the not4profit people

CBB12/13

Annual Report

Use your smart phone to download a free QR reader and you can scan the codes throughout this publication for additional content.

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Who is CBB?CBB the not4profit people is an incorporated Not for Profit organisation and social enterprise formed in 1995. We specialise in working with the Australian Not for Profit sector, with empathy and genuine understanding of the challenges existing in this environment.

What does CBB do?We provide salary packaging, finance, human resource and management consulting services to Not for Profit organisations around Australia.

How is CBB funded?We are entirely self-funded, with our income derived from providing services to the Not for Profit sector.

What makes CBB different from a commercial organisation?Having been formed from the restructure of the Spastic Centres of South Australia in 1995, we remain true to our founding principles of making a positive contribution to the Not for Profit sector. We do this by reinvesting surplus dollars into the sector through our Community Development Program.

A dynamic Not for Profit sector achieving its social objectives.

Our vision

To enhance the capacity and sustainability of Not for Profit organisations.

Our mission

CBB staff will always be ethical in our dealings with clients and stakeholders. We shall offer and deliver services in a manner which reflects strong commitment to the following values:

» Respect

» Integrity

» Service

» Empowerment

Our values

» An efficient, effective and sustainable CBB.

» Advance the interests of people living with disadvantage by providing direct services.

» Enhance the capacity and sustainability of the Not for Profit sector and its agencies.

» Enhance the image, importance and recognition of the Not for Profit sector in Australia.

» Develop and maintain a productive CBB Community Development Program.

Strategic goals 2012-2015

About CBB the not4profit people

Scan to read more about CBB’s history

Contents4 Meet the Board

5 Chairperson’s report

6 CEO’s report

8 Highlights of the year

9 Community engagement: Client stories

12 CBB Community Development

14 CBB Salary Packaging

15 CBB Community Consulting

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Jody Bund

Treasurer/Deputy Chair

Convenor - Finance & Audit Committee Commencement October 2009

Michael Dawson

CEO/Public Officer

Commencement May 2010

Diana Blundell

Commencement April 2013

Aaron Chia

Chair

Finance & Audit Committee Member Commencement October 2002

Georgie McGorm

Commencement June 2011

Gregg Ryan

Finance & Audit Committee Member Commencement April 2011

Sylvia Andersons

Commencement March 2012

Barry Phillips

Finance & Audit Committee Member Commencement October 2009

Meet the Board

Elizabeth Davis

Commencement December 2012

CBB wishes to thank John Harley for his contribution to the CBB Board from 2009-2013.

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In my report last year, I spoke about my quest to see CBB become an integral part of our clients’ strategy whereby the critical outcomes of CBB’s efforts are inextricably linked to their intended social outcomes; a shared vision and shared outcomes.

I am pleased to say that significant progress has been made by CBB in this regard. The strategic partnerships and relationships that have been developed are outlined within the CEO’s report and once again, Michael and his team have worked very hard to produce outstanding results for CBB, measured by how we are perceived and trusted by our clients and in turn, the growth of CBB’s business activity.

Our work is not however done. CBB will continue to facilitate strategic discussions with and between our clients to investigate how we can together meet the demands of the changing environment the sector faces, and how CBB can continue to add value to our clients.

I would like to thank CBB’s management, staff and clients for their ongoing support in our mission to enhance the capacity and sustainability of Not for Profit organisations. I would also like to express my utmost appreciation to our volunteer board members who have volunteered not only their knowledge and experience but also their precious personal time to help CBB and the sector achieve its social objectives.

Aaron Chia CBB Chairperson

Chairperson’s report

“CBB will continue to facilitate strategic discussions with and between our clients to investigate how we can together meet the demands of the changing environment the sector faces, and how CBB can continue to add value to our clients.”

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Having completed three years as chief

executive of CBB the not4profit people

(formerly known as Community Business

Bureau) it gives me pleasure to present my

fourth annual report.

You will notice a change in style, content and branding from reporting on previous years – all of which overtly demonstrate how much change we have been undertaking. Through genuine consultation, some changes are due to feedback from clients and other stakeholders. We have successfully begun what is planned to be a medium to long term refreshing and revitalisation of the old ‘Bureau’ which began in 1995 when the Spastic Centres of SA was restructured.

Our ambitious vision is for a dynamic Not for Profit sector achieving its social objectives. We pursue this through an equally challenging mission which is to enhance the capacity and sustainability of Not for Profit organisations.

The key theme running through this 2012-13 CBB story is that we have strengthened our core values and enabled these values to drive much of our thinking, planning and behaviour, both internally as a team, as well as externally in our relationships with clients and partnering organisations. These values are:

» Respect: Showing due regard for the feelings, wishes and/or rights of others.

