Annual Report
2024–2025
2024-2025 Annual Report
Reconciliation Statement
In the spirit of reconciliation, we give deepest respect to Australia’s First Nations Peoples. Their histories, their stories, their resilience. Their connection to culture and land. The wisdom of their Elders past and present.
Cafs (Child & Family Services, Ballarat Inc) acknowledge the Wadawurrung, Dja Dja Wurrung, Wurundjeri, Djab Wurrung, Wotjobaluk, Jaadwa, Jardwadjali, Wergaia and Jupagulk people as Traditional Owners of the land on which we work and live. They are First Nations people of the Kulin nation. They have cared for the land and each other for generations and continue this care today.
As a result of historical and ongoing violence, colonisation, assimilation, racism, discrimination, embedded structural disadvantage and a dominating Eurocentric culture in Australia, Aboriginal and Torres Strait Islander peoples have suffered many losses including family, land, culture and language. The impact of this dispossession has resulted in significant social, political, economic and health inequities between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians today.
In spite of this adversity the strength of First Nations Peoples is seen in their ongoing fight for justice, self-determination, recognition, land, language and culture.
We also acknowledge that our own past organisational policies and practices contributed to the irreparable breaking up of families through the Stolen Generation, especially in Ballarat and surrounding areas where a number of Aboriginal children were placed in children’s homes.
* Source: aiatsis.gov.au
Carer Recognition Act
Cafs performs its responsibilities under The Carers Recognition Act 2012 (“the Act”).
The Act recognises people in care relationships and the role of carers in our community.
The Act sets out principles that recognise and support people in care relationships and includes obligations for state government, local government and organisations that support people in care relationships.
Our processes ensure Cafs people and carers understand the Care Relationship Principles, including:
- Every carer receiving a copy of the Department of Health and Human Services Carer Recognition Act 2012 Fact Sheet.
- The Out of Home Care team continues to develop support principles in alignment with the Care Relationships Principles.
- Cafs regularly evaluate the support and assistance provided to people in care relationships.
Our Vision
Safe, connected, diverse and thriving communities
Our Purpose
To work with people to enable healing, hope and meaningful impact across all generations
At a Glance
assisted
employees
volunteers
Our Service Areas
Hover over a locality to view the services they provide
CEO's Report
Cafs is proud to mark its 160th year of operation – an important milestone in the life of an organisation that has long been a pioneer in supporting children, families, and individuals across the Central Highlands. With nearly 50 programs spanning a wide range of services, our commitment to deep, meaningful care remains unwavering.
Cafs remains a collaborative, place-based organisation. This ethos is reflected in the development of our new Strategic Plan – crafted with the insight and support of our Board, Executive Team, Leadership Team, and community members. Together, we have shaped an ambitious roadmap, and we look forward to delivering on all six strategic priorities.
Advocacy continues to be a cornerstone of our work. We continue to call on State and Federal Governments to invest in early intervention and prevention services, especially in support of Respect Ballarat’s vital work in preventing Family and Domestic Violence and Sexual Assault. Our innovative programs aim to keep young people out of the Statutory Care system by strengthening families through parenting and relationship support.
We remain committed to reducing gambling harm, improving financial literacy, and championing inclusion. Our advocacy for the queer community, particularly young queer people, is strengthened through our partnerships with Drummond Street Services and Wellways in QHub.
Cafs is a strong, innovative, and responsive organisation. I extend heartfelt thanks to all who make our work possible: our dedicated volunteer Board, Executive and Leadership teams, frontline service providers, corporate support staff, and especially those working in our 24/7 programs.
With your continued support, and the vital funding provided by State and Federal Governments, philanthropic trusts, and local donors, we will continue to grow and strengthen our organisation. Special thanks to our new Chair of the Board, Board members, and to our retiring Committee Chairs and Board members; your leadership and commitment is deeply appreciated.
Together, we honour our legacy and shape a future of hope, healing, and opportunity.
