Annual Report 2020 - 2021

ANNUAL REPORT FY2020—2021

2 ANNUAL REPORT FY2021

1 TABLE ANNUAL REPORT OF FY2021 CONTENTS © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and ACKNOWLEDGEMENT OF COUNTRY 02 Bundjalung Nations OUR ORGANISATION 03 04 OUR VISION MISSION & VALUES 05 PRINCIPLES THAT GUIDE US 06 RECONCILIATION 07 08 RECONCILIATION ACTION PLAN 10 PRESIDENT’S REPORT 12 OUR BOARD 13 TREASURER’S REPORT 15 CHIEF EXECUTIVE OFFICER’S REPORT 18 LEARNING & DEVELOPMENT 19 MANAGER’S REPORT 20 FINANCE AND ADMINISTRATION 21 MANAGER’S REPORT 22 OPERATION MANAGER’S REPORT SECTOR DEVELOPMENT REPORT - 23 24 NEPEAN BLUE MOUNTAINS 25 SECTOR DEVELOPMENT REPORT - 26 28 WESERN SYDNEY 29 FINANCE SUPPORT 30 ADMINISTRATOR’S REPORT 33 EVENT COORDINATOR’S REPORT ABORIGINAL WORKFORCE DEVELOPMENT PROGRAM PROGRAM LOGICS THE LINKER NETWORK THE NSW EDUCATION STANDARDS AUTHORITY UNIVERSITY STUDENT PLACEMENT LEAD’S PROFESSIONAL DEVELOPMENT WORKSHOPS AUDITOR’S REPORT

2 ANNUAL REPORT FY2021 ACKNOWLEDGEMENT OF COUNTRY “Many Countries, One Water” by artist Chris Tobin LEAD Professional Development Association Inc. acknowledges the traditional custodians of the land, the Darug people. We pay our respects to Elders past, present and emerging, for they hold the memories, the traditions, the cultures and hopes of Aboriginal and Torres Strait Islander peoples across the nation. A better understanding and respect for Aboriginal and Torres Strait Islander cultures develops an enriched appreciation for Australia’s cultural heritage and can lead to reconciliation. This is essential to the maturity of Australia as a nation and fundamental to the development of an Australian identity. Understanding and respect are guiding principles of LEAD’s Reconciliation Action Plan. © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and Bundjalung Nations

3 ANNUAL REPORT FY2021 OUR ORGANISATION Team LEAD In 1983 we were listening to Michael Jackson changes in policies and funded programs and singing ‘Billie Jean’ and ‘Beat It’ on our incorporating the latest in research and theory walkmans, going to the movies to see ‘Return of to our suite of deliverables. the Jedi’ and ‘Flashdance’, watching ‘Kingswood Country’ and ‘Sale of the Century’ Of course, like nearly every organisation locally on TV, queuing up to try and buy a ‘Cabbage and world-wide, the impact of the pandemic Patch Kids’ doll and ordering Prawn Cocktails has pushed the boundaries even further, and as when we dined out (which was usually only on always, Team LEAD has rallied to meet every very special occasions!). It was also the year challenge. We have continued to develop new that a Management Committee for ‘The Family eLearning courses, (we now have fourteen Worker Development Programme’ was formed. available and many more in the pipeline) and our live online workshops and webinars, Fast forward 38 years and this Programme has facilitated by our subject matter experts, evolved into LEAD Professional Development continue to provide a quality learning Association Incorporated, earning an enviable experience for all participants. reputation for facilitating high-quality learning opportunities for children, family and community LEAD’s Board of Directors have developed our workers that are evidence-based, outcomes- new Strategic Plan that aligns with our focused, affordable and accessible. Department of Communities and Justice contracts. We have very clear, measurable If we had to choose one word to describe goals that will guide our way forward to LEAD’s number one attribute it would be ‘AGILE’. achieving new goals and business opportunities Over the years we have consistently whilst staying true to who we are and what we demonstrated our capacity to pivot quickly to do. Our successful track record and meet the emerging needs of our sector, demonstrated agility will enable LEAD to continue to be a recognised and respected ‘LEADer’ in our sector.

4 ANNUAL REPORT FY2021 OUR VISION, MISSION & VALUES “Cultivating strong, To provide innovative  Lead through the sustainable and professional pursuit of growth & learning. inclusive communities” development, learning and capacity building  Lead through being innovative for people and and flexible. organisations who work  Lead through our with children, youth, passion to make a families & communities positive difference. in NSW.  Lead through a strength-based approach. © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and Bundjalung Nations

5 ANNUAL REPORT FY2021 PRINCIPLES THAT GUIDE US  Acknowledgement and Respect - we Artist: Rebekah Mealey acknowledge the traditional owners & custodians of the land, water & seas, and we express this through our commitment to our Reconciliation Action Plan.  Employer of Choice- our people are our most important assets, and we strive to provide culturally safe, professional, flexible and a rewarding working environment.  Commitment to Excellence- we are invested in our robust continuous improvement processes and the pursuit of quality in all that we do.  Exemplary Governance- adherence to our corporate, funding & stakeholder’s expectations drives our administrative policies, procedures and processes.  Professionalism and Integrity- we aspire to act with the highest level of professionalism in all of our undertakings.

6 ANNUAL REPORT FY2021 RECONCILIATION What is Reconciliation? and recommend changes to all of our Policies, Processes and Procedures to Reconciliation means recognising the ensure that they truly reflect and dispossession, persecution and oppression respect the core concepts of culturally experienced by NSW First Peoples because inclusivity and help to foster positive two- of Australia’s colonisation. way relationships built on trust and respect that exists between Aboriginal and Torres Why do we need it? Strait Islander and non-Indigenous Australians throughout society. Reconciliation supports the calls over many decades by Aboriginal and Torres Strait LEAD also supports the Uluru Statement Islander peoples to move past Australia’s from the Heart, based on the direction colonial legacy by being recognised and of the 12 First Nations Regional heard in their own countries, and with the Dialogues, and it’s continuation of calls right and capacity to practice self- over many decades by Aboriginal and determination. Torres Strait Islander peoples to move past Australia’s colonial legacy by What does it look like? being recognised and heard in their own countries, and with the right and Reconciliation cannot only be symbolic. For capacity to practice self- reconciliation to be achieved there needs determination. It outlines a series of to be a series of real, practical outcomes in reforms – Voice, Treaty, Truth – where a relation to the ongoing racism and constitutionally enshrined ‘First Nations systemic disadvantage experienced by Voice’ which would be able to speak Aboriginal and Torres Strait Islander into Parliament is supported by a peoples. Makarrata Commission to supervise a process for both agreement making Source: https://www.reconciliation.org.au/ between governments and First Nations, and historical truth-telling. What is LEAD doing on our Reconciliation Journey? LEAD’s current Reconciliation Action Plan (RAP) is due to expire this year, and As a small NFP, LEAD realises that while our we have already registered and started footprint may be small, we are committed the process to develop our next RAP. to the journey. We have recently engaged a local Darug women to develop a Board and Management Culturally Responsiveness Program that will review

