Our Impact

Across our 14 Early Learning Centres 1,983 children attended with 179,799 attendances being recorded. This is up from 173,467 the previous year reflecting the effort undertaken to meet the needs of parents in the community.

In the 24 – 25 financial year we continued to roll out our School ReadY Program in all 14 Y WA Early Learning Centres (ELCs). Across all 14 centres, in this first domain of the School ReadY program we focussed on developing pre-literacy skills, as reading is a critical foundation for children’s educational success.

Our commitment to partnering for progress remains strong with the Y Whittlesea Orchard Road Community and Early Learning Centre and Catholic Education Canberra Goulburn (CECG) both implementing our School ReadY Program in their centres.

In the 24-25 financial year, we had 172,665 participations in Out of School Hours Care (OSHC) services with 3471 families attending our 16 services.

The Education Strategy provided the opportunity to strengthen the support our OSHC services provide for schools by providing a program that deliberately supports children’s development. The feedback from our OSHC team members focussed the attention on the development of a program of professional development for all OSHC staff to create a calm, welcoming and safe environment where children could play and engage in the OSHC program and activities. This training was facilitated to all staff in the later half of 2024.

We continue to create opportunities for all young people to flourish through a diverse range of programs, services, and activities.

Across our funded youth services and programs throughout metropolitan and regional areas of Western Australia, we have recorded 30,881 instances of participation with young people. In addition, at our Y School in Mirrabooka, we have supported 162 students in re-engaging with the school system, helping them prepare for life after school.

For young people in our Youth Services, we apply the 5Cs model of Positive Youth Development (PYD) to guide how our programs and services deliver human flourishing outcomes. Based on 30 years of research into youth development, the 5Cs theory suggests that when a young person’s internal strengths align with a resource-rich environment, they grow in Competence, Connection, Character, Confidence, and Caring. These 5Cs lay the foundation for a sixth C—Contribution—where a young person is more likely to contribute to themselves, their family, their community, and society at large, progressing toward their ideal self.

Please refer to our Y School case study in the highlights section to see our PYD impact Measurement in action.

We continued to strengthen our connections with families across the state through our family support programs and playgroups. 

In the Great Southern region, our Play in the Park program had 4448 participations (an increase from 3880 the previous financial year) to 813 families across eight locations in Albany and the Great Southern this financial year.

In the Pilbara our Education Engagement and Attainment Initiative continued to provide wraparound support to the community with 4807 participations. Our Play at the Park program, offered through the Child and Parent Centre in South Hedland, remains a local favourite. The CPC have a strong relationship with WA Country Health the Ear bus, speech pathology and strong local networks ensuring a place-based approach to delivering quality services to parents with children prenatal to eight years old.

Meanwhile the Boronia Pre-Release Centre for Women, our playgroup continues to support women in building stronger relationships with their children through guided play, activities, and personalised support.

Our recreation centres are more than just facilities—they nurture the body, mind, and spirit, supporting individuals to flourish in all aspects of life. Each centre serves as an important hub for the local community, offering a diverse range of programs and services.

This financial year we continued to operate recreation centres in Serpentine Jarrahdale (SJ) and the Goldfields. 

In SJ we experienced a significant increase in participations due to large community events and social sports. Participations increased from 184,667 to 298,554. 

Regularly listening to the voice of our people is key to our strategy of delivering flourishing outcomes to our employees. By listening, seeking to understand, and acting on feedback, we ensure we are staying close to how our people feel about their experience as an employee and what we can do to improve it. One way we have done this is through the Employee Experience Survey. The results of which are used to inform programs of work across the business, all with the intention of delivering flourishing outcomes for our people.

The Employee Experience Survey runs annually to measure the impact areas of Belonging, Competence, Independence, and Connectedness. Additionally, we are now measuring cultural drivers from the beginning of the Employment Lifecycle to ensure the best employee experience, particularly in the early part of the employment journey.

This financial year has seen the implementation of several strategic and operational programs and initiatives centred around the improvement of organisational communication and connection to the Leadership Group and Chief Executive Officer. Some examples of this include, more frequent and effective communication through regular newsletters, strategic updates, CEO Corner, and online ‘Conversations With’ the CEO.

In the 2024–2025 financial year, we had a total of 652 staff, comprising 376 permanent employees and 261 casual staff. Our workforce was further supported by the valuable contributions of 41 volunteers. Of our 652 staff 19.6% are under the age of 25.