creating futures creating annual report...annual report 2017 communicare was established in 1977 and...

CREATINGFUTURES

Annual Report2016-2017

CREATING FUTURES

YEARS OF

2 | COMMUNICARE ANNUAL REPORT 2017

Inside Cover: Providing information about upcoming workshops at our Bentley Parents and Babies Group.

COMMUNICARE ANNUAL REPORT 2017 | 3

CELEBRATING 40 YEARS

Message from Our Board of Management 04

Message from Our Chief Executive Officer 05

Message from Our Patron 06

Creating Communicare 07

Creating Our History 08

Our 2016-2018 Strategic Plan 10

Creating Change 12

Creating a Difference 13

Creating Our People & Culture 14

Our Programs & Locations 17

Creating Strong Families 18

Creating Community Inclusion 20

Creating Pathways 22

Creating Community Safety 24

Creating Opportunities 26

Our Financials 28

Our Partners & Supporters 29

Our Leadership 30

CONTENTS

Back Row (L-R): Philip McVey, Brendan Hodge, James Hunter, Patrick Dumbell and Tania Jeyamohan.Front Row (L-R): Glaucia Hyland, Shelena Serrano, Melissa Perry, Ben Wyatt MLA and Annemarie Papelard.


MESSAGE FROM OUR BOARD OF MANAGEMENT

As we celebrate our 40th anniversary and reflect on our rich and diverse history it is important to take a moment to appreciate the incredible transformation of our organisation during this very challenging time for the not-for-profit sector.

Our 2016-2018 Strategic Plan has provided the foundations in

which to leverage our aspiration “to create strong, safe and inclusive

communities for people to participate to their full potential” and to

build a contemporary, progressive and sustainable future.

Our commitment to developing and maintaining strategic alliances

has resulted in meaningful partnerships with other not-for-profit

organisations, Local, State and Federal Governments and; local

businesses. These partnerships are entered into with an alignment

to our values and ensures better outcomes for the people we serve.

As Communicare’s Board of Management, we will continue

to be dedicated fiduciaries to steer the organisation towards

a sustainable future and making sure that Communicare has

adequate resources to advance our aspiration and purpose.

Additionally we will constantly challenge ourselves; bringing new

ideas, views and innovations to the boardroom in our responsibility

and commitment to you.

We would like to take this opportunity to congratulate the Hon.

Ben Wyatt MLA on his appointment to the position of WA State

Treasurer, Minister for Finance; Energy; Aboriginal Affairs. As he

returns to the role of our Honorable Patron, we would also like

to express our thanks to him for his continuous commitment to

Communicare.

We would also like to extend our thanks to CEO, Melissa Perry, and every employee of Communicare for their exceptional delivery of service and support to our communities.

As we move forward in 2017 and beyond, we are proud of what

Communicare has accomplished in the last 40 years, and look

forward to continuing our efforts to facilitate social and economic

inclusion for all, and establishing and sustaining safe and healthy

communities.

Communicare’s Board of Management

2016-2017



MESSAGE FROM OUR CHIEF EXECUTIVE OFFICER

In our 40th year of creating futures, we achieved many of our commitments in our 2016-2018 Strategic Plan. Continuous improvements and innovations to our operations have reshaped our service delivery, transformed our client experiences and empowered our employees to be more connected to our aspiration, purpose and brand.

This year was one of considerable progress, having established and

strengthened our governance structure, built our brand in existing

and new marketplaces and; having further developed our workforce

capability through investments in our people and culture.

I would like to take this opportunity to thank our Board of Management

for their dedicated service to Communicare. In particular, the Hon.

Ben Wyatt MLA, our Chairperson from September 2016 to May 2017

and now our State Government’s Treasurer; Minister for Finance;

Energy; Aboriginal Affairs, for his guidance and influence which has

kept our organisation on the path to continue providing service

excellence to our community’s most vulnerable. I would also like

to mention the commitment of our Executive Leadership Team,

their passion throughout the year has cemented our continuous

improvement agenda, to improve our operations and I would like

to thank them. Finally, to our employees and volunteers, I also say

thank you for your perseverance through another year of significant

change and for your considerable contribution to creating futures.

Moving forward into our third and final year of our Strategic Plan, I am confident we have set the foundations to develop and build systems and platforms that will allow us to function optimally well and can turn our attention to our growth strategy. Our strongest focus for the next 12 months will be to enable diverse revenue streams and reduce our reliance on government funding. We will concentrate on developing innovations, our ideas culture and frameworks to make us sustainable, brave and bold.