7 ANNUAL REPORT FY2021 RECONCILIATION ACTION PLAN LEAD continues to expand opportunities to Of course, LEAD continues to collaborate implement our ‘Reconciliation Action Plan: with our amazing Aboriginal facilitators to Innovate” that we launched in 2019. deliver workshops on Cultural Understanding, Trauma Informed Practices, Unfortunately, many of the planned activities Introduction to Board Skills and Self-care. we had scheduled to support and participate in during 2020 and again in 2021, were Under funding provided by NSW Council of delayed, postponed or held virtually in Social Services (NCOSS) and the response to the COVID-19 restrictions. However, Department of Communities and Justice LEAD sough alternate ways to demonstrate our (DCJ), LEAD was asked to work with local commitment in action, through alternate DCJ-funded Aboriginal organisations activities including developing new including Marrin Weejali, Butucarbin, Link-Up relationships with Supply Nation endorsed and ACRC. These projects provide practical providers, such as: capacity building and training in developing Program Logics and the use of  Yarn - who we use for NAIDOC Week the Data Exchange system, which are items and promotional products mandatory components of the Targeted Earlier Intervention program. LEAD looks https://www.yarn.com.au/ forward to building on these relationships and engaging in genuine dialogue to  Indigico Creative - for creative maintain respect and cultural production and design work understanding. https://www.indigico.com.au/ As we continue to build our scope of eLearning courses we are currently working  Kallico Catering - for innovative and with one of our Aboriginal trainers to delicious catering menu featuring the develop five eLearning courses specifically very best of Indigenous bush tucker and for Aboriginal workers. This will increase our contemporary Australian cuisine. ‘reach’ and enable Aboriginal workers in our sector across NSW to have on-demand http://www.kallicocatering.com/ access to high quality, culturally appropriate professional development.  Indigiearth - for award winning supplier of modern Australian native products LEAD’s RAP Working Group; Kerrie-Anne White, Sharmila Hamza, Jagvir Singh, https://indigiearth.com.au/ Sharmily Nagarsekar and Kerry Palejs are looking forward to developing our next RAP  Nhgandhi Bala-dhu - supplier of the and guiding us as we implement it and Aboriginal Cultural Awareness Board imbed cultural inclusivity into all aspects of Game. the way we operate. https://wiradjuri-language.ecwid.com/ Ngandhi-Bala-dhu-p151334004

8 ANNUAL REPORT FY2021 PRESIDENT’S REPORT Kerry Thomas , President While we were hugely disappointed by the sudden and completely unforeseen changes We celebrate another year of challenge in to the NESA requirements by the Department equal measure to the opportunities provided to of Education we are pleased to still be be creative and constructive in the ways that offering support to teachers through our LEAD supported our ‘coal face’ workers. We training portal and hope that teachers in NSW recognise the substantial challenges for will still take up the many opportunities that frontline workers in the community sector as are available to them for professional they support those experiencing significant development with a grass roots child and vulnerabilities. LEAD remains committed to family focused training organisation. playing our part in alleviating the stresses on children, young people and their families. The The Board continues to be focused on the work done by CEO Kerry Palejs and the team in strategic plan and the opportunities to best 2020 placed LEAD in a strong position to utilise our resources to LEAD. The Board respond to the needs of the community sector enjoyed one brief respite from ZOOM as we as the global pandemic raged again. met together early in 2021 to develop our strategic plan. It was wonderful to share that We continue to forge ahead with our work in time with the Executive team from LEAD and the TEI funded projects despite the limited face to be able to integrate their ‘on the ground’ to face opportunities. However, the and research experience into our future development of new resources and new ways plans. The Strategic plan affirms our of supporting workers through this difficult commitment to practice based, evidence period has remained at the forefront of our informed learning opportunities. thinking. I express gratitude to our Dept. of Communities and Justice colleagues for I want to commend our Board for the working with us over this complex period. dedicated and proactive approach they take to the work of LEAD and their roles. We happily welcomed new Board Member Marl Turley (most recently CEO of Connect Child & Family Services and now CEO of Living My Way). It has been great to have a Board member with Mark’s experience join us. Sadly, we say farewell to two valued Board members. Secretary, Adele McLennan- Gillings has resigned from the Board due to changing work commitments and while we congratulate her on this next career step and wish her the very best, we will miss the wisdom and insights that she brought to Board decisions along with her excellent minute taking! Board Treasurer Devina Balendran has

9 ANNUAL REPORT FY2021 PRESIDENT’S REPORT also resigned from her role due to the demand forward while ensuring the ground we walk on of her work commitments. Devina has provided stays firm! the Board with a high level of financial wisdom and ensured that we understood the The Board is mindful of the high calibre of the implications of financial decision making and Executive team- Heather, Sharmily and Jagvir we have all appreciated her knowledge. We and the whole team who every day are very grateful for the commitment, wisdom demonstrate their commitment to the well- and knowledge that Adele, Devina and Marnel being of children, young people and families. brought to the Board and to LEAD as a whole. I We salute you all. am extremely grateful for the support and skills that each Board member brings to work of the LEAD always has the safety and wellbeing of Board and to LEAD. Thank you to long standing children, young people and families foremost in board members Rumbi Mabambe, and Kathryn our thinking and planning. Our inspiration is that Elliott for lending your expertise, knowledge and through our work they will thrive! time to LEAD! I commend this whole report to you and hope I commend to you the resourceful and steadfast that you will be encouraged as you read about leadership of CEO Kerry Palejs. On behalf of the the work that LEAD has undertaken in this past Board I commend Kerry for her ability to look year. KERRY THOMAS © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and Bundjalung Nations REPRODUCED WITH PERMISSION AND GRATITUDE.

