Welcome to the internet home of the Aboriginal Family Support Services Inc

The Aboriginal Family Support Services acknowledges that we provide programs and services on Traditional Lands across South Australia and recognises and respects the cultural diversity of heritage, beliefs and connection with the land and the continuing importance to the Aboriginal Communities that have chosen to live on their Traditional Land.

Aboriginal Family Support Services (AFSS) provides programs and services that assist and support Aboriginal People to protect and preserve their families. AFSS ensures that Aboriginal children and young people achieve their maximum potential by growing up in safe, secure, culturally sensitive and supportive environments.

VALUES

AFSS is committed to contributing to the well being of Aboriginal people and their families by providing high quality client focussed programs and services within a sound cultural, ethical and legal framework. AFSS values strong, fair and energetic leadership and adherence to acceptable management principles and practices and acknowledges the important role that staff play in achieving organisational objectives by supporting their professional growth and development, and rewarding their hard work, skills, knowledge and experience.

Rear from left: Barbara Falla (Secretary), Ian Davidson (Chairperson), Kym Mitchell (Committee Member), Sharron Williams (Chief Executive Officer)

Front from left: Audrey Taylor (Committee Member), Margaret Nelson (Committee Member), Wendy Jeffrey-Hummel (Committee Member, Port Augusta), Wayne Rigney (Treasurer)

CHAIRPERSONS REPORT

From our last Annual General Meeting in Port Augusta we have had a really busy and exciting year with six Board Meetings including one in Port Augusta and one in Coober Pedy during October.

We also have had the launch of our Strategic Plan at the Museum and the celebration of NAIDOC week, to name a few, where many of the Board Members, Staff and Volunteers participated, and the upcoming SNAICC National Conference at the Convention Centre where Staff Members will present the Aboriginal Family Support Services range of Programs and Services.

The Board Meetings would not have run so smoothly without the commitment, input, enthusiasm and great passion of the Board of Management Members and I would like to take this opportunity to thank Margaret, Kym, Barbara, Wendy and Wayne for your support and friendship during the year.

Sharron Williams the CEO of Aboriginal Family Support Services has worked so hard during this past to make this organisation the best. Sharron's vision, commitment, enthusiasm and passion for her work for our Children and our Communities have made me very proud to be part of this organisation and for this I thank you Sharron.

Thank you Anne for your tireless work this past year with organising the Board Meetings, venues, accommodation, taking notes and all the other things you do to make the meetings run as well as they do, yes and feeding us.

To all of the staff and volunteers of Aboriginal Family Support Services I thank you for your excellent work throughout the year.

CHIEF EXECUTIVE OFFICER - SHARRON WILLIAMS

I am again suprised by how quickly the year has passed, and how we have continued to grow and thrive, both in terms of our organisational business and in how we conduct that business on a day to day basis.

We continue to expand in our core business in so many ways. I would like to share some to the developments that have occurred over the last financial year, with new and existing services/projects that AFSS have been successful in acquiring and implementing.

In terms of direction the most significant factor for AFSS this year has been the development and launch of our new Strategic Direction. This has allowed us to redefine and set clear pathways for the next five years. The journey of working through our constitution, Agency Philosophy and Mission Statement has assisted us in reviewing our values in term of service delivery and commitment to community.

One of our great successes this year has been the introduction of our Coober Pedy service; We are currently providing Placement Services, Family Preservation and Gambling Interventions as well as Emergency Relief in both Coober Pedy and Oodnadatta. When setting up this program and establishing the links with the local community Lyn Gordon, from our Adelaide office volunteered to take on the Coordinating role in Coober Pedy and happily moved to Coober Pedy to set up officer, recruit staff and to develop a genuine report with the local community and other service providers. It is to the staff's credit that this service has been so well accepted and that in such a short time we have such high engagement within the community.

Another new service to be introduced this year has been the Gambling Intervention Program at Coober Pedy and Port Augusta. We have employed two new staff with extensive skills and knowledge in this area. However, in the implementation of service it was identified that we would need two very different programs in terms of best practice for individual communities. Our program in Coober Pedy is very therapeutic and based on art healing and a narrative approach to addressing gambling habits and symptoms. While in Port Augusta our program has a more of a 12-step approach to identification and addressing habits and behaviours both programs were developed with extensive consultation with all stakeholders and in partnership with the funding body.

For AFSS an area of great excitement has been the introduction of four (4) Crisis Accommodation Units, two (2) at Smithfield and two (2) at South Plympton. In late 2006 we were approached alone with other providers by the Department of Families and Community regarding the establishment of Crisis Accommodation services. AFSS were very happy to enter into conversation regarding how we could provide effective and culturally sensitive programs.

The introduction of these units has increased our service base and meant the employment of a new Manager and 25 additional staff to roster the units on a seven (7) day twenty four (24) hour service.

AFSS were successful in securing Commonwealth funding for 3 years for a roll out of a men's program. Initially this program was part of our Community Wellbeing program, however, having had such success with this project, funding was sought to make a longer term commitment to men in our communities. We believe that the continued success of this program was primarily due to our capacity having 2 positions, one in Port Augusta and one in the Metro Region, reflecting the different needs of the very different client groups; this has proved to be a winning formula. "Success measured in community involvement".

In terms of our existing services, we have been revamping over the past year our Reunification Program, to alleviate system blockages around assessments and referrals and we have reviewed what real outcome options should be with this program. I am pleased to say that this program is running extremely successfully with a number of reunifications achieved and a high number of reunifications in progress.