Wendy Sturgess
CEO
Chair's Report
Jeff Pulford
Chair, Cafs Board
I am tremendously pleased to present my first Chair’s Report for the 2024-25 financial year.
Cafs is distinguished by its unique character, unwavering commitment, and profound impact. The organisation’s strength is derived from a collective dedication to positive purpose and meaningful outcomes. By uniting in pursuit of our shared mission, we enhance our capacity to deliver lasting benefits to our clients and the broader community.
Assuming the role of Chair has been both an honour and a significant responsibility—one that I have embraced with sincerity and resolve. This responsibility is not mine alone; it is a commitment shared by every member of the Cafs Board.
This year marked a new chapter for Cafs – not only in leadership, but in vision. We successfully closed out the 2022–2025 Strategic Business Plan, having made strong progress toward the goals set by the Board and leadership team. In 2025, we launched our new Strategic Plan for 2025–2028: a bold, forward-thinking roadmap grounded in innovation, resilience, and deep community engagement.
While the year brought its share of challenges – economic pressures, sector-wide shifts, and evolving client needs – our commitment to those we serve has never wavered. Our clients and communities remain at the heart of every decision and action, guiding us with clarity and purpose. I would like to thank the Executive Management Team and CEO, the Cafs workforce, and our many volunteers who all demonstrate on a daily basis their commitment to creating positive impact in our world.
I’m pleased to report that Cafs remains in a sound financial position. Prudent management, strategic investment, and a strong culture of accountability have ensured we are well-placed to deliver on our vision and respond to future demands. This stability reflects the strength of our leadership group, whose dedication and expertise have been instrumental throughout the year.
I extend sincere thanks to Board members who stepped down during 2024/25: Jayne Ferguson, a passionate advocate for community voice; Gary Hevey KC, who brought clarity and thoughtful leadership; and Cherie Salmon, who contributed valuable insight and energy. Significant board renewal has followed welcoming skilled and diverse new members to support Cafs’ ongoing success.
On behalf of the Board and the wider organisation, I acknowledge our partners, and stakeholders – thank you for your continued support. Together, we are building a future that is inclusive, responsive, and enduring.
Our People
backgrounds
LGBTIQA+
disability
- 13% of our workforce identifies as LGBTIQA+
- 25% of our workforce comes from culturally diverse backgrounds
- 13% identify as living with a disability
Over the past year, Cafs has made meaningful strides in building a stronger, more supportive workplace. Led by our People and Engagement team, we’ve focused on learning, wellbeing, inclusion, safety, and partnerships – introducing initiatives that help our people feel valued and future-ready.
A key milestone was launching the Cafs Workforce Capability Framework, giving teams a consistent way to grow skills and build confidence. We also refreshed performance conversations using the ADEPT framework, aligning personal goals with Cafs’ long-term vision.
Wellbeing remains central. We enhanced the Employee Assistance Program for better access to support and developed a proactive plan to address mental health risks. Our Occupational Violence and Aggression (OVA) Prevention Strategy delivered practical tools and training to strengthen safety across the organisation.
We also introduced our first Attraction & Retention Strategy, outlining how we’ll continue to welcome great people and support their growth. This reflects our commitment to a workplace where people feel connected, respected, and proud to belong.
These efforts show Cafs’ ongoing investment in its people and culture. With care and intention, we’re building an organisation ready for the future – where every person feels supported to do their best work and make a meaningful difference
Key Achievements:
- Highest number of internal promotions in five years
- 80% participation in the Annual Cultural Engagement Survey
- 9% increase in overall engagement from 2024
- 84% of team members rated Cafs as a “Truly Great Place to Work”
- Retention scores surpassed industry averages
Inclusion and diversity are at the heart of Cafs. Over the past year, we’ve completed several Inclusion Action Plans and are preparing for the next phase. Our team members-led groups continue to foster advocacy, learning, and connection, with strong engagement in events that celebrate our diverse community.
Cafs remains an active member of QHub and the Ballarat Reconciliation Action Network, working collaboratively to build a more inclusive and respectful region. We also renewed our corporate membership with the Sunflower initiative, reaffirming our support for team members with hidden disabilities.
