Italian Association of Assistance. Annual Report

Transcript

1 Italian Association of Assistance Annual Report 20 08

2 Page President s Message Chief Executive Officer Report Organisational Chart Community Services Education and Heritage Italian Bilingual School Major Funding Sources Committee members Messaggio del Presidente Rapporto del Direttore Esecutivo Servizi Sociali Settore Insegnamento e patrimonio culturale Scuola Italiana Bilingue Financial Report Contents

3 President s Message 2008 has been a BIG year for Co.As.It. Sydney. Our 40th anniversary celebrations allowed us to showcase Co.As.It. and celebrate, remember and thank all those who contributed in unselfish ways to the success of our organisation over the years. We have done this via a number of events: The Italian National Ball 3 seniors concerts during NSW Seniors Week a photographic exhibition and printing of a fantastic book entitled Journey, dedicated to the history of the Italian community in NSW orchestrating the Norton Street Italian Festa, Invited 40 years worth of volunteers to be our Lunch guests at Le Montage has also been a very busy year in regards to all our normal operations. Amongst the many notable updates: Incessantly worked at the preparation of the Development Application to Ashfield Council for the relocation of the Italian Bilingual School to Yasmar. Although delays were encountered we continue to work at securing this option for the benefit of our students. expanded our new Home Help service and our CACP program increase our Frail Aged and Dementia specific services in response to the demand obtained funding to open a multicultural Centre Based Day Care in the Sutherland Shire, which opened in January 2009, a major achievement. We also close the year with some unfortunate news where the Italian Government has had to enact severe funding cuts for the promotion and teaching of the Italian language and culture abroad. This has forced Co.As.It. to re-think our strategic approach to our Education program and forced our hand in taking some unpleasant decisions. These cuts have reminded us of the unpredictability of such funding and the need for us to proactively seek change, both internally and in our relationship with all relevant stakeholders. Consequently we are re-assessing our strategy for the next 3 years in order to continue to deliver our services will be another momentous year for Co.As.It. and we are hopeful, notwithstanding some minor setbacks, that Yasmar will be cemented into the future of our organization as one of the most important milestone of our organisation. I congratulate and compliment our immediate past Principal Glenda Fegent and incoming Principal Roberto Ruggeri as well our IBS pupils who continue to astound and delight us all with their eagerness and ability to think, feel and speak in English and Italian! I proudly present to you the Co.As.It. Annual Report 2008 and at the same time I humbly thank all past and present staff as well as volunteers, Government funding bodies, sponsors, the media and all our supporters. I also thank my fellow Board members and I take this opportunity to farewell a pillar of Co.As.It for 40 years Comm. Giuseppe Fin! Comm. Fin retired from the Board of Co.As.It. in May 2008 after 40 years of uninterrupted commitment to the organisation and to all that Co.As.It. has meant for the Italian community in NSW. Thank You. Lorenzo Fazzini 1

4 Chief Executive Officer Report I concur with the President Lorenzo Fazzini when he describes 2008 as very BIG year for Co.As.It. The activities organised to celebrate our 40th anniversary allowed us, once again, to demonstrate the amazing commitment of all staff and volunteers to what Co.As.It. means and has meant over the last 40 years. The various events, from the Norton Street Festa to the National Ball, from the 3 fantastic concerts for our Seniors to the exhibition launch and the wonderful and touching volunteers luncheon at Le Montage, have seen all of our staff involved well beyond their normal duties, demonstrating that working at Co.As.It. means a lot more to everyone than just having a job. A very commendable attitude has also been an extremely challenging year behind the scenes. We started the year with the implementation of a restructure in our Day Care Program. The growth of our activities over the last few years created the need for a restructure of our Administration section, with the creation of the position of Administration, Finance and HR Manager (Sylvia Chou) and the position of HR Officer. Following the news of the upcoming retirement of IBS Principal Glenda Fegent, in the second half of the year we successfully recruited a new Principal for IBS, Robert Ruggeri, who started in his new role at the beginning of the 2009 school year. In the last quarter of 2008 we also saw the departure of our Education Manager and, in November, the recruitment of Sara Villella as the new Education Manager, allowing us to close 2008 with a new strong management team which, I am certain, will allow the Board of Directors to successfully lead Co.As.It. into the challenging but exciting times ahead. on the schools and students, with the cooperation of teachers, Principals, the various Dioceses and the NSW Department of Education. I would like to take this opportunity to thank all stakeholders for their mature and constructive attitude. The expansion of our aged care services, under the competent leadership of the Community Services Manager Thomas Camporeale continues at a very strong pace with the objective of addressing the rapidly ageing demographic profile of our community. We have continued to bring the issues of our Italian-Australian community to the attention of the various levels of Government and are grateful for the ongoing support we receive. A considerable amount of time and resources have been dedicated to the Development Application to Ashfield Council for the relocation of IBS to Yasmar and, as highlighted by Mr Fazzini, the efforts continue. In closing I would like to commend all of our staff once again. Day in day out, whether it is for the normal day to day tasks or special tasks assigned or volunteered for, they demonstrate an unprecedented level of professionalism, passion and resourcefulness. Finally, I would like to point your attention to a new structure for our Annual Report. This year we have decided to report by looking at the strategic objectives and associated major tasks for each of our divisions so as to provide an update on how the organisation is implementing its strategy as set by the Board of Directors. I hope you enjoy the report. Andrea Comastri The notification of upcoming substantial reduction in funding from Italy at the end of the year put an incredible amount of pressure on the education and administration staff. However the team was able to minimise the impact of such funding cuts 2

