WA</strong> to continue tomeet the needs of our community.From an operational perspective, change tothe quality assurance and risk managementof the 13 <strong>11</strong> 14 service required additionalstaff resources in supervision and training.This resulted in an increase in operating costsassociated with the delivery of one of <strong>Lifeline</strong>’score services. Concurrently, the impact ofthe GFC saw the loss of funding for PeelTelephone Crisis Support sub-centre. Thehigh cost of delivering the service from Peelwithout funding lead to the difficult decision toconsolidate the delivery of 13 <strong>11</strong> 14from Perth.These funding pressures were offset by SJOGhospitals agreeing to a short-term increase inthe funds they provided to support the 13 <strong>11</strong>14 service and by a one-off State Governmentgrant of $250,000. We are very hopeful thatthis support will become recurrent as thiswill further enhance the sustainabilityand accessibility of <strong>Lifeline</strong>’s suicideprevention services.The full impact of staff appointments toimprove the effectiveness of our fundraisingactivity and backroom support resulted inan increase in administrative overheads. Yetimprovements in our revenue raising abilityand our quality assurance systems well andtruly justified the decision to initiate thesenew positions.The <strong>2010</strong>/<strong>11</strong> year also saw the launch ofthe HelpMe Campaign. An initiative foundedby philanthropist Dr Ros Worthington OAM,the HelpMe Campaign marked <strong>Lifeline</strong><strong>WA</strong>’s commitment to addressing stigmaand raising awareness. Fundraising activitywas undertaken to generate resourcesto develop the Campaign’s messagesand communication materials, includingan upgrade to the <strong>Lifeline</strong> <strong>WA</strong> web-site.Although the investment in the Campaign’sdevelopment and the cost of undertakingseveral new events, such as <strong>Lifeline</strong>’s BlackDiamond Ball, saw an increase in fundraisingexpense from the previous year, this additionaloutlay generated a healthy return as revenuefrom fundraising activities increased acrossthe board.


Community events continued to be a very important part of our revenue raising activity. The annual brunch hostedby La Chaine Des Rotisseurs at the house of Vince Garreffa was the most successful fundraising event in <strong>Lifeline</strong>’shistory. Also, a group of spirited business people, led by iiNet CEO Michael Malone climbed Mt Kilimanjaro andraised almost $100,000, and in its second year, the HBF Run for a Reason proved another fund and awarenessraising success as hundreds of people ran for <strong>Lifeline</strong> <strong>WA</strong> and raised approximately $50,000 in the process.The <strong>Lifeline</strong> Shop, like many other retail outlets, was adversely impacted by the economic downturn. Wealso chose to undertake a modest refurbishment of the shop and to appoint another paid staff member tocomplement the volunteer workforce. Despite these increases in expenditure, the shop still managed to return ahealthy profit, thanks to the enthusiasm and commitment of our dedicated management team.The funds raised in the <strong>2010</strong>/<strong>11</strong> year were largely invested in addressing the new service standards in 13 <strong>11</strong> 14,to fuel our awareness raising and community engagement activity, to subsidise our work in education and trainingand to make some long overdue changes in our Financial Managementsystems. Variations in income and expense between the 10/<strong>11</strong> and 09/10Financial Years reflect this activity.In looking forward, <strong>Lifeline</strong> <strong>WA</strong> has aligned its accounting practicesto the new Standards Chart of Accounts which will enable theorganisation to better benchmark its financial performance withother like-minded organisations. The Board will also turn itsattention to building the Sustainability and Innovation Fund andleveraging the investments made in it to ensure the best possiblereturn for the community and to secure ongoing funding fromthe State Government.I would like to recognise the sustained support of theDepartment for Communities, TSA Telco and SJOGHSubiaco and SJOGH Murdoch. Also, the many communitygroups and individuals who undertook fundraising activitiesand/or supported <strong>Lifeline</strong> <strong>WA</strong> events. Our organisationdepends heavily on the huge efforts of volunteers across alloperating areas.<strong>11</strong>I would like to recognise the efforts of the managementteam, led so capably by our CEO, Amanda Wheeler.Operating within the parameters of a tight budget presentsa challenge however they have worked diligently to ensureour limited resources are used to best effect. Finally, a bigthank you to the Finance Office staff for their tremendoussupport in ensuring the effectiveness and efficiencyof the back room accounting processes.GEOFF KIDD,TREASURER


Income and Expenditure Breakdown SummarisedIncome <strong>2010</strong> - 20<strong>11</strong>EventsDonations/Corporate SupportGovernment GrantsRetail ServicesOther ServicesExpenditure <strong>2010</strong> - 20<strong>11</strong>AdministrationEvents & Corporate RelationsService Delivery$849,123 28%$1,014,208 34%$673,886 23%$204,182 7%$245,054 8%$2,986,453 100%$340,899 17%$341,614 17%$1,380,378 67%$2,062,891 100%12Income <strong>2010</strong> - 20<strong>11</strong>34% - Donations/Corporate Support7%8%28% - Events23% - Government Grants8% - Other Services23%34%28%7% - Retail ServicesExpenditure <strong>2010</strong> - 20<strong>11</strong>67% - Service Delivery67%17% - Events & Corporate Relations16% - Administration16%17%