10 ANNUAL REPORT FY2021 OUR District, LEAD will increase our focus on BOARD proactively engaging with First Nations people, families and communities, build our “Behind every good organisation is an even brand awareness in other geographical areas better Board”, and this saying could not be and explore increasing our revenue from truer for the Board of Directors of LEAD. other sources. A copy of our Strategic Plan During the last twelve months we had some can be found here: https://leadpda.org.au/ changes in our Board Members: about/strategic-plan-2020-2025/ Marnel La Garde resigned from her position LEAD is pleased and grateful to again have on the Board and from her role as Manger of Kerry Thomas in the role of President of LEAD’s Parramatta Holroyd Family Services. Marnel’s Board of Directors. Kerry has held this many years of experience in providing important role for many years, and has services to families and children from the ever- committed to staying in this role even though extending site at Pendle Hill will be greatly she has now retired from her long held role as missed. We wish Marnel all the very best in her Executive Office of Gateway Family Services. well-deserved retirement. Kerry’s understanding of the impact of the Devina Balendran resigned from her role as work we do, and the relationships we have Treasurer. Devina’s financial expertise and her with our stakeholders is a key factor in LEAD’s ability to ‘translate’ the numbers into more DCJ contract renewal. Her willingness and meaningful data was enormously support to delve into new possibilities while appreciated. We wish her well in her holding fast to our guiding principles keeps us promotion to her new role in her workplace. grounded yet innovative. LEAD extends our Mark Turley joined the Board. Mark was the sincere thanks and appreciation to Kerry for CEO of Connect Child and Family Services for her support and wise counsel. several years, and has recently taken on the role of CEO of Living My Way Disability Support Our Board Members: Services. Mark’s considerable Executive level knowledge, skills and experience in NFPs will Kerry Thomas: President add a unique insight into LEAD’s corporate Adele McLennan-Gillings: Secretary & Public governance capabilities. We look forward to Officer his contribution. Devina Balendran: Treasurer The Board devoted two Saturday mornings to Kathryn Elliott: Member develop LEAD’s Strategic Plan for 2020 to Rumbi Mabambe: Member 2025. The plan aligns with our current Mark Turley: Member Department of Communities and Justice funding contracts, and clearly establishes the direction forward for LEAD. Our visions, mission and values were reviewed and updated to capture a more ‘holistic’ approach to the wide range of services we now provide. In addition to our core business of providing Professional Development and Capacity Building services to TEI funded services in Western Sydney Nepean Blue Mountains

11 ANNUAL REPORT FY2021 MEET OUR BOARD We are pleased that some of the long-term Board members continue to support our organisation. Kerry Thomas, President Adele McLennan-Gillings, Devina Balendran, Secretary & Public Officer Treasurer Kathryn Elliott, Rumbi Mabambe, Member Member Mark Turley Member

12 ANNUAL REPORT FY2021 TREASURER’S REPORT I’m pleased to present the audited financial I look forward to next year yielding another statements of Lead Professional Development strong financial result and have full confidence Association (LEAD) for the period ending 30th in Kerry and the team taking on the challenges June 2021 in accordance with the Australian that this will bring. Accounting Standards. KERRY THOMAS Ross Fowler & Co Auditors Report (found at the ON BEHALF OF LEAD PDA BOARD end of the Annual Report) indicates that the books and financial records of LEAD present fairly the financial position of the organisation and the results of its operations for the year ending 30th June 2021. The figures below compare our 2020/2021 performance with the previous year. The overall income for the period increased by approximately 11% while expenses increased by 10%. LEAD’s surplus decreased from $105,414 in 2019/20 to $54,596 in 2020/21. The current working capital ratio of the organisation has increased from 1.46 in 2019/20 to 1.77 in 2020/21 and total equity of LEAD remains positive at $243,638. The Board has reviewed the financial statements on a bimonthly basis and recognises the need to be diligent with the management of funds to keep the current working capital in a positive state. Financial Year 2019/2020 2020/2021 Total Income $1,242,468 $1,374,448 Total Expenditure $1,137,053 $1,245,796 Total Assets $388,613 Total Liabilities $199,571 $542,727 Total Equity $189,042 $299,089 $243,638

13 ANNUAL REPORT FY2021 CHIEF EXECUTIVE OFFICER’S REPORT As I reflect on the past twelve months, which Kerry Palejs, CEO started in the middle of Sydney’s first lockdown, then gave us some time when we thought we contracted by NSW Council of Social Services had managed the beast that is COVID-19 only (NCOSS) to support more than twenty to back into lockdown again, I am reminded of organisations in developing the skills and what is really that important in both my work life knowledge needed to meet these new and my home life. The distinction between obligations. This is a great example of LEAD ‘work’ and ‘home’ is now so much harder to again meeting the emerging needs of our define. The boundaries between the two are sector and being able to respond quickly and often blurry, as we undertake our regular work efficiently. tasks in our home space. No wonder so many of us have felt anxious and challenged. The power I would like to acknowledge and thank our of individual, family, community and work Team of subject-matter experts who rose to the resilience has never been more important for us challenge of facilitating engaging Professional as it is now. Development in the virtual environment. Without their on-going commitment to providing high For those supporting vulnerable children, youth, quality workshops based on the latest research families and communities there is the additional and evidence, we would not have the layer of difficulties, with increasing numbers of reputation that we have built over the years. people needing help with basic necessities and The bonus of offering our workshops online is complex issues. Responding to the pressures that we are now able to provide learning impacting our frontline workers, LEAD developed our ‘Self-care is not self-ISH!” eLearning course. To date, over 200 hundred people have participated in this course, and feedback has indicated a high level of satisfaction and agreement that this course provided strategies to help support workers to improve and maintain the quality of their mental health. Of course, the roll out of a whole new program, Targeted Earlier Intervention (TEI) for organisations funded by the Department of Communities and Justice at the same time the pandemic hit was just unavoidable bad timing. The TEI has a new ‘outcome focus’ for service delivery, the requirement to develop a Program Logic for each contracted activity and to record data into the Data Exchange. For many service providers, this was a significant amount of work to be completed in order to remain compliant with their funding contract. LEAD was

