01 OUR VISION & 10 VOCATIONAL 26 DOOR TO DOOR 38 OUR BOARD MISSION TRAINING TRANSPORT 40 COMMUNICATIONS 02 CHAIRPERSON’S 12 HART4000 28 HOME ASSIST REPORT SECURE 41 PHILANTHROPIC 15 FAMILIES & PROGRAMS 03 CEO’S REPORT CHILDREN 30 A DAY IN THE LIFE OF COMMUNIFY 43 FINANCE REPORT 04 NEIGHBOURHOOD 16 AGED CARE 2015-2016 CENTRES SERVICES 33 PROPERTIES 44 STRATEGIC PLAN 08 MULTICULTURAL 20 SPECIALIST 33 VENUE HIRE 2016-2020 PROGRAMS MENTAL HEALTH PROGRAMS 34 OUR PEOPLE 45 PARTNERS & SUPPORTERS VISION A unified, supportive community. MISSION To strengthen the community’s capacity by responding to the diverse needs and interests of all its members. COMMUNIFY VALUES Integrity — We are committed to a culture of honesty, accountability, transparency and justice. Passionate — We are determined to action that improves quality of life and a sense of belonging. Inclusive — We advocate for inclusive communities that support participation and access. Creative — We are committed to new ways of supporting and engaging. Collaborative — We embrace opportunities to build alliances that strengthen our capacity. ANNUAL REPORT 2015-2016 1 CHAIRPERSON’S REPORT COMMUNIFY QLD HAS INFLUENCE: we will influence policy and Decision Making Framework to assist the programs for social engagement and CEO developing the business case for the HAD A VERY SUCCESSFUL advocacy to bring about positive social Board to consider service and investment change and inclusion. decisions. A risk appetite statement is YEAR AND WE ARE being developed to support further such LEADER: we will be an innovative leader decisions. It is to be noted that the AICD in providing flexible community based PROUD TO BRING YOU study reported 64% of organisations made integrated and networked support. THIS ANNUAL REPORT a profit over the last three years, with HIGH PROFILE: we will be recognised for expectations being 59% will over the next ON OUR WORK. excellence as a creator and facilitator of three years. This reinforces the strategic quality services valuing our relationships approach of Communify under its leader and networks. and sustainability pillars. identifying the key performance measures SUSTAINABLE: we will remain sustainable under each pillar for the future. This is our second year as a Board of in changing times by growing and COLLABORATION IS KEY This annual report will elaborate on the Directors and we have been mindful of our diversifying our financial resources and The study found that 70% of NFPs work of Communify relevant to these four governance responsibilities. We undertook embracing new investment opportunities. collaborate to advocate and 43% subcontract pillars, presenting to you our clients, services training for Not for Profit (NFP) directors The Board has three Committees with the some services. Communify exemplifies this and community work. Communify’s service with the Australian Institute of Company Strategic Development Advisory Committee and has embraced collaboration as a key delivery only happens because of the Directors (AICD). We were pleased to assess (SDAC) having particular responsibility part of its service delivery model. Using dedication of the staff, commencing with the that Communify has in place appropriate for the Leader pillar; the Communications a strong community development and exemplary model of our CEO Karen Dare. governance frameworks, policies and Committee for the High Profile pillar; and engagement framework, Communify is Thank you to each and every staff member, procedures that Board and staff apply, while the Finance and Audit Committee for recognised for its influence and as a leader who has the appreciation of the Board. And identifying areas for continuous improvement. the Sustainability pillar. Each Committee in the initiation of innovative collaborations thank you Karen. The Board recognises you reports to the Board, which takes overall in the sector. Currently Communify is part of as the initiator of much of our collaborative Given the significance of the NFP sector responsibility for the pillar on Influence. 