5 Organisational Chart 3

6 Community Services 4

7 Community Services Community Services enjoyed another busy year in The sector saw an increase in agency funding, the development of new services and partnerships as well as the development of a new internal structure. Priority was given to the maintenance of key events and activities that have been successfully run in previous years. However the emphasis in 2008 was on the celebration of the 40th anniversary of the organisation. Seniors Week was held in April 2008 with three concerts. An Italian singer, Dario Sebastiani, performed at three different venues as part of the celebrations. The event was attended by 1200 people over the 3 days. Mental Health Week was held in October 2008 at the Leichhardt office. With the theme of building resilience, 90 participants were invited to participate in workshops and various activities for the day. The Viva Leichhardt Short Film Festival, organised by the Youth and Family Worker, was once again held over the June long weekend as part of the Sydney Italian Festival. The theme for 2008 was rosso! allowing filmmakers to really let their imaginations run wild! The event was held at Palace Cinemas in two sold out sessions where over 450 people were in attendance. 12 short films were screened on the night. The winner received a prize of $2000 donated by Norton Plaza, GPT Group. Co.As.It. was also the proud sponsor of the inaugural Giovani Italo-Australiani (GIA) National Conference held on the Gold Coast in September The conference brought together delegates from all over Australia to discuss issues affecting young Italo-Australians. The conference culminated in the presentation of a final paper which was taken to Rome in December by the GIA Committee. The Co.As.It Youth Worker, Nino Lo Giudice, presented a paper at the conference entitled Identity and Culture. The Community Visitors Scheme (CVS) celebrated its 15th anniversary in In April all participants were invited to mark the occasion at a celebratory lunch where certificates were distributed. Of particular importance were seven volunteers who had been with the program since its inception in The overall growth of the sector has been directed by the Strategic Plan which identifies seven objectives. The achievements under each of the objectives are described below: Objective 1: Review existing services and develop and implement a Business Plan with the aim of making services less reliant on government funding The plan enabled the implementation of a new user pays in-home support service for older people. The service, Home Help, was launched in The service was marketed in the early stages of 2008 and saw a steady increase in the demand for the service culminating in over 500 hours per month by the end of The unexpected outcome of the service has been the success of the brokerage model where other agencies are brokering staff from Co.As.It. for their Italian speaking clients. This has allowed for a more rapid growth of the service as well as the possibility for new partnerships with mainstream services. 5

8 Community Services Objective 2: Build existing partnerships and develop new partnerships with other providers to secure agency funding Community Services continued to both consolidate existing partnerships as well establish new partnerships in These partnerships were developed across the whole team but particularly with the Community Partners Program and Home Help. The Community Partners Program (CPP) has the aim of supporting aged care facilities through the provision of cultural briefings to staff in order to ensure the delivery of culturally appropriate care. This incorporates the aim of building sustainable partnerships with such facilities to support the needs of the service across all areas of service provision. In 2008 a previous partnership formed with Amity at Ashfield was further consolidated and the service was present at several Co.As.It. events including a major event in June where the CPP Program was launched on the Northern Beaches. CPP officers provided cultural briefings to a number of organisations including Catholic Health Care, Amity at Ashfield and Greenacre and Nyora Gardens. The Home Help Service developed a number of new partnerships in the delivery of care to a range of organisations including: Catholic Healthcare, Sydney South West Area Health Service, Hope Healthcare, Centacare and Uniting Care. These partnerships were newly formed in 2008 and have provided Co.As.It. with the opportunity to expand the Home Help Service. In 2008 a small community grant was received from the National Prescribing Service to deliver information sessions to the community on Quality Use of Medication. The campaign, which was led by the Drug and Alcohol Worker, saw the delivery of four sessions across Sydney and the Illawarra. The sessions were co-presented by an Italian speaking pharmacist, Gulian Vaccari. It is envisaged that this partnership will continue into 2009 and beyond to secure appropriate funding to deliver the information and to ensure that the Italian community receives important information on health and medication management. The strong partnership that Co.As.It. had developed in 2007 with the Multicultural Health Communication Service (MHCS) was further strengthened with a number of key projects in The major project has been the maintenance of the Italian Quitline (launched in August 2007). Community Services has remained active in the committee for this project and continued to manage the Italian Quitline. Two further staff were trained in 2008 as Quitline Advisors. Co.As.It. also supported MHCS with a project on dementia. This project has the aim of identifying general knowledge within the community regarding dementia and the support services available. The role of Co.As.It. was once again to ensure that questions were asked with sensitivity and to support MHCS with the roll-out of the initiative. Objective 3: Broaden service delivery to respond to multi-cultural needs and other targeted areas Service delivery was expanded in both the Community Aged Care Packages (CACP) and Centre Based Daycare (CBDC) programs. At the end of 2007 Co.As.It. received an additional allocation of 20 packages (10 for South West Sydney and 10 for the Inner West). This allocation saw the appointment of a seventh coordinator to the team in June 2008 which enabled the packages to become operational shortly thereafter. The allocation assisted Co.As.It. to alleviate long waiting times for the service, particularly for the Inner West. Co.As.It. was also successful in securing funding through the Department of Ageing, Disability and Homecare (DADHC) to establish two new CBDC centres in Sutherland. The centres are funded for culturally and linguistically diverse (CALD) communities. Priority of access for the service will be given to people of German, Greek, Spanish and Italian backgrounds. The service was established in late 2008 and referrals have been steadily increasing into The establishment of this service has marked an important milestone in the growth of Co.As.It. The organisation is delighted to have been able to adapt a successful model of culturally appropriate care to individuals of other communities. In late 2008 Co.As.It. submitted tenders to develop a range of other multicultural services including CBDC in South Western Sydney, social support in Western Sydney and working carers support service in the Inner West. Results of these tenders are expected by mid

9 Community Services Objective 4: Attract and maintain quality staff The Community Services Team remained fairly steady in New staff were employed in a number of programs due to growth of the service or additional funding received. Within the community care sector 12 new staff were recruited during the year which enabled growth of both the CACP and Home Help programs. Community Care staff were supported to attain their Certificate III in Home and Community Care. A group of 19 staff undertook the training in 2008 with the entire group set to graduate in early Similarly 3 CACP Coordinators were supported during work time to undertake Certificate IV in Service Coordination. Lastly two other coordinators within community care were further supported to attain Diplomas in Community Services Management. After the success of the CACP restructure in 2007 and the creation of the CACP Team Leader position, a similar restructure was also undertaken within the CBDC program. The position of CBDC Team Leader was created and the positions of CBDC Coordinators were redefined to CBDC Centre Coordinators. The Team Leader position provides greater one-on-one support to the Centre Coordinators as well as overseeing the entire program, clients and activities. Objective 5: Review accountability and performance requirements of all staff The performance management system was implemented to all areas of community services staff including coordinators, care staff and volunteers. Performance management provides staff with an opportunity to clarify their professional goals and discuss their performance one-on-one with their supervisor. This process can assist the supervisor recognise the professional development and training needs of the staff member. It is a process which has been well received from staff and will continue to be implemented. Objective 6: Provide services that target the changing needs of clients One of the strengths of Co.As.It. is the ability to provide services that meet the changing needs of the community. As the Italian community continues to age, it is anticipated that future services will need to cater for older people with complex care needs. According to the 2006 census, there are 55,172 Italian born people living in NSW of whom 27, 922 (51%) are aged 65 or older. Whilst there has been a substantial decrease in the number of Italian born since the 2001 census the proportion of those aged 65+ has increased. This obviously has significant planning implications. From the point of view of complex care, submissions were sent to the Department of Health and Ageing for the establishment of an Extended Aged Care at Home (EACH) program. This service would enable an individual to access up to 22 hours of care in their own home. The program also provides for clinical care, nursing care and the purchase of equipment to assist with the care. A second submission was prepared to establish a working carers group in the Inner west. This service would provide long day care (up to 12 hours per day) for older people. This would then enable carers to become engaged in the workforce. Results for both submissions are expected in mid