As our service continues to grow we have had to de-centralize some of our program areas to this end after much consideration and program analysis it was agreed that our Community Wellbeing team should be relocated to the Cross Roads House, this has enabled staff to successfully develop and conduct their programs in a more sensitive and practical environment. Community Wellbeing has also been very successful in providing services to stakeholder groups at their locations, ensuring that any difficulty our community may have in getting to program is addressed by our ability to take the service to the community.

This area is very special to me as I know it is to the staff in this region. To Katie Coulthard and her staff I have the utmost respect and admiration for their ongoing passion and commitment to continuing to always excel in service delivery and to constantly challenge the barriers of isolation and cultural sensitivity in every day program delivery. This region continues to thrive and grow, in terms of foster carer recruitment the task is never ending, in identifying and assessing potential carers, providing orientation, training and support. This task is made increasingly difficult because of the interpretation and exclusion of relative care/carers from our program.

In terms of our Port Augusta office and staff, there have been some minor movements. The Department has rolled over funding for the Merrill Street Emergency/Respite house and the opening of the Whyalla Program House. The Whyalla House project is funded through the Commonwealth 'Making them Safe' Projects and based on the Port Augusta house model of carers in residence, it accommodates emergency/respite placements and has had the facilities to run Community Wellbeing program.

We need to acknowledge all of our staff in all locations for their commitment and dedication, without their efforts and contribution to always providing best practice in all that we do; AFSS would not have achieved the outcomes that we have.

In terms of staffing a number of changes have happened over the past year. We welcomed Kerry Carter to the newly created position of Coordinator Administration and Finance, Mandi Wormald, Management Support Officer, supporting the day-to-day needs of the four Managers, as well as providing support to the Reception and Finance areas. Andrew Read has taken on the role of Manager, Crisis Accommodation Services. While Stephen Pearce took on the task of Facilitator, of the Strong Men Strong Families program in the Metropolitan area and his counterpart Damian Johnson was appointed to the Port Augusta Region.

In terms of Far North, we employed two new Staff Members Pauline Lewis and Lexie Singleton - Both local ladies with strong knowledge and commitment to local needs and community answers.

Sadly our IT/Finance person Simon Cook left AFSS in April and we are looking to employ a replacement shortly.

I would like to acknowledge the continued confidence by our funding bodies (Department of Families and Community and Families and Community Services) in continuing to have ongoing open and honest dialogue in terms of funding, accountability and trust in our service delivery capacity.

In closing, I would like to say that it has been a very busy period for all of the staff and the Management Team. I would like to commend the work and commitment of the Management Team for a most hectic but productive year. I would also like to thank our Board of Management for your support, direction and confidence in steering us to achieve best practice and leadership in service delivery to our communities.

The Administration area over the last twelve months has once again provided AFSS programs with efficient administrative and financial support. AFSS Administration is comprised of two distinct areas:

Community Development which provides administration support to the Chief Executive Officer, Reception for all of Agency and ensuring the Agency's day-to-day business is always in order.

AFSS Resources that provides an internal bureau service to the Agency that incorporates all accounting and IT needs.

Early in 2007 AFSS welcomed Kerry Carter and Mandi Wormald to the Community Development and AFSS Resources team. Kerry was successful in securing the newly created Coordinator's position whilst Mandi filled the existing Management Support role. Amanda Taylor who commenced with AFSS as a trainee on 11 August 2003 also joined the team late in 2006. Amanda worked closely with Michael Kriticos in the Project Team that is responsible for the development of the upgraded AFSS Website, the AFSS Calendars and AFSS Information Folders.

Sadly, we farewelled three team members during the year. Simon Cook who commenced in 2002 and was responsible primarily for AFSS IT area left on the 29 June 2007. Simon's commitment, dedication and skills coupled with his unique sense of humour have been sadly missed since his departure. Michael Kriticos, who was responsible for the development of AFSS Volunteer Program, was successful in securing a position working with young people undertaking work apprenticeships. Michael's drive enabled AFSS to develop a strong and culturally sensitive volunteer program that has been of benefit to all areas in AFSS. Many of the twenty volunteers initially recruited are either still volunteering at AFSS or have gained paid employment. We thank Michael for the skills and passion he bought to the team.

Sareena Watts, who commenced with AFSS on the 5 January 2006, completed her Administration Traineeship early in January 2007. Callers to the Agency will remember Sareena's friendly voice and helpful manner. AFSS wishes Sareena well in her future endeavours.

AFSS was overwhelmed by the generosity of the community, particularly during the Christmas period. Once again, AFSS recieved $6,600 from Australian Executor Trustees during the year. AFSS specially acknowledges Australian Executor Trustees for their continuing support.

I take this opportunity to thank all of the team, including Bruce Mortimer the longest serving finance team member, for their continuing support and commitment to the Agency ideals. We look forward to a new year of continuing growth and challenges.

In January 2007, after returning to Adelaide from Hermannsburg, where I worked in the community for 3 years, I commenced employment with AFSS in the capacity of Coordinator Finance and Administration. Being that this was a newly developed position, I am very excited to be involved with AFSS and look forward to embracing the challenges ahead to ensure a successful and efficient program.

Since my appointment, Finance and Administration as a whole has been working hard to streamline all facets of the department, successfully achieving goals set as team, including developing procedures for a successful payroll function at which point the decision was made to bring AFSS payroll back in-house. After further investigation to ensure a smooth transition, regarding payroll, the introduction of an upgraded Accounting Package, (ATTACHE 7), was introduced which will, strengthen AFSS finance and payroll operation.