7 consortia, 7 partnerships, auspices a range in Australia and the challenges it faces This strategic approach does focus our of organisations and has two Memorandums and innovative service delivery and for moving forward, I would like to reflect work as a Board on achieving the stated of Understanding in place. Services are Communify’s positive standing in the sector on Communify’s position against some outcomes for each pillar. delivered for many of our client groups with and with government. key findings from the 2016 AICD NFP this approach. This remains a key strategic As we move into interesting times with direction for the Board’s long term goals. Governance and Performance Study. FINANCIALLY STRONG changes to service delivery for aged care, Specifically, I will address strategy, finance, disability services and mental health, the collaboration and performance measurement. The AICD study concluded that NFPs need to PERFORMANCE MEASUREMENT Board is confident we are strongly positioned be financially strong and make a profit that to embrace the changes. I appreciate the With the four pillars in place, our CEO can be re-invested back into the business contribution of every Director and thank STRATEGY IS CRITICAL reports to the Board under each with both to achieve the organisation’s outcomes and you all for your hard work, dedication and qualitative and quantitative information FOR SUCCESS drive their long-term goals. This is exactly the single-minded focus to benefit all our clients, on performance and on emerging issues. reason Communify has worked hard to grow the community and our society through This finding reinforces the fact the its strong financial base and make an annual The Board also receives a quarterly info achieving our long-term outcomes. Directors’ focus needs to be on strategy, profit. As the report for the 2015-16 financial graphic on performance, particularly against rather than operational issues. In line with year shows, our profit was $507,000 and contractual targets. The financial position is this, the Board endorsed a new strategic current assets stand at $4 million. To support another important measure of performance. Carolyn Mason – Chairperson plan under Four Pillars: this position, the SDAC developed a Strategic The Board and CEO are working on Board of Directors 2 COMMUNIFY I TOGETHER WE CAN CEO’S REPORT THIS YEAR HAS The demand on our services, particularly our soft jobseekers to gain the skills, qualifications and entry points at the Bardon, Kelvin Grove and New experience to enter and stay in the workforce. PRESENTED COMMUNIFY Farm Neighbourhood Centres, have experienced This year we have partnered with Red Cross and a significant increase as we see more and more TAFE Qld to support over 75 people to access WITH MANY WONDERFUL people struggling with mental and physical Certificate 111 training in Individual Support and illness, drug and alcohol addictions, financial Hospitality training. This program focuses on OPPORTUNITIES FOR disadvantage, family breakdown, unemployment, marginalised jobseekers and provides additional and homelessness and housing instability. We learning, financial and job search support to assist NEW PARTNERSHIPS, see firsthand the risks encountered at critical them with gaining qualifications and employment. transition points across the life course, the loss We must congratulate many of these students for GROWTH AND THE of a loved one, the challenges presented by successfully completing their training and moving losing employment, the pressure on families and on to achieve long-lasting employment in this DELIVERY OF INNOVATIVE their caring responsibilities with the rising cost changing world. of living, the problems people experience when SPECIALIST SERVICES. order to be able to provide our services. To this end, becoming unwell, and the harmful consequences Individual choice remains paramount in all our we have launched a new Champions of Communify for those living with addictions. We respond by services. In our home care, disability and mental program, modelled on the wonderful Patrons of providing a safe and inclusive place where people health programs our practice aligns with the new New Farm initiative. These local giving programs are supported to build their capabilities and to be Aged Care and National Disability Reforms where see individuals and businesses coming together able to meaningfully be included and participate in the consumer-directed care builds on people’s own With our long experience of supporting vulnerable to contribute to our front line work in areas such economic, social and civic life. We also facilitate the strengths to live the life that each values, by paying people, and an appetite for innovation, we as food security, refugee support, homelessness, strengthening of community networks and facilitate attention to their abilities, their opportunities and continue our community development approach a women’s shelter, and other emerging and unmet ordinary people in our communities to support one the support they need. We know that these reforms to identifying needs and responding to gaps in needs in our community. another through natural supports and volunteer will require significant change but feel confident services and supports. We continue our work to that Communify is well positioned to thrive in this promote an inclusive, fair and compassionate efforts. Thank you to our 200 plus active volunteers It has indeed been a constructive