10 Community Services Given the ageing nature of the community planning has also gone into the provision of dementia care in the future. It is anticipated that numbers of individuals living with dementia within the community will increase in the next 5-10 years. It is also well documented that people living with dementia from a culturally and linguistically diverse (CALD) background will have additional difficulties due to a general lack of ability to communicate and more specifically a reduced competence in their second language. It is also unfortunate that people from a CALD background are less likely to be diagnosed in the early stages of dementia because of communication barriers as well as lack of knowledge on the part of the consumer regarding services that may be available. During 2008 Co.As.It. investigated a number of options to meet the challenge of supporting individuals with a diagnosis of dementia. A submission was sent to DoHA to establish a dementia support program which would provide information, referral and community education. The self funded Inner West CBDC group for people living with dementia was continued in This group was initially established through Co.As.It. fundraising. It was very pleasing to hear early in the year that Co.As.It. would receive recurrent funding from DADHC to run the group. The service was launched in July 2008 by Minister Keneally at the centre in Rhodes. The group has been running at capacity since it opened in mid Reports from carers and family members suggest that the group is having a positive impact on clients. CPP undertook a number of initiatives which also sought to expand the service provided in different target regions. A photographic exhibition was launched in May entitled Through Me Eyes, For Your Eyes. The project involved 29 older Italians who were given a disposable camera and asked to take snapshots of their hobbies, of their interests, of their family, basically of what is important to them. Each participant was then invited to select one photograph to be displayed in the final exhibition. The exhibition was launched in May 2008 to an audience of community members and service providers. The project was exhibited in different locations in 2008: George Hanna Museum, Kings Cross Library, Amity at Ashfield and Bansktown Civic Centre. CPP also continued to develop resources to assist both the community and service providers. The Elenco Servizi launched in 2007 was updated and re-printed in A new resource entitled Italian Cultural Booklet was developed. This resource will serve as a tool to assist with the presentations of cultural briefings at aged care facilities and will be distributed to staff within the community and residential care sectors to aid in the care of older Italians. Objective 7: Enhance Human Resource knowledge and expertise Consistent with other areas, community services staff have been engaged in training to enhance knowledge of human resource and industrial issues. Co.As.It. has continued to maintain close attention to OHS issues and offers, where required, an employee assistance program (EAP) to staff. Finally, Co.As.It. has continued to offer, where and when possible, flexible work arrangements for its staff. Training opportunities have continued to be identified for staff and supported on a case by case basis. 8

11 Education and Heritage 9

12 Education and Heritage 2008 has been an eventful year for Co.As.It. s Education and Heritage section. The 40th anniversary of Co.As.It. has seen the successful publication of the Journey book and the launch of the Journey to a New Life photographic exhibition, both depicting the history of our community and of our organisation. Meanwhile the language education activities have had to endure and withstand a number of external pressures which will shape their future years. These have also had the effect of accelerating the process already set in place in the Strategic Plan: the development of a plan aimed at making the services financially viable. After the signing of a Memorandum of Understanding between the Italian Consulate General in Sydney and the NSW Department of Education, sudden communication late in the year announced plans for dramatic funding reductions by the Italian Government beginning in This has created the need for a careful review of the structure of the Insertion Program and the necessity of asking schools, Department of Education and the various Catholic Dioceses to increase their contributions to the program. In the meantime, Co.As.It. operated in conjunction with other relevant organisations within the Italian community in NSW and Australia (COMITES, Co.As.It.s in other States, etc.) in an attempt to obtain a reversal of the decision, seek clarifications about the funding cuts and have assurances in relation to the size of this cut. While the reduction in funding did become a reality, Australia is now the highest funded country, with Co.As.It. Sydney receiving a slightly larger amount of funding than other Australian States. Finally a change of Education Manager in the last months of 2008 meant increased pressure on the existing administrative and education teams who, however, welcomed the new education Manager, Sara Villella to the team. Objective 1: Review Existing services and implement a Business Plan that makes the service financially viable In 2008 Co.As.It. continued with its aim of further integrating the Italian language programs in State and Catholic schools by encouraging schools to directly employ teachers supported with a Co.As.It. contribution relative to the number of enrolled students. In 2008, 15 of the 68 schools in which Co.As.It. operates an Insertion program chose to take on the responsibility of employing the teacher directly and benefiting from a Co.As.It. contribution while still remaining within the Insertion Program guidelines. Following news from the Italian Government about likely cuts of up to 60% in 2009, the pricing structure for levies paid by schools was amended. This also had the result of simplifying the system, with evident gains in the efficiency of administration and reduced costs in areas like workers compensation. Given the very short time available to Co.As.It. between the notification from the Italian Government and the closing of the 2008 school year, it was difficult to ensure timely and clear communication with all stakeholders. Nevertheless Co.As.It. was able to confirm the schools decisions of whether they would continue under the new arrangements before the end of the year. A number of schools chose to employ directly with Co.As.It. s contribution while the majority of schools accepted to continue with an increased contribution per child. Unfortunately a number of schools chose not to continue in 2009 due to increased costs, and, in some, cases to a change in demand by the school community. 10