FinancialStatements 10|<strong>11</strong>The Living Stone Foundation IncorporatedStatement By Members Of The CommitteeFor The Year Ended 30 June 20<strong>11</strong>The Committee has determined that the association is not a reporting entity and that this special purposefinancial report should be prepared in accordance with the accounting policies outlined in Note 1 to thefinancial statements.In the opinion of the Committee:1. (a) The Statement of Comprehensive Income for the year ended 30 June 20<strong>11</strong> gives a true and fair viewof the Income and Expenditure of the Association for the Financial Yearand13(b) The Statement of Financial Position as at 30 June 20<strong>11</strong> gives a true and fair view of the state ofaffairs of the Association as at the end of the Financial Year.2. At the date of this statement, there are reasonable grounds to believe that the Association will be able topay its debts as and when they fall due.This statement is made in accordance with a resolution of the Committee and is signed for and behalfof the Committee by :PETER MOTTGEOFF KIDDDated this the day of 20<strong>11</strong>


The Living Stone Foundation IncorporatedStatement Of Comprehensive IncomeFor The Year Ended 30 June 20<strong>11</strong>Year EndedYear Ended30 June 20<strong>11</strong> 30 June <strong>2010</strong>Income16Administration and Service Support $<strong>11</strong>7,170 $104,009COAG funding $40,238Counselling Fees $32,127 $10,140Fundraising- Major events $595,728 $685,894- Community Events $253,395- Major Contribution $930,000- General Donation $84,208Government Grants $633,648 $343,534Training Fees $28,910 $103,931Retail Services $204,182 $205,754Other revenue $66,847 $4,364TOTAL INCOME $2,986,453 $1,457,626ExpenditureFundraising Costs $341,614 $126,824Employment Costs $1,158,899 $973,<strong>11</strong>9Training Costs $9,606 $58,242Shop Costs $64,<strong>11</strong>1 $8,971Property Rents and Rates $79,247 $74,037Interest and Finance Costs $6,905 $288Depreciation $6,145 $9,0<strong>11</strong>Administration Overheads $396,364 $218,617TOTAL EXPENDITURE $2,062,891 $1,469,109SURPLUS FOR THE YEAR $923,562 ($<strong>11</strong>,483)Other comprehensive income/(expense): $0 $0Total other comprehensive income for the year $0 $0Total comprehensive income attributable to accumulated funds$923,562 ($<strong>11</strong>,483)This statement is to be read in conjunction with the attached notes


The Living Stone Foundation IncorporatedStatement Of Financial PositionAs At 30 June 20<strong>11</strong>Notes 30 June 20<strong>11</strong> 30 June <strong>2010</strong>Current AssetsCash and cash equivalents 3. $629,023 $651,136Trade and other receivables 4. $56,653 $ <strong>11</strong>4,005Inventories 5. $5,975 $7,059Other current assets 6. $68,626 $55,2<strong>11</strong>$760,277 $827,4<strong>11</strong>17Non-Current AssetsProperty, Plant and equipment 7. $19,835 $18,831Investments 2. $930,000 $0$949,835 $18,831TOTAL ASSETS $1,710,<strong>11</strong>2 $846,242Current LiabilitiesTrade and other payables 8. $103,974 $169,328Provisions 9. $56,776 $51,<strong>11</strong>4$160,750 $220,442TOTAL LIABILITIES $160,750 $220,442NET ASSETS $1,549,362 $625,800ACCUMULATED FUNDS 10. $1,549,362 $625,800This statement is to be read in conjunction with the attached notes