During the year we welcomed Mandi Wormald in the capacity of Management Support Officer (MSO). Mandi has settled well in this position and is providing valued support to all of AFSS Managers. We have been fortunate to introduce Volunteers into AFSS Reception, in particular, Tina Paule who has been attending to our reception area at head office, 2 days a week since January and has blossomed in this role.

We are looking at employing a trainee in the capacity of IT/Finance to assist in implementing a new IT structure within AFSS as well as assisting in the Finance and Administration roles to further develop and strengthen AFSS Resources.

Amanda Taylor who is based at Cross Roads, in the capacity of Project Support Officer has been busy developing and maintaining the AFSS Website, this is proving to be a valuable tool for AFSS and the Community requiring our services. Amanda is also responsible for the printing/formatting of the AFSS Newsletters and associated Program brochures.

I would like to take this time to thank everyone within AFSS for their assistance and guidance in my first 6 months with AFSS. I look forward to thriving 2007/08 year.

Since the release of the Agency's Strategic Plan in 2006 there has been ongoing growth in the services being provided by the Agency both in the Metro area and Regional. New programs have rolled out in Adelaide, mainly the Crisis Accommodation Service, (CAS). In October 2006, I was one of the Managers that played a key role in the recruitment; orientation and induction of 25 new staff members for our CAS program. Included in the expansion of programs was the establishment and roll out of family intervention programs in Coober Pedy.

Participating in this expansion of programs provided me an opportunity to meet the challenges of recruiting, orientating and inducting 20 new employees into the Agency, something that doesnt happen every year.

With this came the expansion within the Management Team in AFSS, working together over this period gave us all a greater in-site into the necessity of participating and supporting program development and growth.

Even though a change occurred with Coordinators of the program, Rebecca Kimlin moving onto Community Wellbeing and Lynda MacPhail taking on the role, the program has continued on meeting the needs of carers, young people and children. Our core business is in the provision appropriate and safe placements for our children and young people.

With a change in Coordinators came an opportunity to employ a Recruitment and Assessment Officer as always this is a priority for the Alternative Care program. Amanda Tonkin was recruited to this position and has the responsibility of the assessments and recruitment of Foster Carers. In her time in the role Amanda has recruited 6 new Carers, increasing the total number to 87 Carers.

Since March 2007, planning a Training Calendar and delivering orientation courses and implementing Foster Carer training was the focus for Amanda. Specialised training in areas of:

Our Cultural Liaison work has continued by Aboriginal staff attending metropolitan Family Care Meetings. Over the last three months staff have attended 72 Family Care Meetings, this demonstrates that the numbers of Family Care Meetings are not diminishing.

Staff Training as mentioned earlier the Agency has increased its number of staff. With this came the need for orientation, induction and training of the new employees. The Agency took a strategic approach to training, an Agency training audit was conducted and a training calendar developed.

This year the Coordinator was responsible for the development and delivery of carer training to improve the knowledge, skills and competency of all registered foster carers.

The role of the Family Support Worker covers a range of support activities for our Foster Carers:

Research indicates that a lack of support is often a reason for carers to leave the foster care system.

"Carer satisfaction impacts on retention, and creating strategies that aim to keep carers connected to the system and valued as part of a care team is integral.

Being a part of a care team, being consulted on decisions around the child, being listened to and taken seriously, and acknowledged that carers have valuable skills and know the children they are caring for".

References - Foster Carer Survey, June 2006. Prepared by Office for Foster Care Relations.

An important role that has now become well established in the Agency is our volunteer program. This year Family and Community Care relied upon the support services of the following volunteers; Cissy, Avril, Azade and Robert.

The volunteers forming a part of the team by supporting the Family Support Workers by offering administrative and project work.

Over the last year representatives of the group; Judy, Leon and Brian met with the CEO and the Management Team on several occasions to discuss issues raised by Carers.

Creating this opportunity has proven to be a worthwhile and valuable process and is welcomed to promote transparency of the Agency and Carers.

During the year we have continued to strengthen, evaluate and build upon improving the service being provided to ensure optimum outcomes for Aboriginal children, young people and their families. The focus has been on reviewing and improving through strategic initiatives that have focused upon evaluation, research, and consultation.

A priority for the program has been the necessity of strengthening relationships and consulting with our key stakeholders and community members. This has involved promotion of the service throughout the community, identifying both the needs of the community and our own needs, sharing knowledge and gaining support. This commitment has strengthened our relationships with all Stakeholders, Community Members, Management and Statutory Bodies (Families SA).

The Aboriginal Child Placement Principle guides and determines our practice, incorporated into the Child Protection Act, 1993. Ensuring that children are placed and supported within their families and communities where possible. This also means that when going through the processes of reunifying birth parents and their children that we work to a 'Best Connection Model'.

Since October 2006, the number of clients referred for reunification services is 24; however this also included 44 children.

Since January 2007, the Community Development Facilitator has continued work in the following areas:

This year as part of the Management Team I became very proactive in program promotion through my involvement as a Board Member at APOSS and Marni Wodli. Participating positively in the community with presenting programs and forming strong relationships with other agencies both Government and non-Government.

I take this opportunity to thank the staff for their ongoing commitment and support to AFSS and to the programs that they are responsible for.

Program planning and development of new positions in the program; Senior Aboriginal Consultant, Training and Development Facilitator, to provide growth of program to meet the diversity of the community.

