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head office
Brighton and Districts
Helping Hand Association for
Intellectually Disabled Inc.
(known as Bayley House)
ABN 79 262 349 071
52 Middle Crescent
Brighton, Victoria 3186
Ph (03) 9982 1500
contactus@bayleyhouse.org.au
www.bayleyhouse.org.au
residential houses
68 Earlsfield Road
Hampton, Victoria 3188
66 Fewster Road
Hampton, Victoria 3188
15 Leonard Street
Hampton East, Victoria 3188
39 Lubrano Street
Brighton East, Victoria 3187
44 Marriage Road
Brighton East, Victoria 3187
Roxburgh House
2A Bendigo Street
Cheltenham, Victoria 3192
Helen Schutt House
1 Mount View Street
Aspendale, Victoria 3195
bayley respite
31 Lonsdale Avenue
Hampton East, Victoria 3188
day services
52 Middle Crescent
Brighton, Victoria 3186
Our people. Our lives.
Contents
Our Organisation 04
Our President’s Report 06
Our Chief Executive Officer’s Report 08
Our Financial Summary 10
Our Day Service 12
Our Accommodation Service 14
Our Respite Service 16
Our Fundraising and Community Awareness 18
Our Human Resources 20
Our Quality Process 22
Our Board 24
Our Staff 26
Our Awards & Life Members 27
Our Volunteers 29
Our Thank You to Supporters 30
DESIGNED BY ILONA SAMCEWICZ–PARHAM & KATELYN TESTA
SWINBURNE UNIVERSITY OF TECHNOLOGY
FACULTY OF DESIGN
Our Organisation
Established in 1951 by a group of parents, the Brighton and Districts Branch
of the Helping Hand Association has grown from humble beginnings to become
a large organisation. Commonly known as Bayley House, we provide a range
of services for over 175 adults with an intellectual disability.
about bayley house our history our vision
Bayley House has a proud history. 1950s
To provide the best possible
It was born from the vision of a few
• Formation of the Brighton & Districts Branch individually tailored services to
families in the 1950’s who wanted
of the Helping Hand Association meet the needs of people with an
to provide their children with a
• Purchase of 52 Middle Crescent after a generous intellectual disability throughout
disability an outlet for education,
donation from Mrs Kathleen Bayley their lives.
opportunity and a fulfilling life.
Now 60 years on Bayley House is a 1960s
thriving, client focussed not–for–
profit organisation which provides • Increased enrolments and opening of a our values
a diverse range of services and Workshop & Training Unit
We respect all individuals
programs in and around Brighton
and surrounds.
1970s organisational chart
• Opening of Bayley Lodge 30 June 2012 Our people’s needs are central
(our first residential property) to all we do
We offer a comprehensive Day
Service which provides activities, • Redevelopment and opening of the main wing
We recognise the dedication of the
programs and opportunities that of Bayley House
staff, Board and volunteers
develop skills, foster greater
independence and support 1980s
We provide support to the family and
clients to reach their goals. • Bayley House School transferred to the Board of Management
friends of our people
Our Accommodation Service State Education Department (1985)
oversees eight residential properties
• Bayley House becomes an adult only service We are recognised within the
including an Independent Living
• First residential house purchased community for our quality of service
Complex and six residences
which provide ongoing supported 1990s
accommodation. We also have
a respite house. A Recreation • Sale of Bayley Lodge and purchase of several
Program enables clients to residential houses
participate in community based • Futures for Young Adults program introduced
recreational activities on weekends • Workshop becomes part of the day programs
and during holidays. Chief Executive Officer Executive
• Bayley House Foundation established Assistant
Sixty years of operation is a 2000s
significant achievement for any
organisation. Our success can be • Bayley House expands into 54 Middle Crescent
attributed to a number of factors; • Roxburgh House opened
the vision of the original founders, • Opening of Bayleys on Hampton
the expertise of the Management
and staff, our wonderful volunteers 2010s
General Manager Director Finance External Property and Human Quality
and supporters and of course, our • Client numbers exceed 170 Accommodation Client Services & Operations Relations OH&S Manager Resources Manager
clients. They inspire us to be the & Carer Support Manager Manager Manager
• Land purchased in Mentone for future
best we can so that each and every
relocation of Helen Schutt House
day we are supporting them in the
way they want so that they can live • Leasing & renovation of Noyes Street,
their lives as they choose, reach Highett property
Residential Day Service Financial Communications Maintenance HR Management Continuous
their goals and pursue their dreams. • Residential properties increased to eight houses Accommodation Provision Management Marketing & OH&S Employee Improvement
Respite House Program Information Promotion Transport Relations Compliance
Recreation Program Development Technology Fundraising & Buses Recruitment Quality
Client Recruitment Project Activities Management
Management System
04 Bayley House 2011/12 Annual Report Our Organisation 05
Our President’s Report
Bayley House has had many highlights this year, my first as President of the
Board of Management. In the past 12 months we have achieved much as an
organisation, setting a new strategic direction, attaining accreditation and
streamlining many of our practices.
a milestone of 60 years contributed to the review
process which enabled Mr
Peatling and Ms Rhonda Whitfield.
Mr Gerard Savage has continued to
Roland Naufal to submit his
In December 2011 Bayley House provide a high level of contribution
report in late April 2012.
celebrated 60 years of providing by continuing as the organisation’s
services to people with an • Considerable work being Treasurer. Together with those
intellectual disability. This was an undertaken to ensure that that I have mentioned the Bayley
enormous milestone and one that the design and construction House Board continues to function
has seen us grow from a small of the new shared supported at a high level and provides a solid
organisation based out of a church accommodation house at 17 governance platform for
hall in South Yarra to one that Blackwood Avenue, Mentone will the organisation.
is based in Brighton with more be state–of–the–art and deliver
than 175 clients, 144 staff and best practice. This house will
considerable assets. replace Helen Schutt House staff and volunteers
when completed. It is expected
that we will lodge for planning On behalf of the Bayley House Board
highlights with Kingston Council in the I wish to acknowledge, thank and
second half of 2012. congratulate the Bayley House staff
The 2011–2012 financial year has team and our committed volunteers.
encompassed several significant
highlights including:
adoption of a Whether it is supporting a client
in an art session or completing a
• The accreditation of Bayley
new constitution sleepover shift at one of the houses,
our staff provide a high level of
House under the Victorian
A new Constitution was adopted at support and guidance for all
Disability Service Standards.
the 2011 Bayley House Contributors our clients.
