LifeWorks Annual Report 2012

Head Office Level 9, 255 Bourke Street Melbourne, 3000 T 8650 6200

Melbourne CBD Level 4, 255 Bourke Street Melbourne, 3000 T 8650 6200

Bayswater 1/666 Mountain Highway Bayswater, 3153 T 8650 6200

Broadmeadows Unit B1, 1-13 The Gateway Broadmeadows, 3047 T 9355 4700

Chadstone Suites 1 & 2, 41 Stamford Road Oakleigh, 3166 T 9563 3555

Frankston 345 Nepean Highway Frankston, 3199 T 9783 7611

Geelong 38 Myers Street Geelong, 3220 T 5222 3172

Moonee Ponds 5 Everage Street Moonee Ponds, 3039 T 8650 6200

Preston 648 High Street Reservoir, 3073 T 8650 6200

Wangaratta 82 Murdoch Road Wangarattta, 3676 T 5721 5700

Wyndham 1 Johnson Avenue Hoppers Crossing, 3029 T 9974 3200

For a confidential appointment call 03 8650 6200 or 1300 LifeWorks (1300 543 396) For more information on our relationship programs, counselling, dispute resolution and workplace services visit www.lifeworks.com.au or email [email protected]

LifeWorks is a not-for-profit organisation approved by the Federal

Attorney-General’s Department under the provisions of the Family

Law Act 1975 and is partially funded by the Australian Government.

ACN 071 373 950 | ABN 50 071 373 950

Annual Report 2012

20

Statement of comprehensive income for the financial year ended 30 June 2012 Note 2012 2011 $ $

Revenue 3 3,893,162 3,728,853Employee benefit expenses (2,673,689) (2,440,298)Advertising and marketing expenses (78,836) (62,156)Consulting expenses (131,367) (214,966)Consortium expenses (37,613) (111,197)Depreciation expenses (63,562) (83,235)Employee development and training expenses (19,682) (5,516)Occupancy expenses (446,470) (350,848)Other expenses (425,691) (410,365)

Surplus before tax 4 16,252 50,272Income tax expense 1(a) - -

Surplus for the year 16,252 50,272

Other comprehensive income -

Total comprehensive income for the year 16,252 50,272

Statement of financial position as at 30 June 2012 Note 2012 2011 $ $

Current assets Cash and cash equivalents 5 1,280,625 440,158Trade and other receivables 6 151,917 189,990

Total current assets 1,432,542 630,148

Non-current assets Property, plant and equipment 7 229,509 265,189

Total non-current assets 229,509 265,189

Total assets 1,662,051 895,337

Current liabilities Trade and other payables 8 253,572 147,221Grants in advance 672,822 36,580Provisions 9 230,351 123,636Borrowings 10 50,320 50,320

Total current liabilities 1,207,065 357,757

Non-current liabilitiesProvisions 9 28,673 91,165Borrowings 10 320,338 356,692

Total non-current liabilities 349,011 447,857

Total liabilities 1,556,076 805,614

Net assets 105,975 89,723

Members’ funds

Accumulated surplus 105,975 89,723

Total members’ funds 105,975 89,723

The 2011-2012 financial year has returned a surplus of $16,252, bringing the total accumulated surplus to $105,975.

This result has been achieved through the continuing strong performance of our Business Services and Employee As-sistance Program fee income which has offset an unforseen reduction in income for the Family Dispute Resolution service (due to the reduction in work from the Federal Magistrates Court which is providing more direct service through its own Family Consultants).

Total revenue grew $164,409 or 4.4%, of which $128,656 was derived from fee and other self-funding activities which was also up by 10.1% .

This successful outcome is important to LifeWorks’ strategy of utilising these fees for the provision of infrastructure and resources to support our funded services, which constitute the core of our work in counselling, education and dispute resolution.

Infrastructure investments during the year include the relocation of the Geelong branch to Myers Street for the provision of enhanced services to our clients, the 8.8% reduction of external loans, and the strengthening of provisions and accumulated surplus.

One key future investment, for which we are now well-placed to tackle, is the acquisition and implementation of a software package enabling integrated client scheduling, client record management, and statistical reporting, as well as client invoicing and electronic receipting. Investigation of a software solution is currently showing great promise for

future efficiencies for the whole staff, as well as enabling enhanced capabilities and services by practitioners.

The other major long term strategy of LifeWorks is the continued strengthening of the Balance Sheet and growth of the accumulated surplus, thus ensuring a solid base for the future delivery of services to vulnerable and disadvantaged clients who are unable to pay fees.

It was with regret that LifeWorks farewelled Peter Holmes, Manager of Corporate Services for 4 years, and Jan Huggard, our bookkeeper, who retired after 15 years with LifeWorks. We thank them for their contribution and wish them all the best in their future endeavours.

We also wish to thank all the staff, practitioners, support teams and managers, who have through their commitment and hard work contributed to a successful year. We look forward to the new year with confidence that we shall continue to grow and provide programs that promote positive relationships amongst families, the community and in the workplace.

Gillian Barnes Manager, Corporate Services

Corporate Services

19

FROM THE CHAIRMAN AND CEO

LifeWorks provides professional counselling, relationship education programs and family dispute resolution services for individuals, couples, families, children and adolescents. Our staff can help you with relationship reconciliation, parenting, separation, pre-marriage, step-family and family conflict issues. LifeWorks also provides Employee Assistance Programs, including counselling, dispute resolution and customised training for organisations and their employees.

LifeWorks serves the Victorian community by promoting positive relationships for the achievement of wellbeing and the fullness of life. LifeWorks reflects a compassionate concern for those experiencing relationship difficulties, isolation and hurt and celebrates the joy of positive relationships.

LifeWorks acknowledges Aboriginal people as the traditional custodians of the land from which we serve and respect their spiritual and physical relationship with their Country.

ContentsChairman’s Report.....................................................................................................................1

Chief Executive Officer’s Report................................................................................................3

Counselling Services..................................................................................................................5

Education Services.....................................................................................................................7

Family Violence Prevention.........................................................................................................9

Family Dispute Resolution........................................................................................................12

Business Services....................................................................................................................13

Marketing and Communications..............................................................................................15

Occupational Health and Safety.............................................................................................17

Corporate Services...................................................................................................................19

Financial Statements................................................................................................................20

1

From the ChairmanThe reporting period 2011-2012 has seen further significant gains made following LifeWorks’ move to its new premises in May 2009. Since then, our business model has gone from strength-to-strength to ensure a very solid base from which to offer services and increase the fundraising capacity within the organisation.