The Living Stone Foundation IncorporatedNotes To The Financial StatementsFor The Year Ended 30 June 20<strong>11</strong>1. Statement Of Significant Accounting PoliciesThis financial report is a special purpose financial report prepared in order to satisfy the financial reportingrequirements of the Associations Incorporation Act (<strong>WA</strong>). The Committee have determined that the association isnot a reporting entity.The financial report has been prepared in accordance with the requirements of the Associations Incorporation Act(<strong>WA</strong>) and the following Australian Accounting Standards:AASB 101:AASB 108:AASB <strong>11</strong>0:AASB <strong>11</strong>7:AASB 1031:AASB 1048:Presentation of Financial Statements;Accounting Policies, Changes in Accounting Estimates and Errors;Events after the reporting period;Leases;Materiality;Interpretation and Application of Standards.18No other applicable Accounting Standards, Urgent Issues Group Consensus Views or other authoritativepronouncements of the Australian Accounting Standards Board have been applied.The financial report has been prepared on an accrual basis and is based on historic costs and does not take intoaccount changing money values or, except where specifically stated, current valuations of non-current assets.The following significant accounting policies, which are consistent with the previous period unless otherwisestated, have been adopted in the preparation of this financial report.a. Income TaxThe incorporated body is exempt for income taxpurposes and accordingly no provision for taxationis required.b. Property, Plant and EquipmentProperty, plant and equipment are included at cost.The depreciable amounts of all fixed assets aredepreciated over their useful lives commencing fromthe time the assets were held ready for use.Computers acquired with the Lotterywest Grant duringthe year ended 30 June 2003 were fully depreciated inthe year of acquisition.c. Impairment of AssetsAt each reporting date, the association reviewsthe carrying values of the tangible assets to determinewhether there is any indication that those assetshave been impaired. If such an indication exists,the recoverable amount of the asset, being thehigher of the asset’s fair value less costs tosell andvalue in use, is compared to the asset’s carryingvalue. Any excess of the asset’s carrying valueover it recoverable amount is expensed to theincome statement.d. InventoriesDonated goods held at shops are brought to accountat nil value. Purchased items for re-sale are valuedat cost.


The Living Stone Foundation IncorporatedNotes To The Financial StatementsFor The Year Ended 30 June 20<strong>11</strong>1. Statement Of Significant Accounting Policies (Continued)e. Employee BenefitsProvision is made for the association’s liability foremployee benefits arising from services rendered byemployees to balance date.Employee benefits that are expected to be settledwithin one year have been measured at the amountsexpected to be paid when the liability is settled, plusrelated on-costs. Employee benefits payable later thanone year have been measured at the present valueof the estimated future cash outflows to be made forthose benefits.f. Unexpended GrantsGrants received are treated as an unexpended grantliability until such time as they are expended.g. Goods and Services Tax (GST)Revenues, expenses and assets are recognised net ofthe amount of GST, except where the amount of GSTincurred is not recoverable from the Australian TaxOffice. In these circumstances the GST is recognisedas part of the cost of acquisition of the asset or as partof an item of the expenses. Receivables in the balancesheet are shown inclusive of GST.h. ProvisionsProvisions are recognised when the entity has alegal or constructive obligation, as a result of pastevents, for which it is probable that an outflow ofeconomic benefits will result and that outflow canbe reliably measured.i. RevenueRevenue from the rendering of a service is recognisedupon the delivery of the service to the customers.Interest revenue is recognised on a proportional basistaking into account the interest rates applicable tothe financial assets.Grant and donation income is recognised when theentity obtains control over the funds which is generallyat the time of receipt.All revenue is stated net of the amount of goods andservices tax (GST).j. Investments policyAvailable for sale financial assets are non-derivativefinancial assets that are either not capable of beingclassified into other categories of financial assets dueto their nature, or they are designated as such bymanagement. They comprise investments in the equityof other entities where there is neither a fixed maturitynor fixed or determinable payments.Available for sale financial assets are included innon-current assets, except for those which areexpected to be disposed of within 12 months after theend of the reporting period, which will be classified ascurrent assets.19


The Living Stone Foundation IncorporatedNotes to The Financial Statementsfor the Year Ended 30 June 20<strong>11</strong>30 June 20<strong>11</strong> 30 June <strong>2010</strong>2. InvestmentsShares in listed companies at cost $930,000 $0Market value of shares in listed companies $952,500 $03. Cash and Cash EquivalentsCash on hand $2,800 $1,700Cash at bank - Bank West $426,223 $449,436Cash at bank - Term Deposit $200,000 $200,000$629,023 $651,1364. Trade and Other Receivables20Trade debtors $51,593 $106,471Other receivables $2,000 $0GST Recoverable $3,060 $7,534$56,653 $<strong>11</strong>4,0055. InventoriesBags on hand $5,975 $7,059$5,975 $7,0596. Other Current AssetsAccrued income $0 $1,753Prepayments $66,626 $45,958Deposits $2,000 $7,500$68,626 $55,2<strong>11</strong>7. Property, Plant and EquipmentPlant and equipment (at cost) $403,057 $395,907Less : Accumulated depreciation ($383,222) ($377,076)$19,835 $18,831Motor vehicles (at cost) $17,792 $17,792Less : Accumulated depreciation ($17,792) ($17,792)$0 $0Total Property, Plant and Equipment $19,835 $18,831