The culmination of two years of
Annual General Meeting held on 13
detailed work by Bayley House
September 2011. It was endorsed
staff saw a five day, two stage
by Consumer Affairs Victoria soon
audit, conducted by Health and
after. We are now operating under
Disability Auditing Australia.
the rules and regulations outlined
The final report concluded that
in the new Constitution ensuring
Bayley House was compliant
compliance with the Victorian
across all standards, which
Associations and Incorporations
led to a decision to accredit the
Act. As part of the process we
organisation for three years.
have refined the way in which
• Bayley House was able to membership is administered and
secure a longer term lease formalised Life Membership.
on the warehouse at number Individuals who held Honorary
3 Noyes Street, Highett. The Life Membership of Bayley House
required renovations are almost received automatic Life Membership
complete and the facility will of the Association.
be fully utilised by our vocation Angus Graham
programs from October 2012. President
• A strategic review of the changes to the board
external environment in which
Bayley House operates was Mr Peter Wilson AM was elected to
commissioned by the Board the Board in September 2011.
of Bayley House. This has I was elected to the Presidency
enabled the Board to focus on at the Board meeting following
the preparation of a 3–5 year the Annual General Meeting and
Strategic Plan. Many staff I have been well supported by the
and stakeholders willingly two Vice Presidents, in Mr Norm
06 Bayley House 2011/12 Annual Report Our PAGE FOOTER
Our Chief Executive Officer’s Report
It is with a sense of great pride that I present my CEO’s report. The year has been
hectic and challenging but very rewarding. Overwhelmingly our work centred on
preparing for the accreditation survey and further improving programs
and services to better meet client needs.
accreditation Government. Non–compliance would House in Aspendale. Management
have significant risks to has worked with our consultants
I commenced my report last the organisation. Paul Hede, Dean Priester and David
year with a summary and Calver to develop a design which
acknowledgement of the work will support up to six clients with a
of all staff in preparing for an bayleys on hampton disability. The planning process has
accreditation survey under the been supported and informed by the
Victorian Disability Services Unfortunately our shop in Hampton members of the Helen Schutt House
Standards. I am very pleased to Street failed to meet the financial Association who represent the
announce that due to the sustained targets set for the year. Whilst existing residents.
efforts of a large number of the shop provided a great venue
individuals we have achieved for clients participating in the Art
accreditation for three years. Program, sales of Bayley House strategic planning
items and other stock lines never
Further details about the covered the costs of employing The Board of Management
accreditation process are discussed staff or paying the required rental. commenced a strategic planning
later in this annual report, but I Despite the shop being ably process in November 2011 with the
would like to give you some insight supported by a team of dedicated engagement of Mr Roland Naufal
into the extent of the audit by volunteers, led by Mrs Carmel as a service planning consultant.
highlighting some of the key aspects Sullivan, a decision was made to Roland co–ordinated a number of
involved. These included: close Bayleys on Hampton. activities including family focus
• Comprehensive organisational
The closure was completed in
March 2012.
groups, staff and management
workshops and individual board
key staff changes changes to programs, locations, fees
self–assessments and staffing. In combination this can
member interviews.
• Two stage, five day audit As many of you would know, be difficult and unsettling for some
conducted by two auditors relocation of Roland’s work has supported the
Mrs Faye Barrow OAM retired at
the end of June 2012 after 50 years
individuals, however the efforts of
our experienced and long serving
• Detailed review of organisational
policies and procedures
bayley jobworks development of a strategic plan for
2012–15. Key issues included:
of dedicated service to Bayley House. staff and the irrepressible spirit of
Faye’s departure was marked by our clients has helped us to maintain
• Examination of our Human The planned relocation of our • An uncertain external a series of fantastic events which that Bayley House culture.
Resources record keeping and vocation programs to the property at environment associated with the provided opportunities for everybody
training calendar 3 Noyes Street is yet to be completed advent of the National Disability to acknowledge her outstanding The role of CEO is supported by a
• Review of up to 20 client files in but will take place in Term 4. Insurances Scheme contribution to the support of clients group of senior managers. My job
Day Service Clients and staff have spent time • A significant push by the and the professional development was made easier through the efforts
• Two accommodation services preparing for the transition and key Victorian Department of Human of our service. of the aforementioned Mrs Faye
visited and audited achievements to bringing the project Services to move from block Barrow OAM, Ms Kerryn McIver, Bruce Salvin
to fruition have included: funding of service providers to In addition to Faye’s retirement, long Mrs Penny Hart, Mr James Chief Executive Officer
• Respite House in Lonsdale
more individual support models serving staff member Mr Ray Fairley Bainbridge, Ms Caroline Stanley
Avenue visited and audited • Negotiation of a nine year lease
resigned during the year to take and Mr Mark Nicklen. Thanks must
• Twenty–five client and family (up from five years) • An increasing requirement
up other employment options. also be given to the Board and in
interviews • Completion of renovation works for staff around ensuring
The clients, staff and families particular, the Board Executive;
totalling almost $250,000 compliance and individualised
• Preparation of 175 Person showed their appreciation of Ray’s President, Mr Angus Graham, Vice
planning
Centred Plans 28 years of service and wished him Presidents Ms Rhonda Whitfield
It is expected that the facility will be • An environment where there well in April. and Mr Norm Peatling, and the
fully operational in October 2012. are sustained shortages Treasurer, Mr Gerard Savage.
of appropriate skilled and The Board’s capacity for good
As you can see, the accreditation
process has been a significant blackwood avenue experienced staff acknowledgements governance and sound advice
make working at Bayley House
feature in the life of Bayley House
As I have already highlighted, both professionally satisfying and
this year. Achieving accreditation Considerable time and effort has
this financial year has been a big pleasurable. I am sure we will
is a condition of ongoing recurrent been expended in planning for the
year for staff, clients and other continue to grow and develop in the
funding from the Victorian replacement of the Helen Schutt
stakeholders. There have been years ahead.