13 Education and Heritage With indications about reductions of Italian Governemnt funds, and the need to focus on directing those funds primarily towards the Insertion Program, the rationalisation of the Out of School Hours Program has continued in Full fees were increased from $250 to $260 for the first child, with a number of discounts applied to early online registrations and siblings enrolments. This translates into a need to assess the viability of smaller centres, especially in light of the often complex nature of the class composition which can range from Kindergarten to Year 8. In 2009 Co.As.It. will therefore be looking at the consolidation of smaller centres into larger and more strategically positioned centres whilst trying to maintain a presence in regional areas where possible. 2 new centres were opened in 2008 due to high local demand in Miranda and Paddington. The total number of students enrolled in the entire program was 685. The adult classes program continued successfully despite a reduction in the number of enrolments throughout the year. Private individual or partnered lessons continued to be a successful and popular extension of the adult classes program throughout the whole year. Objective 2: Attract and retain quality bilingual teachers both locally and overseas Attracting and retaining quality bilingual teachers continues to be a priority for Co.As.It. in order maintain and improve the quality of the Co.As.It. education programs. In addition to a general scarcity of qualified language teachers, Co.As.It. has faced the problem of a limited, and reducing, level of funding from Italy. This poses substantial difficulties in maintaining competitiveness in the education job market. In 2008 Co.As.It. successfully negotiated a new Co.As.It. Teachers Agreement with the NSW Teachers Federation and the NSW Independent Education Union with the assistance of the Australian Business Lawyers. The new agreement increases the paid maternity leave to 14 weeks, in line with the industry standards, provides for a 10% salary increase over 3 years and allows teachers to salary package under the favourable Public Benevolent Institutions status of Co.As.It. with a 50% benefit in 2009 and 2010 and 100% tax benefit from the 2011 FBT Year. The new agreement came into effect on 19 January Co.As.It. has continued to provide professional development opportunities to teachers in 2008 with contributions from the Italian Government and the ongoing collaboration of the NSW DET. Objective 3: Review accountability and performance requirements for all staff All office staff have continued to be part of Co.As.It. s ongoing performance management system. This includes ongoing supervision and regular appraisal interviews for each staff member with the aim of identifying strengths and areas for further development along with training opportunities and on the job development. 11

14 Education and Heritage Objective 4: Exploit opportunities in adult language classes, the leisure market, travel As part of the company-wide approach in 2008, the education team was involved in the organisation of the Norton Street Italian Festa which provided an opportunity to explore the aforementioned areas. The 40th anniversary also provided the opportunity for a number of heritage activities to be conducted with great success, including the publication of the Journey book and the launch of the Journey to a New Life photographic exhibition at Parliament House. Part of the Co.As.It. photographs collection has also been publicly installed as a permanent display at local businesses. Leichhardt and CBD Heritage Walking Tours have continued to generate interest and attract participants in the leisure and tourist market and so continue in Adult classes have continued successfully with 2 language/cooking classes being organised in collaboration with Barilla in August and November The Education section is also looking with interest at the development in 2009 of new partnerships with tour operators in Australia and Italy as an extension of its Italian language and culture promotion activities. Objective 5: Strengthen and develop existing and new partnerships to lobby for funding In 2008 Co.As.It. worked closely with the NSW Federation of Community Languages in an attempt to obtain further recognition and funding for the Community Langauges Programs (Out of School Hours). The Education Manager in 2008 was also elected to the position of Vice President of the NSW Federation of Community Languages, which allowed for stronger lobbying and recognition of Co.As.It. s role in the education environment. Co.As.It. collaborated with the Italian Consulate General and the NSW DET in the development of the MOU between the NSW DET and the Italian Consulate General, signed in 2008 by the NSW Minister for Education and the Italian Consul General in Sydney. Co.As.It. maintained strong links with the NSW DET via ongoing collaboration and planning for teacher training, resource development and the joint funding of the Italian Language Consultant at the DET. Co.As.It. Sydney also continued to work closely with the other Co.As.It.s around Australia which translates into common lobbying, sharing of resources and expertise, and sharing of costs in the area of teacher professional development. Objective 6: Enhance Human Resource knowledge and expertise Sara Villella was employed as the new manager of the Education sector at the end of Sara brings with her long experience in both the education and training sector and in the corporate sector. Sara s breadth and depth of experience will enable Co.As.It. to better implement its Strategic Plan into the future. Co.As.It. has continued to maintain close attention to OHS issues and offers, where required, an employee assistance program (EAP) to staff. Finally, Co.As.It. has continued to offer, where and when possible, flexible work arrangements for its staff. Training opportunities have continued to be identified for staff and supported on a case by case basis. 12

15 Italian Bilingual School 13

16 Italian Bilingual School In 2008 the Italian Bilingual School (IBS) continued its growth both in terms of student numbers and in terms of visibility and reputation within the Sydney educational environment by following the strategic plan set by the Board. Objective 1: Develop a long term plan to achieve the Board s vision for the school Work has continued towards strengthening the school in all areas. Board of Studies registration was achieved for Year 6 for 2009, which now makes the school a complete Pre- Kindergarten to Year 6 Primary School. This will allow the first students in the history of IBS to complete their full cycle of studies at the school in In 2008, in the planning for the relocation to Yasmar, the school has confirmed its projections of expansion to accommodate 240 students, with double stream from Prekindergarten to Year 4 and a single stream in Years 5 and 6. The strengthening of numbers in the lower classes has continued in 2009 with the confirmation, for the second year in a row, of a double stream Kindergarten. Due to lower numbers in the higher years the school decided to create 2 staged classes, a Years 3/4 (Stage 2) and Years 5/6 (Stage 3). This enables maximising the educational opportunities of the Years 3, 4, 5 and 6 children, both from an academic and social point of view. In line with the objective of providing IBS students with an educational pathway into high school, the relationship with Rosebank College was strengthened during This will continue in 2009 by creating further synergies for the benefit of both parties and, ultimately, of both school communities. Objective 2: Review the governance structures of the school Following the 2007 Board decision to maintain the current governance structure for IBS until after the move to Yasmar, the Board has continued to discuss and consider the possibility of setting up a new governance structure for the school which may include a separate governing Board. Further discussions will be held during Following the announcement of the retirement of Principal Glenda Fegent at the end of 2009, the recruitment process for a new Principal started in Term 3. The process concluded successfully with the employment of Robert Ruggeri who officially started in his new position at the beginning of the 2009 school year. 14