14 ANNUAL REPORT FY2021 CHIEF EXECUTIVE OFFICER’S REPORT opportunities to workers from all over NSW. For My message to you all is that the upcoming service providers in rural and remote locations, year is a time to Reflect, Recover and Reset. We access to specialised professional development need to reflect on ability to get through an is now available through a click on their incredibly challenging year, and consider the computer! strengths that we drew on, and the lows when we put our hand out and asked for help. We During these last twelve months I have been need to recover, learning from the self-care reminded of how marvelous it is to work with a strategies we put in place, and the ways we team of great people who are truly committed supported colleagues, friends, family and clients to the values and vision of the organisation. in their time of need. Finally, we need to reset Whilst Team LEAD is small in number, they are our internal compass- knowing that we are HUGE in effort. Their capacity to just go with the resilient and capable, and focus on the positives flow throughout all the ups and downs in these that the future brings over the negatives that we times of uncertainty have enabled LEAD to not are leaving behind. only continue with our ‘business as usual’, but to reach higher and explore new opportunities As always, CARPE DIEM! and ways to support both workers and organisations in our sector. I am inspired and in KERRY PALEJS gratitude to each member of the team and Chief Executive Officer share their conviction that the next twelve Master Bus Leadership months will deliver a less tumultuous journey, but Grad Cert Bus leadership one still full of opportunities and potential. Bach. Adult Education Cert IV Trainer & Assessor Team LEAD

15 ANNUAL REPORT FY2021 LEARNING & DEVELOPMENT MANAGER’S REPORT Sharmily Nagarsekar of professional development opportunities for the Targeted Earlier Intervention (TEI) sector I am delighted to share with you, my first workforce supporting children, families and message as the Learning & Development (L&D) communities in Western Sydney Nepean Blue Manager and 2IC of LEAD, summarising LEAD’s Mountains district. We accelerated our subject- achievements and stakeholder accolades matter-expert facilitated online workshops in amidst the unprecedented challenges posed areas of emerging needs like Epigenetics, by the pandemic. Ethical Principles of Online Counselling, Mental Wellness and Community Collective Care in the When confronted with unique challenges, well time of COVID-19 Pandemic, Loss and Grief, led organisations find a way to persevere Vaping, Right to Consent, Program Logic, DEX through. They do it by constantly challenging Reporting, Virtual Facilitation…just to name a the status quo and striving for even greater few. We returned face-to-face in April this year levels of excellence. They never stop learning, with a mega successful symposium – “It’s Not instead asking the hard questions and adapting. What You Do, It’s The Difference You Make”, They are constantly in motion, anticipating the before the Phase2 lockdown due to the ‘Delta next challenge or opportunity, staying nimble variant’. We have since boosted our on- even as they scale up. Throughout FY21, LEAD demand eLearning suite of courses to enable applied these principles to strategically position our increasingly busy community sector itself for long-term, sustainable growth. LEAD has practitioners continue to upskill at their own time always demonstrated its ability to remain and pace. Our current eLearning library aligned with macro trends. Our migration to the includes a broad range of topics, from Selfcare cloud is one example of change we have to Building Resilience, Noticing Change in initiated. Children to Managing Behaviours of Concern, Therapeutic Relationships and Professional In my new role as the L&D Manager my Boundaries to Person-centred Care and immediate priority was to strengthen the range Empowerment….and the list continues. Our aim is to add three to four new courses to our eLearning library each quarter. Our stakeholders have been pleased with our approach and many of them have expressed appreciation for how seamlessly LEAD implemented Business Continuity Plans to continue to support them and adding significant value as strategic partners. Summary I would like to thank LEAD’s Sector Development team for their high level of sector coordination and communication, maintaining maximum

16 ANNUAL REPORT FY2021 LEARNING & DEVELOPMENT MANAGER’S REPORT level of engagement with clients during these challenging times enabling LEAD to provide timely support and services. I would also express my gratitude to our Board of Directors for their relentless pursuit of excellence throughout the last financial year and for their unmatched guidance during the recent adversity. Finally, reimagining the post pandemic workforce and the sector’s professional development needs, I anticipate organisations will consider changes in service delivery model and transitioning to a “new normal” mix of on-site and remote working. My aim for FY22 will be to support these strategic initiatives by positioning LEAD as the “Go To Place” for all workforce development solutions…..whether it be increasing expertise through workforce upskilling, building leadership capabilities, instilling sound organisation policies and procedures or embedding strong workplace culture. At LEAD we have the passion, the vision and the conviction. Together, let’s use them to continue building a gratifying future. SHARMILY NAGARSEKAR Learning & Development Manager Certificate IV in Frontline Management Certified Project Manager Master of Engineering in Information Technology Here are some of the many testimonials we received during the year: Mental Wellness and Community Collective Care in the time of COVID-19 Pandemic “This was fabulous. So revitalising. Vikki your robust sense of aliveness has lifted my capacity to continue with my work. I am grateful for your shoulders and for all the other shoulders I stand on.”

17 ANNUAL REPORT FY2021 LEARNING & DEVELOPMENT MANAGER’S REPORT 3Ps: Policies Processes Procedures “An amazing training day with LEAD Professional Development Association Inc. to help strengthen skills across the organisation in policy review and development! It was so great to engage all levels of staff in the process and see the level of respect head office staff and frontline workers have for each other. Thank you to our facilitator Sharmily Nagarsekar – it ‘s so important to continue growing and learning so we can create more impact for the vulnerable women and children we work with”. What is ‘The Right to Consent’ in NSW Today? “Fantastic event. Loved the speakers and practical strategies”. “It was a really valuable day with a great variety of speakers”. “Great convenient venue and worthwhile event”. Symposium: It’s not what you do, It’s the difference you make! “Mary Jo McVeigh trauma training extremely Informative”. “MC was fabulous! Mary Jo was amazing!”. “Great event and food - Thank you for a great first face to face workshop back”.