08 Bayley House 2011/12 Annual Report Our Chief Executive Officer’s Report 09
Our Financial Summary income expenditure
$ % $ %
Bayley House has found the past year challenging in the current economic climate. Health & Community Service Grants 5,846,487.97 72.2 General Office Expenses 139,159.00 1.7
Some traditional sources of income have not been as forthcoming as in previous Client Fees 1,111,964.41 13.7 Business Entity Expenses 48,714.00 0.6
years and our expenses have increased. Sound financial planning, streamlining of Bayley on Hampton Sales 81,111.02 1.0 Service Provision 376,778.00 4.6
processes and consolidation of losses has all impacted on our performance. Bayley@JobWorks Contracts 51,162.24 0.6 Depreciation 275,823.00 3.4
Bequests 229,735.29 2.8 Employee Expenses 6,405,821.00 77.8
Interest on Investments 454,024.60 5.6 Motor vehicle 150,103.00 1.8
summary client fees in Accommodation
new systems Donations 221,551.80 2.7 Rent 110,671.00 1.3
during 2011–2012. In order to defray implementation Profit on sale of non-current assets –22,632.00 –0.3 Buildings & Maintenance 274,514.00 3.3
Overall, Bayley House recorded a the increased costs associated with Other 127,104.86 1.6 Utilities 199,738.00 2.4
deficit of $132,704 for the 2011–2012 running our bus fleet such as fuel This year Bayley House implemented
Other 251,893.05 3.1
financial year. This year was one of and insurance, we had to increase two new systems; the Sap B1 Total Income 8,100,510.19 100
consolidation whilst we evaluated of transport levies by 6%. Overall accounting package and the
Total Expenditure 8,233,214.05 100
our core services, sought to reduce however, we are still able to offer a Meridian Payroll package. These
programs operating at a deficit subsidy of 34% on transport costs. will enable us to better cost client
and reduced over expenditure in services and improve readiness for
some areas. Bayleys on Hampton
was closed in March 2012, after
Bayley House continued to carefully
monitor cash flow and despite
recording costing associated with
Individual Support Packages and
total income, expenditure
incurring a total loss of $123,083 for falling interest rates realised the National Disability Insurance and surplus 2007 2012
the year, through trading and loss good returns earning $454,000 on Scheme. The Meridian System
on sale of fittings. The recreation interest. Income from donations compliments the Work Buddy time
program, although popular with was significantly lower (down and attendance system introduced
clients, is unfunded by Government by $102,000) caused by general last year. Both the new systems 2011–2012 2010–2011 2009–2010 2008–2009 2007–2008
and required a subsidy of $84,528 to economic conditions and less allow for better reporting, improved
operate for the first three quarters money available from Trusts and data capture and storage and Total Income $8,100.510 $8,327,392 $8,879,090 $6,414,697 $5,427,598
of the financial year. The Day Service Foundations. This is similar to minimize the risk of errors and allow
operated within income, however, the experience of other disability a more sophisticated cost allocation. Total Expenditure $8,233,214 $7,946,917 $6,427,291 $5,662,122 $4,919,286
the Accommodation Service finished providers. Three bequests totaling
the year with a deficit although its $229,000 were received and the Surplus -$132,703 $380,475 $2,451,799 $752,575 $508,312
performance was improved from the funds were applied to the leasehold future directions
prior year. improvements needed at the Noyes
Street property in Highett. • Implementation of a Client The full financial report can be downloaded from our website (www.bayleyhouse.org.au)
Information System or is available from the Bayley House office.
income
expenses
Our total income was $8,100,510
which at first glance appears to be a Operating expenses rose by
reduction on the previous financial $286,297 to $8,233,214; an increase
year. As noted in the previous year of 3.5%. There was also an increase
Bayley House received a one–off of 4.6% in the costs associated
income payment of $556,878 from with the direct support to clients
the Bayley House Foundation. When as well as a rise in employee
you eliminate this payment, the expenses which comprise 78% of
actual increase in revenue is 1% total operating costs. Staff numbers
when compared with 2010–2011 grew slightly and salary levels rose
financial year. by 3.25% increasing related costs
such as superannuation and other
Once again State Government entitlements.
funding remains our greatest source
of income accounting for 72% of
total revenue. This is an increase of
5.7% and was due to the annual CPI
adjustment, some changes in Day
Service client numbers and non–
recurrent funding to recompense for
staff support of clients experiencing
illness or requiring one to one
support. There was no increase in
10 Bayley House 2011/12 Annual Report Our Financial Summary 11
Our Day Service time frame gender
This year the Day Service has continued to move toward providing more
Full time Female
opportunities and new experiences for our clients. As a result, the programs
Part time Male
we offer are varied and cater for differences in interest, ability, age and support
requirements. Involvement in the community has been an important element in
this, as has providing a more individualised approach.
person centred plans client area LGA
One of the key achievements was
Vocation Bayside City
the completion of Person Centred
Plans (PCP) across the organisation. Transition Kingston City
Clients worked closely with staff and
other important people in their life High Support Glen Eira City
to identify their interests, determine
the support they may require or Older Persons Port Phillip City
desire, and establish personal
achievements or goals they wanted Futures for Young Adults Stonnington City
to work towards. Each PCP is very
Outreach Other*
comprehensive and outlines what is
important to that person and what
they would like to achieve. In total * Includes LGAs Melbourne,
Yarra, Boroondara, Monash,
175 plans were finalised. Five new
Melton, Greater Dandenong
programs were introduced directly & Greater Geelong
in response to common interests
expressed by clients in their PCPs.
wide range of activities The drastic growth in client numbers Our involvement with regional and
achieving client since 2000 (157%) has seen Bayley state advocacy programs for service
outcomes Bayley House continued to offer a
wide range of client programs with
House become experts in utilising
every available space and resource
users continues to grow. This year
representatives from Bayley House
a strong focus on activities such as so we can continue to support participated in Southern Region
In line with the guiding standards
art, drama and vocational training as great a number of people as self advocacy network meetings
for disability services within
which provided individuals with possible. Our ability to be proactive and attended at the annual state
Victoria, the Day Service reviewed
an opportunity to utilise their skill and responsive in the area of disability conference: ‘Having a Say’
some of our programs to ensure
base and connect with the local the development of a substantial conducted by Valid.
their delivery was in line with best
community. This resulted in our program base has resulted in a
practice. By implementing small
participation in local exhibitions, heavily populated environment
changes to traditional programs
and the introduction of new ones
work placements, community stalls, which moves at an incredible pace. future directions
singing performances and sporting This strain on our resources will
we were able to increase our ability
activities. More than 30 programs be alleviated when we relocate the • Consideration of flexible hours
to provide greater support for
were offered to individuals through vocational area to Highett or program options
clients, facilitate access to more
the Day Service; twenty were later in 2012. • Development of new Community
individualised activities and improve
conducted at Bayley House with the Partnerships
the outcomes clients experienced in
remainder offsite using community
the areas of individuality, capacity,
participation, citizenship and
based services such as the Brighton highlights • Expansion of program choices
and experiences
Court House, Brighton Swim School
leadership. The outcomes achieved • Relocation of the vocation
and Hampton Community Centre. The Working to Potential Project
were very individual and had program to Highett
continued to expand and experience
different meaning and value for
significant success. Ten clients now
each person.
overcoming challenges participate in work placements in
seven local businesses. Due to the
The greatest challenge for the Day success of the program, Working to
Service continues to be that of the Potential opportunities will continue
availability of suitable space from to be offered to individuals through
which to conduct our programs. our vocation program.