The Living Stone Foundation IncorporatedNotes to the Financial StatementsFor the Year Ended 30 June 20<strong>11</strong>30 June 20<strong>11</strong> 30 June <strong>2010</strong>8. Trade and Other PayablesCurrent:Trade creditors and accruals $25,812 $ 58,670Unexpended funding $47,272 $92,158GST payable $3,452 $6,564PAYG payable $27,438 $<strong>11</strong>,936Income received in advance $0 $0$103,974 $169,3289. ProvisionsProvision for:- <strong>Annual</strong> leave $45,843 $47,171- Long service leave $10,933 $3,943$56,776 $51,<strong>11</strong>42<strong>11</strong>0. Accumulated FundsOpening balance $625,800 $618,507Add : Current surplus for the year $923,562 $7,293Closing balance $1,549,362 $625,800<strong>11</strong>. Capital and Leasing CommitmentsThe association does not have any capital and leasingcommitments as at 30 June 20<strong>11</strong>.12. Capital and Leasing CommitmentsThe association does not have any contingent liabilities andcontigent assets as at 30 June 20<strong>11</strong>.13. Events After The <strong>Report</strong>ing PeriodNo matters or circumstances have arisen since the end ofthe financial year which significantly affected or may significantlyaffect the operations of the association, the results of thoseoperations, or the state of affairs of the association infuture years.


You Can Help<strong>Lifeline</strong> <strong>WA</strong>22Everyinvestmentmade in<strong>Lifeline</strong> <strong>WA</strong> isthoughtfullyused to furtherits mission ofpreventingsuicide,supportingpeople in crisisand creatingopportunitiesfor emotionalwellbeing.Partnerships• Become a corporate partner:add value to your brand,improve the wellbeing of yourorganisation, become anemployer of choice in yourindustry and invest in thewellbeing of your community• Through your business:Introduce and offer youremployees a <strong>Lifeline</strong> <strong>WA</strong>workplace giving programEncourage employees tovolunteer for<strong>Lifeline</strong> <strong>WA</strong> events byoffering them as paidworking hoursOffer Pro Bono work to<strong>Lifeline</strong> <strong>WA</strong> withinyour skilled areaMake a one time or amonthly directdebit donationVolunteering• Become a trained andaccredited TelephoneCounsellorDonating• Make a tax deductible donation• Gift your expertise andprofessional services• Donate goods to the <strong>Lifeline</strong>Op Shop• Add <strong>Lifeline</strong> <strong>WA</strong> to your willFor more information on:• Events, Donations andMarketing• Suicide Prevention Education& Training• Information and Resources• Corporate and CommunityTraining Programs• VolunteeringContact the <strong>Lifeline</strong> <strong>WA</strong> officeon 9261 4444 or visit thewebsite www.lifelinewa.org.au• Assist with fundraising eventsand profile raising activities• Work within the <strong>Lifeline</strong> <strong>WA</strong>office or The <strong>Lifeline</strong> Shop


Stewardship<strong>Report</strong>On behalf of the Board and Staff of <strong>Lifeline</strong> <strong>WA</strong>,the Chair and CEO are pleased to present tostakeholders and the community at large, thefollowing reflection on the activity undertaken andthe outcomes achieved in the past Financial Year.<strong>2010</strong>/<strong>11</strong> was more than just another busyand productive year; it was a year thatproduced some of <strong>Lifeline</strong> <strong>WA</strong>’s mostdefining moments. Milestones included:• Successfully implementing changes toimprove the quality and consistency of the13 <strong>11</strong> 14 Telephone Crisis Support ServiceIn accordance with revised national guidelines, ourcurrent crisis-line volunteers undertook bridgingtraining in order to achieve Certificate IV qualification aswell as new supervision and accreditation requirementsbeing introduced. These changes put additionalpressure on our already stretched staff and volunteerworkforce and resulted in a slight reduction in callanswer rates in comparison to the previous year.However, the changes have improved the quality ofservice to the betterment of callers and will enable<strong>Lifeline</strong> <strong>WA</strong> to now focus on building the capacity ofthe service by the strategic recruitment of volunteerswith the competencies, attitudes and availabilityaligned to the emerging demands of the service.• Taking steps to consolidate the deliveryof 13 <strong>11</strong> 14 to the Perth centre to deliver abetter returnA review of the relative costs and productivity of<strong>Lifeline</strong> centres across Australia highlighted that smallsatellite centres were not delivering the required qualityassurance measures nor benchmark of calls answeredper resources invested. It was clear that <strong>Lifeline</strong> <strong>WA</strong>’ssub-centre structure for the delivery of the crisis-linewas not sustainable. The loss of the funding for thePeel sub-centre brought the decision making processto a head and the first step was taken to deliver theTelephone Crisis Support Service from one largecentre. Although a painful decision for those involvedwith <strong>Lifeline</strong> Peel, the volunteers and staff affected areto be congratulated for the grace and understandingthey demonstrated in accepting the decision. It is clearthat more volunteers will be retained and more calls willultimately be answered by building the capacity andsupport capability of the Perth centre.• Making a positive contribution to theNational NetworkConcurrent with positive changes on the local scene,through the input of <strong>Lifeline</strong> <strong>WA</strong> staff on variouscommittees and taskforces and the influence of BrettGoodridge on the National Board of <strong>Lifeline</strong>, <strong>WA</strong> hasbeen a “mover and shaker” on the National scene.Through its contribution as a testing ground for newinitiatives and its active sharing of intellectual property,<strong>Lifeline</strong> <strong>WA</strong> has established a reputation for beingone of the most progressive centres in <strong>Lifeline</strong>’s 42centre network.23