It is a privilege to come to work every day and I am extremely proud

of our employees and the services we provide. Together we are

Creating Futures.

Melissa PerryChief Executive Officer


MESSAGE FROM OUR PATRON

I would like to begin my Patron’s Letter this year – my tenth as Patron of Communicare – by thanking Communicare for the honour of briefly serving as Chair of the Communicare Board. Whilst my tenure was shorter than I would have liked, it was an absolute privilege to serve on Communicare’s Board.

Having been involved with Communicare for nearly 12 years I was

delighted to take up the opportunity to serve the organisation in a

more practical way on the Board of Management. Unfortunately,

with me taking on roles in Government in March this year it quickly

became apparent that my new positions could potentially bring

issues of conflict to the detriment of both my ability to perform my

Ministerial roles and to Communicare. I must confess, management

of my diary became somewhat more problematic as well!

I certainly appreciate the instability that a short term tenure can

bring to any Board of Management but I do want to thank all

members of the Board for their understanding. I want to emphasise

that Communicare is well served by a diverse, professional and

committed Board of Management and I look forward to continuing

to work with them.

The past twelve months have been an exciting period of development for Communicare, with the launch of the Strategic Plan for 2016 – 2018 and the Reflect Reconciliation Action Plan for July 2017 to July 2018.

The Strategic Plan for 2016 – 2018 is a comprehensive plan

developed through a collaborative process between the Board,

Executive members and employees of Communicare that will

ensure the ongoing delivery of first class service to our community.

The Reconciliation Action Plan is dedicated to contributing to

reconciliation and creating futures for all Australians.

Finally, as always I would like to take this opportunity to congratulate

each staff member at Communicare for the tireless work that you

perform in our community. Communicare plays a vital role in the

community sector, and I look forward to continuing my association

with Communicare through my role as Patron.

Ben Wyatt MLAPatron



Our core business is focused on the two pillars of Community

Inclusion and Community Safety:

1. Community InclusionWorking collaboratively with individuals, families and the

community to facilitate social and economic inclusion for all.

2. Community SafetyWorking collaboratively with individuals, families and communities

to establish and sustain safe and healthy communities.

To create strong, safe and inclusive communities for people to

participate to their full potential.

To inspire and empower people to live a life of their choice in an

inclusive community.

OUR CORE BUSINESS

OUR ASPIRATION

OUR PURPOSE OUR VALUES

HOPE

Creating optimism and hope for the future.

EQUALITY

Recognise, respect and value people’s differences

to contribute to and realise their full potential.

PERSEVERANCE

Leading with courage, passion and determination to

overcome challenges and reach and achieve goals.

OPPORTUNITY

Creating opportunities to learn, to share knowledge

and experience, to grow and advance.

HOPE

Image Above: Communicare’s iCommuni8 Day 2017.

CREATING COMMUNICARE

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Communicare was established in 1977 and has developed into a

dynamic not-for-profit organisation. Our philosophy is to provide

hope and opportunity for people in need and; over the last four

decades, we have distinguished ourselves as a provider and

innovator of community support services as well as an advocate

for social and economic inclusion.

Supported by approximately 300 employees and alliances

with government, non-government and a range of corporate

organisations, we work collaboratively and in partnership to

make a difference in people’s lives.

1977 The inaugural meeting of representatives from a number of local churches was held and the decision to sponsor a new community based organisation was formulated with “Communicare” voted as the organisation’s new name.

1984-1985Our first Street Appeal raised $1,400 from local shopping centres, the Western Australian Institute of Technology and the Park Centre in Victoria Park. Fundraising initiatives and grants received enabled us to open our first permanent After School Care Centre in Riverton supporting families living in the Langford, Lynwood, Parkwood, Riverton, Rossmoyne, Shelley and Willetton areas.

1978On the eve of our first anniversary we became an incorporated organisation. Our volunteer base also increased to 180 pairs of helping hands delivering;

• School Holiday Care• Youth Care at a Drop-In Centre• Family Day Care Scheme• After School Care

• Individual Counselling• Social Welfare Services• Community Education and

Research

2010To meet the ever-increasing demand for support at Christmas, we launched a new ‘Corporate Claus’ campaign; encouraging businesses to support our annual Christmas Appeal by seeking donations of gifts for children through their workforce and employees. The highly successful campaign resulted in 20% of all gifts donated coming from our Corporate Claus donors.