12 Bayley House 2011/12 Annual Report Our day service 13
Our Accommodation Service
The Accommodation Service offered by Bayley House provides shared supported
accommodation in a group setting. The forty two residents who call one of our
houses ‘home’ are able to access the necessary supports they need to live
successfully in the community.
an individual focus • Individualised support at
Roxburgh. One of the residents
Consequently we now operate
more efficiently, have improved our
community visitors
spends two days a week at home practices and the crisis nature of the
Increasingly the emphasis of Each house received a quarterly
with support. On these days work has been reduced.
our work is focusing more on visit by two community visitors and
she does the weekly grocery
individualising the experience meetings were conducted with the
shopping for the house and
of shared living for each of our
residents. This has been a priority
pursues her own interests. training initiatives regional co–ordinator on an annual
basis. The program is co–ordinated
for us over the past twelve months. through the Office of the Public
The training opportunities offered
Staff members have worked closely
with each resident to identify the
improving person to staff have continued to expand
Advocate and community visitors
investigate living conditions,
support they require and customise centred planning during the year. A further seven staff
members enrolled in the Certificate
gauge our performance in relation to
the ways in which we can meet compliance and enquire about things
The success of several resident IV course in Disability conducted
their unique needs in home living that really matter to our residents.
directed initiatives and the move by Haley College and training in a
activities, community access, Over the past year they have
towards a more individualised Diploma of Disability was introduced.
lifelong learning, social activities, identified a range of issues relating
approach in the Accommodation In addition to this a number of long
health and safety. to facilities, planning, duty of care,
Service prompted a review of each standing experienced staff took
safety and client concerns.
resident’s Person Centred Plan. advantage of the Recognition of Prior
The supports put in place are Each issue was worked through
Ms Vicky Hester was engaged to Learning process to gain accredited
distinctly different for each person during the course of the visit and
worked with staff and Team Leaders qualifications in the Diploma in
and were identified in each resident’s resolved in a collaborative manner.
to identify what was important Disability, Advanced Certificate
Person Centred Plan (PCP). Some
‘to’ each person rather than ‘for’ in Disability and Diploma in
of the individual initiatives identified
and implemented include:
each person. As a consequence
Person Centred Plans across the
Case Management.
future directions
• A new recreation program at Accommodation Service were • Develop a strategy to better
Helen Schutt House. Initially renewed and further individualised providing a meet the needs of our
funded by a community grant
from the Kingston City Council,
initiatives have been accomplished.
quality service ageing residents
• Provision of more individualised
this program enables a resident
to remain home one day developing a Quality improvement plans
were developed for each of our
services to residents
each week to spend the day
exploring new opportunities for
great team houses under the direction of
• Exploration of alternate
housing models
Ms Anneke Jurgens. The final
participation in the community,
Another key objective has been the plan was completed in March
attending to personal
restructure and consolidation of and the quarterly review process
appointments, shopping and
our staff team. In doing this we have commenced in June. Each plan
personal enjoyment.
developed an enthusiastic, talented was developed in consultation with
• Retirement Planning at Fewster. and informed team which has resulted parents, residents, staff and other
The residents of this house are in a greater understanding of what is relevant organisations and is unique
aging and retirement planning important to each resident and the to that house. The plans identify
has enabled one resident to development of a more comprehensive key ways to ensure continuous
‘remain home’ two days a approach to their support. improvement is demonstrated and
week to pursue interests such foster the delivery of a more person
as attending local Morning Three team Support Co–ordinator centred approach. They may outline
Melodies sessions, having roles were introduced in recognition strategies, projects and initiatives
lunch out or exploring local Op of the emerging need for specialist that improve the operation of the
Shops. This has inspired other tasks to be undertaken in a more co– house, better support residents or
residents to consider planning ordinated way. This has led to better enhance quality of life.
for retirement. communication with families, greater
compliance and increased operational
capacity across the service.
14 Bayley House 2011/12 Annual Report Our Accommodation Service 15
Our Respite Service recreation activities
This year several changes were
• Holiday Activity Program–
Term breaks provided
opportunities to go to the
of activities undertaken and the
number of people accessing the
program. Integrating the Recreation
made to the Recreation Program. movies, visit holiday attractions Program with aspects of the Respite
The focus was on providing fun, age such as Ashton Maze, Healesville Service helped to provide greater
The Respite Service offered by Bayley House continued to be popular. appropriate recreational and leisure Sanctuary and Collingwood continuity of care and reduced
activities for individuals with high Farm as well as trips to the city, duplication of effort by way of
Over the past 12 months 106 people and their families accessed short term support needs or those still living at cafes and night markets. assessment and co–ordination.
accommodation at our Respite house. In addition to this others participated home with parents over the age of • Weekend Leisure Activities–
60. Where appropriate the program Lawn Bowls, Ten Pin Bowling,
in our Recreation Program. also provided additional support Zebras and Saints football future directions
for those accessing the respite matches.
service or individuals identified by • Integration of planning for
• Weekend High Support Activities–
respite into a person’s long
respite overview 18 people with significantly high or an emergency bed Day Service staff as being suitable
candidates for being involved in
Hydrotherapy and Music
Therapy sessions provided
term planning
complex needs exceeded 400 nights.
the program. outstanding opportunities for • External evaluation of the
The respite house operated at an The presence of a designated
people to engage in activities Recreation Program
overall occupancy rate of 94%. This was achieved for two reasons. emergency bed increased our
The activities undertaken were that energise and stimulate. • Increasing use of volunteers to
The number of people provided with Firstly a grant from the Department capacity to respond to genuine
diverse and varied. Increasing the assist with recreation activities
respite increased by 53% over the of Human Services enabled the emergencies. The bed was
flexibility of program structures
previous year. Whilst not new to the purchase of specialist equipment generally full and the nature of The lack of external funding has • Increase flexibility to cater for
where possible, provided better
service, many of these people had not including a Hi Lo bed, lifting machine the emergencies often resulted been a major challenge for the ‘spur of the moment’
options, opportunities and outcomes
used our respite house for several and critical lifting training. in substantial additional work to Recreation Program. This ultimately respite requests
for each person. Overall the
years; returning in search of fun, This was essential for increasing be undertaken. Communicating had an impact on the number of
recreation program comprised of
safe, age appropriate activities and the comfort of those using respite with family members, Day Service sessions conducted, the range
three elements:
support delivered by trained staff. and improving manual handling providers, case managers,
processes. Secondly we successfully guardians and health professionals
The booking and assessment system implemented practices whereby is inevitable in these situations.