18 ANNUAL REPORT FY2021 FINANCE & ADMINISTRATION MANAGER’S REPORT The 2020/21 financial has shown a result of a surplus of $54,596, continuing to place LEAD Professional Development Association in a robust financial position. There continues to be a steady uptake of our Fee for Service activities and our NESA activities have been realigned with e- Learning modules as the main revenue generating activity for this part of our business. The COVID-19 Virus continued to have a direct impact on the organisation, effecting not only our income but also our expenses, although not to the same extent as occurred in 2019/20. LEAD undertook limited Face-to-Face workshops due to COVID19 Heather Callaghan restrictions. Online workshops continued to be effectively run throughout the year. This meant that even though our registration income was reduced for the financial year it remained at a reasonable level. In addition, e-Learning courses continue to be curated for Community Service workers and we currently have 14 courses available. The Federal Government offered two forms of incentives for organisations adversely affected by COVID19. As our income continued to be 25% below the previous year, we were entitled to JobKeeper 2 - for the months of July to December 2020 & JobKeeper 3 - for the months of January to March 2021. Also, as a Not-for-Profit Organisation LEAD was automatically entitled to a refund of the PAYG payable from July to September. Our Administration Levy remains at a high level due to the facilitation of twenty-four (24) Fee for Service events (including Mission Australia and The Hills Shire Council). Additionally, NCOSS engaged LEAD to carry out TEI Support work for 10 organisations and DCJ engaged LEAD to carry out to carry out TEI Support for 4 organisations. It is expected the next financial year will continue to be in the surplus, due to the continual increasing of our Fee for Service activities, as well as the financial assistance provided by Service NSW during the statewide lockdown. HEATHER CALLAGHAN Finance and Administration Manager

19 ANNUAL REPORT FY2021 OPERATIONS MANAGER’S REPORT Since being promoted into the role of Operations Manager last year, these past 12 months have been a period of change at a level not experienced before at LEAD. Our Team has responded to the changes with a focus on innovation and adaptation, creating new ways to realign our service delivery. The introduction and expansion of our Online Workshops, eLearning Courses and Webinars has enabled us to meet the challenges presented by these extraordinary times. Jagvir Singh At times it was challenging to support my colleagues remotely, but with the help of online platforms, and our new cloud sharing capacity it was made somewhat easier. Despite the demands of working in a COVID impacted environment LEAD was able to organise eighty-four events which includes online and face-to- face courses including Epigenetics, Program Logic, DEX Support, Cultural Responsiveness, Trauma-informed Approaches, Case Notes and Self-care for Aboriginal Workers, as well as our Fee-for- Service activities. I was able to provide customised 1:1 DEX training to some of our local Aboriginal Organisations and other small TEI funded NFPs. During the next twelve months I will focus on developing procedures for activities that help LEAD to become even more resilient and better manage any challenge we need to overcome. I am enjoying my role as Operations Manager because it allows me to gain new skills and knowledge from my colleagues helps me to develop my capacity as a good Leader. JAGVIR SINGH Operations Manager LEAD Report Card HOW MUCH 5 Project 50 days 1277 Registrations 12.29% identified as (Based in Streams (327.5 Hours) of (88.25% Aboriginal or Torres registrations Professional attendance) Strait islander and Internal Development records) HOW WELL 84.00% Satisfied 83.85% highly rated 87.34% highly rated (As reported by participants with events/ the overall the quality of trainer workshops experience skills and knowledge on the day)

20 ANNUAL REPORT FY2021 SECTOR DEVELOPMENT REPORT - NBM deb dare made available to workers in our area. At the time, this was generating a lot of media and My role as Sector Development Coordinator, online interest, and it is another great example Nepean Blue Mountains (NBM) is to identify and of LEAD being agile and innovative. respond to the Professional Development needs for the DCJ TEI funded service system in this large The lingering impact of COVID-19 even after area that covers from St Marys to Lithgow, and to lockdown at the end of 2020 and beginning of facilitate relevant Professional Development Events 2021 was a lack of confidence by workers to and conduct evaluations. I also attend the Blue participate in face-to-face events, and even a Mountains Community Interagency, Lithgow reluctance to do live zoom sessions. Perhaps we Community Services Network, Hawkesbury were all feeling a bit ‘zoomed out’. This resulted Community Hub and the Penrith Generalist in lower participant registrations in our events Interagency. They are very beneficial networking compared to those pre-COVID-19. and info generating opportunities to promote LEAD Events and to discuss Professional Through my very well-established networks, Development needs for this area. I have been in colleagues and peers it has been challenging to this role for the last two and a half years. hear of the seriously increasing needs of the community experiencing all levels of The ‘standout moments’ for me during the last disadvantage, isolation, mental illness, and twelve months were supporting the Aboriginal homelessness. Another concern is that so many Workforce Development Program in its initial workers in our sector only work part time, and planning and development phases and supporting yet they have increasing accountability and our Work Placement Student (Simarjit) through one reporting requirements. -on-one introductions and orientations to several local service providers in the Blue Mountains. I also My focus for next year is to identify some new, organised a face-to-face event on ‘Consent’, a relevant and engaging Professional ‘first’ for LEAD and the first time this topic had been Development events that will meet the emerging needs of our local workers. I really enjoy working with LEAD. They are an incredibly supportive and professional team and CEO. The work is connected to most my valued peers and colleagues in the Community Services Sector in NBM. The opportunities we offer those workers is valuable for their Professional Development and networking, and provides them with the skills to work more effectively with their clients to improve their outcomes and engagement in their communities. deb dare Sector Development Coordinator

21 ANNUAL REPORT FY2021 SECTOR DEVELOPMENT REPORT - WESTERN SYDNEY Having been in my role as Sector Development Carolyn Elmo Coordinator for two and a half years, I am able to identify and respond to the Professional Sydney keeps me connected to community Development needs of community workers, workers and hear first-hand the changing managers and organisations working closely with needs of the community. This assists me in children, young people, and families throughout deciding on workshop topics that are relevant Western Sydney. While aiming to find innovative and meet needs. It also gives me the topics for workshops, I also seek and engage with opportunity to promote the benefits of new facilitators to offer workshop attendees becoming members of LEAD and gaining diverse training styles, expertise, and perspectives. easy access to affordable, quality Professional Development workshops! Third time lucky!!! I was glad to FINALLY put on a 2- day workshop on ‘Trauma Informed Recovery Working at LEAD has allowed me to have an Practice’ with a very popular trainer after two ideal work-life balance which is an important previous cancellations in 2019 and 2020. The aspect of a healthy work environment, turnout was great and the feedback even better! something that Kerry (LEAD CEO) has always prioritised. The team at LEAD feels just like LEAD’s event “The Difference You Make” marking family – the advice, the banter, the openness, the relaunch of face-to-face workshops was the strong support system and the years of exciting - to be in a room filled with attendees expertise and professional experiences of and great speakers felt like pre-COVID times and each team member that help us kick goals motivated me to organise more face-to-face together! workshops. Carolyn Elmo It has been a difficult and challenging year trying Sector Development Coordinator to resume our ‘normal’ style of work and gather interest and registrations to attend professional development workshops , which has it dropped down the priority list for some workers and managers. However, that is why we need to remind ourselves that while the community is in disarray due to COVID and other social issues, it is more important now than ever before that community workers and organisations are upskilling in order to support the community in navigating through these changes. That is where I feel LEAD has redefined what ‘normal’ is and how accessible training support can be – by making a smooth transition to virtual workshops, webinars and providing an array of e-learning options. Attending the many interagencies in Western