24• Delivering a new program to keep men safeThrough its relationship with the Motor TradesAssociation of Australia Superannuation Fund, <strong>Lifeline</strong><strong>WA</strong> partnered with members of the local MotorTrades Association to deliver a suicide preventionprogram targeting the high risk group of young males.The ‘Read the Signs’ training contained messagesspecifically attuned to men, encouraging them to beaware of and alert to warning signs that their matesmay be giving out regarding their mental state andemotional wellbeing. The program addressed some ofthe mistruths about mental health, urged young mento TALK (tell, ask, listen and keep safe) and highlightedthe resources available when they or their matesneeded help. Evaluations of the program highlightedthat participants were grateful for the opportunity toopenly discuss the issues of depression and suicideand felt better equipped to “help a mate in need” asa result of undertaking the course. The ‘Read theSigns’ content has since been adapted for applicationwithin other predominantly male industries. On theback of the success of the work with the Motor TradesAssociation (<strong>WA</strong>), it is <strong>Lifeline</strong> <strong>WA</strong>’s intent to takethe program to the resource sector to support theiremployees in maintaining their mental health and dealwith the unique stressors of fly-in, fly-out.• Launching the HelpMe Campaign to inspirepeople to take positive actionThe collaboration with Dr Ros Worthington OAM toevolve the HelpMe Campaign under the <strong>Lifeline</strong> <strong>WA</strong>banner heralded a greater commitment to advocacyfor people in emotional distress. The campaign soughtto raise awareness and address the stigma associatedwith suicide. Print, radio, television and on-line mediawere utilised to deliver messages that educated andinformed the community on what could be done tokeep people safe from suicide. A number of high profileevents, including the inaugural Black Diamond Balland the Out of the Shadows Walk were held to engagepeople in the campaign and its messages. Feedbackindicates that as a result of the campaign many morepeople are likely to either access or give help.• Receiving a State Government grantof $250,000 to support 13 <strong>11</strong> 14 and acommitment for $500,000 funding in <strong>11</strong>/12Establishing a “working relationship” with Governmentby negotiating a funding grant to support the localdelivery of 13 <strong>11</strong> 14 is one of the most significantbreakthroughs in the organisation’s history. In enteringthe initial one-off funding agreement, the StateGovernment acknowledged the essential natureof the 13 <strong>11</strong> 14 service and demonstrated faithand confidence in <strong>Lifeline</strong> <strong>WA</strong>’s ability to deliver ameaningful return to the <strong>WA</strong> community. The challengeis now to work with the Minister for Mental Healthand the Mental Health Commission to secure ongoingfunding for the crisis-line and to highlight the otherways that <strong>Lifeline</strong> <strong>WA</strong> could contribute to the <strong>WA</strong>Suicide Prevention Strategy and Mental Health agenda.• Increasing the fundraising initiativesundertaken by individuals andcommunity groupsConsistent with the increase in community curiosityand people’s willingness to discuss suicide and itsimpact, more individuals and groups came forwardwanting to be engaged in the <strong>Lifeline</strong> <strong>WA</strong> cause.Guidelines to protect the <strong>Lifeline</strong> brand and assistexternal parties to be successful in their eventmanagement were developed. This saw a significantincrease in fundraising activity undertaken by otherpeople on behalf of <strong>Lifeline</strong> <strong>WA</strong> and new incomesstreams were generated as a result. The group ofintrepid “Steps to the Summit” climbers who scaledMt Kilimanjaro and generated sponsorship money for<strong>Lifeline</strong> <strong>WA</strong> provided both a practical and metaphoricalexample of how emotional and mental distress can beovercome.• Instigating the Sustainability andInnovation FundBuilding a solid financial base from which <strong>Lifeline</strong> <strong>WA</strong>can build a sustainable future has been a priority. TheBoard of <strong>Lifeline</strong> <strong>WA</strong> committed to commandeer fundsto invest in capacity building projects such as socialenterprise activity and new service programs. While inits formative stages, the Sustainability and InnovationFund received the best possible foundation when<strong>Lifeline</strong> <strong>WA</strong> was the beneficiary of a significant shareportfolio courtesy of the Forrest Family. This donationhas put <strong>Lifeline</strong> <strong>WA</strong> on a growth trajectory that willenable the organisation to deliver more meaningfuland sustainable services.• Commencing the search for new premisesFor over a decade, <strong>Lifeline</strong> <strong>WA</strong> has enjoyedthe benefits of a central location and low rentaccommodation in Murray St, Perth. With the buildingearmarked for other uses, <strong>Lifeline</strong> <strong>WA</strong> was compelledto commence its search for premises to house itsadministration and deliver its core services. Sourcinga building “fit for purpose” in a location that minimisesthe adverse impact on staff, volunteers and clientservices, is within the parameters of the operatingbudget and meets <strong>Lifeline</strong> <strong>WA</strong>’s growth strategy hasproved a difficult task. However a building that meetsthe facility brief has been identified, so after manyyears of waiting, <strong>Lifeline</strong> <strong>WA</strong> people will finally have a


