2009/2010 has brought about many exciting changes to ADSi and it is with great pleasure that I provide insight into this financial year period. I joined ADSI in April 2010, and it has been a learning journey so far. Some of the key changes experienced so far has stemmed from the organisational review that took place in 2009. This was then complimented by a strategic planning process An internal and external audit was undertaken whereby all staff were able to get a birds-eye view of the quality of service delivery, governance and accountability processes as well as prompting ADSi to re-visit its current structure and work within the recommended guidelines that was provided to us by Tim Childs Consulting.

The Organisational Review was about strengthening our internal processes and for me as the Acting Executive Officer, it has been a top priority during my commencement period. These changes have been challenging but positive to the organisation in terms of adding value to our staff and offering insight to them about the many dimensions that we have yet to explore for future growth and sustainability.

The Organisational Review report completed by Tim Childs Consulting put forward 24 recommendations for ADSI with specific timelines as a guide to prompt things along in the journey. To date we have completed over 10 of these recommendations taking ADSI into a new direction including a re-structuring of the organisation, tailor made in response to the needs of our clients.

This year ADSi has continued its path of steady growth. We have seen the results of several years of hard work in community capacity building among disadvantaged and CALD communities. The results have been obvious as clients have greater opportunity to participate in a fulfi lling community life. Seeing these results is what drives us to always improve our work.

ADSi has continued to take a leading role in promoting improved service provision for CALD communities across Central Western Sydney and, specifi cally, Auburn. This has been possible thanks to our many, successful partnerships with government and non-government agencies.

Forming and maintaining partnership has been essential, especially in the face of the global economic downturn. This crisis has resulted in increased levels of unemployment, which has affected refugee and newly arrived communities in particular. Our employment project has made important inroads in supporting clients to be job-ready and to access work and we will continue building on these positive outcomes. The current housing and rental stress is also placing extraordinary pressure on our clients and we have seen an increased demand on our poverty alleviation services.