Over the past twelve months there have been many highlights that have occurred in each program area. Further details may be sourced through the Program Reports.

The services AFSS provides to the Aboriginal community in the Northern Country region have increased significantly over the few years. During the last twelve months the Making Them Safe and Strong Men, Strong Families programs commenced. In addition, AFSS was successful in attracting funds from the Office of Problem Gambling to develop a gambling intervention program for the region. It is pleasing to see AFSS continuing growth in this area as there are limited culturally sensitive programs readily available for the local Aboriginal community.

AFSS was fortunate in securing funding from the Department for Families and Communities to establish an Alternative Care service for the Coober Pedy and Oodnadatta communities. In addition, monies to establish A Safe Bet, a gambling program was sourced from the Office of Problem Gambling. AFSS commenced business in the region early in July 2006. Lyn Gordon who has been with AFSS for a number of years indicated she would like the challenge of establishing the service in region. Lyn's passion and experience engaging community has meant AFSS journey into the region has been a very positive and inclusive one.

AFSS continued to develop and refine the suite of Community Wellbeing programs over the year. Rebecca Kimlin replaced Lyn Gordon as Coordinator of the program. During the year the parenting program continued to be developed with an emphasis on providing a holistic service. The outcome was Strengthening Nunga Families, a program that incorporates parenting, self-development, home management and play activities. During the year, Michelle Taylor developed a Homemaker Program that has been incorporated into Strengthening Nunga Families. The Community Assistance Program continued to provide Emergency Relief to over 200 Aboriginal families in the metropolitan and Far North regions.

Part of my role as Manager, Program Development is to actively source funding to develop projects that compliment AFSS existing programs. During the past twelve months AFSS was fortunate in securing funding for:

Moving On - Is a program that provides a range of supports for Aboriginal young people to transition from the Alternative Care system to independent living. AFSS received $500,000 over two years.

Safe Pathways - Is a program specifically for Coober Pedy, that provides a range of interventions and community awareness services targeting Aboriginal children and young people, their families and the community. AFSS received $550,000 over three years.

A Safe Bet - Is a gambling intervention program that is specifically for the Port Augusta and Coober Pedy communities. AFSS received $300,000 over 2 years.

Snapshots - Is a program that has been designed for Aboriginal children and young people around photography and film making. AFSS received $10,000.

Getaway - Is a series of Men's and Family Camps that compliments AFSS Strong Men, Strong Families program. AFSS received $30,000 for this one off project.

Mimini - Is a program that was designed for young Aboriginal women to build self confidence and self esteem through peer support. AFSS received $11,000 for this one off project.

Together Strong - Is a program that supports AFSS Whyalla Making Them Safe program. The funding will allow the establishment of a support group for Aboriginal parents and their children in the Whyalla area. AFSS received $32,000 for this one off project.

This is only a snapshot of the programs AFSS are currently providing to Aboriginal communities in South Australia. Please visit AFSS website, www.afss.com.au for further details.

In closing, I would like to take this opportunity to thank all the Northern Country, Far North and Community Wellbeing staff for their dedication and hard work through out the year. Special thanks must go to Program Coordinators, Katie Coulthard, Lyn Gordon and Rebecca Kimlin, who throughout the year provided a level of commitment that ensured the growth and success of their program areas.

The Youth Accommodation Support Services (YASS) program has continued to provide a safe, culturally committed and client focused service. Staff at Narungga House and Olga Fudge Lodge have worked tirelessly to ensure that the young people that are accommodated through the program receive the best in professional residential care.

In October 2006 the Agency was successful in receiving funding to develop and implement a residential program specifically for Guardianship children and young people, 0-17 years. YASS played an integral part in the process of recruitment, policy development, program knowledge and training new staff.

YASS were also involved with the development of the Aboriginal Family Support Services Strategic Plan 2006-2011. Staff attended planning sessions to discuss agency objectives and provide input into the future direction of the agency.

Staffing for the program continues to be a challenge. The introduction of the Crisis Accommodation Service program necessitated the need to increase staffing numbers and in particular the pool of Relief Support Workers who are utilised between the two programs - Six houses. Many of the Relief Workers have been successfully appointed to full-time contracts which in turns means the recruitment process is an ongoing practice.

We welcomed many new workers to the program and said farewell to a few long-term staff, in particular Darren Hicks and Rosie Weldon.

Darren was with the Youth Accommodation Support Services program for ten years and resigned from his position in April 2006 to pursue other employment options. We wish him well with his future endeavours. Rosie Weldon was successful in securing one of the Lead Support Workers positions with Crisis Accommodation Service and resigned from YASS after almost five years of service with the program.

Due to the large increase in staffing numbers the Agency took a strategic approach to training this year. Utilising staff appraisals and conducting an agency training audit, a training calendar was developed. Topics covered were: Challenging Behaviors, Mental Health First Aid Training and Educational Kinesiology - Brain Gym.

Agency Orientation and Induction Sessions were also held on a regular basis. These sessions included Program and Sector Overviews, AFSS Policy and Procedures and Mandated Notification Training.

Based on the consent rate obtained for the Agency's Youth Accommodation program, the following information has been identified from data collected via the National Data Collection Agency's - SMART Program (Systems Management and Report Tools);

As in all previous years the Youth Accommodation Support Services program ensures that all clients accommodated in the service are engaged in many forms of activities. These activities range from educational, vocational and recreational with a focus on social integration and participation. A majority of the young people also attended programs provided by AFSS Community Wellbeing program. The benefits in providing in-house programs for YASS workers and Community Wellbeing workers is the ability to monitor and review the progress of the clients based on joint partnerships.