22 ANNUAL REPORT FY2021 FINANCE SUPPORT ADMINISTRATOR’S REPORT internationally renowned Vikki Reynolds). In FY2020-21 we had an increase of 50% growth in individual members compared to FY2019-20, this was mainly due to some of the key events that was held in the year including the two events facilitated by Vikki Reynolds. The member organisations increased by 9.7% in FY2020-21 compared to the last year. There was a significant increase in pre-paid vouchers by member organisations by 87.3% compared to the previous financial year. Pre- paid vouchers offer a discount on our usual member prices and are a cost effective way to manage the investment in Professional Development. Vouchers can also be purchased by non-members. Sharmila Hamza LEAD Membership has always offered great value for individuals and organisations. LEAD has The primary focus of my role is to co-ordinate with a number of initiatives in the pipeline to add Administration and Finance Manager for the even more value to being a member of LEAD. If effective administration and financial you have any enquiries, I will be happy to assist management of LEAD. My role mainly involves you with LEAD Membership, to ensure you recording daily transactions, payment to creditors, obtain maximum benefit of your wise investment payroll administration, and affiliate membership in your Professional Development journey. management. I also perform many admin and HR related duties. I have been with LEAD for 4 years; I Sharmila Hamza like the learning culture in this organisation which Finance Support Administrator assists you to grow in your career and also it’s a great way of giving back to the community. I’ve been responsible for LEAD’s Membership management ever since I joined the team. I enjoy coordinating with member organisations and individuals. LEAD Membership is a key investment for an organisation to ensure effective professional development for its staff. LEAD Membership allows you to register for workshops at special member rates, and also gives you priority access to all LEAD events, as well as access to LEAD’s Member Only Events (such as last year’s workshop by the

23 ANNUAL REPORT FY2021 EVENT COORDINATOR’S REPORT I have been in role of the Event Support Melissa Hazell Administrator for the last 2 and a half years. In the last financial year, I have increased my skills in challenge for myself in 2021-2022 is to develop supporting Professional Development Workshops marketing ideas and optimise the use of the and Webinars for workers, managers, and LEAD Learning Centre. I enjoy working here at organisations in the family and community service LEAD because I feel supported to achieve my sector. My main focus includes completing all own outcomes while having a great balance certificates, data entry and evaluation summaries between my work and home life. for all workshops, managing the hiring of our LEAD Learning Centre (when COVID restrictions are Melissa Hazell again eased), assisting with enquires, coordinating Event Coordinator events and marketing activities. Along with these responsibilities, I developed my leadership skills as part of the ‘Return to Office- COVID Safe Workplace. I undertook the Statement of Attainment in Infection Control Skill Set (Food Handling) to ensure that the catering of our events exceeds the minimum requirements. The impact of COVID-19 meant that we had to face many challenges including the frequency of cancellations and postponements with suppliers, venues, facilitators, and participants. Even with these challenges, I continuously gave support to the family and community sector through a genuine understanding their needs and a high level of flexibility. From the conversations I have had with our participants I know that the demands on these individuals and their work has been particularly difficult. Our workshops support individuals and organisations to achieve their outcomes and overcome obstacles in their roles. I am thrilled to be moving into the new financial year in my new role as Event Coordinator. My

24 ANNUAL REPORT FY2021 ABORIGINAL WORKFORCE DEVELOPMENT PROGRAM My name is Kerrie Anne white and my role as Sector Development Coordinator, is to identify and respond to the Professional Development needs for the DCJ TEI funded service system in this large area that covers Western Sydney Nepean Blue Mountains (WSNBM) District, and to facilitate relevant Professional Development Events and conduct evaluations. I also attend the Blacktown Koori Interagency, Nepean Interagency and Parramatta Interagency. Kerrie-Anne White I have been in this role since March 2019. During my role I have been involved in the Aboriginal Workforce Development Program, an initiative supported through a partnership between Blacktown City Council and LEAD Professional Development to facilitate a comprehensive approach to improving outcomes for Aboriginal people who access DCJ funded services in the WSNBM District through the support of workers from Aboriginal and mainstream service providers. A key tenet of this Program was the TEI Aboriginal Workforce Needs Analysis. I really enjoy working with LEAD. We are an incredibly supportive and professional team. The opportunities we offer to the Community Sector workforce is valuable for their Professional Development and networking and provides them with the skills to work more effectively with their clients to achieve better outcomes. KERRIE-ANNE WHITE AWDP Overview & Roadmap Sector Development, Aboriginal Workforce Program Coordinator

25 ANNUAL REPORT FY2021 PROGRAM LOGICS What is a ‘Program Logic’? For the first time, the Department of Communities and Justice (DCJ) mandated the development and implementation of a Program Logic for all TEI funded services. A well- developed Program Logic provides the link between: In the TEI, the focus is on OUTCOMES, not OUTPUTS. Put simply, service providers now need to reframe their approach and way of thinking to: It’s not what you do, it’s the difference you make! Program Logics also provide a framework for monitoring and evaluating activities/services. By identifying the key activities/services that the organisation will provide, and the DIFFERENCE to the client these will have, organisations will be able to monitor and measure their efficacy. Developing Program Logics is complex and time consuming, and for many smaller service providers it was well outside of their capabilities. LEAD was pleased to be able to support over twenty local, regional and remote service providers to develop their Program Logic and data collection processes. We also provided individualised training on setting up and using the Data Exchange (DEX). Feedback from service providers whom we supported was overwhelmingly positive, and LEAD was glad to be able to support other TEI funded organisations. KERRY PALEJS