facility that suits their functional needs. The support ofthe National Trust, LotteryWest and the Mental HealthCommission in undertaking the relocation project hasbeen invaluable.• Responding to an increase in suicide riskand neediness of Dads@<strong>Lifeline</strong> clientsThis year the Dads@<strong>Lifeline</strong> counsellors work withfathers separated from their children intensified asthe number of clients presenting with suicidal ideationincreased. The Dads’ staff continued its importantwork supporting fathers in the difficult environmentof Hakea Prison. The intense resource requirementof working with high risk clients stretched the limitedresources of the Dads’ team. The improvements inwellbeing outcomes recorded as part of the qualitativeevaluation of the service and the feedback from clients’families, once again highlighted the value of this nicheservice. We hope to work with the Department forCommunities and Department for CorrectiveServices to further leverage our expertise in men’semotional health.AcknowledgementsThe people of <strong>Lifeline</strong> <strong>WA</strong> embarked on 10/<strong>11</strong> with thedesire to build our capacity to support people in crisis.As things currently sit, our role as a leader in the areaof suicide prevention has been further established, ourfinancial platform is the strongest it has been in manyyears, we have made significant inroads in developingcritical relationships with Government and corporategroups and the community is more aware of, andengaged in what we do, than ever before.<strong>Lifeline</strong> <strong>WA</strong> is well placed for future growth thanks tothe efforts and support of many talented and generouspeople. In particular, we would like to:• Acknowledge the contribution of the outgoingGovernor Dr Ken Michael and wife Julie, for theirloyal Patronage of <strong>Lifeline</strong> <strong>WA</strong> during their years inoffice. We are thrilled that the incoming GovernorMr Malcom Mc Cusker AO QC and Mrs Mc Cuskerhave accepted our invitation as Patron and lookforward to working with them in the year ahead.• Highlight the vital role that our funding partnersand supporters have played. By investing in<strong>Lifeline</strong> <strong>WA</strong>, they have invested in communitywellbeing. We encourage all readers to note thenames of the individuals and organisations listedat the back of this publication and know them tobe the people who enable our work.• Sincerely thank our volunteers, new and longstanding, without whose commitment at events,providing backroom support and/or on the crisisline,the organisation would simply not function.• Praise the above-and-beyond effort of the staff,who on a daily basis grapple with the tensionbetween mission and margin and yet still manageto serve others with grace and compassion.• Recognize the contribution made by theMembers of the Board. The investment of theirwisdom, acumen and intellect has guided <strong>Lifeline</strong><strong>WA</strong> to become a more accountable andintentional organisation.Everyone associated with <strong>Lifeline</strong> <strong>WA</strong> deservesto reflect on the past year with a degree ofsatisfaction. We have responded to requestsfor care, information or support on in excessof 60 000 occasions. However, with thedemand for our life saving services beinginsatiable and constant, 20<strong>11</strong>/12 will see usstriving to further improve the relevance,accessibility, quality, sustainability and reachof our services.AMANDA WHEELERCEO25PETER MOTTCHAIRMAN