We’re committed to finding thoughtful ways to support our people, spark innovation, and grow skills across the organisation. Every step we take is about making Cafs a place where everyone feels they belong – and can thrive.
Strategic Business Plan
The conclusion of Cafs’ 2022–25 Strategic Business Plan marked a major milestone, with significant progress achieved across our strategic goals. Many of these achievements now form the foundation of our 2025–28 Strategic Plan, enabling us to build on our momentum while embracing new priorities.
Under the guidance of the Board, the Executive Team in collaboration with Practice Leads and the broader Leadership Group, has embedded Trust-Based Relational Intervention® (TBRI®) across all levels of the organisation. This trauma-responsive framework remains central to our practice and will continue to guide our work.
Our advocacy efforts remain strong. We continue to support the Court Mandated Men’s Behaviour Change Program, promote self-referral pathways, and contribute to the Ballarat Saturation Project. We also advocate for a more unified approach from the sector’s peak body to address men’s violence – initiatives now embedded in our strategic direction.
In Out of Home Care, we prioritise maintaining connections between children and their birth families. Through Life Stories and partnerships with agencies like BADAC, we help young people safely reconnect with their heritage.
The Early Help program has become a standout success, fostering partnerships with kindergartens, day-care centres, and schools. By working within community settings, we engage families early – before challenges escalate.
Cafs has also deepened relationships with health and education providers to ensure timely access to specialist support for children. A particular focus on paediatric care reflects our commitment to addressing the often-overlooked needs of children in care
Trust Based Relational Intervention® (TBRI®)
Our trauma informed framework
- 110 team members received TBRI Foundations Training
- 45 team members received TBRI Professionals Training
- 30 team members received TBRI Professionals Training by Immerse
- 20 carers received TBRI Caregiver Training
At Cafs, we support people through some of life’s most difficult moments. That’s why our approach to care is grounded in compassion, trust, and connection. We’ve built our practice around a trauma-responsive model that recognises the impact of trauma and responds with empathy and understanding.
Our framework is based on Trust-Based Relational Intervention® (TBRI®), developed by the Karyn Purvis Institute of Child Development. TBRI® is a trauma-informed approach designed to meet the complex needs of children and adults who have experienced adversity such as abuse, neglect, or loss. It’s built on three core principles:
- Empowering – meeting physical needs and creating structure
- Connecting – building trust through nurturing relationships
- Correcting – guiding behaviour with empathy and support
It was a privilege to be part of the learning group, to reflect on my parenting styles and be a better role model to kids in my care.
Family Support
Family Support Dads Tool Kit Program: Meeting Community Needs
Cafs launched one of its 15 Family Support programs, the Dads Tool Kit (DTK) Program in 2018 to address the lack of men’s parenting services in Ballarat and the central highlands.
Community feedback revealed a need for age – and stage- specific support, leading to a suite of five flexible programs tailored for dads and male carers:
- 8-week face-to-face course
- 8-week online option for regional access
- Two-day intensive workshop
- Dads Baby Bag: guidance from conception to 12 months
- Dads Play Corner: supporting developmental play
2025 Enhancements
In 2025, Cafs introduced Dads Baby Bag, offering prenatal education and infant care support. The DTK manual was updated to include Trust-Based Relational Intervention® (TBRI®) principles and the Ideal Response Tool, helping dads set safe, consistent boundaries while preserving relationships.
Participant Experience
Dads describe the Ideal Response Tool as “relationship-changing”. Facilitators model TBRI® strategies live, fostering peer connection and collaborative learning. During Term 2, participants were seen actively engaging, sharing reflections, and supporting one another.
Active Learning Approach
Sessions include hands-on practice, role-play, and sensory-friendly formats to suit diverse learning styles. Breaks with healthy snacks help dads recharge and participate meaningfully.