On reflection, this year has been extremely busy and productive, with many new challenges and projects. Staff has had the ability to engage in a wider range of Agency ventures which have increased skills, knowledge and program interactions.

Client figures, in statistical terms, have been recorded at a slightly lower number than in previous years. Young people are presenting with higher complexities in relation to social, emotional and physical wellbeing and require longer support periods with intensive care and unfortunately this is not reflective in the quantitative data.

I would like to take this opportunity to thank all of the YASS team for their support, dedication and commitment to the program.

The Crisis Accommodation Service (CAS) has been in operation for almost 12 months and has provided emergency accommodation for children and young people varying in age from 0 years to 17 year olds. The priority target group for CAS has always been Aboriginal children and young people. On the 4th December 2006, CAS was operational with four houses including 20 full-time support workers who were rostered on a rotational basis. At the beginning stages of the program, CAS not only consisted of the general day-to-day care of the children, in addition hours were needed to ensure the development of policies and procedures, purchasing essential items for the children, and attending to maintenance, including ensuring the houses were child safe environments.

Support workers have been recruited from a strict interview process from three panel members which must compromise of members of the opposite sex, the Manager and at least one Aboriginal staff member. Aboriginal applicants who had appropriate skills, experience and who met the essential requirements for the position were highly preferred and recruited throughout the programs duration. Staff members were required to produce essential documents before the commencement of employment including Police Checks and First Aid Certificates or made arrangements to produce these documents within the three month probationary period as stated in the employment contracts.

CAS staff members have participated in ongoing training to enhance skills that are essential to ensure that as a program we are providing a high level of care for children and young people. All staff members have completed orientation and induction training that provides knowledge of policies and procedures of the organisation and specific CAS policies. Training has been provided on a monthly basis in areas including behaviour management, mental health first aid, grief and loss and mandated notification. In addition, policy/procedure and behaviour management training has been provided at monthly staff meetings by either the Manager or on-site Lead Support Worker.

Policies and procedures have been continually developed for the CAS houses. Policies that have been developed include 'Missing Persons', 'Personal Boundaries', and 'Confidentiality'. Operational procedures have been developed by the Lead Support Workers including the Daily Checklist (duties performed by the Support Workers), the House Guidelines (rules which residents must abide) and the Workers Manual (duties and important procedures). Policies are continually reviewed at fortnightly team Management meetings by the Manager and Lead Support Workers, and at in-house staff meetings. In addition a Families SA representative has been contracted to develop and review any additional policies needed for upcoming licensing of the program.

All referrals for placement of children with the CAS program have been made through the Placement Services Unit (PSU). PSU and CAS Management have negotiated whether the placement is appropriate for children and young people and whether CAS has the resources to meet the needs of the child or young person. Once the referral was deemed appropriate, intake meetings took place for all of the children. Participants at the intake meeting included the child/young person, the Families SA case worker, the Lead Support Worker/Manager, Support Worker, and an Aboriginal Cultural Representative where possible.

Via intake meetings, important information could be attained such as family contact information so that children/young people could be connected with family and important others in their lives. Support workers are currently identifying goals in life domains for the children including areas such as family, health, cultural identity, education, social skills, living skills and recreation. During the intake meeting, regular weekly placement meetings were scheduled to ensure that the children have access to their case worker and that information regarding the children could be regularly updated. Transition planning was conducted as early as the intake meeting and transition options were discussed as a regular part of weekly placement meetings with Families SA.

The negotiated length of stay for children and young people was set as 42 days as specified in the service agreement. The majority of children/young people accommodated in the CAS program stayed over the 42 days due to the unavailability of home based care options or lack of long-term community residential care programs. In particular, one sibling group consisting of ages from 18 months to 13 years have stayed with the CAS program for 11 months due to lack of appropriate home based care for all of the children.

CAS Management and AFSS has advocated on behalf of the children and in accordance with the Aboriginal Child Placement Principle for the need for the children to remain connected with family and to be placed together in culturally appropriate home based care. In situations where there was no available placement and the period of occupancy was to exceed 42 days, a review meeting was scheduled with PSU, CAS Management, a cultural representative, associated professionals, young people, and their families. Regular meetings have occurred between CAS Management and Alternative Care Management to identify family or Aboriginal foster carers to provide a long-term commitment to caring for Aboriginal children or young people.

Networking has been an important part of the success of the CAS program. Positive working relationships have been formed between the CAS program and PSU. The benefits of this relationship are apparent through PSU providing extra supports to CAS. An example of this is where PSU were able to provide the program with a mental health nurse for a young person who required specialized care due to psychiatric illness. This enabled the young person to stay with the program and transition into long-term care thus preventing placement breakdown.

The CAS program has campaigned for children's rights for therapeutic services. CAS has been successful in receiving a commitment from Families SA for therapy to be provided in some instances, and will continue to build up a reputation among Families SA district offices as a strong advocator for children's rights. In addition, CAS has worked closely with CAHMS in relation to caring for a sibling group or four, where CAHMS have provided direct in-house therapeutic support for the children as well as staff training to assist with meeting the children's specialized needs.

CAS Support Workers have been interested and proactive in their efforts to keep children connected with their family and culture. Aboriginal Support Workers in particular have painted regularly with the children and helped them identify their Aboriginality through symbolism. Support workers have submitted activity proposals to enable the children to attend NAIDOC celebrations and have organised outings to participate with cultural education activities at places such as Madam. The CAS program has set a target of engaging children and young people in two cultural educational activities per week.