» Integrity: The quality of being honest and having strong morals and principles.

» Service: The action of helping or doing work for an organisation or individual.

» Empowerment: The authority or power to do something; enabling someone to be stronger and more confident and in control of their life and their decision-making.

These are values shared with many, if not all, our clients and help us work closely together to share and support their journey in providing services to community. They also underpin our relationships with other stakeholders and business partners as well as being the mainstay of our Community Development Program (which you can read more about on page 12).

Our strategic priorities this year have been to develop partnerships and strong relationships in problem-solving with clients and focusing particularly on:

» providing or sourcing sustainable needs-based solutions for clients;

» being one integrated and unified social enterprise with much to offer the Not for Profit sector, rather than separate divisions providing services perceived to be unrelated;

» outstanding customer service;

» community development as our heart and soul and reason for being; and

» growth of our social contribution through an effective and efficient CBB which is in itself growing and giving more back to community.

We have increased and strengthened formal relationships with Medibank, Guild Insurance, CCI Group Purchasing, Community Data Solutions, RI Advice and Street Fleet, to be able to offer and introduce clients to a wider range of services to supplement the salary packaging and consulting services of CBB – thus expanding our ‘one stop shop.’ My thanks go to all these partners. We intend to develop further offerings on the ‘shelves’ to increase our services in response to the needs of the sector.

While fulfilling this vision we are very proud to say that our customer feedback has been exceptional and to our knowledge no clients have left us in preference for another provider during the year. This is an exciting new benchmark in service delivery and customer satisfaction for CBB which provides us with great confidence that our two years of hard work to improve standards, quality

“This year was in many ways spent consolidating our organisational planning and preparation to continue to grow and develop a sustainable social enterprise.”

CEO’s report

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assurance and team development have served clients well and positioned us for further growth in future years. Our newly developed Customer Service Charter (see QR code above) is our guide and statement of public commitment.

In 2012-13 we have:

» increased financial reinvestment through the CBB Community Development Program by 300%, including grant giving;

» facilitated and encouraged corporate social responsibility time for staff to undertake fundraising and volunteer activity for clients’ causes;

» grown organisational client numbers by 14%;

» increased salary packaging clients by 28%;

» increased annual turnover by 11%;

» continued to support clients in every state and territory - with many being in rural and remote areas;

» expanded our physical presence by opening an office in Perth;

» grown ongoing financial and accounting service client numbers; and

» continued to increase CBB staffing levels in response to growth and demand.

This year was in many ways spent consolidating our organisational planning and preparing to continue to grow and develop a sustainable social enterprise. We have ambitious plans to increase our contribution to an even more effective Not for Profit sector and better outcomes for those living with disadvantage and in need of community services.

My thanks must go to all concerned for helping CBB rise to the challenges we set out to achieve during this year, including the hard-working and committed CBB staff and voluntary board, our many clients, and the strategic partners with whom we have collaborated so successfully.

Michael Dawson CBB CEO

Scan to read our Customer Service

Charter

Highlights of the year

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We reinvested around

$150,000 back into the NFP sector through our Community Development Program.

We sponsored

SIX NFP events and conferences

across the community, ageing and disability sectors.

Strong client growth saw us open an office in

PERTH Western Australia.

We formed a strategic alliance with Broad Horizons Consulting, specialists in the

disability sector.

39 new organisations

chose to salary package with us.

We conducted our

4thannual Executive

Salary Survey.

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Hope City Mission (HCM) was one of five

Australian Not for Profits that received seed

funding from CBB’s Data Start-Up Grant to

develop a cloud-based data collection system.

According to CEO Vanessa Bonica, HCM’s old database was blocking them from moving forward.

“It only provided basic client details, was not cloud-based and no longer met the needs of the organisation. We were being held back from applying for future funding and from improving our professionalism and research data.”

After receiving funding from CBB, HCM worked with Community Data Solutions to develop an agency-wide CRM data management system to manage key services.

HCM now has a fully operational and secure CRM which can be used organisation-wide.

“We now can apply for a greater range of grants, develop new programs and understand the true demographics of the people we serve,” said Vanessa.

“We now hope to offer remote service delivery and engage other professional services such as pro bono legal services.

“This is only possible given we now have a secure online agency-wide system,” said Vanessa.

Key Project Officer Lynne Wintergerst believes HCM now presents as “a much more professional organisation with greater capacity for growth and for developing broader service delivery models.”

“This wouldn’t have been possible without the CBB Data Start-Up Grant and the affordable options provided by Community Data Solutions,” she said.