26 ANNUAL REPORT FY2021 THE LINKER NETWORK What difference is it making? Method  Common training and induction This service was founded by discovering a mutual need for engagement with young Increased the collective capacity of 350 parents/parents-to-be at Auburn Hospital and community sector practitioners including the Cumberland Linker Network (CLN). Auburn managers, frontline staff and volunteers across 95 Hospital and the CLN formed a partnership to community sector service providers to adopt implement an integrated service. The common standards, practices and culture both at program aimed to provide young parents/ frontline and management level. parents-to-be with information and access to community services. A drop-in centre with a  Better outcomes for children, young people, Lead Linker (contact person) for the hospital families and the community was established, commencing July 2020. This project model is a new concept and More than 50% of TEI funded organisations in approach to engaging young parents. A Western Sydney Nepean Blue Mountain District partnership between the community sector are members of Local Linker Network and antenatal clinics is not known to have Collaborative Practice Groups, working been implemented in any other public collaboratively with each other and in a hospital to date. coordinated way with clients, from how we welcome clients, to warm referral and follow-up, Results to how we pool together resources to address any service gaps. The drop-in centres have been occurring for ten months to date with two representatives  Engagement levels of organisations within the CLN attending each week. Clinicians in the ANC are also Over 60 young parents have been engaged with able to refer young parents to the nominated and referred to different community sector Lead Linkers who provide a comprehensive organisations according to their needs. assessment of their needs and refer on accordingly.  School partnerships Outcomes Working in conjunction with Cumberland Council Lead Linkers are working closely with 18 local Over 60 young parents have engaged in the schools in the Cumberland LGA identifying gaps program and been referred to different and collectively trying out new fit for purpose, community sector organisations according to service/program solutions. their needs. Feedback from women to their Linker Network Working Group: Hand in Hand: growing together everyday Aim Within 12 months, establish a collaborative service with the Cumberland Linker Network to engage 50 expectant young parents, providing them with information and access to community services, support and programs.

27 ANNUAL REPORT FY2021 THE LINKER NETWORK At Auburn Hospital: Tanja, Sharmily, Ebru and Sumathi (L-R) Hospital Quality Awards (AQuA), Australian Council on Healthcare Standards Quality midwives has been that they have a better sense Initiatives Awards, Western Sydney Local of emotional and social wellbeing. Health District (WSLHD) Quality Awards, NSW Premier’s Awards recognising not only the Women have shared that they feel less isolated effort and hard work put in by all Members of and have stronger ties to the community through the working Group, but for the willingness to access to parenting programs, playgroups, try a new collaborative approach to engage antenatal and postnatal education and support, ‘hard to reach’ clients. Well done to everyone employment services, financial support, involved in the ground-breaking project! emergency relief and support for family related matters. Linker Network Working Group: Schools Project Feedback from service provider: The ‘Schools Project’ is an initiative of the “Through this (Hand in Hand: Growing Together Cumberland Linker Network Collaborative Everyday) program we have also seen an Practice Group, aimed at creating a more increase in father’s who are willing to engage with positive, consistent and streamlined service the service and who need support with their system experience for the schools in the parenting ability but did not know where to seek Cumberland area. This is achieved by: support. Of the families that were met through the initiative in the hospital, two families were of  working in conjunction with Cumberland higher risk and were linked to services before their Council to jointly initiate contact with situation escalated further.” the Schools, By Accessible Diversity Services Initiative  understanding the needs of the Schools, Limited (ADSI) the students and their families Recognition:  identifying gaps and collectively trying out new fit for purpose, service/program The ‘HAND IN HAND: GROWING TOGETHER solutions, and effectively connecting EVERYDAY’ Project was nominated for Auburn schools to existing services/programs  following up to ensure that the School, students and their families get the help they need at the right time. The approach is to provide the School with a nominated Lead Linker (a manager of one of the services in the Local Linker network who may already have a relationship with the school), who becomes the main point of contact between the school and local Service Providers who are members of the Linker Network and beyond. For more information visit: www.linker.org.au SHARMILY NAGARSEKAR Learning & Development Manager

28 ANNUAL REPORT FY2021 NSW EDUCATION STANDARDS AUTHORITY (NESA) The NSW Education Standards Authority (NESA)  meet the content criteria requirements announced (very suddenly, without notice or for the applicable priority area, and consultation with stakeholders) that they were making significant changes to the provision of  include content and activities that NESA Endorsed Professional Development for NSW directly align with relevant Standard Teachers. LEAD had held the status of “Endorsed Descriptors at the Proficient, Highly NESA Provider” since the implementation of the Accomplished or Lead Teacher level of original guidelines. the Standards The new requirements for the accreditation of To achieve this, LEAD will need to undertake a Professional Development courses were in comprehensive review of its current courses. response to an internal review of NESA processes. Given the complexities of operating in a The new requirements are being piloted during COVID-19 impacted environment, LEAD 2021. decided not to pursue this during the 2020- 2021 financial year, and to focus on our The major change is that each course must be Department of Communities and Justice individually assessed (as opposed to courses contracts. We will revisit this in early 2022. developed for each Standard) and: In the meantime, our current eLearning courses  address the principles of effective are still available on our website for teachers to professional learning purchase as part of the ‘elective’ component of their Professional Development. © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and Bundjalung Nations

29 ANNUAL REPORT FY2021 UNIVERSITY STUDENT PLACEMENT Simarjit Kaur specialised in teaching Mathematics. She developed an innovative range of strategies to In the first half of 2021 LEAD provided a work increase her pupil’s interest in Mathematics, placement opportunity to a local University which was recognised when she was awarded student. Simarjit Kaur (Simi) is currently a Teacher of Merit prize. Simi is keen to undertaking Master of Social Work studies at the complete her studies and then work with University of Wester Sydney. She holds a vulnerable children, particularly those from a Bachelor of Science and Bachelor of Education CALD background. degrees, and has successfully completed a Post Graduate Bridging Program in Social Work. She As part of her placement, Simi co-designed an worked for three years as a Teacher in India and eLearning Course on “Building Resilience in Clients”. We know that ‘resilience’ can help to strengthen vital relationships, to enable clients to endure vulnerabilities and to make progress in resolving often overwhelming obstacles. Understanding ‘resilience’ and its capacity as a valuable ‘tool’ can help workers to empower their clients and help them to develop their own ‘resilience’ strategies. Simi’s work-placement with LEAD provided her with a valuable experience in engaging with a range of stakeholders in our sector, and her legacy to LEAD is a highly valued eLearning Course that can be used by all workers in our sector. We wish Simi all the best for her studies and her career development. Carolyn, Simarjit and Melissa at the Symposium: It’s not what you do, It’s the difference you make!