Only twelve months have passed by and already the CAS program has enjoyed many successes and has assisted in the creation of positive outcomes for children. The CAS program has contended with very few placement breakdowns as a result of addressing behavioural needs in a system that focuses on rewarding children for positive behaviour.

Table 1: Comparison of Aboriginal and non-Aboriginal children placed in the CAS Program

Table 1 represents the total number of children and young people that have been housed by the CAS program. 19 (80%) were Aboriginal children and young people. However this does necessary mean there is a greater need for emergency accommodation for Aboriginal children but rather reflects the organisation's policy to prioritise the needs of Aboriginal children and young people being in the best position to provide culturally appropriate care.

Table 2: Comparison of Aboriginal and non-Aboriginal children as categorized by age groups

Table 2 categorizes Aboriginal children and young people into age groups. 13 (55%) Aboriginal children placed in the CAS program were 0-9 years old. This compares to 6 (25%) of Aboriginal children who were aged from 10 to 14. There were no referrals for children and young people in the 15-17 year age bracket.

Table 3: Aboriginal children and young people transitioning out of the CAS Program

Table 3 represents the outcome of Aboriginal children and young people exiting the CAS Program. CAS has been successful in providing 8 (42%) of Aboriginal children stable accommodation that has led to the successful reunification with their families. In addition, CAS has provided stable accommodation for 7 (37%) of Aboriginal children that has allowed for the transition of these children into culturally appropriate long term home based foster care. 1 Aboriginal young person transitioned into Community Residential Care for at the present time no family or foster care option was available. Two Aboriginal children are currently placed with the CAS Program where family options and other culturally appropriate long term care options are currently being explored. One Aboriginal young person suffered a placement breakdown with the CAS Program. However, the Aboriginal young person returned to the service and was successful transitioned into a Community Residential Care facility where more culturally appropriate family care was yet to be identified.

In conclusion, the CAS Program has enjoyed much success in providing children and young people with a safe and stable environment which has allowed them to transition into family care or culturally appropriate long term foster care. The strong advocacy by Support Workers, Lead Support Workers and Management has provided Aboriginal children with a high level of day to day care, extra resources such as therapy, and has allowed for family care options to be investigated and provided as seen as the most desirable outcome in relation to the long term care for all Aboriginal children.

The past year, has again, been the busiest yet, in regards to implementation of new programs and requests for Alternative Care Placements. Again, as it stands, Northern Country, has still not officially received the Tender for Alternative Care, and continue to roll into new contracts on a 12 monthly basis.

On January 15 2007, we welcomed Damien Johnson to our team, as the Community Development Officer, Strong Men, Strong Families Program and Anthony Lawrence, as the Community Development Officer, 'A Safe Bet'.

Additionally, we welcomed Sabina Coulthard as our valued Program Support Worker.

Both Program areas, along with the Community Wellbeing Program, created a opportunity for the Northern Region to assist and work alongside our current Alternative Care Programs, which, in a rural and quite often remote regarding resources for Aboriginal families, assisted this agency to continue to provide a culturally safe and sensitive service to the Aboriginal community in the Northern Region and surrounding areas.

Over the last 12 months the Northern Region Office has worked with 5 families under Family Preservation, 4 for reunification and 1 for intervention purposes. Community Wellbeing Programs have been noted a positive for our clients, and sit alongside both areas positively. Clients are ensured of both a culturally sensitive and confidential service delivery that compliments families determination to achieve set goals, as requested by Families SA.

As of July 1st, 2006 to the 29th April, 2007, our Emergency and Respite house situated in Port Augusta provided the following statistics for requested placements, via Families SA (District Centres: Whyalla, Port Pirie, and Port Augusta).

(Stats are only until April 29th 2007, due to the Foster Family residing in the house exiting, to return as General Foster Carers in their own house and town)

Due to the successful outcomes regarding the provisions of placements, AFSS sourced further funding to provide another house with similar guidelines as the house in Port Augusta. Housing SA worked in partnership with our agency, and provided an option for a double duplex house, which would house the Community Wellbeing Worker in a small section of the house with the remaining area for the Emergency/Respite House. The location and provision of a 4 bedroom house, created a positive option for the house to get set up and provide further Alternative Care Options in the much needed Whyalla area. However, after extensive recruitment of a family to live in the house, we have been unsuccessful.

Additionally, we were also unsuccessful in recruiting another family to reside in the Port Augusta house, therefore, currently both houses, although set up ready to go, are not available for placement. Although a large number of enquiries were received by community, it was assessed, that majority of this interest was soon relinquished once they were informed that there was no salary attached. Therefore, although we are still focusing on recruitment of a Foster Carer, AFSS Northern are currently researching others models regarding staffing of these houses.

*Note: Placements that were referred however not placed under 'Respite Care - Foster Care', were Families SA Relative Care requests, which are, in the first instance, Families SA's responsibility RE: Tender for Relative Care sitting with the Department.

After reviewing the above statistics, a big thank you, must go out to all our Foster Carers, as although numbers (see Registered Foster Carers), are considerably low in comparison in some areas, their commitment and availability to providing care options to children from not only within this area, but the Far North Region, is unquestionable.