2006We purchased land on Hamilton Street, Cannington and commenced building the design of our Family Day Care Village; offering a unique entrepreneurial opportunity for parents who wished to train as a Carer and operate their own business.

2008The Communicare Family Day Care village officially opened with up to five apartments available in a specially designed setting to promote parents who want to manage their own Family Day Care business.

An additional children’s service - Communicare Active Together (CAT) was also officially launched on Harmony Day with a soccer match marking the occasion.

2004We launched our first annual Christmas Appeal with Target at Whitford City Shopping Centre. With support and donations from Target Whitfords customers, the Uniting Church Appeal and Lotterywest, we were able to support over 380 families with food vouchers and gifts for children.

2011We commenced an auspice arrangement with Sister Kate’s Home Kids Aboriginal Corporation; supporting them to deliver cultural healing to generations of Aboriginal people from the area.

CREATING OUR HISTORY

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For 40 years we have worked together with some of the most

vulnerable people in our community, helping to support and

empower them to achieve safety, independence, respect, social

participation and economic security.

We have built significant expertise in providing and facilitating

high quality, holistic and integrated community services that

acknowledge diversity and seek to inspire people to participate

safely and fully in their communities.

1991We launched SkillShare; skills based training programs targeted to support the most disadvantaged through unemployment with services to help them gain employment or undertake further training to enhance their work prospects.

1993Our employees developed our first Mission Statement and a set of objectives to give guidance to the work we do. A second building was constructed at Cecil Avenue and named ‘Kevin Morris House’ in recognition of one of our longest serving voluntary Board Members.

1990From Federal funding our first Grant in Aid program commenced providing recreational activities, domestic violence intervention and community information provision to support resettlement for Iranian families.

2003We commenced the Communicare Breathing Space pilot in Perth’s south metropolitan; a first-of-its kind program for male perpetrators of domestic violence allowing women and children victims to remain in the family home.

1989As services expanded so too did our facilities. In July, our ‘Regional Centre’ on Cecil Avenue, Cannington, was officially opened by Prime Minister Bob Hawke. Today this building is well-known as our Corporate Office with 16 programs being delivered from this facility daily.

2016We unveiled our new brand which underscores our commitment to community inclusion and community safety and is a reflection of our aspiration, purpose, values and commitment to Creating Futures.

1996We hosted our inaugural ‘Cultural Car Park Carnival’ involving ten local ethnic groups participating in dance performances, music concerts, food tasting and information stalls to promote multiculturalism in the community.


2017

2013Youth Services expanded to develop specific Education Services to support disadvantaged young people to re-engage with education. The ‘Communicare Academy’ was accepted as a registered independent school and the construction of a purpose-built school on Royal Street in Kenwick commenced in April.

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Build our brand in existing and new marketplaces.

Establishing a governance structure which enables a sustainable future.

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OUR 2016-2018STRATEGIC PLAN

OPPORTUNITYCreating opportunities to learn, to share knowledge and

experience, to grow and advance.

HOPECreating optimism and hope for the future.

• Decrease operational costs.

• Increase in serviceability.

• Increase in supportability.

• Increase in systems resilience.

• Increase in overall service delivery.

• Maintaining financial efficiency through strong financial governance and risk management.

• A governance framework and clearly documented management system.

• Coherent and secure IT architecture which supports flexible and effective delivery of business systems to end users.

• A project management system to enable implementation of projects which meet time, cost and quality targets.

• Transparent and clearly defined financial targets and performance metrics.

• Embed a new visual brand style that respects our history and captures our new direction.

• Introduce a newly designed and relevant website.

• Increase organisational profile and advocacy through consistent media and communications engagement and strategy.

• A brand which reflects the core values and business of the organisation.

• A marketing and communications strategy developed to engage target audiences across our diverse service areas.

• A new mobile-optimised, SEO website that enables a broader digital marketing strategy.

• A clearly defined media and crisis communications plan to manage reputational risk.

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Building our workforce capability by investing in our people and culture.

Build a growth strategy that enables new revenue streams and mitigates risk in a changing environment.

OUR ASPIRATIONTo create strong, safe and inclusive communities offering

hope and opportunities for everyone to participate to their

full potential.