17 Italian Bilingual School Objective 3: Locate the school to maximise access and government funding to ensure longevity Following the momentous signing of the lease for Yasmar as a future home for IBS, Co.As.It. worked intensely on the preparation of the Development Application, which was lodged with Ashfield Council in January The assessment process was particularly long and demanding and culminated in Council Planning Officers recommending refusal. At the Ashfield Council meeting held in October, the DA was refused based on concerns relating to heritage and traffic. Advice was immediately sought from a number of experts, including Co.As.It. s Honorary Solicitor Chris Mitchell of Blake Dawson Waldron, and the decision was taken to lodge an appeal at the Land and Environment Court (LEC). The matter was listed for scheduling by the LEC on the 19th December 2008 and a hearing date was set for 16 and 17 March Co.As.It. is confident of having a solid case in this appeal and its looking forward to a favourable ruling. This would allow the construction program to start with the aim of moving IBS to Yasmar as early as possible in In the meantime, in order to accommodate the growing number of children at Casa d Italia for the 2009 school year, some changes were necessary to the use of Casa d Italia. The Preps class was relocated to the S. Francesco Room and some modifications were made to the playground, including the proposed covering of the top playground to allow for more flexible use of the space during wet weather. Objective 4: Investigate the provision of transport for students to enlarge the catchment area This major task was deferred to after the new school site is established. Objective 5: Optimise opportunities to promote the profile of the school In 2008 Co.As.It. formalised a Memorandum of Understanding (MOU) with Rosebank College. This aims to provide IBS students with a possible pathway towards a coeducational high school. It also enables both schools to benefit from synergies which go beyond the enrolments and includes sharing of resources, facilities, and collaboration in leadership development programs and schools promotion. A promotional plan was devised by the school Principal, in consultation with the Marketing Coordinator, which included advertising in local and mainstream publications, use of public events to publicise the school and the complete redesign of a bilingual school website. Throughout the year the school participated in a number of inter-school competitions and events (ASISSA Cross Country and Athletics Carnival, Tournament of Mind, etc.) as well as a number of public events (Norton Street Italian Festa and other festivals). In addition to the positive educational aspects for the children, this allowed the school to be more visible and recognisable within the local community as well as the independent schools environment. At the end of 2008, in order to strengthen the school executive team and to improve the promotional focus of the school, it was also decided to create a second Teacher Coordinator position with the focus on community development and public relations. 15

18 Italian Bilingual School Objective 6: Maintain and maximise student numbers Notwithstanding the delays in the relocation of the school, caused by the slow assessment process of our Development Application and the further delay caused by the decision to appeal Ashfield Council s refusal, enrolments in Preps and Kindergarten have continued to be stable therefore the second stream of Kindergarten was confirmed also for A reduction in student numbers in the senior years, due to the normal attrition rate (overseas and interstate relocation) and the choice by some families to move their children in Stage 3 to the Junior classes of their chosen High Schools, has been at the basis of the decision to stage Year 3/4 and Year 5/6. This has many advantages both from an academic and socialisation point of view. Enrolments for future years continue to be strong with a full kindergarten class already confirmed for 2010 and the very likely prospect of a further double stream. Objective 7: Attract and maintain quality staff In order to address the school s growth, school staff has continued to grow in numbers. In addition the school will have 2 teacher coordinators from An aim throughout 2008 was promoting ongoing staff professional development. A 6 month systematic and explicit training in Emotional Intelligence and Thinking skills was conducted for all the teaching staff in addition to First aid, CPR and asthma treatment training. Specific team teaching training was also conducted for the relevant teachers following the decision to stage Year 3/4 and Year 5/6. Throughout the year individual professional development for teachers was also accessed through the AIS. Objective 8: Source qualified Italian native speaking teachers Due to the success in the sourcing of Italian native speakers locally, there was no action taken in this area. Objective 9: Attract and maintain quality staff The application to DOCS for the registration of the Preps classes is expected to be required from June However the school is still seeking clarification regarding whether the IBS Preps program falls under the jurisdiction of DOCS or will be considered as an integral part of the school services. Further investigation for the extension of preschool and long day care facilities will be made subsequent to the relocation of IBS to Yasmar as a possible adaptable use of the Casa d Italia premises. 16

19 Major Funding Sources / Committee Members EDUCATION NSW Department of Education and Training and the Catholic Education Commission. Insertion Class Program NSW Department of Education and Training (NSW Community Languages Program) Out of School Hours Program Italian Government-Ministero degli Affari Esteri General Grant COMMUNITY SERVICES Commonwealth Department of Health and Ageing Community Aged Care Packages Community Partners Program Community Visitors Scheme Department of Ageing, Disability and Home Care Aged Project Officers Centre Based Daycare program for individuals living with dementia Centre Based Daycare Program Sydney South West Area Health Service Mental Health Program Drug and Alcohol Program Department of Community Services Youth and Family Program Inner West Community Transport Community Relations Commission ITALIAN BILINGUAL SCHOOL Commonwealth Department of Education NSW Department of Education and Training Italian Government-Ministero degli Affari Esteri PUBLIC RELATIONS San Francesco Italian Catholic Association BOARD AND SUBCOMMITTEES 2008 Board of Directors President: Vice President: Treasurer: Honorary Secretary: Committee Members: Honorary Solicitor: Italian Heritage Patron: Members: Lorenzo Fazzini Peter Todaro John De Bellis Romano Di Donato Frank Chiment Francesco Lo Pizzo (Until 20 Nov 2008) Giuseppe Fin (Until 19 May 2008) Linda Restuccia Ben Sonego Maria Pirrello Rita Zammit Claudia Ganora (From 19 May 2008) Chris Mitchell (Partner) Blake Dawson Waldron Domenico La Rosa (now deceased) Domenico Arrivolo Fr. Terence Goodall Fabian Lo Schiavo Francesca Musico Maria Schattiger Linda Restuccia Italian Family History Group Convenor: Dominic Arrivolo Vice Convenor: Fabian Lo Schiavo Secretary: Sue Lopes Members: Lores Borg Anthony Ravesi Michael Megna Francesca Musico Vince Fazio OHS Committee Anita Sonego Maria Martinovic (resigned June 2008) Cristina Pisani Adel Turano Salvatore Lo Monaco Alessandra Martino Margherita Conti (Chairperson) Luca Roncari 17