Community Impact
Local family law professionals report improved emotional regulation among DTK graduates, with fewer incidents of verbal abuse and occupational violence. Referrals from legal teams continue to grow, and the expanded DTK suite has exceeded DFFH-funded targets for 2024/25.
Family Violence and Child Wellbeing
In the summer of 2025, Will*, an 8-year-old boy, found himself at the centre of a heartfelt journey toward healing and understanding. His mother, Amy*, concerned by Will’s escalating aggression and emotional struggles – especially during school holidays – reached out to The Orange Door, seeking support through Primary Connections.
From the beginning, the family was determined to create a safer, more respectful home. They wanted to understand Will’s emotions, help him manage them, and learn how to support one another through challenging moments.
Primary Connections stepped in, building a tailored safety plan with both of Will’s parents. If things felt overwhelming, they could quickly reach out to nearby grandparents; a simple yet powerful buffer. For Will, a “Take a Break” strategy became his lifeline: climbing to his calming corner on the top bunk, retreating to a quiet closet space, or bouncing his emotions away on the backyard trampoline. He even wore regulation cards around his neck and proudly hung emotion strategies on his wall.
Amy rediscovered her own rhythm too, finding release in weekend baseball. As Will learned to recognise his own early warning signs like clenched fists or a swirling mind, his family became more attuned to their own emotional signals. They no longer asked, ‘What’s wrong?’ but rather ‘What emotions are you feeling?’, an intentional shift that changed how they connected.
Through commitment, reflection, and learning, the family grew stronger. Will felt more confident, his father’s temper cooled, and Amy said she finally felt safe at home. By the time Primary Connections wrapped up, the goals were met, and the storm of aggression had cleared.
It wasn’t just a program, it was the beginning of a calmer, more connected chapter in their lives.
Men's behaviour change and men's case management
Youth Residential Care
David*, aged 10, has been living in Cafs’ residential care for two years. At the beginning of 2025, team members noticed a gradual decline in his school attendance, self-care, and hygiene, with incontinence becoming a significant concern. Supporting David required particular sensitivity to reduce the risk of shame and distress.
A coordinated and integrated response followed. House team members, supported by the Trauma Informed Practice Lead, introduced a rewards system where David could earn a new book each week by engaging in self-care and cleaning tasks. Advocacy with DFFH helped fast-track assessments and bring additional supports into the home, including professional cleaning services. A consultation with Berry Street, who had managed a similar situation, offered further guidance to support both the Cafs team and David. Cafs’ Safety & Wellbeing Lead also provided resources to ensure the home remained clean and safe.
Through multiple TBRI®-focused conversations and consistent relational support, David reengaged with school for the first time in months. He began forming friendships and shifted from feeling embarrassed about his room to proudly inviting team members in. While health supports remain ongoing, the change in David has been significant, demonstrating the impact of trauma-informed care, collaborative practice, and relational trust in supporting a child’s recovery and growth.
CJ is another young person in Cafs’ care. She has amazing soccer skills and may well one day play for Melbourne Victory! To celebrate her one-year anniversary at our York Street house, she requested Cafs team members join her for a soccer play-off. What followed was a highly fun and competitive day, which ended with Cafs CEO, Wendy Sturgess, winning the ‘Not Even Close’ award!
Home Based Care
In foster care, one guiding question inspires our work: How can we ensure every child feels truly safe and supported? At Cafs, we meet with our carers, provide thoughtful training, and witness countless moments of warmth, connection, and care. These interactions remind us that safety goes beyond the surface – it’s about creating environments where children can flourish.
We know that safety isn’t always obvious. It’s found in the quiet details – a shift in mood, a hesitation, a smile that doesn’t quite reach the eyes. These subtle signs call on us to lean into our experience and intuition, to act with compassion and courage even when the path isn’t clear.
Daisy’s* journey is a testament to the power of attentive care and thoughtful action. As Daisy’s placement evolved, our team remained closely engaged, gently noticing subtle shifts that called for deeper reflection. With compassion and determination, we gathered the insights needed to support Daisy in a meaningful way to transition to a new foster home. Here, Daisy found happiness in an environment that was brimming with warmth, encouragement, and opportunity for growth.