for the Respite Service continued to one bed or respite placement was
be refined throughout the year and allocated to a person with high
is now providing a more fair and support needs at any given time learning experiences
efficient system. All enquiries from provided that level of support
individuals, their family members, required by other residents was The streamlining of our respite
or case managers are initially low to moderate. This resulted in a services resulted in fewer incidents
directed to the Respite Service more efficient use of staff and an but highlighted the struggle
Co–ordinator who establishes the increased ability to cater for the families generally have when
eligibility and support needs of needs of all respite users. trying to access respite services.
the person. During the year client Additionally it reinforced that there
support profiles were developed for
each person who accessed respite. manual handling is a substantial unmet need for
facility based respite. It is important
New respite users underwent a
Health and Safety Assessment and
assessments that information and education be
provided to assist families to better
staff liaised with case managers, plan for future respite, including
Working correctly with people with
specialist health services and family alternative respite options, as well
high support needs requires a
members when learning about the as housing and accommodation.
greater assessment of their needs
frequency, amount of daily support Respite is a better experience all
as it often entails full physical
time required and the type of round when it is linked to clearly
assistance with tasks involved in
support necessary for the person identified personal goals and
everyday living such as personal
to be as independent as possible documented within each person’s
care, bathing, medical needs or
whilst at respite. In total, 25 new Person Centred Plan.
behavioural concerns. During the
assessments were completed.
year manual handling assessments
Of these 21 accepted respite
were introduced for all those with
placements with 85% arranging a
repeat stay during the year.
high support needs. Performed by staff changes
a physiotherapist, the assessments
ensured the specific handling needs Mr Robbie Hendry joined us as
of each person were determined
accommodating people and staff were properly trained to
Respite Co–ordinator following the
resignation of Ms Teresa Dowding
with high support needs transfer people to and from a bed,
chair or shower.
in April. Robbie has a strong
background in disability services and
has already made some significant
Last year one in every five people changes to the Respite area.
using our respite service had high Ms Judith Herdman has been
support needs. In total, the number co–ordinating the Recreation
of respite nights provided for Program since December.
16 Bayley House 2011/12 Annual Report Our Respite Service 17
Our Fundraising and
Community Awareness
It is important that Bayley House build and maintain a high profile within our
community. Creating greater awareness of what we do and developing strong
relationships is vital to raising funds, creating lasting partnerships and
engaging valuable support.
community support social media corporate volunteering
The work of Bayley House is made Another first was the establishment Vodafone Australia and Exxon Mobil
possible through the support of of a presence for Bayley House on were both involved in corporate
many individuals and organisations. Facebook. The use of this form of volunteering days during the year.
This financial year Bayley House social media has enabled us to keep Volunteers worked with our clients
received donations of $221,551, a people updated on what is happening to complete gardening tasks, paint
decrease of 31% on the previous at Bayley House and display photos furniture, complete contract tasks,
year despite the total number of of events and activities. prepare artwork for display and
donations being 30% higher. assist in creating Christmas items
A 35% reduction in the number for sale in our shop.
of funds received through grants community partnerships
from Trusts and Foundations
also had an impact. Despite In March Bayley House was community involvement
this, our annual appeal and In– announced as the Community
Celebration programs continued Partner for the Bayside Business The Bayley Beat team once again
to grow. Revenue generated from Network (BBN). We worked participated in the Run Melbourne
celebrations exceeded $5,000 and closely with BBN representatives event in July. Thirty one clients
our appeals yielded over $36,000; to promote Bayley House at their walked the 5km course to raise
tripling the funds raised the previous events. With over 400 members just over $9,100 for the purchase
year. Peppermill Consultants were this partnership will provide the of fitness equipment. Clients
engaged to help develop a Bequest opportunity for us to build strong also enjoyed attending local and
program and support applications relationships with local businesses. AFL football matches thanks to
to Trusts and Foundations. the generosity of the St Kilda auxiliaries committees
Our long standing Community Angels Supporters Group and the
Partnership with The Good Guys Sandringham Football Club. Bayley House continued to receive
a calendar of art Brighton continued. A percentage Bayley House was the Charity the support of the Bayley Birds,
For the first time ever, Bayley House
from each purchase at the store was
donated to Bayley House through
Partner for the Bayside Carols in
the Park event last December.
Family & Friends and Residential
Raisers. The Bayley Birds hosted
donations
produced a calendar as part of our The Good Guys Foundation. A large team of volunteers and several functions during the year
fundraising activities. The calendar This, combined with barbecues held clients helped us raise $9,000 raising funds to support several
featured artwork produced by in conjunction with their three day through the sale of program key programs. Residential Raiser’s 350,000 $328,724 $323,888
clients and photographed by the sales, raised over $8,800 towards booklets and candles. sought donations, conducted raffles $294,974
Digital Art and Media Group. Almost our programs. and sold merchandise contributing 300,000 $280,790
400 copies were sold or given away over $17,000 to the Bayley House
as promotional tools. The calendar Foundation. Family & Friends 250,000 $221,551
was launched by Councillor Clifford held many fundraising activities
Hayes in September and supported throughout the year enabling them
Amount
200,000
by our printers, Printroom and a to host the annual Client Christmas
Community Grant from the Bayside Luncheon at The International of 150,000
City Council. Brighton; a venue large enough for
all clients to attend. 100,000
future directions 50,000
• Extend the Bequest Program 0
2007–2008 2008–2009 2009–2010 2010–2011 2011–2012
• Develop a new website
• Increase online giving revenue Year
18 Bayley House 2011/12 Annual Report Our Fundraising and Community Awareness
Our PAGE FOOTER 19Our Human Resources
The staff at Bayley House provide an enriching and supportive environment
for our clients. Accordingly we recognise their commitment and passion to their
work and seek to provide Human Resource practices and policies which promote
a harmonious and productive workplace.
overview To this end, one of the key outcomes staff breakdown
for the HR area this year was the
Bayley House employs a total of 144 implementation of a performance
staff across the areas of supported review and supervision process for
accommodation, respite, our all staff. This process provides an
Day Service and administration. opportunity for formal discussion
Over the past 12 months we have and constructive feedback between
continued to focus on establishing staff and their reviewer. Prior to and
and building the foundation of our during implementation, all those
Human Resources (HR) processes responsible for conducting staff
with the aim of ensuring we have the appraisals underwent training and
right staff with the right skills and were provided with written materials
knowledge to deliver the highest and support to develop and
quality service to our clients now consolidate their skills in conducting
and in the future. appraisals and supporting the
establishment of the process within Part time
Bayley House.