20 Rapporto Annuale Messaggio del Presidente Il 2008 è stato un anno molto impegnativo e ricco di avvenimenti per il Co.As.It. di Sydney. I festeggiamenti per il quarantesimo anniversario della nascita dell organizzazione ci hanno consentito di mostrare i risultati raggiunti e riconoscere pubblicamente, ricordare e ringraziare coloro che hanno contribuito, senza tornaconto personale, al successo della nostra organizzazione nel corso degli anni. Questi festeggiamenti hanno comportato l organizzazione di numerose iniziative: Il Ballo Nazionale Tre concerti durante la settimana dell anziano. Una mostra fotografica, accompagnata dalla pubblicazione di un bellissimo libro (intitolato Viaggio ), sulla storia della comunità italiana in NSW L organizzazione della Festa Italiana di Norton Street Il coinvolgimento dei volontari di ben quaranta anni di vita dell organizzazione come ospiti d onore al Le Montage Il 2008 è stato un anno molto impegnativo anche per quel che riguarda le nostre normali attività. Tra le numerose iniziative che meritano di essere citate vi sono: Profuso impegno nella preparazione della richiesta di autorizzazione alla costruzione per il Comune di Ashfield allo scopo di trasferire la sede della Scuola Bilingue presso Yasmar. Nonostante il verificarsi di ritardi, continueremo, a beneficio degli studenti, il nostro impegno nell assicurare tale spostamento di sede della scuola. Espansione del nostro Servizio Domiciliare a pagamento e del nostro programma di CACP A seguito di un accresciuta richiesta, espansione dei nostri servizi specificamente rivolti agli anziani con elevati bisogni di cura e affetti da demenza. Ottenimento dei finanziamenti per l apertura di un Centro diurno multiculturale nella zona di Sutherland, centro aperto nel gennaio del Sfortunatamente, sul finire del 2008, ci è giunta la notizia che il governo italiano si trovava nella situazione di dover ridurre il contributo destinato all insegnamento e alla promozione della lingua e cultura italiane all estero. Tale situazione ha forzato il Co.As.It. a ripensare le sue linee strategiche al riguardo del suo programma educativo e ci ha costretto a prendere decisioni dolorose. Tali tagli ci hanno ricordato la fragilità e l imprevedibilità al tempo stesso delle linee di finanziamento e al contempo la necessità di approntare cambiamenti sia all interno della nostra organizzazione che nella nostra relazione con i nostri maggiori finanziatori ed enti di riferimento. Di conseguenza, stiamo rivalutando i nostri piani per i prossimi tre anni, al fine di continuare a fornire i nostri servizi. Il 2009 sarà sicuramente un anno denso di avvenimenti per il Co.As.It. e siamo speranzosi che, nonostante qualche minore inciampo, Yasmar si insedierà saldamente nel futuro della nostra organizzazione come una delle sue più importanti iniziative. Vorrei congratularmi con il precedente preside della nostra IBS, Glenda Fegent, e con quello attuale, Roberto Ruggeri, come pure con tutti gli studenti che continuano a stupirci e deliziarci con il loro desiderio e abilità di pensare, sentire e parlare in italiano e in inglese! È per me un onore presentarvi il Rapporto annuale per il 2008 per il Co.As.It. e colgo l occasione per ringraziare con umiltà gli impiegati passati e presenti, come pure i volontari, gli enti governativi finanziatori, gli sponsor, i mezzi di informazione e tutti i nostri sostenitori. Vorrei anche ringraziare i miei colleghi del Consiglio direttivo e approfittare dell occasione per salutare colui che è stato per quaranta anni uno dei pilastri del Co.As.It., il Commendatore Giuseppe Fin! Il Commendator Fin si è dimesso dal Consiglio direttivo dopo quaranta anni di ininterrotta dedizione all organizzazione e a tutto ciò che il Co.As.It. ha significato per la comunitá italiana del NSW. Con i più sentiti ringraziamenti Lorenzo Fazzini Rapporto del Direttore Esecutivo Sono d accordo con il Presidente Lorenzo Fazzini quando descrive il 2008 con un anno molto impegnativo per il Co.As.It. Le attività organizzate per celebrare il nostro quarantesimo anniversario ci hanno permesso, ancora una volta, di dimostrare l incredibile impegno di personale e volontari e il loro attaccamento a quello che il Co.As.It. ha rappresentato nel corso dei suoi quarant anni e continua a rappresentare oggi. Tutti gli eventi, dalla Festa di Norton Street al Ballo Nazionale, dai 3 fantastici concerti per la Settimana dell anziano alla mostra Journey to a new Life, al fantastico ed emozionante pranzo di Novembre per celebrare quarant anni di volontariato, hanno visto il coinvolgimento del nostro personale ben oltre il proprio normale ruolo, a dimostrazione che lavorare per il Co.As.It. significa molto di più che semplicemente un lavoro. Un atteggiamento encomiabile. Il 2008 è stato anche un anno impegnativo dietro le quinte. Abbiamo iniziato l anno con la messa in atto della ristrutturazione del settore dei Centri Diurni per anziani. La crescita delle nostre attività ha inoltre creato la necessità di ristrutturare il nostro settore amministrativo, con la creazione del ruolo di Manager per l Amministrazione, la contabilità e le risorse umane (Sylvia Chou) e il ruolo di addetto alle Risorse Umane. In seguito all annuncio del pensionamento della Preside della Scuola Italiana Bilingue, Glenda Fegent, abbiamo reclutato un nuovo Preside, Robert Ruggeri, il quale ha iniziato nel suo nuovo ruolo all inizio dell anno scolastico Negli ultimi tre mesi dell anno abbiamo inoltre avuto un avvicendamento nel ruolo di Manager del settore insegnamento. A novembre abbiamo accolto la nuova Manager, Sara Villella, chiudendo quindi l anno con una nuova squadra di alta qualità che, sono certo, assisterà il Consiglio di Amministrazione del Co.As.It. nel guidare l organizzazione verso un futuro impegnativo ma al tempo stesso entusiasmante. La notizia di imminenti tagli ai contributi da parte del Ministero degli Affari Esteri nel settore dell insegnamento ha messo una notevole pressione sul settore insegnamento e amministrativo. Tuttavia, cooperando con insegnanti, Presidi, le varie Diocesi e il Ministero dell Istruzione del NSW, siamo riusciti ad assorbire parzialmente l impatto di tale decisione su scuole, studenti, insegnanti e l insegnamento dell italiano in generale. Colgo l occasione per ringraziare tutte le parti in causa per la maturità e l atteggiamento costruttivo dimostrati. L espansione dei nostri servizi per gli anziani, sotto la competente guida del Manager per il Settore Assistenza Thomas Camporeale, è continuata a passo elevato nel tentativo di rispondere prontamente al rapido invecchiamento della nostra comunità. Abbiamo continuato a portare all attenzione delle autorità locali le questioni più urgenti e rilevanti proprie della nostra comunità e siamo grati ai vari livelli di governo per l attenzione dimostrata a tale riguardo. Ingenti risorse e tempo sono state dedicate nel corso dell anno alla domanda sottoposta al Comune di Ashfield per la costruzione della nuova sede della Scuola Italiana Bilingue presso Yasmar e, come accennato dal Presidente Fazzini, gli sforzi continuano. Nel concludere vorrei nuovamente esprimere il mio apprezzamento per il personale del Co.As.It. Giorno dopo giorno, sia nei propri ruoli, sia in ruoli speciali assegnati di volta in volta o per i quali essi stessi si fanno avanti volontariamente, dimostrano professionalità, passione e capacità che non conosce uguali. Infine, vorrei attrarre la vostra attenzione ad un nuovo formato per il nostro rapporto annuale. Quest anno abbiamo deciso di fornire un aggiornamento sulle nostre attività alla luce degli obiettivi strategici definiti dal Consiglio di Amministrazione del Co.As.It. Mi auguro troverete il rapporto interessante ed informativo. Andrea Comastri 18