We recognised this move as a meaningful turning point for Daisy and embraced it with care and purpose. Through Trust-Based Relational Intervention® (TBRI®) strategies, we supported every step of the way – helping Daisy feel secure and embrace the possibilities ahead with confidence.Today, Daisy is thriving and has been embraced by a community that celebrates identity and culture. Daisy’s days are filled with joy, discovery, and connection, with a smile that shines brightly.
Cafs is urgently seeking compassionate Foster Carers to help create safety and hope for children and young people in our community.
By becoming a Cafs Foster Carer, you’ll play a vital role in transforming lives – and you won’t be doing it alone. Cafs is with you every step of the way, offering dedicated support and comprehensive training.
Interested in making a difference? Click here to learn more or take the first step toward becoming a valued part of the Cafs Foster Care team.
Thread Together
Cafs Thread Together makes an impact
Now entering its fifth year, Thread Together at Cafs continues to deliver brand-new clothing to individuals experiencing hardship across the Central Highlands region, including Ballarat, Ararat, Daylesford, Bacchus Marsh, Beaufort, Ballan, and newly expanded areas such as Creswick and Clunes. This self-funded program remains focused on consolidating operations to ensure long-term sustainability and impact.
In 2024/25, Thread Together supported over 1,800 individuals and distributed more than 15,000 items of clothing – bringing the total to over 65,000 items diverted from landfill and redirected to those in need since the program’s inception.
The program received client referrals from over 85 organisations, including Uniting Care, Berry Street, and BADAC, and saw increased engagement from the NDIS sector. Volunteers continue to be the backbone of the initiative, contributing over 1,170 hours, with 17 active participants and nine new recruits this year.
Key partnerships with Creswick Bendigo Bank Community Fund, Central Highlands Water, and the Findex Group have been instrumental in sustaining the program, which operates without any government funding. We extend our sincere thanks to all individuals, trusts, and organisations who have contributed time, resources, or financial support.
Looking ahead, Thread Together will continue expanding its reach through the mobile wardrobe, responding to the growing cost-of-living crisis and providing dignity, hope, and a renewed sense of self-worth to those who need it most.
Testimonials:
Bonnie Hunter (pictured)
She was so excited about her clothes. She did say she feels like a new person and wasn’t used to getting so many compliments.
Click here to donate to Thread Together
Client Service and Community Programs
Sandi* and Sally’s* stories remind us that life’s toughest chapters often come without warning - but there is help, and there is hope.
Sandi, a 71-year-old widow living quietly in rural Victoria, never imagined she’d be navigating deep emotional and financial strain in her later years. As the full-time carer for her adult daughter with a brain injury, Sandi carried her love with grace, and also exhaustion. A forgotten line-of-credit debt loomed like a shadow over her future and put a barrier in her future options. Though she hadn’t touched the account in years, its $33,000 balance remained, amplifying her anxiety and stealing hours of sleep.
Cafs Financial Counselling didn’t just help her crunch numbers, we listened, stood beside her, and kept fighting. After years of hardship arrangements and declined waivers, her financial counsellor persisted. When the debt was finally wiped in full, Sandi described it as “life changing.” She could breathe again.
Sally’s journey was one of courage in the face of fear. At 37, reeling from the effects of family violence and forced to leave her rental, she found herself navigating housing insecurity alone with her child. Sally was informed by Centrelink to call Cafs’ Tenancy Advocacy Assistance Program. Through careful guidance, legal support, and coordination with The Orange Door, Sally not only secured the tenancy in her own name but also was supported to have rental debt cleared.
What starts with a phone call, leads to appointment for intake, ends in more than a service. It restores dignity, increases understanding of consumer and tenancy rights and encourages self-advocacy.
Treasurer's Report
Cafs has finished the 2025 financial year in a solid financial position, despite external challenges. From a data standpoint, the organisation has recorded an operating deficit for the second year. The data reflects the story unfolding in our local communities – one that our practitioners see firsthand, marked by increasing demand for services.