Our consulting and training work in Business Services and through our Employee Assistance Programs continues to significantly underwrite government funding and allows us to offer services beyond those specified in government contracts. For example, LifeWorks receives a limited amount of funding from the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs(FaHCSIA) to provide Family Dispute Resolution Services in Wyndham and Geelong. Through our fundraising efforts we are able to deliver an expanded capacity at both these locations and in addition offer Family Dispute Resolution Services from our City branch location. In so doing, we offer LifeWorks’ clients a valuable opportunity to “fast track” their mediation needs.

Similarly, LifeWorks is funded by the Victorian Department of Human Services to offer Men’s Behaviour Change Programs in Wyndham. Through our fundraising efforts we are able to support additional programs in Frankston and our City branch.

As indicated in the financial reports, LifeWorks has returned to modest surpluses, and although greater equity is a strategic objective of the organisation, LifeWorks remains committed to maximising expenditure on direct client services, particularly (as the federal government is now emphasising), vulnerable and disadvantaged clients.

LifeWorks is aware that the charging of fees can create a perception that services might be outside the reach of lower income earners and those experiencing financial hardship.

Reports provided to LifeWorks by FaHCSIA indicate that 74.6% of LifeWorks’ clients were in receipt of some form of Centrelink payment. This is indicative of LifeWorks’ proactive approach to inclusive service provision and reflects our commitment to social justice principles and inclusion. We look forward to con-tinuing this work, which relies so much on the skills, capacity and flexibility of our dedicated personnel at every level of the organisation.

May I take this opportunity to thank each and every staff mem-ber throughout the organisation for another successful year and for their professional dedication to all of our clients. Life-Works has been a keen supporter of the national wage equity case, which will now see our staff remunerated at levels that fully recognise their abilities and expertise when compared with peers in other sectors.

The next financial year will bring its own challenges as we face a potential Federal election and a significant review of the Family Support Program. The Board of LifeWorks is very mind-ful that such reviews bring potential changes and new sets of demands in terms of the service delivery expected of us. I have every confidence that LifeWorks will meet these challenges and continue to serve clients well and in meaningful ways.

The members of the LifeWorks Board fully recognise their governance responsibilities and the need to provide resources and infrastructure that can meet the ever changing and e volving needs of our sector and our clients. I would like to acknowledge the voluntary and dedicated contribution of time and effort by all our board members; it is greatly appreciated.

Peter HarcourtLifeWorks Board Chairman

18

In line with Section 35-36 of the Occupational Health and Safety Act 2004, LifeWorks is consulting with employees to continually review its occupational health and safety management plan. This includes co-operative measures to promote health and safety at work, consultation and review processes, dispute resolution, risk management and training.

The Occupational Health and Safety and Sustainability Committee met six times during the year and the following is a summary of tasks performed by the committee:

• The annual audit of workplace health and safety occurred in March 2012.

• Where required LifeWorks’ firewardens have attended training provided by the Building Managers.

• Staff have participated in practice emergency evacua-tions and offered feedback to improve processes.

• OH&S policies and procedures are continuously being reviewed and updated.

• OH&S matters are regularly reported at Board meetings, and Managers and Team leader meetings.

• First aid training for staff was conducted in January 2012.

• OH&S documentation, registers and signage have been created and maintained, with ongoing monitoring and development as required.

• The OH&S Committee is working through a collaborative process to ensure identification, assessment and man-agement of both physical and psychological workplace hazards

• Continuously reviewing and updating environmental and sustainability policy and practices

Incident report

No OH&S incidents were reported for the period 1st July 2011 to 30th June 2012.

Glenys McInnes Team Leader, Administration Services

Occupational Health and Safety

17 2

It has become customary in Annual Reports to talk about the highlights in the preceding year. Recently, I have had cause to reflect on exactly what “the highlights” mean. Usually it is a call to present the bells and whistles of performance and I can’t help but wonder where this leaves the ‘routine’ and ‘ordinary’ of our core business.

At LifeWorks the ‘routine’ is our exceptional capacity to see more than 4,000 clients every year through our counselling, education and dispute resolution services. The ‘ordinary’ is to deal with the increasingly complex problems that face contemporary families and relationships—in all their diversity.

In modern life we have a tendency to think that we can move through all the demands and opportunities that are presented to us without ramification on other aspects of our lives— especially our relational lives and the emotional and psychological aspects of life.

At LifeWorks we see the folly of this thinking and are called to work with clients struggling to cope with all the impacts of multiple demands on children, parenting, step-parenting and relationship formation itself.

As I have commented on other occasions, I’m not sure that the essential problems brought to us are that much different than in time past; just more complex.

What we see in our counselling rooms, in our education programs and within family mediations is recognisable as deep personal pain and the ever persistent existential struggle

to try and work out “what does it all mean”—whether at a deeply personal level, within the confusion of intimacy and family life or simply trying to make one’s way through all the challenges that life throws up.

A compilation of client concerns I think illustrates exactly what it is we deal with:

• Idon’tknowhowtoconnectwithhim/heranymore.Ifeelsohurt.

• TheconflictissobadthatIworryformychildren,theyseemtobeshuttingdown.

• Ican’tsleep,Ican’tfocus,Iblamemyself,Icouldhavetriedhardertomakehimhappy.

• KnowingthatIamhurtingpeopleIlove–butIjustcan’tstopit;Idon’tknowhow.

• Realisingalifetimeofpainisaffectingallimportantrelationships,butfeelingpowerlesstochangeit.

• Thestruggleofadjustingtothetraumaofrefugeeexperienceandresettlementinanewcountry/culture.

During the reporting period we also undertook more direct client survey’s on behalf of our main funding body, the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs.

Some of the client feedback I think substantiates the wonderful effort that our practitioners make:

From the CEO

3 16

Following the refresh of the LifeWorks logo and website in the previous reporting period, this year the focus has been on consolidating and streamlining our marketing resources.

Our aim has been twofold. Firstly, we are endeavouring to build a recognisable and trusted brand within the community and position LifeWorks as a professional, accessible and supportive service provider by ensuring consistency of message and visual identity across all touchpoints.

Secondly, and most importantly, we have focused on ensuring that our marketing activities are relevant, responsive and aligned to the needs of our clients. In today’s environment we recognise that people are accessing and consuming information in different and dynamic ways so we have adapted the content and delivery of our messages to suit. To this end, we have moved a greater proportion of our marketing resources online.

Thus far the results have been overwhelmingly positive. Our digital marketing activities through the website, electronic direct mail (EDM), online advertising (generously provided through Google Grants) and social media platforms has provided LifeWorks with improved reach, frequency and return on investment. Regular reporting and analysis of both quantitative and qualitative data has provided insight into how, what and when clients search online and allowed LifeWorks to tailor and customise our messages accordingly.