Not included in these statistics is what this agency documents as 'Unofficial Foster Carer Support'. These families are registered under Families SA, as Relative Carers, and throughout this period, documentation states that there were 4 families that continuously presenting for support/advice/advocacy. There is also community members that have presented to our office for 'general' assistance, for many reasons such as: Understanding court applications, processes for families providing care for children that are not under court orders, advocacy, and financial assistance in 'private care' arrangements.

In partnership with Families SA offices, non-Aboriginal Alternative Care Agencies, and Families SA Relative Care workers within the region, joint proposals were completed, and events were planned as follows:

All Foster Carers were invited to a BBQ lunch at the Port Augusta Swimming Pool. Carers in attendance enjoyed a fun packed afternoon of swimming, playing cricket, a visit from Father Christmas, and games. Father Christmas arrived on a Fire Engine, and the excitement on the children's faces with not only hearing the siren, but to receive presents, was a memorable moment. Due to distance, alot of Foster Carers within this region dont often get the chance to meet as a large group. This is a once yearly event, that all families can meet and mingle with other Carers that provide Alternative Care within the same area, and this agency can show our appreciation for all their hard work and commitment.

On October 7th, 2006, via funding from 'Stronger Families and Communities Strategy', an Australian Government Initiative, the Northern Region provided the Port Augusta Community with the 'Port Augusta Community Fair' with a focus on 'Celebrating Fathers'. The Target Group for this event was Fathers, Male Caregivers, Families, Children aged 0-5, and whole of community.

A committee was formed with representatives from 6 local services/Department/Agencies, with an additional 12 services contributing towards the day, and 25 local businesses that provided donations.

The venue was the Port Augusta Foreshore, and activities on the day included Face Painting, Badge Making, Family Photos, Free Raffles and Competitions, Ski Biscuit/Boat Cruise Rides, 3x3 Basketball Competition, Fishing Competition, Canoeing, Beach Soccer, Sand Castle Making, Animal Balloons, 2 Blow-Up Slikes, 1 Carousel, Harley Davidson Motorbike Displays, Health Checks and Umeewarra Media providing family appropriate music throughout the day. (All activities were free of charge). Attendance was estimated at 1000 plus, with again, good representation from the whole of the community.

The second event, 'Port Augusta Community Gala', was held on May 30th, 2007, at the Lea Theatre, Port Augusta. It was the first night time family event, that this agency has provided, and from all reports was another great success.

The night featured the 'Ticklish Allsorts', with two seperate sessions, free to community available. Outside the Theatre, we provided an assortment of free activities, food, drinks, and rides for all ages. Again, free health checks, raffles, and competitions were available, with over a 1000 free glow sticks, presenting as an obvious positive for the families in attendance.

This event comprised of the same committee, however, with two additional services, requesting to join in partnership with this agency. Attendance was estimated at 1000 plus and again it was great to see so many families in this community attend.

Both events, were also utilised as a promotional tool for this agency regarding services and programs, however, also as a chance to recruit families as potential Foster Carers.

Community Wellbeing is an early intervention initiative designed specifically for Aboriginal Families who are experiencing crisis and are at risk of family breakdown or other significant difficulties. Our services and programs are implemented to strengthen the parent and child relationship, to value Aboriginal child rearing practices, to acknowledge culture and respect, to enhance social skills and supports for families who are isolated, and works as the vehicle for independence and positive change for Aboriginal families.

Over the period of July 2006 - July 2007 the aim for Community Wellbeing has been the following:

1. To adapt services to enhance and promote the strengths of Aboriginal families,

Through continuous research, consultation with stake holders, and collaboration of AFSS resources such as Homemaker, CAP Budgeting, Time Out, Child Adult Play we adapted Nunga Parenting into the following parenting program;

Is a 10-week program that delivers topics that address individual needs within a group setting. It has been designed to be strength based by responding to the strength of individuals and encourage them to further build that strength. It is also focussed on sharing stories and experiences in effort to create peer support and learning from one another. It is culturally distinct and celebrates being an Aboriginal family member. Lastly it is child focussed, and works towards challenging values of participants by showing them the affect their behaviour may have on their child now and in the future.

The days are set out with three main sections; Parents learning through shared discussion, facilitated playgroup which is activity based and often utilised for family access and debriefing session at the end of the day.

The learning sessions are based on topics like communicating effectively with children and others, Aboriginal Child Rearing and the effect of colonisation, developing support networks, attachment theory, role modelling good behaviour to our children, managing difficult behaviours, coping with stress, strategies to dealing with anger, home management skills, routines for children, budgeting, encouraging playtime with children, plus loads more.

SNF has been delivered 4 times during this period, with successful results for participants. Attendance has been high, and ongoing. We are particularly happy about the level of fathers participating in the group.

The highlight this year for SNF was the fulfilling partnership made with Nunga Mi:Minars, domestic violence service. The ten week program was offered to Aboriginal mothers and children accessing the service and it was recognised as a huge success for all.

Is a flexible program designed according to individual needs. It has been developed to deliver training in a group setting or in home support.

The Homemaker program aims at creating opportunities for families to improve on daily responsibilities, promoting a safe and healthy lifestyle. Homemaker is able to be adapted to suit a variety of individual needs in and around the home, to promote greater outcomes for Aboriginal families.

The highlight for Homemaker this year has been the implementation within the SNF parenting program. Many topics have been delivered such as routines, child safety, self esteem, role modeling, budgeting, healthy food and home management. All sessions have proven the strength of the program by creating and sustaining independence and healthy lifestyle of participants.

Offers referrals and advocacy services to clients, who are in crisis financially, and/or requesting assistance with accommodation for example.

