BUSHkids 2017-18 Annual Report

CEO

Our third Key Result Area is partnerships. We develop relationships and networks where there is a commonality of purpose and shared values. One of BUSHkids’ core values is ‘Working collaboratively to make a difference for vulnerable families’. We recognise that the changes we want to see for children and families across Queensland cannot be achieved by a single person or organisation. As a classic African proverb holds, ‘It takes a village to raise a child …’ We aim to develop partnerships to gather the momentum needed to really ensure that children are supported to do the best they can and to become valuable contributors to communities across Queensland, regardless of their postcode. You will read in the pages of this report of the collaborative relationships and approaches we are taking with families, communities, universities and local networks to really make a difference. BUSHkids’ fourth focus is on being a sustainable and efficient organisation . As you will see, we have diversified funding streams, upgraded our bespoke database BUSHbase and are investigating and implementing new finance and HR systems. We have developed an action plan for achieving accreditation under appropriate quality frameworks and will be working towards this in the coming year. Our Friends of BUSHkids networks help us to understand and respond to the needs of local communities and builds in a level of accountability to the communities we serve. Our fifth KRA is for BUSHkids to be recognised as a leader of developmental services to families and communities in Queensland. By achieving this through the provision of excellent, innovative and responsive services, BUSHkids aims to make a difference for more children and families. This year we have grown our social media following and have frequently featured in print, television and radio media articles. Our local teams are being recognised in their local communities for the quality of the work they are undertaking with children and families. In Mount Isa, our team was nominated for the Excellence in Children & Family Services Delivery Award , presented by Young People Ahead (YPA) Youth and Community Services .

Our final KRA is people and culture – BUSHkids aims to be an employer of choice for staff and volunteers. During the past year, our staff numbers have increased substantially. We have worked to maintain our BUSHkids ethos and approach throughout this period of growth. We are strongly committed to this priority and I have personally led corporate orientation and values workshops for all new teams. Across the coming year, these workshops will roll out for all existing teams. Professional supervision has been reviewed and reinforced across the organisation. Our growth in staffing has yielded benefits in opportunities for growth and development of our existing workforce as team members step up into leadership roles. We have also been able to improve our sustainability by becoming accredited to provide internal training in a range of evidence-based programs. The past 12 months have been difficult yet satisfying at many levels professionally, as well as for me personally. When illness profoundly touches one’s own family it is also a stark reminder of the diverse challenges being faced on a daily basis by BUSHkids’ client families — and a source of renewed focus to work to ensure that no children across Queensland are disadvantaged simply because of geography. I offer my sincere appreciation and thanks to each and every person who supported me in these efforts throughout 2018. I take this opportunity to thank our funders, donors, supporters, community connections, volunteers, our FoBk teams who inspire us, BUSHkids Council members that guide us and, most of all, our dedicated staff who have served BUSHkids and our clients. We look forward to the challenges and opportunities the coming year will bring as we continue our work in local communities supporting children and families across this great state of Queensland.

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Carlton Meyn Chief Executive Officer