PERSEVERANCELeading with courage, passion and determination to overcome

challenges and reach and achieve goals

EQUALITYRecognise, respect and value people’s differences to

contribute to and realise their full potential

OUR PURPOSETo inspire and empower people to change their lives in a positive

ways, sustain the change and live a life of their choice in an

inclusive community.

• Increase in staff retention.

• Increase in employee engagement.

• To align incentives and rewards with high performance.

• Increase of management positions appointed through succession.

• Increase in client satisfaction year on year.

• Establish an Enterprise Agreement.

• Establish a Reconciliation Action Plan.

• Attraction and recruitment practices which promote the business as a great place to work.

• A high performance culture established through collective understanding of business objectives, performance management, rewards and recognition.

• A learning and development framework that builds capability at all levels of the business.

• Improved client satisfaction across all areas of our business.

• An enterprise level framework to effectively manage pay and entitlements.

• A diversity strategy that builds respectful relationships and creates opportunities for Aboriginal and Torres Strait Islander peoples.

• Increase in net profitability.

• Increase in corporate partnerships.

• Increase in in-kind contributions.

• Diversification of revenue streams by being responsive, creative and innovative.

• A growth strategy that identifies opportunity to grow our core business.

• A planned and analytical approach to evaluating and bidding for new contracts and contract renewals with financially viable outcomes.

• An innovative fundraising strategy enabling individual, community and corporate giving.

• Corporate partnerships and alliances who provide funding and in-kind support which contribute to the achievement of our strategic priorities.

Image Above: HIPPY Coordinator, Nola Earnshaw (centre), with members of the local HIPPY Aboriginal Advisory Group (HAAG); Leon Hayward (right) and Raelene Hayward (left).


CREATING CHANGEIn 2016-17 we continued our commitment to becoming better integrated and more focused to meet our longer term strategic aims of strengthening performance, culture and leadership within our organisation.

KEY AREAS OF FOCUS IN 2016-17

Shaped by our 2016-2018 Strategic Plan, we have continued to

build our systems and processes to enable our employees to

continue to achieve positive outcomes with individuals, families

and communities. These included;

• Developing our diversity strategy that builds respectful

relationships and outlines our focus areas,

• Increasing our ability to measure and demonstrate our

effectiveness in supporting individuals, families and

communities and;

• Building our capacity to maximise the safety and wellbeing of

children and young people in contact with our organisation.

CHALLENGES OVERCOME IN 2016-17

Our challenge is ensuring that our service delivery is relevant and

effective in meeting the changing needs of individuals and families

interacting with complex issues and systems.

ACHIEVEMENT HIGHLIGHTS IN 2016-17

In 2016-17 we successfully managed to increase our organisational

capability through:

• Launching our 2017-2019 Multicultural Action Plan which

embraces our diversity and shared values with people of diverse

cultural backgrounds and demonstrates our commitment to

advocating for a united multicultural community.

• Introducing our inaugural Reconciliation Action Plan for 2017-

2018, seeking to improve our everyday operations, to be more

inclusive and supportive of Aboriginal and Torres Strait Islander

people and their cultures as we work to help promote, facilitate

and contribute to reconciliation.

• Taking active steps to stop violence against women and their

children through the White Ribbon Workplace Accreditation

Program and engendering our whole organisation to commit

to creating a safer and more respectful workplace.

• Establishing our Child Safe Organisation Statement of

Commitment and commencing works to ensure children and

young people feel safe, happy, have choices, are heard and are

supported to grow, learn and flourish in their development.

• Piloting the Outcomes Star tool to better understand, measure

and evaluate the outcomes of our service delivery with

individuals.

OPPORTUNITIES FOR 2017-18

We are excited about implementing our commitments in our

Multicultural and Reconciliation Action Plans, to develop new

programs to address emerging needs and opportunities in

the community and; to build better collaboration within our

organisation whilst increasing our external partnerships.

Image Above: A partnership with Staples and the Woollahra Group assisted ten job seekers with donated laptops for the job search journey.



CREATINGA DIFFERENCEIn 2016-17 we undertook a significant review of our functions and processes to improve the quality, efficiency and effectiveness of our in-house and outsourced services; to better support the delivery of services in our Directorates. We developed strategies based on performance to ensure we remained professional, contemporary and client focused; positioning us to respond to the dynamic changes in the community services sector.


