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Jobs Australia Annual Report 2011-12

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Jobs Australia Annual Report 2011-12 OUR MEMBERS, OUR NETWORKS JOBS AUSTRALIA LIMITED ANNUAL REPORT 2011-2012 01 STRATEGIC PRIORITIES 2011-2013 03 CHAIRPERSON’S REPORT 04 CEO’S REPORT 07 ORGANISATIONAL CHART 08 JOBS AUSTRALIA FOUNDATION 10 POLICY. PROGRAMS AND INFLUENCE 13 JOBS AUSTRALIA BLANKET COVER PROGRAM 14 INDUSTRIAL RELATIONS 16 JOBS AUSTRALIA CONFERENCE 18 AUSTRALIAN TRAINING NETWORK 19 INDIGENOUS TRAINING NETWORK 20 BOARD OF DIRECTORS 24 DIRECTOR’S REPORT 26 AUDITOR’S INDEPENDENCE DECLARATION 27 FINANCIAL STATEMENTS 30 NOTES TO THE FINANCIAL STATEMENTS 40 DECLARATION BY DIRECTORS 41 INDEPENDENT AUDIT REPORT 42 JOBS AUSTRALIA MEMBERS 44 CSIR SUBSCRIBERS 50 ACKNOWLEDGEMENTS Jobs Australia Limited Annual Report 2011-12 1 STRATEGIC PRIORITIES 2011-2013 MISSION: JOBS AUSTRALIA SUPPORTS About Jobs Australia Engaging and Supporting Our Members AND REPRESENTS THE INTERESTS OF Jobs Australia is the national peak body Through effective engagement with our NOT-FOR-PROFIT EMPLOYMENT AND for not-for-profit organisations that assist membership, we will develop and deliver RELATED SERVICE ORGANISATIONS unemployed people to get and keep jobs. services relevant to members. THAT EXIST TO ACHIEVE A FAIR AND We provide an independent voice for EQUITABLE AUSTRALIA. •Maintain strong communication with members who range from large charitable members so that Jobs Australia remains organisations to small local community- VISION a member-driven organisation where based agencies. Jobs Australia helps A fair and equitable Australia. members inform the direction of member members to make the most effective use services; the policy agenda; and the focus of Jobs Australia Values of their resources and promotes the needs strengthening capacity activity; •Ethical, transparent and accountable of unemployed people for the services and •Deliver a responsive range of member approaches to all our activities and support that will help them to participate services utilising the size of the membership relationships; fully in society. base to leverage cost effective products and Jobs Australia is the largest network of •Consultation with our members to ensure services; and their views are reflected in our policies and employment and related service providers in •Encourage and enable networking and services; Australia. We are proud to be fully funded by and accountable to our members. information exchange among members •Strong leadership and bold decision-making and other organisations both nationally and to positively influence the future; STRATEGIC PRIORITIES internationally. •Engagement and collaboration with others Strengthening Capacity Leading and Influencing Policy in building a better society; We will provide assistance and resources Development •Respectful and people-centred approaches that enhance the capacity of members to We will play a pivotal role in shaping the to human and community development; deliver quality services and outcomes. policy environment as it affects the sector •The commitment of our people; •Facilitate opportunities for members to and those whom the sector serves enhance and improve their work; •Independence and social enterprise; •Undertake quality policy analysis and •Encourage and support workforce capacity; research to inform Jobs Australia’s policy •Investment in and promotion of innovation positions and pursue policy priorities; and good practice; •Encourage and assist members to take new directions and adopt innovative •Foster debate and discussion to inform •Professionalism and relevance in all aspects approaches to their business, including policy; of our operations; and partnerships and alliances with other •Communicate, consult with, and engage •Environmentally sustainable approaches members and other parties; government, the media, and others to to our work. •Strengthen member capacity to work with influence policy; and the most disadvantaged individuals and •Forge and maintain strategic alliances with communities; and other organisations and sectors. •Support Indigenous and other member organisations to provide effective training and employment assistance for Indigenous people and communities. 