21 Servizi Sociali Per il Settore servizi sociali il 2008 è stato un altro anno molto pieno. Il Settore ha visto un aumento dei finanziamenti ad esso destinati, lo sviluppo di nuovi servizi e rapporti di collaborazione, come pure lo sviluppo di una nuova struttura organizzativa interna. La priorità è stata data all organizzazione di eventi e attività chiave, già organizzate con successo negli anni precedenti. Tuttavia nel 2008 le energie si sono concentrate sui festeggiamenti per il quarantesimo anniversario della fondazione. Durante la Settimana dell anziano, nell aprile del 2008, sono stati organizzati tre concerti. Il cantante italiano Dario Sebastiani si è esibito in tre diverse località e l iniziativa ha visto la partecipazione di 1200 persone nell arco di tre giorni. Le iniziative per la Settimana della salute mentale si sono svolte nell ottobre del 2008, presso la sede di Leichhardt. Durante la giornata, i partecipanti all iniziativa, il cui tema conduttore era Sviluppare la propria capacità di resistenza interiore, hanno potuto partecipare a seminari e varie altre iniziative. Il Festival dei cortometraggi Viva Leichhardt, organizzato dall Assistente sociale per i giovani e le famiglie, è stato nuovamente organizzato a giugno come parte del Festival del cinema italiano di Sydney. Il tema dell iniziativa per il 2008 è stato il colore rosso! Tema che ha permesso ai registi di esprimere la propria immaginazione. L iniziativa si è svolta presso il Palace Cinemas nell arco di due serate che hanno entrambe registrato il tutto esaurito. Durante le serate sono stati proiettati dodici cortometraggi. Il vincitore ha ricevuto un premio di $2000 donato dal Norton Plaza, GPT Group. Il Co.As.It. ha anche avuto l onore di essere tra gli enti sponsorizzatori della Conferenza inaugurale dei giovani Italo-australiani (GIA), svoltasi nella Gold Coast a settembre del Alla conferenza hanno partecipato delegati da tutta l Australia, riunitisi per discutere le problematiche da cui sono toccati i giovani italo-australiani. La conferenza ha visto come atto conclusivo la presentazione di un rapporto che è stato presentato a Roma in Dicembre dal Comitato del GIA. L Assistente sociale per i giovani del Co.As.It. ha presentato alla conferenza una relazione sul tema Identità e cultura. Nel 2008 il Progetto visitatori comunitari ha festeggiato il suo quindicesimo anniversario. In aprile tutti coloro che, nel corso degli anni, sono stati coinvolti nel progetto, sono stati invitati a partecipare ad un pranzo per rimarcare l occasione, pranzo durante il quale sono stati assegnati certificati di riconoscimento. Particolarmente importante è stata la partecipazione alle celebrazioni di sette volontari coinvolti nel progetto sin dai suoi inizi nel La crescita del settore ha seguito gli indirizzi specificati nel Piano di indirizzo strategico, piano che ha identificato sette obbiettivi. I risultati ottenuti per ogni obbiettivo sono riportati qui di seguito. Obiettivo 1. Analisi dei servizi esistenti e sviluppo e implementazione di un Piano di gestione mirante a ridurre la dipendenza da finanziamenti governativi Il Piano ha permesso l attivazione di un nuovo Programma di assistenza domestica a pagamento per anziani. Il servizio, Aiuto a casa (Home Help), è stato inaugurato nel Pubblicizzato a partire dagli inizi del 2008, il servizio ha visto una costante crescita di richieste culminata alla fine del 2008 nell erogazione di più di 500 ore di servizi. Uno dei risultati inaspettati del Programma è stato il successo del modello di lavoratori in affitto, modello per cui altri enti hanno fatto richiesta di personale al Co.As.It. per assistere i loro utenti di lingua italiana. Ciò ha dato luogo ad una crescita ancor più rapida del programma, come pure alla possibilità di sviluppare nuovi rapporti di collaborazione con programmi in inglese. Obiettivo 2. Sviluppare ulteriormente le collaborazioni già in atto con altri enti erogatori e crearne di nuove allo scopo di assicurarsi finanziamenti Il Settore servizi sociali nel 2008 ha proseguito sia a rafforzare gli esistenti rapporti di collaborazione che a stabilirne di nuovi. Tali rapporti sono stati creati da tutto il Settore servizi sociali ma specialmente nei Programmi di partnenariato comunitario (Community Partnership Program) e di assistenza domestica a pagamento (Home Help). Il Programma di partnenariato comunitario (CPP) mira ad assistere le strutture residenziali per anziani tramite presentazioni al personale di tali strutture su vari aspetti culturali legati all assistenza all anziano di origine italiana, così che questi possano fornire un servizio sensibile alle esigenze culturali del cliente. Parte dell obiettivo è quello di stabilire, solidi rapporti di collaborazione con queste strutture di assistenza offrendo così una risposta a tutti i livelli ai bisogni dei servizi. Nel 2008 la collaborazione precedentemente stabilita con il Centro Amity di Ashfield si è rafforzata ulteriormente, con rappresentanti dell Amity invitati a partecipare a varie iniziative del Co.As.It., tra cui un iniziativa fondamentale come l inaugurazione a giugno del Programma di CPP nella zona delle Northern Beaches. Gli operatori del Programma di CPP hanno dato presentazioni sugli aspetti culturali legati all assistenza all anziano di origine italiana a varie organizzazioni come Catholic Health Care, i Centri Amity di Ashfield, Greenacre e Nyora Gardens. Il Programma di assistenza domestica a pagamento ha sviluppato vari rapporti di collaborazione con varie organizzazioni di assistenza tra cui: il Catholic Healthcare, Sydney South West Area Health Service, l Hope Healthcare, il Centacare e l Uniting Care. Tali nuove collaborazioni, formatesi nel 2008, hanno dato al Co.As.It. l opportunità di ampliare il Programma di assistenza domestica a pagamento. Nel 2008 è stato ottenuto un piccolo finanziamento