This has translated into a steady increase in visitors to the LifeWorks website, robust responses to EDM campaigns and improved organic search rankings. All of these outcomes ultimately make it easier for the community to locate and contact the organisation.

Most significantly, this improved awareness keeps LifeWorks top of mind for those who need support and encourages our valuable word of mouth referral networks. An enhanced profile has also resulted in greater attention from print media and television, with LifeWorks receiving significant press exposure throughout the year.

Whilst digital media has provided new opportunities, they represent only part of the integrated marketing mix. Our electronic initiatives are integrated with our traditional channels where we continue to actively promote LifeWorks’ services via direct mail campaigns, printed brochure distribution, local area networking, community development work, community festivals and promotional partnerships.

Once again we were lucky enough to utilise the skills and talents of a number of volunteers, including photographer Mary Broome, to conduct a ‘real people, real relationships’ photoshoot. As a result of this generous support we have a library of high resolution images that depict the diversity of relationships to use across all marketing channels, unifying and creating a point of difference for the LifeWorks brand.

Together with the refreshed logo and the significant energy and enthusiasm from within the organisation, LifeWorks’ promotion of positive relationships through marketing continues to grow from strength to strength.

Kim Edwards Marketing and Communications Officer

Marketing and Communications

15

• Ifeelmorerelaxedandmorefocusedonmyfamily.Thankyouforofferingthisservice.

• Incrediblesupportthathashelpedmyfamily.

• Aninterestingandilluminatingexperience.Thecounsellorinvolvedisbothskilledandempathic.

We may also wonder from time-to-time, how durable our work in the lives of our clients is; this feedback perhaps says it all,

“IhadtheprivilegeofattendingyourRelationshipEducationCoursebackin2001.[We]havebeenhappilymarriedfor10years&onThursday,celebrate15yearssincewemet.

Itisincredibletopulloutthenotes&reviewouranswerstothequestionsaskedduringthecourse.

Wehopetobepartofthestatisticthatremainshappilymarriedafterattendingyourpre-maritalcounselling”.

Perhaps the best way to end my report for this year is in the words of one of our clients;

“MY COUNSELLOR ROCKS! MAKE SURE YOU REMEMBER THIS ORGANISATION!”

Kaye Swanton LifeWorks CEO

4

Portrait of Kaye Swanton, CEO by Ella Martin, 8

July 1, 2011 saw the implementation of LifeWorks’ Vulnerable and Disadvantaged Client Access Strategy (VADCAS). This excellent initiative by the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs intends to increase the reach and scope of services to vulnerable and disadvantaged families, and to ensure the best and easiest access. Throughout the reporting period, LifeWorks’ Counselling Services has focused on ensuring our service continues to meet the needs of vulnerable and disadvantaged clients.

Strategic recruitment has provided a skilled Branch Management team to underpin VADCAS. The team’s collective capabilities are wide and include experience in diverse domains such as family violence, youth justice, teaching, forensic and counselling psychology, and response to sexual assault. The Branch Management Team is therefore well-placed to respond to the growing diversity and complexity of clients and issues, and in supporting our counselling staff to provide an integrated response.

In reflecting the sprit of VADCAS, LifeWorks’ Counselling Services has grown its relationships with bodies such as the Department of Human Services (particularly Child Protection Services), Open Place, Victorian Legal Aid, other community legal centres and the courts, Child First and Indigenous organisations. These links help LifeWorks respond to families, and to offer clients a secure and safe place from which to evaluate their circumstances and consider alternative solutions to family and relational problems.

LifeWorks is also proud of our growing record in supporting the future of counselling services within the sector through our Student Placement Program. Our interns doubled those of 2010-11, and we have built strong relationships with Deakin, La Trobe and Victoria Universities and the Australian College of Applied Psychology.

Through LifeWorks’ increasing profile and demand as a provider of supportive student placements, we have welcomed a cohort of high-achieving students, including Masters and Doctoral candidates, throughout the last twelve months. Our student placement program also allows us to extend our responsiveness to individuals and families.

As in most organisations, a priority is ensuring that our resources are used as optimally as possible to benefit the most clients. This becomes increasingly critical as families present with issues of greater urgency and complexity. LifeWorks’ counselling services has focused, over 2011-12, on reviewing how we manage and respond to incoming counselling enquiries, the management of urgent needs, allocation of cases to counsellors and minimising waiting list. As a result, the reporting period saw a decrease in waiting times, fewer ‘unused’ client sessions and an increase in the average number of sessions undertaken for each counselling day. The dedication and passion of our counselling staff is an invaluable asset to LifeWorks.

Our Employee Assistance Program has gone from strength-to-strength, and revenue well exceeded target. The program continues to grow, and supports our work with vulnerable and disadvantaged families. As our response to VADCAS evolves over the next twelve months, LifeWorks’ counselling services looks toward an exciting phase in fostering new relationships, programs, partnerships and the best possible outcomes for our clients.

Meredith BrownManager, Counselling Services

Counselling Services“It is impor tant to me to have an independent view on my issues and have skilled direction in working through them”

5

Business Services

has worked with 3652 employees from 248

organisations

14

The Business Services division of LifeWorks has been created as part of LifeWorks’ fundraising efforts and all revenue earned from our training and consulting work is returned to the organisation to support its government funded services and programs.

The Business Services division has continued to consolidate and expand over the past year. An additional consultant joined in September 2011 taking the team of consultants to three and a team administrator. There is also a team of contractors being regularly utilised to service the overflow of work and the large volume of demand.

Our range of programs has continued to expand, arising largely from immediate pressures in workplaces.These new offerings include outplacement services and workshops focusing on managing mental health, building resilience and managing change.

Our workplace conflict resolution services such as investigations and mediations continue to be in high demand and our leadership and team building programs are also increasingly popular.

Our client base continues to widen and grow with local government and the community sector still being our major customers. We are also doing a significant amount of work for legal firms, particularly in the workplace investigation area.

In 2012-2013 the main challenges will be to continue to grow our client base and to increase our e-learning capacity which offers significant opportunities for LifeWorks.

Cynthia Logan Principal Consultant, LifeWorks in the Workplace

Business Services

13


“It is impor tant to me to have an independent view on my issues and have skilled direction in working through them”

6

Education ServicesDuring the reporting period, the education team at LifeWorks provided services to approximately 900 clients (including clients attending our Early Intervention Services in Broadmeadows and Chadstone). Our newly developed policy of greater flexibility in program delivery and responsivity to an increasingly diverse range of client groups, particularly vulnerable and disadvantaged clients, and client requests for customised interventions, has been implemented with great success.