HOPE CITY MISSION GOES TO THE CLOUD

Community engagement: Client stories

Muscular Dystrophy SA (MDSA), a Not for

Profit charity committed to supporting

individuals with neuromuscular conditions and

their families, was successful in its application

for a CBB Community Development Grant in

October 2012.

They used their grant to fund visits to regional clients and service providers.

MDSA estimates that there are around 400 individuals living with neuromuscular conditions in regional South Australia. MDSA’s Debbie Smith explains their situation:

“These individuals are isolated from the support available to their peers in Adelaide – they may not have access to reliable current information about their condition, and they may have to travel long distances to receive treatment, services or professional support.

“This grant will enable MDSA to undertake a series of regional visits to connect with clients and relevant local professionals and service providers. This will provide the basis for developing an ongoing regional support program.

“The establishment of networks with regionally located service providers and professionals will maximise opportunities for effective and economical service provision.

“Regional networks will also provide opportunities for clients and their families to connect with each other, easing the sense of isolation, and share experiences and information.

“We are grateful to CBB for the opportunity to turn this plan into a reality.”

MUSCULAR DYSTROPHY SA HITS THE ROAD TO CONNECT WITH REGIONAL CLIENTS

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Umoona Tjutagku Health Service Aboriginal

Corporation (UTHSAC) is a community controlled

Aboriginal Health Service with which CBB

recently has had the pleasure of working.

The CBB Community Consulting team met with the Board to talk through the range of services CBB could offer, and gain a better insight into the challenges and future directions of UTHSAC.

UTHSAC was established in 2005 to address the specific medical needs of the Aboriginal people in Coober Pedy. The organisation has expanded steadily over the past seven -and-a-half years to provide a comprehensive range of medical, dental and social services for the community.

The Health Service provides primary health care services to Aboriginal people in and around Coober Pedy. UTHSAC also auspices the Dunjiba Substance Misuse Program in Oodnadatta.

Further visits to Coober Pedy allowed CBB, UTHSAC Board, management and staff to work together on a new financial service plan, governance and strategic plan. Together with UTHSAC, CBB has been able to provide a broader range of services, impart further knowledge and reduce costs for Umoona, greatly expanding the benefits from what they had been receiving in the past. The staff have now started to enjoy the benefits of CBB salary packaging and payroll services.

CBB and UTHSAC have forged a strong working relationship. By assisting with needs assessment and identifying emerging requirements, increasing the skills of individuals and defining priorities, CBB increases the capacity and capability of UTHSAC to develop their community.

UMOONA TJUTAGKU BUILDS A HEALTHY AND SUSTAINABLE FUTURE

When we heard about St Vincent de Paul

Society (SA) CEO David Wark’s plan to

participate in the 2013 CEO Sleepout, our staff

quickly jumped on board, holding a casual day

to raise funds which were matched by CBB.

David (pictured) expressed his appreciation to the CBB staff: “I wanted to write and thank you again for your generosity in supporting my involvement in the 2013 CEO Sleepout. It has been very successful with over $240k raised to date.

“To provide a little more detail on my own experience I am thrilled to have generated $12,102 through your [and other people’s] generosity. It made my two nights of sleeping rough last week entirely tolerable.

“And that is the point. I have a family to go home to and a bed that is comfortable and warm. But I am not homeless. I slept in support of homeless people so that one day they don’t have to.

“Thank you for your generosity. It is already making a difference.”

ST VINCENT DE PAUL CEO SLEEPS OUT FOR A GOOD CAUSE

“I slept in support of homeless people so that one day they don’t have to.”

Community engagement: Client stories

CBB was delighted to present Somerville

Community Services Inc. in the Northern

Territory with funds to purchase a bed bath.

CBB’s Gerry Howley (centre) presented the funds to Somerville’s Josie Bacus (left) and Lisa Metcalfe (right).

Vicki O’Halloran, Chief Executive Officer, thanked CBB for our support.

“You will be pleased to know that your recent donation has gone towards the purchase of a bed bath for one of our Disability Services Supported Accommodation houses. The total cost of this item being $7435.

“These therapeutic beds are used in our Supported Accommodation by clients with profound disabilities, and provide a source of relaxation for the users. A hoist is generally used for moving the clients in and out of the bed bath, minimising handling difficulties for staff.

“Donations such as yours enable us to purchase this type of much needed equipment and we look forward to the continued support of your Community Development Program.

“Somerville’s programs assist those people most disadvantaged in our society and your continued assistance is greatly appreciated.”