<strong>Report</strong> Card<strong>2010</strong>/<strong>11</strong>26Telephone CrisisSupport ServiceOur Intent• To provide a suicide prevention safety net, support peoplein emotional distress, enable coping and facilitate accessto additional resourcesOur Action• Modified staff structure to improve support for volunteers• Implemented 13 <strong>11</strong> 14 change management strategy• Embedded new counselling practice model• Embedded new training and accreditation program forvolunteer Telephone Counsellors• Increased capacity of facilitators and mentors• Implemented improvements to systems and processesOur Performance 10/<strong>11</strong>• 84 new volunteers• 15532 calls answered• 825 calls (minimum) from people at high risk ofsuicide answered• 6% of callers at high risk of suicide• Volunteer accountability and service quality improvedSocial Value• Immediate distress relieved• Suicide risk reduced and personal safety increased• Suicide interventions possible• Pathways to further care identified• Mental health support provided• Increase in social capital through volunteer training• Improved consistency and continuity across 13 <strong>11</strong> 14Education ServicesOur Intent• To empower people to keep themselves and others safefrom suicide and emotionally wellOur Action• Delivered LivingWorks suicide prevention andintervention programs• Presented Community Suicide PreventionEducation Forums• Undertook workplace education programs in: crisisresponse, wellbeing and self care, relationshipskills, communication skills and dealing withchallenging situations• Delivered Read the Signs to Motor Trade Apprentices• Accredited new trainers in LivingWorks’ SafeTALKOur Performance 10/<strong>11</strong>• 890 people educated• 86% people surveyed indicated they were more awareand prepared to deal with people at risk• 8 new trainers accredited in SafeTALKSocial Value• Community more aware and responsiveness tosuicide risk• Knowledge of support services available to thecommunity enhanced• People equipped with the confidence andcompetence to intervene in a suicide attempt• Community and individuals more resilient tostressful situationsThe data contained in this report givesa broad overview of the activity inour core community servicesand the social value that was delivered.


The <strong>Lifeline</strong>ShopDads@<strong>Lifeline</strong>Our IntentCommunityEngagementOur Intent• To provide low cost high qualitygoods to the community and togenerate funds to support <strong>Lifeline</strong><strong>WA</strong>’s care servicesOur Action• Benchmarked retail operations withother <strong>Lifeline</strong> centres. Improved shoppresentation and function• Sourced new goods for saleOur Performance10/<strong>11</strong>• $41,722 profitSocial Value• Funds invested to enable careservices• Low cost, high quality goodsavailable to community• People engaged in <strong>Lifeline</strong> <strong>WA</strong>cause through donations andvolunteering• To provide support to fathers andtheir children after separation orbereavement in the Perth Metro areaOur Action• Provided one-on-one counsellingand support• Provided group workshops• Piloted new workshop: Preparing aParenting Plan Proposal• Instigated Professional PeerSupport Program• Provided advocacy and communityresource networking assistance• Delivered Family Law paralegalinformation and assistance(not advice)• Delivered counselling and workshopservice at Hakea prisonOur Performance10/<strong>11</strong>• 396 Dads supported• 1559 Service provisions• 80% satisfaction rating forsurveyed clientsSocial Value• Relationships betweenseparated Dads and theirchildren enhanced• Separated fathers more aware,confident and competent intheir parenting responsibilities• Mental and emotional wellbeingof clients improved• Fathers better equipped to selfcare and communicate withchildren and ex-partners• Fathers better connected withrelevant services• Services collaborating to bettermeet need of Dads client baseOur Intent• To raise awareness of <strong>Lifeline</strong> <strong>WA</strong>through community activities andevents, engage corporate andbusiness support and raise vitalfunds for the operation of all <strong>Lifeline</strong><strong>WA</strong> servicesOur Action• Increased number of communityengagement activities due to theintroduction of the HelpMe Campaign• Built corporate partnershipsthrough events and awarenessraising activities• Engaged Dr. Ros Worthington toincrease understanding of suicidewithin the community• Presented talks inspiring positiveaction to prevent suicide• Developed media relationships toexpand the reach of message• Redesigned website to bettercommunicate key messagesand improve access toinformation resources• Developed ambassador programto model help seeking and opendiscussion on mental health• Developed marketing material toprofile partnerships and promoteopportunities for involvement in the<strong>Lifeline</strong> causeOur Performance10/<strong>11</strong>• Approx 28643 people attendedevents and heard the <strong>Lifeline</strong>message in the 10/<strong>11</strong> financial yearSocial Value• Increased understanding ofsuicide risk and protectivefactors• More people know of the 13 <strong>11</strong> 14crisis line27• Issue of stigma challenged• <strong>Lifeline</strong> <strong>WA</strong> resourceseasily accessed• People inspired to seek, acceptand give help


nd reflections fromtransformed as a resultience.“My girlfriend told me she was thinking of killing herself. I just thought she wasseeking attention. I know I need to take this seriously and I think I can now speakto her about it. Thank you Sally”Read the Signs Workshop Participant“The Dads service was terrific and helped me gain access to my kids and getmy life back together…I take every opportunity I can to recommend theDads@<strong>Lifeline</strong> service”29Dads@<strong>Lifeline</strong> Client“Hi, I can’t remember the day I called you guys. but it was the best decision Icould have ever made. I came close to ending my life a couple of months agobelieving I had nothing left, but just talking it through with someone helped a lot.Her words still ring in my mind “A part of you wants to live because you called us”.And how true were those words.”13 <strong>11</strong> 14 Caller“People ask why I chose to volunteer to do such difficult work. I receive so muchmore than I give. People do so much sharing when they are in distress. Being witha supporting team is a humbling experience.”Perth Volunteer Telephone Counsellor