key objectives Casual
Our HR Strategy was further recruitment and Full time
developed and refined this year
with the objective of partnering with
orientation
managers to deliver effective people
Over the past 12 months our
management solutions in a positive
way. The organisation underwent
recruitment and selection
processes have been reviewed
gender
times of change and transition as
and continuously improved.
new practices were introduced and
Our induction and orientation
several long standing staff members
process for new staff was further
announced their intention to resign
developed and enhanced,
or retire. The support of staff and
with half day organisational
managers during this time was
orientation sessions being
particularly important. Another
implemented in addition to
objective that was initiated was the
workgroup inductions.
better alignment of HR processes
and practices with Bayley House
goals and strategies. The processes
and practices will be continually
future directions
reviewed to adapt to a changing • Further consolidate and embed
environment. HR practices and policies
• Continue to pursue a continuous Female
performance review improvement approach
Male
process • Expand strategies in relation to
training and development needs
Bayley House is committed to
ensuring all employees are properly
supervised, have role clarity and their
performance is regularly appraised.
20 Bayley House 2011/12 Annual Report Bayley House 2011/12Our PAGE Report
Annual FOOTER 21Our Quality Process
Bayley House prides itself on the high quality of our services and practices.
Over the past year we have implemented a range of new measures which have
resulted in the development and upgrade of our practices to ensure we are fully
compliant with Victorian State guidelines and the Victorian Disability Act 2006.
continuous improvement implement systems in preparation a quality service
committee for external accreditation.
Internal processes were put in One of the major benefits of our
place to maximise the efficiency of journey through the accreditation
The Continuous Improvement
operations and ensure the support process has been that quality now,
Committee (CIC) is a representative
we provided clients underpinned all more than ever, underpins the work
group from Management, Day
our activities, ensuring we operated we do across the Service whether it
Service and Accommodation which
in accordance with the Disability Act is in the direct support of individuals,
acts as a reference point and guiding
2006, the Quality Framework and or in the manner in which
body for the development of policies
human rights. information is recorded. Monitoring
and procedures and the review of
and evaluation has become second
our operations. They also review
In November 2011 Synthesize nature and is now a regular function
concerns in the area of Occupational
Consultants undertook an internal within our operations.
Health and Safety.
audit to assess our readiness for the
accreditation process and to assess
Over the past 12 months the CIC met
each month and was responsible
our level of compliance with the person centred plans
Disability Act 2006. An action plan
for endorsing all policies and forms
was developed to address areas that The focus of a Person Centred Plan
required for Bayley House to operate
needed further work. (PCP) is around realising particular
in accordance with departmental
outcomes an individual has identified
guidelines. The members were
they would like to achieve. It may be
involved in working groups to
develop specific policies and where
accreditation against involvement in an activity, gaining of
appropriate made recommendations standards an experience or an improvement in
that person’s quality of life.
to the Senior Management Team.
Each PCP is expressed in a form
In all essence, they have supported In May 2012 an organisation wide
that the person can understand.
and overseen the preparation for accreditation survey of Bayley
The majority were written in an easy
the audit process. House was completed by Health and
read form whilst others were in
Disability Audition Australia (HDAA).
visual (DVD) or auditory (CD) formats.
The process was completed in two
preparing for stages. Bayley House was assessed
Over the past 12 months staff
accreditation against nine industry standards
which relate to the operations of
across the Day Program and
Accommodation Service actively
the organisation and five outcome
The Victorian Department of Human supported individuals in pursuit
standards. The latter relate to the
Services (DHS) has developed a of the goals they had identified in
work we do with individuals. Bayley
set of Standards against which all their PCP. Programs and activities
House was awarded accreditation
community organisations receiving introduced this year reflected the
status for a three year period.
government funding are evaluated. needs and interests identified in
As such an organisation, Bayley individual PCPs.
House, is required to be accredited
by a department endorsed
keeping staff updated
independent review body once every
Internal information sessions were
making it easy
three years.
held with staff throughout the year for clients Handbooks were developed
future directions
to keep them fully informed of all the
Over the past two years and in for both the Day Program and • Adoption of a recognised
requirements against the Standards. As part of the accreditation
particular the last 12 months, Accommodation Services. Quality System
Staff reviewed and discussed process Bayley House produced
the staff at Bayley House has worked Information about rights and
operational areas of compliance a suite of easy read documents to • Introduction of a Client Outcome
tirelessly under the direction of responsibilities, how to make a
each week and contributed to assist clients to fully understand Measurement Tool
Ms Penny Hart, Quality Manager complaint and the industry and
developing quality plans across information that directly • Implement an electronic
and the CIC to review their work outcome standards were presented.
the service. impacted on them. Client Data System
practices and to develop and
22 Bayley House 2011/12 Annual Report Our Quality Process 23Our Board Our Vale
The Board of Management is responsible for governance; overseeing the Beryl Fookes OAM
operation of Bayley House, monitoring performance and setting strategic 27 March 1926 – 17 April 2012
direction. It makes decisions that ensure Bayley House remains financially
secure, meets all legal and ethical obligations and builds a strong future.
board of management and sports, she brings essential publicly listed Australian internet sub–committees Bayley House was greatly saddened
skills and diverse thinking to the and multimedia communications by the passing of Beryl Fookes OAM
As at June 30 2012
President governance of Bayley House. company. Anthony is currently the in April. Beryl first became involved
Mr Angus Graham Know–How Manager at Minter Each of Bayley House’s four with us in 1963 and was well known
Angus is currently Director of Treasurer Ellison Lawyers. Sub–Committees has representation and respected by clients, families,
ANZ Global Markets. His strong Mr Gerard Savage from the Board, staff and volunteers. volunteers and staff. Her invaluable
background in banking and finance Gerard joined the Board in 1996 Prof Peter Vulcan AM Collectively they provide advice and contribution to Bayley House spanned
led to his appointment to the and has held the position of Peter has had a long association with make recommendations to the Board. nearly 50 years and helped our
Finance Sub– Committee in June Treasurer since 1998. He also Bayley House and is a Life Member organisation become what it is today.