A strategic emphasis on customer service has resulted in greater customisation for individual clients, reduced waiting times and flexible entry points. For example, our Prepare-Enrich marriage clients can now start their program within two hours of contact with LifeWorks. Positive client feedback for our programs, commissioned by FaHCSIA, was exceptionally high and initiatives to assist clients to further enhance their newly acquired relationship skills through follow-up programs, when appropriate, have been met with appreciation and enthusiasm.

In seeking to reduce the conflicting demands in the lives of our clients we have broadened the delivery mode of program offerings. For example, we have introduced Parenting After Separation programs in a weekend format. This has proven very popular for parents who are challenged with juggling employment and family commitments within a 24/7 economy. Similarly, our pre-marriage suite of programs now covers weekdays, evenings and weekends and one program is available on-line, which is particularly suitable for remote and regional clients. Feedback from both referrers and clients is that these flexible program delivery initiatives have been well received.

In accordance with the implementation of LifeWorks Vulnerable and Disadvantaged Client Access Strategy (VADCAS), which is directly aligned with the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) initiative, the Education team has focused on broadening our accessibility to vulnerable and disadvantaged clients.

This has been achieved by adjusting our programmatic fee structure to better support low-fee paying clients and by continuing to identify and build strong partnerships with other agencies that facilitate our access to this particular client group. Partnerships developed during the report-ing period include: Hanover Welfare Services, NEAMI mental health rehabilitation services, New Hope Foundation, and, within the disability sector, through Housing Resource & Support Services. Strong partnerships have facilitated our community engagement during the reporting period.

We were, once again, approached by New Hope Foundation (a migrant-refugee resource centre working closely with the Ulang Nuer Sudanese Community in the south-east Melbourne community of Casey) to deliver our ‘Strong Families=Strong Communities’ relationship program to community leaders and elders. The program was delivered during two interactive workshops in community settings and at a family ‘fun’ day at the Chadstone AMF Bowling Centre. Facilitated discussion groups were held and from these groups new ideas for understandings of living in a Sudanese family within an Australian society were identified.

With the establishment of the newly created role of Relationship Education Officer at the Melbourne CBD branch and on-going recruitment of highly-qualified sessional facilitators throughout the branch network a strong, professional team of facilitators continues to underpin our service delivery. Utilising a consultative approach, this team has contributed to the development of a suite of high quality, empirically-sound, evidence based, relationship education programs. Two of our permanent team members were successfully awarded financial scholarships to undertake the tertiary Graduate Diploma in Relationship Counselling. LifeWorks fully supports our staff in their further professional development and upon completion of relevant coursework and student placements the expertise in the team will be richer and deeper.

Cheryl DakisManager, Education Services

7


During the reporting period the Dispute Resolution Service has continued to provide high quality, timely and effective services to clients through LifeWorks’ branches in Melbourne City, Wyndham and Geelong. LifeWorks has continued to receive partial government funding for these services, and client fees are charged to cover the remaining costs.

The appointment of a Manager, mid way through the reporting period, to oversee and co-ordinate the program has provided the opportunity to further strengthen and consolidate the dispute resolution services group. This also created the opportunity to re-form a team of multi-skilled, experienced and highly regarded professionals.

A key focus has been to improve and redefine specific dispute resolution practice procedures to provide clarity, consistency and effective processes for practitioners and support staff working across multiple locations. Another focus has been the development of a new and extensive package of information to assist clients in their preparation for dispute resolution sessions. This package has been made available via our internet site and a printed copy provided during the client’s initial meeting.

LifeWorks was again successful in being appointed to the panel of preferred providers for family dispute resolution services for the Victorian registries of the Federal Magistrates Court. The number of referrals has decreased over that of previous years and this reflects a move by the judiciary, in some instances, away from dispute resolution to referring families for a Family Report (which can be used as evidentiary material). However, families referred by the court continue to receive a high level of professional service to enable them to be child focused and encourage resolution of their issues.

The Child Inclusive Practice component continues to be provided, where it has been assessed as appropriate, to assist parents to focus on their children’s voices. The team continues to provide high quality dispute resolution services, and most of our work are mat-ters that fall under the Family Law Act 1975 (regarding children’s arrangements and/or property and financial matters).

The provision of dispute resolution services for other non-Family Law matters, for example parent-adolescent and other extended family issues, is an area of focus in 2012-2013, in order to meet the diverse needs of clients and to be responsive to other service requests.

LifeWorks has demonstrated strong support for the continuing development of qualified practitioners within the family dispute resolution sector. In late 2011 the Australian Government offered a limited number of scholarships for people from an indigenous or culturally diverse background to be trained as family dispute resolution practitioners. LifeWorks nominated a young indigenous man from Rumbalara Co-op in Shepparton, who was successful in obtaining one of 15 scholarships. He is still in the process of com-pleting his professional training and LifeWorks continues to provide support for this to occur. In addition, LifeWorks has supported an employee to undertake family dispute resolution professional train-ing, including the provision of an internship.

The team also continues to maintain and strengthen its professional networks, with private law firms, the Family Law Pathways Network, government and non-government providers of family and community services, and other providers of dispute resolution services.

Susan Laird Manager, Dispute Resolution Services

Family Dispute Resolution

12

“Incredible suppor t that has helped

my family.”

11


8

Men’s Behaviour Change Program

At Frankston, the Men’s Behaviour Change Program continued to operate in the open group format for this financial year resulting in the maximum number of participant places being filled throughout the year. It has been a feature of the year that the program facilitators have been consistent and we thank all staff for their commitment to the work.

As the needs of clients become more complex, the demands of an integrated team approach to working with men while holding the safety of women and children in mind is para-mount and we achieved sound outcomes in challenging circumstances throughout the year.

Men in our programs have made comments like...

• “The course is a starting point to a great solution.”• “I found the program insightful and immensely beneficial.”• “I have learned to question the way I have always done

things. Now I have a choice.”

New Beginnings Group for Women

We were again successful in gaining funding from Frankston City Council to offer the New Beginnings healing program for women who are living with or have lived with Family Violence. This 20 week program provides a safe environment for women to support each other and to begin the process of regaining power in their lives through reflection, discussion and therapeutic art. Most importantly, in being with other women and knowing they are not alone in their experiences, participants gain new perspectives on life’s possibilities.