Our review focused on a number of key projects which included:

• Examining our existing accounting policies and procedures

to improve the relevancy and quality of our internal financial

reporting,

• Instigating a financial literacy education program to engage

all levels of management to better understand their budgets,

financial outcomes and ability to forecast and;

• Developing a capital expenditure budget to commence a

refurbishment program to improve the safety and amenity of

our properties.


The ageing infrastructure of our information and communication

technologies (ICT) posed a substantial risk to the operations of

our organisation in 2016-17. To mitigate the risk, a team of highly

experienced ICT professionals was formed to bring our ICT support

function back in-house, creating instantaneous improvements to

service delivery whilst reducing costs. Further to this, a carefully

considered plan and ICT improvement roadmap to refresh our ICT

infrastructure was also developed with many works commenced to

generate immediate improvements. It is anticipated, further upgrades

will be delivered by mid-2018.


Further refinements to our Corporate Services personnel structure

also saw the appointment of a new Executive Director of Corporate

Services, Justin Bunter, and Director of Finance, Louisa Charlet.

Both Justin and Louisa join our team with a wealth of knowledge

and experience and we look forward to their contributions to our

continued pursuit of excellence.


In the next financial year we have some ambitious plans to deliver

a new ICT platform, replacing most of our existing hardware and

software, to update our operating systems which will enhance our

security as well as take advantage of current generation connectivity

and Cloud based products where possible. New applications

will be implemented to integrate industry leading software that

will merge our human resources, payroll, finance and customer

relationship management functions.

We will also focus on implementing improved risk management

policies and processes to ensure we move forward with a more

comprehensive, strategic and assimilated approach to managing

risk and continuous improvement across our organisation.

Consolidating our properties to bring together teams from differing

Directorates and facilitating greater collaboration will also be an

opportunity to build our capacity in the next year.

We are strongly committed to providing sector leading support to

our operations and clearly underpinning and maintaining the long-

term viability and sustainability of our organisation.

Image Above: Our people finding their rhythm and dancing feet at iCommunic8 Day 2017.


CREATING OURPEOPLE & CULTUREFor the last two consecutive years we have been focused on laying foundations to enable continued application of strong human resources, health and safety and marketing and communications practices. Our strategic priorities are to enable investment in our people and culture, to build workforce capability and to build our brand in existing and new marketplaces.


As a business that serves the community, our people are vitally

important to the success of the services we deliver. The continued

investment in our people is aimed at retaining, engaging and

developing our employees to be strong brand custodians and to

deliver excellence in community services. Our key focus this year

has been to:

• Continue to drive a strong performance based culture

through integrating clearly defined performance targets and

understanding of behaviours which align to our core values

throughout the employee lifecycle.

• Develop the platforms to effectively deliver and measure

learning and development outcomes to build our overall

organisational capability.

• Create a strong safety culture where all employees understand

their duty of care and are committed to their safety

responsibilities.

• Establish the consistency of our brand through all

communications channels and increase our profile through

consistent media and communication engagement.

This year, marking our 40th year delivering services to the

community, called for a celebration of our continued commitment

and success in the sector. Our annual iCommunic8 day brought all

our Directorates together to showcase our key achievements and to

collectively learn, engage and celebrate with each other.


The consolidation of government departments and the ever-

evolving impact to the not-for-profit sector have had a direct

effect on our organisational structure and our ability to provide

job security for our workforce. We predict that the dilemma

presented when aiming to retain, develop and engage the

workforce against a backdrop of uncertainty will continue to be

a challenge in the sector.


A number of key initiatives were achieved throughout this year.

These included:

• The finalisation and implementation of our work health and

safety management system including new safety policies,

procedures and processes to ensure our employees are safe

at work.

• Delivery of our code of conduct principles which align to our

organisational values and a revised suite of human resources

policies and procedures; clearly outlining the behaviours

which bring our brand and core values to life.

• The implementation of ‘iLearn’, our new learning management

system, increasing our capacity to provide our workforce with

engaging and interactive online learning and training modules

to assist us become more professional in how we deliver our

services. The platform will also be the enabler to the delivery of

our broader learning and development framework.

• The launch of ‘iConnect’, our new intranet, encouraging our

workforce to connect, communicate, find information and

understand our business clearer. iConnect is our improved

platform for sharing news and achievements, organisational

updates, core business information, policies and procedures.