2006. Angus joined the Board in chairs the Finance Sub–Committee. of the organisation. He first joined Day Service Sub–Committee
February 2007 and was elected Gerard has a strong background the Board in 1984 and has held the Chair: Mr Norm Peatling Beryl played a significant role as
as President in October 2011. He in financial accounting, business position of Vice President on four Members: Mrs Faye Barrow OAM, a Board Member, shop volunteer,
is a past Deputy Chairman of the and information technology. He occasions. He served as President Mrs Pat Calver, Mrs Penny Hart, client advocate, fundraiser and
Leukaemia Foundation of Australia currently holds the position of from 1988–92. Peter has held Board Mr Paul Hede, Mr Anthony committee member. She was
and a past Director of the Melbourne Senior Manager – IT Process and positions with the Road Safety and Loschiavo, Mr Peter McCormack, a friend to all and well loved by
Football Club and the Responsible Consulting Information Technology Traffic Authority, the Child Accident Mr Glen New, Mr Bruce Salvin everyone. Without a doubt it was
Investment Association Australasia. Management at Mercedes Benz Prevention Foundation of Australia her commitment and dedication to
Angus presently serves as Chairman Australia/Pacific Pty Ltd. and the Motor Accidents Board. Accommodation Sub–Committee the clients that endeared her to the
of Down Syndrome Australia and Currently Peter is the Chair of the Chair: Prof Peter Vulcan AM Bayley House community.
Chairs the Financial Markets Mr Richard Dalton Accommodation Sub–Committee. Committee: Mr David Calver,
Foundation for Children. Richard is a practicing barrister at Mr Mark Nicklen, Mr Norm Peatling,
the Victorian Bar and has expertise Mr Peter Wilson AM Mr Bruce Salvin, Ms Rhonda
Vice President in workplace law, particularly Peter Wilson AM is National Whitfield, Ms Lucy Whelan
Mr Norm Peatling employee relations and industrial President of the Australian Human
Norm was elected Vice President in matters. He was Treasurer and Resources Institute, Chairman of Finance Sub–Committee
October 2011 but has been a Board Director of the Helen Schutt House Yarra Valley Water Limited and a Chair: Mr Gerard Savage
member on two occasions; firstly Committee of Management for seven Board Director on the World HR Committee: Ms Cathy Branigan,
from 2002–2005 and again since years before being appointed to the Federation, and the Vincent Fairfax Mr Angus Graham, Mr Norm
2007. Norm has a strong background Board in October 2009. Ethics in Leadership Foundation. Peatling, Mr Bruce Salvin,
in the finance and investment Peter has held senior executive Ms Rachel Milum
industry and is a former partner of Dr Richard Fletcher appointments at ANZ, Amcor and
Potter Partners. Norm is currently Richard was originally appointed the Federal Treasury, as CEO of the Human Resources Sub–Committee
the Chair of the Day Service Sub– to the Board in December 1980, Energy 21 Group, and also a range Chair: Mr Anthony Loschiavo
Committee and is a member of both but has been a member on several of senior public and private board Committee: Mr James Bainbridge,
the Finance and Accommodation occasions since then. He was directorships. Mrs Faye Barrow OAM, Mr Mark
Sub–Committees. President from 1985–88 and again Nicklen, Mr Bruce Salvin,
from 2009–2011. Richard has served Meeting attendance Mrs Caroline Stanley,
Vice President on the Board and committees of four Current Board Members Mr Peter Wilson AM
Ms Rhonda Whitfield medical organisations including the
Rhonda is an experienced non– Sandringham Hospital and the Royal Mr Angus Graham 7/8
executive director, executive mentor, Australasian College of Surgeons. Mr Norm Peatling 8/8
dispute resolution professional and He is a member of several local Ms Rhonda Whitfield 7/8
former senior business executive of community groups. Mr Gerard Savage 5/8
technology corporations. She was Mr Richard Dalton 6/8
appointed to the Board in March Mr Anthony Loschiavo Dr Richard Fletcher 7/8
2009 and elected as Vice President Anthony has been a member of the Mr Anthony Loschiavo 7/8
in October 2011. Rhonda is Deputy Board since February 2007. He has Prof Peter Vulcan AM 8/8
Chair of the Accommodation worked as a lawyer in both private Mr Peter Wilson AM 5/8
Sub–Committee. As a past board practice and statutory authorities
director in the sectors of disability, and has experience as a company
health, technology, arts, parks secretary and general counsel of a
24 Bayley House 2011/12 Annual Report OurFOOTER
Our PAGE Board 25Our Staff
(Permanent staff as at June 30 2012)
Our Awards & Life Members
Bayley House recognizes the involvement and commitment of those who have
administration Leonard Street Ms Julienne Balfe
supported us through the bestowment of one of our awards or the granting of a
Team Leader: Ms Belinda Smith Mrs Prue Bennett Life Membership. Each recipient has made a significant contribution to Bayley
Chief Executive Officer: Residential Carers: Ms Sue McNeill, Miss Ketki Bhavsar
Mr Bruce Salvin Mr Justin McNallie, Mr William Miss Tydree Broadbridge
House and has made a real difference to everyone involved in our Organisation.