Kids Connecting

Kids Connecting, aimed at supporting primary school children to develop an understanding of the impact of family violence or other loss in their lives, continued to be offered with fluctuating attendance. It is interesting to note the flow on effect of parents engaging in counselling sessions as a result of engaging with the program facilitators.

Melbourne Storm Program

For the third successive year LifeWorks has facilitated a Family Violence Awareness program for Melbourne Storm Rugby League players. In addition to this program, and as part of the players undertaking Community Development studies at Swinburne TAFE, peer mentoring training was also delivered to nine players. This was followed by seven supervised peer mentoring sessions at Reservoir High School with Year 11 and 12 students. For the first time, the program was expanded to include concurrent sessions for girls. It has been a unique experience to develop this highly successful program as a joint collaboration between LifeWorks, Melbourne Storm, Reservoir High School and Swinburne TAFE. Thanks to all staff for their flexible commitment to this program.

During the Closing the Gap round of the Rugby League fixture, I was invited to speak before the match to outline the program and LifeWorks produced a video for that day showcasing the program. The video can be viewed on LifeWorks’ website.

Denyse McKay Frankston Branch Manager

Family Violence Prevention

9 10

“Incredible suppor t that has helped

my family.”

11


8

Education ServicesDuring the reporting period, the education team at LifeWorks provided services to approximately 900 clients (including clients attending our Early Intervention Services in Broadmeadows and Chadstone). Our newly developed policy of greater flexibility in program delivery and responsivity to an increasingly diverse range of client groups, particularly vulnerable and disadvantaged clients, and client requests for customised interventions, has been implemented with great success.

A strategic emphasis on customer service has resulted in greater customisation for individual clients, reduced waiting times and flexible entry points. For example, our Prepare-Enrich marriage clients can now start their program within two hours of contact with LifeWorks. Positive client feedback for our programs, commissioned by FaHCSIA, was exceptionally high and initiatives to assist clients to further enhance their newly acquired relationship skills through follow-up programs, when appropriate, have been met with appreciation and enthusiasm.

In seeking to reduce the conflicting demands in the lives of our clients we have broadened the delivery mode of program offerings. For example, we have introduced Parenting After Separation programs in a weekend format. This has proven very popular for parents who are challenged with juggling employment and family commitments within a 24/7 economy. Similarly, our pre-marriage suite of programs now covers weekdays, evenings and weekends and one program is available on-line, which is particularly suitable for remote and regional clients. Feedback from both referrers and clients is that these flexible program delivery initiatives have been well received.

In accordance with the implementation of LifeWorks Vulnerable and Disadvantaged Client Access Strategy (VADCAS), which is directly aligned with the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) initiative, the Education team has focused on broadening our accessibility to vulnerable and disadvantaged clients.

This has been achieved by adjusting our programmatic fee structure to better support low-fee paying clients and by continuing to identify and build strong partnerships with other agencies that facilitate our access to this particular client group. Partnerships developed during the report-ing period include: Hanover Welfare Services, NEAMI mental health rehabilitation services, New Hope Foundation, and, within the disability sector, through Housing Resource & Support Services. Strong partnerships have facilitated our community engagement during the reporting period.

We were, once again, approached by New Hope Foundation (a migrant-refugee resource centre working closely with the Ulang Nuer Sudanese Community in the south-east Melbourne community of Casey) to deliver our ‘Strong Families=Strong Communities’ relationship program to community leaders and elders. The program was delivered during two interactive workshops in community settings and at a family ‘fun’ day at the Chadstone AMF Bowling Centre. Facilitated discussion groups were held and from these groups new ideas for understandings of living in a Sudanese family within an Australian society were identified.

With the establishment of the newly created role of Relationship Education Officer at the Melbourne CBD branch and on-going recruitment of highly-qualified sessional facilitators throughout the branch network a strong, professional team of facilitators continues to underpin our service delivery. Utilising a consultative approach, this team has contributed to the development of a suite of high quality, empirically-sound, evidence based, relationship education programs. Two of our permanent team members were successfully awarded financial scholarships to undertake the tertiary Graduate Diploma in Relationship Counselling. LifeWorks fully supports our staff in their further professional development and upon completion of relevant coursework and student placements the expertise in the team will be richer and deeper.

Cheryl DakisManager, Education Services

7


During the reporting period the Dispute Resolution Service has continued to provide high quality, timely and effective services to clients through LifeWorks’ branches in Melbourne City, Wyndham and Geelong. LifeWorks has continued to receive partial government funding for these services, and client fees are charged to cover the remaining costs.

The appointment of a Manager, mid way through the reporting period, to oversee and co-ordinate the program has provided the opportunity to further strengthen and consolidate the dispute resolution services group. This also created the opportunity to re-form a team of multi-skilled, experienced and highly regarded professionals.

A key focus has been to improve and redefine specific dispute resolution practice procedures to provide clarity, consistency and effective processes for practitioners and support staff working across multiple locations. Another focus has been the development of a new and extensive package of information to assist clients in their preparation for dispute resolution sessions. This package has been made available via our internet site and a printed copy provided during the client’s initial meeting.

LifeWorks was again successful in being appointed to the panel of preferred providers for family dispute resolution services for the Victorian registries of the Federal Magistrates Court. The number of referrals has decreased over that of previous years and this reflects a move by the judiciary, in some instances, away from dispute resolution to referring families for a Family Report (which can be used as evidentiary material). However, families referred by the court continue to receive a high level of professional service to enable them to be child focused and encourage resolution of their issues.

The Child Inclusive Practice component continues to be provided, where it has been assessed as appropriate, to assist parents to focus on their children’s voices. The team continues to provide high quality dispute resolution services, and most of our work are mat-ters that fall under the Family Law Act 1975 (regarding children’s arrangements and/or property and financial matters).

The provision of dispute resolution services for other non-Family Law matters, for example parent-adolescent and other extended family issues, is an area of focus in 2012-2013, in order to meet the diverse needs of clients and to be responsive to other service requests.

LifeWorks has demonstrated strong support for the continuing development of qualified practitioners within the family dispute resolution sector. In late 2011 the Australian Government offered a limited number of scholarships for people from an indigenous or culturally diverse background to be trained as family dispute resolution practitioners. LifeWorks nominated a young indigenous man from Rumbalara Co-op in Shepparton, who was successful in obtaining one of 15 scholarships. He is still in the process of com-pleting his professional training and LifeWorks continues to provide support for this to occur. In addition, LifeWorks has supported an employee to undertake family dispute resolution professional train-ing, including the provision of an internship.

The team also continues to maintain and strengthen its professional networks, with private law firms, the Family Law Pathways Network, government and non-government providers of family and community services, and other providers of dispute resolution services.