• The extensive scoping and design of two new websites for

www.communicare.org.au and www.communicareacademy.

wa.edu.au.

RECOGNITION OF SERVICE

It is important to acknowledge our employees for their achievements

which includes celebrating their valued years of service. Our sincere

appreciation is noted for the following employees and their

significant contribution to our organisation.

TEAM MEMBER YEARS OF SERVICE

Ken Watson 10 Years

Debbie Brown 10 Years

Tawheeda Abdelgadir 10 Years

Priska Halim 15 Years

Jo Mazzoleni 15 Years


CELEBRATING 40 YEARSImage Above: Team building at the Communicare Academy.

CREATING OUR PEOPLE & CULTURE


The continued opportunities for People and Culture is to continue

to mature the initiatives which have been introduced this year.

These include:

• The introduction of a wellbeing program to extend our

commitment to health and safety with a particular focus on

preventative measures.

• Embedding our learning and development framework,

adopting a blended learning approach to meet core skills

and the introduction of a business essentials and leadership

development program.

• Refining our performance development and review process

online, enabling all performance activities to be accessible

through our ‘iLearn’ platform.

• Further developing our succession planning framework to

build a talent pipeline for critical business roles.

• Establishing a volunteer program to help facilitate effective

implementation of volunteer support and engagement.

• Implementation of two new websites for www.communicare.

org.au and www.communicareacademy.wa.edu.au which will

be search engine optimised and mobile device responsive.

• Implementation of a social media and digital marketing

strategy aimed at building brand awareness and familiarisation

with our core services.

• Enhancing existing and accessing new partnerships to build

stronger corporate and community collaboration to meet

community needs.

• Building innovative solutions to enrich fundraising and in-kind

support.

WORKFORCE BY DIRECTORATE

CORPORATE SERVICES : 10.00%

CHILDREN & FAMILY SERVICES: 20.30%

CULTURAL & SETTLEMENT SERVICES : 11.21%

EDUCATION SERVICES: 5.45%

EMPLOYMENT SERVICES: 44.55%

FAMILY VIOLENCE & INTERVENTION SERVICES : 8.49%

WORKFORCE EMPLOYMENT STATUS

FULL TIME: 60.00%

PART TIME: 22.42%

CASUAL: 17.58%

WORKFORCE GENDER DIVERSITY

MALE: 23.64%

FEMALE: 76.36%

WORKFORCE AGE RANGE

UNDER 20 YEARS: 1.52%

21-29 YEARS: 23.03%

30-39 YEARS: 25.75%

50-59 YEARS: 13.64%

OVER 60 YEARS: 10.61%

40-49 YEARS: 25.45%


I consider myself very lucky to work with colleagues from all over the world who, together, deliver programs to support the community. During my time working at Communicare I have had the opportunity to broaden my world views and develop a greater understanding of cultural issues and diversity.

Image Above: Sophie Keay, Settlement Service Activities

Officer.

- Sophie Keay

Our Settlement Service Activities program builds the capacity of newly arrived refugees and humanitarian entrants to begin their new lives in Australia and actively participate as members of their local communities. Our Settlement Service Activities Team is small but every member is extremely committed to achieving positive settlement outcomes. Sophie is very dedicated to the work that she performs and always adapts her service delivery to best meet the needs of her clients.

SETTLEMENT SERVICE ACTIVITIES

Sophie joined Communicare as a member of our Community Services Directorate

in 2013. She has been a part of both our Humanitarian Settlement Services

and Settlement Service Activities teams; assisting newly arrived refugees and

humanitarian entrants with their Australian settlement journey.

Having studied a Diploma in Community Services and Youth Work, and being

particularly passionate about humanitarian advocacy, Sophie finds herself incredibly

fortunate to work in a role that supports individuals and families arrive in Australia ,

knowing that they are opening the door to new opportunities and, more importantly,

safety.

‘Creating Futures’ to Sophie means assisting vulnerable citizens work towards their

future goals and in her daily work, she is doing this every day as she helps individuals

and families make plans for their future in Australia.