HonourRolePatronHis Excellency, Mr Malcolm McCusker AO QC Governor of Western Australia30Corporate and Community Supporters3P PhotographyABC RadioAerial DivaApex Club of PerthApache Energy LtdAPZ ConstructionAshmy Pty LtdAustralian Meat Industry CouncilAzure CapitalBankwestBarwick WinesBotanical Café Kings ParkBethanie Warwick Village ChurchBuro GroupCape Australia HoldingsCape Lambert Resources LtdCoalcliff Plant HireCommunity News GroupCurtin UniversityChurches of Christ, Warwick VillageCity of PerthComverjCrowe HorwathDeal 2 DayDi TaylorForrest Family TrustFranc EssentialFreehillsGlobal IronGwynvill GroupHave Gavel Will Travel AuctioneeringHBFHelping Hand GroupHertz RentalHeyder & ShearsHollywood Private HospitalIntergold AustraliaInterpeopleKarratha First NationalKnown AssociatesKitchen HeadquartersLa VignaLicum Pty LtdLittle Creatures BreweryLion NathanLUX EventsMadfish WinesMalt Supper ClubMannequins in MotionMaster Builders AssociationMacMahonMcCusker Charitable FoundationMiss Maud’sMoet HennessyMondo di CarneMosmans RestaurantMotive TravelMount Pleasant Baptist ChurchMrs Macs Pty LtdMurphy’s LoreNicholas Hayes ConsultingOld Guildfordians MundaringHockey Club (OGMHC)Osborne Park Self StorageParaburdoo Bowling ClubPeel Thunder Football ClubPeter Hughes Burns FoundationPerth Convention & ExhibitionCentrePrime LaundryQueen of ThemeRadio 6PRREI<strong>WA</strong>Regional Management Pty LtdRohan Jewellery LeedervilleRotary Club of CambridgeRotary Club of NedlandsShreeve & Carslake Pty LtdSinglefile EstateSGIO InsuranceStan Perron Charitable FoundationStarworld FramingStreet Artist ManagementThe Barton Family TrustThe Bendat Family FoundationThe Estate of Merle Joyce PeacockThe Sir Frank Ledger Charity TrustThe West AustralianThree Dost PlusTickly Turtle TrustTravel Managers GeraldtonTrilogy Marketing & AdvertisingTSE ProductionsU<strong>WA</strong> Fogarty Scholars AssociationUHY Haines NortonUnited Way<strong>WA</strong> Construction IndustryRedundancy Fund LtdWinter Ceilidh CommitteeWoodhouse Creative


Corporate PartnersIndustry Collaborators<strong>Lifeline</strong> Australia National Office and Centre NetworkCommunity Mental Health Division of St John of GodHospital MurdochConnect GroupsGenWHYMen’s Advisory Network (MAN)Ministerial Council of Suicide PreventionOneLifeGovernment AgenciesDepartment for CommunitiesMental Health Commission<strong>Lifeline</strong> <strong>WA</strong> Staff<strong>Lifeline</strong> <strong>WA</strong> also extends a thank you andcongratulations to all of our dedicated staff, pastand present, who have worked tirelessly to connectpeople with care.Rotary Community CorpsThe Aidon ProjectThe National Network of <strong>Lifeline</strong> CentresThe SamaritansWestern Australian Association of Mental Health(<strong>WA</strong>AMH)Youth Focus<strong>Lifeline</strong> <strong>WA</strong> VolunteersA deep and sincere thank you to the 220 volunteerswho have worked with <strong>Lifeline</strong> <strong>WA</strong> throughout the yearto deliver vital services in the following areas:• Telephone Counsellors, Mentors, Supervisorson Call and Facilitators: Perth, Peel, Subiacoand Murdoch.• The <strong>Lifeline</strong> Shop• HelpMe Campaign• Fundraising and Community Events• Education Services• Administration and <strong>Lifeline</strong> House Reception31Our Individual Benefactors, Donors and the PublicWe extend a special thank you to our generous donors and members of thepublic who donate time, funds, skills, goods or support to <strong>Lifeline</strong> <strong>WA</strong>. Withoutcommunity support <strong>Lifeline</strong> <strong>WA</strong> could not continue to provide emotional healthsupport services to the Australian community.


32<strong>Lifeline</strong> <strong>WA</strong> Office57 Murray St, Perth <strong>WA</strong> 6000 **GPO Box K765, East Perth <strong>WA</strong> 6982T: (08) 9261 4444F: (08) 9421 1247Web: www.lifelinewa.org.au and www.helpme.com.auEmail: lifeline@lifelinewa.org.au** relocating in January 2012 – please see websitefor detailsLIF01041010PQThe <strong>Lifeline</strong> Shop255 Railway Parade, KelmscottT: (08) 9399 3658Email: opshoptreasures@lifelinewa.org.au

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