dal National prescribing service per organizzare incontri informativi rivolti ai membri della comunità italo-australiana sul tema Uso consapevole delle medicine. La campagna informativa, organizzata dall Operatore per le dipendenze, ha visto l organizzazione di 4 incontri nella zona metropolitana di Sydney e dell Illawarra. Gli incontri hanno coinvolto come relatore un farmacista di lingua italiana, Giulian Vaccari. Si prevede che questa collaborazione continuerà nel corso del 2009 e anche oltre, non solo al fine di assicurarsi i relativi finanziamenti ma anche affinché la comunità italiana sia informata su tematiche importanti quali la salute e l uso corretto dei medicinali. Il forte rapporto di collaborazione che il Co.As.It. ha sviluppato nel 2007 con l Ente comunicazioni sociali multiculturali su tematiche relative alla salute (Multicultural Health Comunication Service-MHCS) nel 2008 si è ulteriormente rafforzato grazie a vari progetti chiave. Il progetto più importante è stato il prosieguo del Numero verde per fumatori in lingua italiana (Italian Quitline), iniziato nel Il Settore servizi sociali ha continuato a far parte del comitato direttivo del progetto e a gestire il numero verde. Altri due operatori sono stati formati nel 2008 al ruolo di Consulenti di progetto. Il Co.As.It. ha anche supportato il MHCS in un progetto sulla demenza. Tale progetto aveva come obiettivo l accertamento del livello di conoscenza all interno della comunità italo-australiana, in materia di demenza e di servizi disponibili. Ancora una volta, il ruolo del Co.As.It. è stato quello di assicurarsi che le domande su cui la ricerca si è concentrata fossero poste in maniera rispettosa delle peculiarità culturali dei partecipanti e di sostenere il MHCS nell organizzazione delle iniziative. Obiettivo 3. Ampliamento del bacino di utenza dei servizi per rispondere ai bisogni sia di culture altre rispetto a quella italiana che a quelli di utenti provenienti da altre aree di mercato di potenziale interesse L erogazione di servizi è stata ampliata anche nei programmi Pacchetti di assistenza domiciliare per anziani (Community Aged Care Packages - CACP) e Centri di assistenza diurna (Centre Based Daycare - CBDC). Al termine del 2007 il Co.As.It. ha ricevuto fondi aggiuntivi per il finanziamento di altri 20 pacchetti di assistenza (dieci per la zona sud-ovest e dieci per la zona metropolitana ovest). Questo finanziamento aggiuntivo ha comportato l assunzione di un settimo coordinatore, aggiuntosi all esistente gruppo di lavoro in giugno, cosa che ha permesso l attivazione dei nuovi pacchetti di assistenza immediatamente dopo l avvenuto finanziamento. Tale finanziamento ha aiutato il Co.As.It. a ridurre i tempi d attesa per l ottenimento del servizio, specialmente per la zona metropolitana ovest. Il Co.As.It. ha anche avuto successo nell assicurarsi i finanziamenti necessari all apertura di due nuovi centri di assistenza diurna (CBDC) nella zona del Sutherland, finanziamenti forniti dal Ministero per la terza età, le disabilità e l assistenza domestica (Department of Ageing, Disability and Home Care - DADHC). I due centri sono rivolti alle comunità non anglosassoni e priorità di accesso sarà data alla comunità tedesca, greca, spagnola e italiana. Il servizio è partito alla fine del 2008 e il numero di segnalazioni ricevute è cresciuto stabilmente nel corso dei primi mesi del La creazione di questo servizio costituisce un punto di svolta cruciale nel processo di crescita del Co.As.It. È un onore per l organizzazione quello di essere riuscita ad adattare un modello di assistenza, caratterizzato dalla sua sensibilità verso le differenze culturali, a culture ed individui diversi da quella italiana. Negli ultimi mesi del 2008 il Co.As.It. ha partecipato ad appalti per la conduzione di una vasta gamma di servizi, inclusi centri di assistenza diurna nella zona sud ovest di Sydney, gruppi sociali nella zona ovest di Sydney e servizi di assistenza a lavoratori con compiti aggiuntivi di cura nella zona metropolitana ovest. Gli esiti delle partecipazioni a tali appalti sono attesi per metà Obiettivo 4. Attrarre e ritenere personale di alto livello professionale L equipe del Settore servizi sociali è rimasta più o meno stabile nel Nuovo personale è stato impiegato in vari progetti a causa o di una crescita dei servizi o di ulteriori finanziamenti. All interno dei nostri servizi per anziani, dodici persone sono state assunte nel corso dell anno, cosa che ha permesso la crescita sia del programma di CACP che di quello di assistenza domiciliare a pagamento. Il personale dei servizi per anziani è stato incoraggiato e sostenuto nell ottenimento del Diploma di terzo livello in assistenza domestica e comunitaria (Certificate III in Home and Community Care). Diciannove impiegati hanno partecipato a questo corso di formazione nel 2008 con il raggiungimento del diploma previsto per tutti i membri del gruppo agli inizi del In maniera analoga, 3 coordinatori del Programma di CACP sono stati aiutati a intraprendere, studiando come parte dell orario di lavoro, il Diploma di quarto livello di coordinatore di servizio (Certificate IV in Service Coordination). In ultimo, due altri coordinatori all interno dei servizi per gli anziani sono stati ulteriormente sostenuti nell ottenimento del Diploma in gestioni di servizi alla comunità (Diploma in Community Services Management). Obiettivo 5. Riesame dei criteri di valutazione e monitoraggio della prestazione del personale Tutto il personale di tutte le aree di intervento del Settore servizi sociali, coordinatori, personale dei servizi di assistenza e volontari, è stato monitorato utilizzando un sistema di valutazione del personale. Tale sistema offre al personale la possibilità di chiarire i loro obiettivi dal punto di vista professionale e discutere la loro prestazione tramite un rapporto 19