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A BED BATH MAKES A BIG DIFFERENCE TO SOMERVILLE COMMUNITY SERVICES INC.

CBB supported Horse SA’s Executive Officer

Julie Fiedler to participate in the 2012

Governor’s Leadership Foundation (GLF)

Program, through the Keith Fulton Memorial

Scholarship.

CBB CEO Michael Dawson (centre) accepted Ms Fiedler’s graduation certificate from His Excellency Rear Admiral Kevin Scarce AC CSC RANR Governor of South Australia (right) and Mr Colin Dunsford AM, Chairman of the Leaders Institute of South Australia (left).

Horse SA is a Not for Profit organisation working with and for horse owners and organisations on a wide range of topics and issues including biosecurity, horse health, recreational trails and road safety.

The GLF is a unique program, providing what can be described as a 360 degree view for participants on personal leadership internally and externally.

For Horse SA, this program has been most valuable and has already provided benefits through new networks, new approaches to old problems and greater capacity to deal with change in this ever changing world.

GLF DEVELOPS HORSE SA LEADERSHIP SKILLS

Scan to read more about the GLF Program and CBB’s other community leadership initiatives.

“Donations such as yours enable us to purchase this type of much needed equipment.”

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Having been a part of the Spastic Centres of South Australia (SCOSA) up until 1995, CBB’s commitment to improve the lives of people living with disadvantage is in our DNA. We call it our ‘heart and soul’.

Each year, we fulfil this commitment to the Not for Profit sector by pledging our surplus funds, staff time and resources towards a range of activities and programs.

In 2012-13 we provided around $150,000 in grants, scholarships and community development funds to the Not for Profit sector.

Below we share how those funds have been distributed throughout the year.

$47,513 in cash grants

Each year we invite Not for Profits from across Australia to apply for our cash grants. In the 2012-13 year, we held two rounds of cash grants (see Table 1).

Scholarships and bursaries

Professional development is an important part of any Not for Profit employee’s career progression, but some Not for Profits simply cannot afford to send their employees to these important events.

CBB funded a number of Not for Profit employees to participate in professional development activities (see Table 2).

Governor’s Leadership Foundation

Through the Keith Fulton Memorial Scholarship, CBB sponsors this unique initiative that focuses future leaders on complex issues facing South Australia. In 2013 we provided $11,000 in scholarships for two NFP leaders to attend the program (see Table 2).

Pro bono consulting

CBB Community Consulting regularly provides support to needy Not for Profits. Services are subsidised and some are provided pro bono. CBB offers free participation to organisations to benefit from specified courses offered by CBB throughout Australia.

$86,217 to help NFPs with staff initiatives

We partner with a number of our salary packaging client

organisations to assist them with programs that enhance

employee attraction, development and retention as well

as assist with service delivery. In 2012-13 we contributed

over $85,000 to these initiatives.

Going casual for a cause

We formally supported five Not for Profits throughout

the year through our staff casual days. Staff donations

were matched dollar for dollar by CBB, with funds being

donated to the following organisations:

» Abacus Learning Centre

» Burundian Women’s Performing Arts Group from South

Africa

» Northern Area Community and Youth Services

» Southern Domestic Violence Service

» Jeans for Genes

Volunteering our time

It is entrenched within our culture that our people give

back to the community through volunteering – either at a

strategic level on various boards, or at a grassroots level,

providing time and effort to raise funds and awareness for

Not for Profits.

During the year, members of the CBB team held volunteer

board and/or committee positions with:

» SACOSS (South Australian Council of Social Services)

» Safer Communities Australia Inc.

» Legal Services Commission

» Adelaide University Executive Education Advisory Board

» STTARS (Survivors of Torture and Trauma Assistance

and Rehabilitation)

» National Disability Service

» Australian Refugee Association

» Youth Jet Inc.

» Re-engage Youth Services Inc.

Our staff also gave over 300 hours of their time to a range

of Not for Profit and community organisations.

OUR HEART AND SOUL:CBB COMMUNITY DEVELOPMENT PROGRAM

CBB Community Development

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Who received the scholarship What they were able to attend

Dr Alice Clark of Shelter SA The University of Adelaide Executive Education program

Kenn Payne of Gurehglam Corporation (NSW) Jobs Australia annual conference

Karen Howell of Menai Community Services ACOSS Conference

Heather Gryst of Beacon Foundation Governor’s Leadership Foundation

Sarah Soteriou of Hutt Street Centre Governor’s Leadership Foundation

Table 2 - Scholarship and bursary recipients

Table 1 - Grant recipients

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Who received the grant How it was put to use

Northern Area Community and Youth Services Inc. Mobile service delivery office

Muscular Dystrophy Association South Australia Regional visits to remote clients and service providers

Newlife Care Inc. Replacement of a computer essential for service delivery

Karratha Community House Inc. Delivery of a pilot school readiness program

Haemophilia Foundation NSW Inc. IT infrastructure for remote service delivery

Asperger Services Australia Ltd Resources for their library

Australian Council on Children and the Media Inc. IT infrastructure for service delivery

Heartkids Queensland Inc. IT infrastructure for service delivery

South Australian Sport and Recreation Association for People with Integration Difficulties Inc.