Cafs core services and values of delivering to our communities most vulnerable; the young, individuals and families has shown us this past year that the need for Cafs services is at an all-time high and the cost to provide as an organisation is evident in the financial statements. Further we see governments under economic pressure, with government revenue only increasing $182,000 or 0.55% – showing that funding is not keeping pace with the rising costs of employment and operations.
Despite the deficit, we note that the Financial Position of Cafs as at 30th June 2025 has increased ever so slightly to over $25m of net assets which is an outstanding position.
In Cafs 160th year of service, as an organisation is embracing and implementing the Strategic Plan which spans from 2025 to 2028 endorsed by executive, leadership and the Board to ensure longevity and growth into the future. Given the challenges we witness in the community, we understand that to continue the service delivery of programs, Cafs must look to the future of how to operate, working with governments to shine a light on what matters most and learning from others near and aboard of the best outcomes for all.
Whilst the financial statements lend themselves to many numbers, it is really the narrative behind these numbers that matter most to this organisation. Key aspects are brought into focus for Cafs such as Property and Infrastructure, what do we have and what do we need to do our best work for our communities and families? Our Employee Benefits expenses remains our largest and most important expense, because these wonderful and skilled individuals and teams service our communities and run our essential programs.
We continue to engage experts such as JBWere, as Cafs wealth advisory managers, now over 12 months into their appointment they advise and manage the investment portfolio, representing nearly 70% of the balance sheet. This element of Cafs Balance Sheet continues to serve to keep a solid financial position. Social and ethical aspects of our financial footprint lead the way in how Cafs funds are invested and further, this extends to Cafs ensuring it continues to account for and honour redress settlement cases from a financial aspect.
To conclude my final report as treasurer, thank you to my fellow Board Members and the Finance & Resources Committee for their time and passion for Cafs and undertaking of a high standard of governance in all that we do. May we know in all our work, that we are making a difference with our communities, families and future generations.
Gabby Howlett
Treasurer
Financial Summary
Acknowledgements
Cafs wishes to extend our sincere appreciation to our donors and supporters – the organisations, local businesses, individuals and Government (State and Federal) who have supported our work in the past year.
We thank you.
Government Support and Funding
Cafs acknowledges the support of the Victorian Government
Federal Government
Department of Families, Fairness and Housing (DFFH)
Department of Justice and Community Safety (DJCS)
Department of Education (DE)
Court Services Victoria (CSV)
Victorian Responsible Gambling Foundation
City of Ballarat
Moorabool Shire Council
Hepburn Shire Council
Pyrenees Shire Council
Donors
ACU Christmas Club
Apex
Brian & Sheila Harrison
C Klaver
Central Highlands Water
Collier Charitable
Creswick Sandhurst Trustee
Ballarat Carols by Candlelight
E Doddrell
Findex
George Menhennet
Hilton White Estate
Isobella Foundation
Jake Hart
James Max Kerr
Joe White Bequest
Keystone Radio
L Godwin
Lions Club Alfredton
M Preston
McCallum CCCP
Mountainmovers Dance Group
N Jeffrey
Peter Grant Trust
Ron McLean
Rotary Club Springfest
Sebastian Claass
Seeary
Social Justice Group Uniting Church
Sovereign Hill
TOMRA Recycling
UK Online Giving
Val Sarah
Wilson Family Trust
Wilson Lewis
We also acknowledge the donors, including Cafs team members, who provided support to Cafs through online donation platforms and workplace giving. We are very grateful for your generosity and ongoing support.
Cafs Ballarat
115 Lydiard St Nth, Ballarat 3350
Cafs Bacchus Marsh
52 Grant St, Bacchus Marsh 3340
Cafs Ararat
4 Banfield St, Ararat 3377
Cafs Daylesford
8 Park Lane, Daylesford 3340
1800 MyCafs
1800 692 237
welcome@cafs.org.au
cafs.org.au
ABN 83 786 843 940