In Adelaide on a Tuesday and Thursday we offer emergency relief to community whereby through an assessment process they may be able to access fresh food assistance through our vendors located at the central markets.

For the period of July 2006 - June 2007 we assisted 181 Aboriginal people with Emergency Relief. From the 181, we assisted 84 new clients with food assistance and other supports.

Throughout the last 12 months CAP has ventured into country regions. Currently we have developed partnerships in the Point Pearce region so clients from that area are able to access CAP. Once a fortnight a worker goes to Point Pearce community to conduct ER assessments for food assistance and advocacy.

Training in Port Augusta has also been conducted so that staff from AFSS in that region can implement CAP with their community.

Another highlight to the year has been financial counselling training for CAP staff. In 2008, family support workers will be qualified to offer financial counselling to assist in creating financial independence of Aboriginal people.

Offers case management and support for families who are at risk of family breakdown. Strong Families works within an early intervention model, and provides advocacy, referrals to other services including internal services such as CAP and Homemaker. It also has an outreach component for families who have been at risk of homelessness.

Before now Strong Families has not been operating in Adelaide due to funding. The need for the program to be re-established has been high and has placed pressure on other services AFSS provides in the community of Adelaide. Therefore, recently we have employed a new family support worker to provide such services.

Has been facilitated on 4 occasions for Families SA staff from various service areas. The training challenges mainstream values of parenting and brings a voice to Aboriginal child rearing practice and strengths. All four sessions have received exceptional feedback from participants and organisers, therefore further sessions will be offered in 2008.

Is a project that Uni SA student social workers have been working on for the first 6 months of 2007. The program is a partnership between YASS and CWB, and offers services to young Aboriginal people who require outreach assistance. AFSS is the only Aboriginal specific service that has such a service to break the cycle of homelessness for young Aboriginal people.

Youth initiatives such as Snap Shots, a program delivered to teach Aboriginal young people who are in care how to make short films and assist them in their final cut. Also, Young Mimini's, a group for young Aboriginal women based on self development, expression, and creativity.

Is an initiative CWB team will be undertaken throughout 2007 and 2008. It is a community event that will be held to create a vision and action towards a Child-Safe Community. A workshop on protective behaviours will be held for Aboriginal families. As well as the launch of SNAICC's "Through Young Black Eyes" resource and information sharing about support agencies for Aboriginal families.

Is currently being developed for Northern Domestic Violence Services. The training package looks at Cultural Awareness, Aboriginal Child Rearing Practices, developing cultural competent work practice, consulting and developing Aboriginal partnerships and designing a service for Aboriginal families in a 'both way' perspective.

It has been identified through SNF parenting program that participants wish to continue their learning and maintaining social networks. From this gap in service a Parent Peer Support Group has been flagged as a potential method to maintaining support with participants however encourages clients to become independent.

SNF parenting group has received much anticipation in the community. Currently our team is receiving requests to deliver the parenting group in other areas, such as Northern suburbs, Strathalbyn, Southern suburbs, Murray Bridge. Homemaker and Strong Families has gathered wide interest too! For 2007 and 2008 Community Wellbeing is ready to spread its wings and conquer the areas interested.

The Community Wellbeing team who have demonstrated commitment, and support to one another over the last 12 months. Together we have developed a sense of purpose and direction for the future of Community Wellbeing. Without such an energetic, resourceful and dedicated team we would have never achieved so much in such little time. So thank you to CWB team members, as well as our wonderful volunteers and student social work placement.

AFSS have been operating in the Far North Region since September 2006. The office is based in Coober Pedy and covers Coobed Pedy and Dunjibar (Oodnadatta) region. Initially, Lyn was in Coober Pedy for 3 months before 2 new staff was recruited in January 2007, and now the office has the following staff members:

AFSS are funded to deliver Alternative Care services and other programs in the Far North region: Primarily to recruit, assess and support Foster Carers, deliver the Family Preservation program and to work towards building capacity in families to care for their children, and to help them break the cycle of neglect and abuse.

The above Emergency Relief, Gambling Awareness Program and Community Events and Activities figures do not truly reflect the high level of interaction AFSS has with the wider community and clients.

Initially, AFSS were given 14 names of potential Carers, but this dwindled down to 5 in Coober Pedy and 3 in Oodnadatta (Dunjibar). Due to the issues around obtaining Police Checks for prospective new Carers (eg: lost applications, JYST concerns, length of time in returning the Police Checks etc), Coober Pedy does not have any registered Carers at this stage.

Our service has had a huge impact on the local community and we are fast becoming known as one of the leading Aboriginal services in the area. Having two valuable and knowledgeable workers (Pauline and Lexie) has made this possible. Both are well known within the community and surrounding areas and are accepted as part of the local community. AFSS are regularly being asked to participate in meetings, training, activities, forums, workshops, events, presentations etc which we try and accommodate by sending a staff member.

Below are some of the achievements the office has accomplished since AFSS arrived in Coober Pedy in September 2006

Below are some of the significant achievements we have accomplished since setting up in Coober Pedy in September 2006

This was our first Community BBQ – it was a huge success. Community members from all sections of the community participated in the free lunch, including the Italian men who regularly play games above this area. Workers, tourists, community members, Council workers, business people, Aboriginal community members and many others thoroughly enjoyed the lunch. Since this first BBQ, AFSS have held several more and have participated in several with other service providers or agencies

Trip to Oxiana Mine! How big is this machine! This picture made it onto the front page of the local paper!