Executive Assistant: Hindmarsh, Ms Fiona Henderson, Ms Jillian Chapman
Mrs Glenda Bainbridge Ms Sophie Drake, Mr Paul Haugh Ms Clare Connelly
Finance & Operations Manager:
Ms Cathy Branigan Lonsdale Avenue
Mr Sol Deheer
Ms Haley Dillon
honorary life members
Property & OHS Manager: Team Leader: Mr Robbie Hendry Ms Laprini Dimitrakopoulos Mr C Godfrey * 1955 Mrs J Kennedy* 1997 Mrs V Jamieson 2003
Mr James Bainbridge Residential Carers: Ms Nancy Mr Timothy Downes Mrs K Bayley * 1956 Mrs L Morgan * 1997 Mrs V Doolan 2004
External Relations Manager: Aliaga, Ms Amanvir Kaur Gill, Mrs Lyn Flynn Mr C Elliott * 1963 Mrs G Vulcan * 1997 Mrs S Stewart 2004
Ms Kerryn McIver Mr Steven Cargill, Ms Sophie Drake, Mrs Rina Ganatra Mr S T Glassborow MBE * 1974 Mrs S Ball 1998 Mrs J Browne 2005
Human Resources Manager: Ms Brylie Oliver, Mr Gagandeep Ms Anne Harris Mrs E M Glassborow BEM* 1974 Mrs M Duffield 1998 Mrs E Campbell 2005
Ms Caroline Stanley Singh, Ms Sue McNeill, Ms Cynthia Harris Mr K E Davidson * 1976 Mr I Grover 1998 Mrs L Dugan* 2005
Office Manager: Ms Kathleen Laurence Mrs Jane Healey Mr R O Ball * 1976 Mr J Malone * 1998 Mrs G Hance 2007
Mrs Sally Stewart Mrs Krysia Hodgson Mr R J Black OAM * 1983 Mrs J Grover 1999 Mrs C Sullivan 2007
Administration Officer: Lubrano Street Mrs Jane Hughes Mr T Haddon* 1983 Prof P Vulcan AM 1999 Mrs J Walter 2007
Ms Jane Boothby Team Leaders: Mrs Maria Iyer Mrs E Tonkin * 1984 Mrs F Barrow OAM 2001 Mr P Lee 2008
Ms Lorraine Hyland, Mrs Yasmin Jahan Mr T Mulcahy * 1990 Mr G Gude 2001 Mr P Bennett 2009
Ms Judith Herdman Mr Willie Kamara Miss B Fookes OAM* 1994 Mr R Fletcher 2002 Mr H Walker 2009
accommodation and Residential Carers: Mrs Manjinder Kaur Mr P Blood * 1994 Mrs T Waite 2002 Mrs H Glotzer–Rozenfeld 2009
carer support Ms Jo Greenland, Mr Paul Haug,
Mr William Hindmarsh,
Ms Navdeep Kaur
Mrs Annette Le Breton
Miss S Ruthven * 1994 Mrs M Bettess 2003 Mr J Bainbridge 2010
Mrs M Andrawartha 1997 Mrs L Fraser 2003 Mr R Fairley 2010
Ms Christine Farnfield Mrs Barbara Lee Mrs P Arnott * 1997 Mr J Jamieson* 2003 Mrs K Hodgson 2011
General Manager Accommodation
Mrs Judy Lloyd
& Carer Support:
Roxburgh House Mr Paul Masterson * Deceased
Mr Mark Nicklen
Acting Team Leader:
Ms Anna Dunlevie
Mrs Kim McKay
Mrs Jacqueline McLeod
outstanding service Silver Emblem with Wreath
Earlsfield Road
Acting Team Leader:
Residential Carers: Mrs Yvonne Millet awards Mrs E M Glassborow BEM* 1970 Mrs W Lawry 2005
Ms Michelle Rickards, Ms Jo Ms Grace Mugwanga
Ms Serena Maguire (Formerly Helping Hand Association Mr K Hocking * 1971 Mr P O’Connor* 2005
Greenland, Mr William Hindmarsh, Mrs Kylie Myles–Grabusnik Central Council Award)
Residential Carers: Mr Alberto Mr C Elliott * 1973 Mrs P Arnott * 1975
Mrs Yvonne Millet, Ms Erika Miss Marcia Ratumaitavuki
Hebias, Ms Polly Todorova, Mr Mrs E Tonkin * 1974 Miss S Ruthven * 1978
Pontesdemelo, Ms Grace Friend, Mrs Carole–Ann Rayner
Oltman Weeber, Ms Amy Plymin, Mr Gold Emblem and Gold Wreath Mrs H McMahon * 1974 Mr R Ball * 1978
Ms Melodie Cowle Ms Gillian Simpson
Peter Molony, Mr Gagandeep Singh Past President of the Association Mr J Andrawartha * 1994 Mr P Blood * 1979
Ms Kelly Smith
Central Council Mr I Grover 1994 Miss B Fookes OAM 1979
Recreation & Leisure Mr Andy Tanojevic
Fewster Road Mr J Jamieson* 1994 Mrs S Ball 1981
Recreation Coordinator: Mrs Anu Thakker
Acting Team Leader: Silver Emblem with Silver Wreath Mrs V Doolan 1995 Mrs V Fookes * 1981
Ms Judith Herdman Mr Matt Walsh
Ms Brenda Brooks Persons who have given continuous Mrs J Grover 1995 Mrs M Andrawartha 1982
Mrs Natarsha Warren
Residential Carers: outstanding service to Bayley House Mr G Gude 1995 Mrs L Dugan* 1982
Miss Georgina Wearne
Ms Sue McNeill, Mr Peter Molony,
Mr Paul Haug, Ms Wendy Graham,
day service Mrs Margaret Widdowson
in excess of 15 years. Mrs J Johnstone *
Mrs J Moore
1996
1996
Mr R J Black OAM *
Mrs F Barrow OAM
1983
1986
Mrs Jolanda Zonneveld
Mr Eliot Mishi Gold Emblem with Gold Wreath Mrs S Stewart 1996 Mrs J Kennedy 1987
Director Client Services:
Mrs G Hance 1996 Mr R Henderson * 1988
Mrs Faye Barrow OAM
Helen Schutt House
Team Leader:
Assistant Program Manager transport Mr S T Glassborow MBE *
Mr K E Davidson *
1983
1983
Mrs B Lynch*
Mrs F Matthews
1996
1996
Mr R G Phyland
Mr T Mulcahy *
1988
1989
Day Service:
Ms Joanne Sellman Mr P Blood * 1988 Mr P Sheehan * 1997 Mrs P O’Leary * 1990
Mrs Penny Hart Mr Bernard Brennan
Residential Carers: Miss B Fookes OAM* 1998 Mrs K Myles–Grabusnik 2002 Mrs G Vulcan * 1991
Mr John Causer
Mrs Susan Swan, Miss Karen Mrs J O’Connor 2002 Mrs L Morgan * 1991
Assistant Program Manager Mr Trevor Coe
Smith, Ms Rosie Hume, Ms Holly Mr R Shields 2002 The Bayley Birds 1991
JobWorks: Ms Beverley Cross
Whightwick, Mr Manhivi Josaya, Mr N Barrow 2003 Mrs M Sheehan * 1992
Mr Glen New Mr Richard de Carteret
Ms Christine Farnfield Mrs P Waldron 2003 Mrs M Duffield 1993
Mr David Katz
Mrs A Watkins 2003 Mrs F Vivian* 1993
Instructors: Ms Leonie Stott
Marriage Road Mrs P Bennett 2004 Mrs R Stuart* 1993
Mrs Sue Agostino Mr Peter Thomas
Team Leader: Mrs Susanne Nyland Mrs S Brain 2004 Mrs J Blood * 1993
Mrs Heather Armstrong Mr Eugene Vajtauer
Residential Carers: Ms Emily Mrs K Hodgson 2004 Mrs H Black 1993
Miss Patience Awuor
Turner, Ms Armanvir Kaur Gill Mr I Sequano 2004 Prof P Vulcan AM 1997
Miss Lauren Axton
Mrs H Glotzer–Rozenfeld 2005 Mrs T Waite 1997
26 Bayley House 2011/12 Annual Report Our Staff/Our AWARDSOur
& LIFE
PAGEMEMBERS
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