Susan Laird Manager, Dispute Resolution Services

Family Dispute Resolution

12

The Business Services division of LifeWorks has been created as part of LifeWorks’ fundraising efforts and all revenue earned from our training and consulting work is returned to the organisation to support its government funded services and programs.

The Business Services division has continued to consolidate and expand over the past year. An additional consultant joined in September 2011 taking the team of consultants to three and a team administrator. There is also a team of contractors being regularly utilised to service the overflow of work and the large volume of demand.

Our range of programs has continued to expand, arising largely from immediate pressures in workplaces.These new offerings include outplacement services and workshops focusing on managing mental health, building resilience and managing change.

Our workplace conflict resolution services such as investigations and mediations continue to be in high demand and our leadership and team building programs are also increasingly popular.

Our client base continues to widen and grow with local government and the community sector still being our major customers. We are also doing a significant amount of work for legal firms, particularly in the workplace investigation area.

In 2012-2013 the main challenges will be to continue to grow our client base and to increase our e-learning capacity which offers significant opportunities for LifeWorks.

Cynthia Logan Principal Consultant, LifeWorks in the Workplace

Business Services

13


“It is impor tant to me to have an independent view on my issues and have skilled direction in working through them”

6

July 1, 2011 saw the implementation of LifeWorks’ Vulnerable and Disadvantaged Client Access Strategy (VADCAS). This excellent initiative by the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs intends to increase the reach and scope of services to vulnerable and disadvantaged families, and to ensure the best and easiest access. Throughout the reporting period, LifeWorks’ Counselling Services has focused on ensuring our service continues to meet the needs of vulnerable and disadvantaged clients.

Strategic recruitment has provided a skilled Branch Management team to underpin VADCAS. The team’s collective capabilities are wide and include experience in diverse domains such as family violence, youth justice, teaching, forensic and counselling psychology, and response to sexual assault. The Branch Management Team is therefore well-placed to respond to the growing diversity and complexity of clients and issues, and in supporting our counselling staff to provide an integrated response.

In reflecting the sprit of VADCAS, LifeWorks’ Counselling Services has grown its relationships with bodies such as the Department of Human Services (particularly Child Protection Services), Open Place, Victorian Legal Aid, other community legal centres and the courts, Child First and Indigenous organisations. These links help LifeWorks respond to families, and to offer clients a secure and safe place from which to evaluate their circumstances and consider alternative solutions to family and relational problems.

LifeWorks is also proud of our growing record in supporting the future of counselling services within the sector through our Student Placement Program. Our interns doubled those of 2010-11, and we have built strong relationships with Deakin, La Trobe and Victoria Universities and the Australian College of Applied Psychology.

Through LifeWorks’ increasing profile and demand as a provider of supportive student placements, we have welcomed a cohort of high-achieving students, including Masters and Doctoral candidates, throughout the last twelve months. Our student placement program also allows us to extend our responsiveness to individuals and families.

As in most organisations, a priority is ensuring that our resources are used as optimally as possible to benefit the most clients. This becomes increasingly critical as families present with issues of greater urgency and complexity. LifeWorks’ counselling services has focused, over 2011-12, on reviewing how we manage and respond to incoming counselling enquiries, the management of urgent needs, allocation of cases to counsellors and minimising waiting list. As a result, the reporting period saw a decrease in waiting times, fewer ‘unused’ client sessions and an increase in the average number of sessions undertaken for each counselling day. The dedication and passion of our counselling staff is an invaluable asset to LifeWorks.

Our Employee Assistance Program has gone from strength-to-strength, and revenue well exceeded target. The program continues to grow, and supports our work with vulnerable and disadvantaged families. As our response to VADCAS evolves over the next twelve months, LifeWorks’ counselling services looks toward an exciting phase in fostering new relationships, programs, partnerships and the best possible outcomes for our clients.

Meredith BrownManager, Counselling Services

Counselling Services“It is impor tant to me to have an independent view on my issues and have skilled direction in working through them”

5

Business Services

has worked with 3652 employees from 248

organisations

14

Following the refresh of the LifeWorks logo and website in the previous reporting period, this year the focus has been on consolidating and streamlining our marketing resources.

Our aim has been twofold. Firstly, we are endeavouring to build a recognisable and trusted brand within the community and position LifeWorks as a professional, accessible and supportive service provider by ensuring consistency of message and visual identity across all touchpoints.

Secondly, and most importantly, we have focused on ensuring that our marketing activities are relevant, responsive and aligned to the needs of our clients. In today’s environment we recognise that people are accessing and consuming information in different and dynamic ways so we have adapted the content and delivery of our messages to suit. To this end, we have moved a greater proportion of our marketing resources online.

Thus far the results have been overwhelmingly positive. Our digital marketing activities through the website, electronic direct mail (EDM), online advertising (generously provided through Google Grants) and social media platforms has provided LifeWorks with improved reach, frequency and return on investment. Regular reporting and analysis of both quantitative and qualitative data has provided insight into how, what and when clients search online and allowed LifeWorks to tailor and customise our messages accordingly.

This has translated into a steady increase in visitors to the LifeWorks website, robust responses to EDM campaigns and improved organic search rankings. All of these outcomes ultimately make it easier for the community to locate and contact the organisation.

Most significantly, this improved awareness keeps LifeWorks top of mind for those who need support and encourages our valuable word of mouth referral networks. An enhanced profile has also resulted in greater attention from print media and television, with LifeWorks receiving significant press exposure throughout the year.

Whilst digital media has provided new opportunities, they represent only part of the integrated marketing mix. Our electronic initiatives are integrated with our traditional channels where we continue to actively promote LifeWorks’ services via direct mail campaigns, printed brochure distribution, local area networking, community development work, community festivals and promotional partnerships.

Once again we were lucky enough to utilise the skills and talents of a number of volunteers, including photographer Mary Broome, to conduct a ‘real people, real relationships’ photoshoot. As a result of this generous support we have a library of high resolution images that depict the diversity of relationships to use across all marketing channels, unifying and creating a point of difference for the LifeWorks brand.

Together with the refreshed logo and the significant energy and enthusiasm from within the organisation, LifeWorks’ promotion of positive relationships through marketing continues to grow from strength to strength.

Kim Edwards Marketing and Communications Officer

Marketing and Communications

15

• Ifeelmorerelaxedandmorefocusedonmyfamily.Thankyouforofferingthisservice.

• Incrediblesupportthathashelpedmyfamily.

• Aninterestingandilluminatingexperience.Thecounsellorinvolvedisbothskilledandempathic.