2 Advancing positive social change KEY ENABLER We do things that reflect the collective Organisational Sustainability values of our members. Jobs Australia In order to achieve the strategic priorities, is active in defending and developing the Jobs Australia will continue to ensure the contribution of the not-for-profit sector on-going sustainability of the organisation to Australian society, and undertakes through close attention to: action to address marginalisation and disadvantage. We: • Sustaining a secure financial asset base; • Collaborate with others to maintain a • Attracting and retaining the right people; vibrant and effective not-for-profit sector; • Having relevant and effective systems and • Maintain commitment to the Jobs resources; Australia Foundation; and • Providing strong Board governance; and • Raise awareness of marginalised and • Encouraging investment from our disadvantaged people. partners to progress our work. • Advancing positive social change. THE JOBS AUSTRALIA BUILDING ON ELIZABETH STREET MELBOURNE Jobs Australia Limited Annual Report 2011-12 3 CHAIRPERSON’S REPORT AS I CAME TO PREPARE THIS REPORT Of particular strategic focus and The year saw some movement in the I AGAIN REFLECTED ON THE DIVERSITY importance for our members over the year membership of the Board, with Bill OF OUR MEMBER ORGANISATIONS were: Davidson and John Hartley welcomed after IN TERMS OF THEIR SIZE AND THEIR the elections. Ailsa Patterson went on •the continuing developments in workforce ACTIVITIES. extended leave and then completed 6 years issues including recruitment and retention, of service in December 2011. I trust Ailsa A look at the Jobs Australia weekly alert performance enhancement, bargaining, continues to enjoy her retirement. Di Watts that arrives in my inbox shows what a broad organisational change, workplace culture; was co-opted to replace her for the spectrum of activities our members are •social enterprise, with all the possibilities remainder of the year. involved in and the amount of information and complexities it brings with it, as well that it is now necessary for members to Peter Quarmby has announced that he as developments and approaches in social work through to fulfil their mission. will not seek re-election to the Board after finance; 12 years of service. What binds us is a commitment to a •the impacts of any reforms to the shared vision of a fair and equitable I thank each of the Board members and not-for-profit sector and changes to taxing Australia. Through the continued David Thompson for making the role of not-for-profit organisations; outstanding work of its staff, Jobs Australia Chairperson such an interesting and represents members to influence the •the ongoing emphasis of government on positive experience. welfare reform, in particular how this will policies that affect them, the people they RON MIERS impact on employment services; and serve, the communities in which they work Chairperson and the broader society in which we all live •the 2015 Project, which commenced just October 2012 and work and depend on for our futures. before the end of the 2011-12 financial As well as this important work, Jobs year, grew from our discussions about Australia has continued to offer services welfare reform and will seek to influence that are crucial to support members’ the future not only of our members but also day-to-day operations. services for disadvantaged individuals and During the 2011-12 year, the Board communities across the country. continued to build its focus on strategic The Board work could not function leadership in the light of the current without the significant contribution environment and Jobs Australia’s strategic and commitment to a positive working priorities looking to the future. This work environment by each of the Board has continued to support the CEO to lead members and the CEO. the organisation so that members can be supported to develop services in new and expanding directions. 4 CEO’S REPORT THE STRATEGIC DIRECTIONS SET (APESAA) in their review of red tape and they had not been treated fairly or justly FOR JOBS AUSTRALIA BY THE BOARD complexity in the system – in the hope that, in relation to claims held to be in doubt OF DIRECTORS ARE THE TERMS OF following the seminal work done for us by the Department. in the year before by the Nous Group, we REFERENCE FOR THIS 2011-2012 These developments in JSA and the earlier could stimulate some appetite for major REPORT OF OUR ACHIEVEMENTS TO and similar developments in DES-ESS reform for 2015 – not having achieved it MEMBERS AND OTHER STAKEHOLDERS. about integrity issues inevitably led to a for 2012. OUR TWENTY-THIRD YEAR OF new focus and concentration of interest OPERATION CONTINUED OUR Late in 2011, we participated in the in DEEWR in more rigorous program EXPERIENCE OF CONSTANT AND ongoing debates and a parliamentary assurance approaches and processes MAJOR CHANGE IN THE OPERATING inquiry into DES procurement and which will continue well into the future. ENVIRONMENT FOR JOBS AUSTRALIA associated concerning suggestions of MEMBERS. In the May 2012 Budget, with its strong and untoward practices on the part of some predictable emphasis on fiscal rectitude, DES-ESS providers and subsequent During the 2011-2012 year, we provided the government announced reductions tightening of the guidelines – which a wide range of Jobs Australia services to JSA in the form of
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