30 ANNUAL REPORT FY2021 LEAD’S PROFESSIONAL DEVELOPMENT WORKSHOPS July 2020  Brain Development and Trauma (Part B) | Online  Applying a Trauma-Informed Approach (Part  Brain Development and Trauma (Part C) | Online A) | Online  Writing Effective Case Notes | Online  Program Logic for Beginners | Online  Cultural responsiveness- for non-Aboriginal  Linker Network Orientation Session for Auburn organisations who are supporting/working with Hospital staff | Online Aboriginal clients | Online  Applying a Trauma-Informed Approach (Part  Loss & Grief | Online B) | Online September 2020  Key Concepts in Accidental Counselling | Online  Recognising and Working with children and young people who have/are experiencing Family  Writing Effective Case Notes | Online and Violence (Part A) | Online  Working with Families Living in a Complex  Supervision/ Group Supervision | Online Environment | Online  Adverse Childhood Experience | Online  Linker Network Orientation Session for Cumberland Council staff | Online  Recognising and Working with children and young people who have/are experiencing Family  Recognising and Working with Women who and Violence (Part B) | Online have/are experiencing Family and Domestic Violence (Part A) | Online  Epigenetics: Destiny’s Child. Understanding ways of working with Intergenerational Trauma |  Program Logic for Beginners | Online Online  Safe Home Visiting | Online  Culturally safe Work Environments- for non- Aboriginal organisations who have Aboriginal  Children with Challenging Behaviours: staff members | Online Positive Strategies for Change | Online  Understanding the Impact of Domestic Violence  Outcomes Focused Workplace Culture | on Children (Part A) | Online Online  Attachment Styles in Practice | Online August 2020  Building a Resilient Community | Online  Brain Development and Trauma (Part A) | Online  Understanding the Impact of Domestic Violence  Recognising and Working with Women who have/ on Children (Part B) | Online are experiencing Family and Domestic Violence (Part B) | Online  Engaging men in family-based programs | Online

31 ANNUAL REPORT FY2021 LEAD’S PROFESSIONAL DEVELOPMENT WORKSHOPS October 2020  Oop's I am A Group facilitator | Online  Writing Effective Case Notes | Online December 2020  Youth Mental Health and Wellbeing |  Self-Care for Aboriginal Workers (Part A) | Online Online  Engaging Effectively with Children, Young  Self-Care for Aboriginal Workers (Part B) | People and Families from Refugee Online Backgrounds | Online  Mental Wellness and Community Collective  Self-Care for Aboriginal Workers (Part A) | Care in the time of COVID-19 Pandemic | Online Online November 2020 February 2021  Writing Effective Case Notes | Online  Linker Orientation Session | Face-to-face  Self-care for Aboriginal Workers (Part B) | March 2021 Online  Applying Trauma Practice Principles with  Ethical Principles of Online Counselling | Mothers and Children who have lived Online through Family & Domestic Violence - Part A | Online  Creative interventions to assist clients of all ages to express emotions and gain personal  Core Child Protection | Online insights | Online  Applying Trauma Practice Principles with  CORE Child Protection | Face-to-face Mothers and Children who have lived  Adolescents, Alcohol and other Drugs -through Family & Domestic Violence Part (AOD) – the myths, the truths and what young people want to talk about | Online B | Online  Coaching and mentoring staff to meet their  Professional Boundaries for TEI Front Line work outcomes through a TEI Lens | Online Support Workers and Practitioners | Face-to -face  Get On Board | Online April 2021  Working with Behavioural Impacts in Children Post-Trauma | Online  ‘Get On Board!’- Introduction to becoming a Board Member for Aboriginal  Grief And Loss: Responding to the Darkness Workers | Online in Our Work | Online  \"It's not what we do, it is the difference we  Linker Network Orientation Session for Make\" | Face-to-face Auburn Hospital New Doctors | Online

32 ANNUAL REPORT FY2021 LEAD’S PROFESSIONAL DEVELOPMENT WORKSHOPS  Balancing the challenges of Professional & We also offer a range of Personal boundaries - when working within eLearning On-Demand your Community | Face-to-face Courses May 2021  Key Concepts in On the Run (Accidental)  Linker Orientation Session | Online Counselling ©  Trauma Informed Practice- including some  Fit Your Own Mask First: Self-care for time touching on Lateral Violence | Face- Family Support and Community Workers to-face  How to Achieve and Maintain a Work-Life  Key Concepts in Accidental (On the Run) Balance When Working from Home/ Counselling© | Online Working Remotely © June 2021  Key Concepts in Time Management  Trauma informed recovery practice for  Working with Remote Teams social and emotional wellbeing (Part A) | Face-to-face  Key Concepts in Talking to Parents about the Hard Stuff  Trauma informed recovery practice for social and emotional wellbeing (Part B) |  Managing Behaviours of Concern Face-to-face  Therapeutic Relationships and Professional  Where do I belong? A Communication Boundaries Tool. | Face-to-face  Person Centred Care and Empowerment  Supporting Children with Complex Needs | Face-to-face  Loss and Grief  What is Informed Consent in NSW 2021? | Our aim is to add three to four new courses to Face-to-face our eLearning library each quarter.  Linker Orientation Session - Australian Anatolian Community Services CO-OP LTD | Online © Amy Allerton, Contemporary Aboriginal Artist of the Gamilaroi, Gumbaynggirr and Bundjalung Nations

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LEAD PROFESSIONAL DEVELOPMENT ASSOCIATION INCORPORATED Phone: 02 9620 6172 Fax: 02 9620 6173 Email: [email protected] Website: leadpda.org.au Postal Address: PO BOX 390, Seven Hills NSW 1730 Office Address: Suite 10, 197 Prospect Highway, Seven Hills NSW 2147 ABN: 54 960 560 044