We may also wonder from time-to-time, how durable our work in the lives of our clients is; this feedback perhaps says it all,

“IhadtheprivilegeofattendingyourRelationshipEducationCoursebackin2001.[We]havebeenhappilymarriedfor10years&onThursday,celebrate15yearssincewemet.

Itisincredibletopulloutthenotes&reviewouranswerstothequestionsaskedduringthecourse.

Wehopetobepartofthestatisticthatremainshappilymarriedafterattendingyourpre-maritalcounselling”.

Perhaps the best way to end my report for this year is in the words of one of our clients;

“MY COUNSELLOR ROCKS! MAKE SURE YOU REMEMBER THIS ORGANISATION!”

Kaye Swanton LifeWorks CEO

4

Portrait of Kaye Swanton, CEO by Ella Martin, 8

It has become customary in Annual Reports to talk about the highlights in the preceding year. Recently, I have had cause to reflect on exactly what “the highlights” mean. Usually it is a call to present the bells and whistles of performance and I can’t help but wonder where this leaves the ‘routine’ and ‘ordinary’ of our core business.

At LifeWorks the ‘routine’ is our exceptional capacity to see more than 4,000 clients every year through our counselling, education and dispute resolution services. The ‘ordinary’ is to deal with the increasingly complex problems that face contemporary families and relationships—in all their diversity.

In modern life we have a tendency to think that we can move through all the demands and opportunities that are presented to us without ramification on other aspects of our lives— especially our relational lives and the emotional and psychological aspects of life.

At LifeWorks we see the folly of this thinking and are called to work with clients struggling to cope with all the impacts of multiple demands on children, parenting, step-parenting and relationship formation itself.

As I have commented on other occasions, I’m not sure that the essential problems brought to us are that much different than in time past; just more complex.

What we see in our counselling rooms, in our education programs and within family mediations is recognisable as deep personal pain and the ever persistent existential struggle

to try and work out “what does it all mean”—whether at a deeply personal level, within the confusion of intimacy and family life or simply trying to make one’s way through all the challenges that life throws up.

A compilation of client concerns I think illustrates exactly what it is we deal with:

• Idon’tknowhowtoconnectwithhim/heranymore.Ifeelsohurt.

• TheconflictissobadthatIworryformychildren,theyseemtobeshuttingdown.

• Ican’tsleep,Ican’tfocus,Iblamemyself,Icouldhavetriedhardertomakehimhappy.

• KnowingthatIamhurtingpeopleIlove–butIjustcan’tstopit;Idon’tknowhow.

• Realisingalifetimeofpainisaffectingallimportantrelationships,butfeelingpowerlesstochangeit.

• Thestruggleofadjustingtothetraumaofrefugeeexperienceandresettlementinanewcountry/culture.

During the reporting period we also undertook more direct client survey’s on behalf of our main funding body, the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs.

Some of the client feedback I think substantiates the wonderful effort that our practitioners make:

From the CEO

3 16

In line with Section 35-36 of the Occupational Health and Safety Act 2004, LifeWorks is consulting with employees to continually review its occupational health and safety management plan. This includes co-operative measures to promote health and safety at work, consultation and review processes, dispute resolution, risk management and training.

The Occupational Health and Safety and Sustainability Committee met six times during the year and the following is a summary of tasks performed by the committee:

• The annual audit of workplace health and safety occurred in March 2012.

• Where required LifeWorks’ firewardens have attended training provided by the Building Managers.

• Staff have participated in practice emergency evacua-tions and offered feedback to improve processes.

• OH&S policies and procedures are continuously being reviewed and updated.

• OH&S matters are regularly reported at Board meetings, and Managers and Team leader meetings.

• First aid training for staff was conducted in January 2012.

• OH&S documentation, registers and signage have been created and maintained, with ongoing monitoring and development as required.

• The OH&S Committee is working through a collaborative process to ensure identification, assessment and man-agement of both physical and psychological workplace hazards

• Continuously reviewing and updating environmental and sustainability policy and practices

Incident report

No OH&S incidents were reported for the period 1st July 2011 to 30th June 2012.

Glenys McInnes Team Leader, Administration Services

Occupational Health and Safety

17 2

1

From the ChairmanThe reporting period 2011-2012 has seen further significant gains made following LifeWorks’ move to its new premises in May 2009. Since then, our business model has gone from strength-to-strength to ensure a very solid base from which to offer services and increase the fundraising capacity within the organisation.

Our consulting and training work in Business Services and through our Employee Assistance Programs continues to significantly underwrite government funding and allows us to offer services beyond those specified in government contracts. For example, LifeWorks receives a limited amount of funding from the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs(FaHCSIA) to provide Family Dispute Resolution Services in Wyndham and Geelong. Through our fundraising efforts we are able to deliver an expanded capacity at both these locations and in addition offer Family Dispute Resolution Services from our City branch location. In so doing, we offer LifeWorks’ clients a valuable opportunity to “fast track” their mediation needs.

Similarly, LifeWorks is funded by the Victorian Department of Human Services to offer Men’s Behaviour Change Programs in Wyndham. Through our fundraising efforts we are able to support additional programs in Frankston and our City branch.

As indicated in the financial reports, LifeWorks has returned to modest surpluses, and although greater equity is a strategic objective of the organisation, LifeWorks remains committed to maximising expenditure on direct client services, particularly (as the federal government is now emphasising), vulnerable and disadvantaged clients.

LifeWorks is aware that the charging of fees can create a perception that services might be outside the reach of lower income earners and those experiencing financial hardship.

Reports provided to LifeWorks by FaHCSIA indicate that 74.6% of LifeWorks’ clients were in receipt of some form of Centrelink payment. This is indicative of LifeWorks’ proactive approach to inclusive service provision and reflects our commitment to social justice principles and inclusion. We look forward to con-tinuing this work, which relies so much on the skills, capacity and flexibility of our dedicated personnel at every level of the organisation.

May I take this opportunity to thank each and every staff mem-ber throughout the organisation for another successful year and for their professional dedication to all of our clients. Life-Works has been a keen supporter of the national wage equity case, which will now see our staff remunerated at levels that fully recognise their abilities and expertise when compared with peers in other sectors.

The next financial year will bring its own challenges as we face a potential Federal election and a significant review of the Family Support Program. The Board of LifeWorks is very mind-ful that such reviews bring potential changes and new sets of demands in terms of the service delivery expected of us. I have every confidence that LifeWorks will meet these challenges and continue to serve clients well and in meaningful ways.