Design and publication software

The Deaf Society of NSW Development of a cloud-based data collection system

Eastwood Community Centre Development of a cloud-based data collection system

Hope City Mission Development of a cloud-based data collection system

Seniors Information Service Development of a cloud-based data collection system

South Australian Network of Drug and Alcohol Services Development of a cloud-based data collection system

Client satisfaction with our product offerings*:

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CBB’s salary packaging business saw significant growth

in 2012-13. For NFPs, growth in salary packaging means

more benefits for them and their employees. For CBB it

means we can reinvest more dollars back into the Not for

Profit sector. Good news all round!

» In 2012-13, 39 new organisations chose CBB to manage

their salary packaging.

» We saw significant growth in the Indigenous sector.

» Referrals from existing clients have played a large part

in our growth.

Not for Profits choose us because*:

» Of our community sector knowledge and

understanding (89%).

» We are a well-regarded professional provider

of services (85%).

» We are competitively priced (84%).

» We are a Not for Profit (79%).

NFP employees believe that we*:

» Provide consistent information (87%).

» Are professional (78%).

» Have a friendly and courteous manner (87%).

» Make it easy for them to get through to our

helpline (89%).

* Results from the 2012-13 feedback survey sent to CBB’s

salary packaging organisations and their employees.

FAST FACTSCBB SALARY PACKAGING

CBB Salary Packaging

Scan to read more about CBB Salary Packaging:

96% Salary packaging

96% Meal entertainment card

90% Tax-free holiday accommodation

100% Laptop computer packaging

100% Novated motor vehicle leasing

94% Medibank health offer

82% CBB rewards club card

Our product growth looks like*:

450%

300%

150%

0%

Novated leaseElectronic device

Meal entertainment

Holiday accommodation

Growth last year %

Growth over last 4 years %

The sectors we service are*:

SECTOR 2011/12 2012/13

Aged Care 39% 16%

Health 15% 19%

Indigenous 12% 17%

Community 10% 20%

Disability 9% 8%

Welfare 7% 9%

Housing 3% 5%

Employment 2% 2%

Mental Health 1% 2%

Education 1% 2%

Other 1% 0%

2011/12

2012/13

Our Community Consulting team worked with Not for Profits on 67 individual engagements in 2012-13 and hosted nine events – all contributing to our mission to enhance the capacity and sustainability of Not for Profits.

Our client feedback surveys* told us that:

» The work we have performed adds value to their organisation and was appropriate to their needs and resolving issues.

» Many of our clients continue to return for further work.

» Organisations thought the services delivered value for money.

» Organisations were generally very satisfied by our professionalism and the outcomes of the work.

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CBB Community Consulting

Our financial support services included:

» Bookkeeping, accounting and month end processes.

» Financial reporting and analysis.

» Integrated finance and payroll (MYOB).

* Results from the post-engagement surveys sent to clients during 2012-13.

FAST FACTSCBB COMMUNITY CONSULTING

Scan to read more about CBB Community Consulting:

Our general consulting business came from these sectors:

Indigenous, 32%

Community, 18%

Health, 12%

Government, 10%

Welfare, 9%

Aged Care, 7%

Housing, 5%

Disability, 3%

Employment, 2%

Education, 1%

Our financial support services business came from these sectors:

Indigenous, 67%

Community, 33%

Our management consulting work included:

Governance/boards/

constitutions, 45%

Financial and administrative

processes, 18%

Business and strategic

planning/assessments, 14%

Workshops and training, 9%

Australian Service

Excellence Standard, 9%

PBI applications, 5%

Our human resources consulting work included:

HR/IR advice, 42%

Remuneration reviews, 33%

Recruitment support, 13%

Resilience workshops, 8%

360 evaluations, 4%

CBB the not4profit people ABN: 57 098 352 150

Head Office: 17 Phillips Street, Kensington SA 5068 Post: PO Box 506 Kensington Park SA 5068 Phone: 08 8444 9700 Fax: 08 8332 2490 Email: office@cbb.com.au

www.cbb.com.au