The members of the LifeWorks Board fully recognise their governance responsibilities and the need to provide resources and infrastructure that can meet the ever changing and e volving needs of our sector and our clients. I would like to acknowledge the voluntary and dedicated contribution of time and effort by all our board members; it is greatly appreciated.

Peter HarcourtLifeWorks Board Chairman

18

The 2011-2012 financial year has returned a surplus of $16,252, bringing the total accumulated surplus to $105,975.

This result has been achieved through the continuing strong performance of our Business Services and Employee As-sistance Program fee income which has offset an unforseen reduction in income for the Family Dispute Resolution service (due to the reduction in work from the Federal Magistrates Court which is providing more direct service through its own Family Consultants).

Total revenue grew $164,409 or 4.4%, of which $128,656 was derived from fee and other self-funding activities which was also up by 10.1% .

This successful outcome is important to LifeWorks’ strategy of utilising these fees for the provision of infrastructure and resources to support our funded services, which constitute the core of our work in counselling, education and dispute resolution.

Infrastructure investments during the year include the relocation of the Geelong branch to Myers Street for the provision of enhanced services to our clients, the 8.8% reduction of external loans, and the strengthening of provisions and accumulated surplus.

One key future investment, for which we are now well-placed to tackle, is the acquisition and implementation of a software package enabling integrated client scheduling, client record management, and statistical reporting, as well as client invoicing and electronic receipting. Investigation of a software solution is currently showing great promise for

future efficiencies for the whole staff, as well as enabling enhanced capabilities and services by practitioners.

The other major long term strategy of LifeWorks is the continued strengthening of the Balance Sheet and growth of the accumulated surplus, thus ensuring a solid base for the future delivery of services to vulnerable and disadvantaged clients who are unable to pay fees.

It was with regret that LifeWorks farewelled Peter Holmes, Manager of Corporate Services for 4 years, and Jan Huggard, our bookkeeper, who retired after 15 years with LifeWorks. We thank them for their contribution and wish them all the best in their future endeavours.

We also wish to thank all the staff, practitioners, support teams and managers, who have through their commitment and hard work contributed to a successful year. We look forward to the new year with confidence that we shall continue to grow and provide programs that promote positive relationships amongst families, the community and in the workplace.

Gillian Barnes Manager, Corporate Services

Corporate Services

19


LifeWorks provides professional counselling, relationship education programs and family dispute resolution services for individuals, couples, families, children and adolescents. Our staff can help you with relationship reconciliation, parenting, separation, pre-marriage, step-family and family conflict issues. LifeWorks also provides Employee Assistance Programs, including counselling, dispute resolution and customised training for organisations and their employees.

LifeWorks serves the Victorian community by promoting positive relationships for the achievement of wellbeing and the fullness of life. LifeWorks reflects a compassionate concern for those experiencing relationship difficulties, isolation and hurt and celebrates the joy of positive relationships.

LifeWorks acknowledges Aboriginal people as the traditional custodians of the land from which we serve and respect their spiritual and physical relationship with their Country.

ContentsChairman’s Report.....................................................................................................................1

Chief Executive Officer’s Report................................................................................................3

Counselling Services..................................................................................................................5

Education Services.....................................................................................................................7

Family Violence Prevention.........................................................................................................9

Family Dispute Resolution........................................................................................................12

Business Services....................................................................................................................13

Marketing and Communications..............................................................................................15

Occupational Health and Safety.............................................................................................17

Corporate Services...................................................................................................................19

Financial Statements................................................................................................................20

20

Statement of comprehensive income for the financial year ended 30 June 2012 Note 2012 2011 $ $

Revenue 3 3,893,162 3,728,853Employee benefit expenses (2,673,689) (2,440,298)Advertising and marketing expenses (78,836) (62,156)Consulting expenses (131,367) (214,966)Consortium expenses (37,613) (111,197)Depreciation expenses (63,562) (83,235)Employee development and training expenses (19,682) (5,516)Occupancy expenses (446,470) (350,848)Other expenses (425,691) (410,365)

Surplus before tax 4 16,252 50,272Income tax expense 1(a) - -

Surplus for the year 16,252 50,272

Other comprehensive income -

Total comprehensive income for the year 16,252 50,272

Statement of financial position as at 30 June 2012 Note 2012 2011 $ $

Current assets Cash and cash equivalents 5 1,280,625 440,158Trade and other receivables 6 151,917 189,990

Total current assets 1,432,542 630,148

Non-current assets Property, plant and equipment 7 229,509 265,189

Total non-current assets 229,509 265,189

Total assets 1,662,051 895,337

Current liabilities Trade and other payables 8 253,572 147,221Grants in advance 672,822 36,580Provisions 9 230,351 123,636Borrowings 10 50,320 50,320

Total current liabilities 1,207,065 357,757

Non-current liabilitiesProvisions 9 28,673 91,165Borrowings 10 320,338 356,692

Total non-current liabilities 349,011 447,857

Total liabilities 1,556,076 805,614

Net assets 105,975 89,723

Members’ funds

Accumulated surplus 105,975 89,723

Total members’ funds 105,975 89,723

Head Office Level 9, 255 Bourke Street Melbourne, 3000 T 8650 6200

Melbourne CBD Level 4, 255 Bourke Street Melbourne, 3000 T 8650 6200

Bayswater 1/666 Mountain Highway Bayswater, 3153 T 8650 6200

Broadmeadows Unit B1, 1-13 The Gateway Broadmeadows, 3047 T 9355 4700

Chadstone Suites 1 & 2, 41 Stamford Road Oakleigh, 3166 T 9563 3555

Frankston 345 Nepean Highway Frankston, 3199 T 9783 7611

Geelong 38 Myers Street Geelong, 3220 T 5222 3172

Moonee Ponds 5 Everage Street Moonee Ponds, 3039 T 8650 6200

Preston 648 High Street Reservoir, 3073 T 8650 6200

Wangaratta 82 Murdoch Road Wangarattta, 3676 T 5721 5700

Wyndham 1 Johnson Avenue Hoppers Crossing, 3029 T 9974 3200

For a confidential appointment call 03 8650 6200 or 1300 LifeWorks (1300 543 396) For more information on our relationship programs, counselling, dispute resolution and workplace services visit www.lifeworks.com.au or email [email protected]

LifeWorks is a not-for-profit organisation approved by the Federal

Attorney-General’s Department under the provisions of the Family

Law Act 1975 and is partially funded by the Australian Government.

ACN 071 373 950 | ABN 50 071 373 950

Annual Report 2012

LifeWorks Annual Report 2012

Documents

Transcript of LifeWorks Annual Report 2012