Director Community Services

Monica Montalvo

35 LOCATIONSACROSS WA

GERALDTON

BUSSELTON

JOONDALUP

MANDURAH

CANNINGTONPERTH



OUR PROGRAMS AND LOCATIONS

COMMUNITY SERVICES – CHILDREN & FAMILY

• Occasional Child Care

• Out of School Hours Care

• Vacation Care

• Family Day Care Scheme

• Family Support Services

• Creche

• Supported Multicultural Playgroups

• Supported Parents and Babies Groups

• Multicultural Women’s Support Groups

• Inclusion Support Program

• South East Metro Parenting Support Service

• Communities for Children (Armadale)

• Building a Balance

• Home Interaction Program for Parents &

Youngsters (HIPPY)

• Indigenous Advancement Strategy

COMMUNITY SERVICES – CULTURAL & SETTLEMENT

• Humanitarian Settlement Services

• Settlement Service Activities

• Complex Case Support Program

• Get Active Project

• Active Schools Program

• A Global Workforce

EMPLOYMENT SERVICES

• jobactive

• Work for the Dole Coordination

• Community Initiatives

• Transition to Work

• Youth Job PaTH Employability Skills Training

FAMILY VIOLENCE & INTERVENTION SERVICES

• Communicare Breathing Space

• Safe at Home Domestic Violence Outreach

• Supported Transitional Accommodation

• Families Without Fear

• Tuart House Women’s Refuge (South-West WA)

• Partnerships for Family Safety

• Indigenous Family Violence Program (Mid-West WA)

• Pathways to Responsible Living (Mid-West WA)

EDUCATION SERVICES

• The Communicare Academy

• Registered Training Organisation

• Psychology Board of Australia Approved Supervisor’s Training

CORPORATE SERVICES

• Finance

• Information and Communications Technology

• Property and Assets Management

• Risk and Compliance

PEOPLE AND CULTURE

• Human Resources

• Workplace Health & Safety

• Learning and Development

• Marketing and Communications


Our Children and Family Services provide a diverse range of services to assist and enrich positive family functioning, safety, child wellbeing and development. We aim to build happy, healthy communities by fostering resilience through strong community links and engagement.


In 2016-17, our Children’s Services aimed to continue to meet

national quality standards and guarantee that our fee-for-service

offering remained financially stable through the improvement

of occupancy rates. A key area of focus for Children and Family

Services this year was growth. We achieved this through:

• The successful implementation of the state-wide Inclusion

Support Program; doubling our service delivery employee

numbers, opening new premises and working in collaboration

with our consortium partners; while continuing operations to

deliver consultations to early childhood and child care services

and raising awareness of the program.

• Our commitment to collaborate with organisations that are

aligned with our values and who have a clear understanding

that integrating our collective experience, knowledge and

skills can make a significant contribution to the community.

This key area of focus resulted in the formation of a successful

partnership to deliver the State Government’s Parenting

Services program.

• Sustained collaborations in Family Services with Communities

for Children in Armadale connecting with local community

groups and schools to support activities and initiatives

that benefit children and seek to improve their health and

wellbeing as well as that of their families. The Small Grants

project distributed almost $20,000 to 15 partner organisations

to help ensure children in the area get the best possible start

in life.


A significant challenge this year included the formal assessment

and rating of our Occasional Child Care service by the Australian

Children’s Education and Care Quality Authority. We were

successfully rated as meeting the National Quality Standard.


Our highlights this year include:

• Being awarded the Parenting Services tender in partnership

with Save the Children to work alongside parents in the south-

eastern suburbs of Perth to assist them thrive as parents.

• All of our approved education and care services successfully

assessed and rated as meeting the National Quality Standard.

• Our Occasional Child Care and Family Day Care programs

having received nominations for the WA Early Education and

Care Excellence Awards in their respective fields.


In the next year, we will continue to focus on expanding partnerships

and reviewing opportunities to enhance our fee-for-service program

offerings to support families. However, as State Government

departments consolidate, our priority will be to obtain continued

funding or seek new contract opportunities as the Government’s

direction evolves.

CREATING STRONG FAMILIES

children were provided 255,590 HOURS of

education and care to enable families to participate in the community by way of work, study or sport.

individual children with high support needs were assisted

to be included into their Early Childhood and Child Care Services’ program.

567

1,213

families were supported to integrate into the

community, build links and new friendships to increase social inclusion.

414



With the support of the Indigenous Advancement Strategy program, there are no more arguments about going to school which is a huge turn around for a girl who did not want to go to school the last three years. This year she only missed two days of school!

Image Above: Bella Bropho, daughter of Charlott,

Indigenous Advancement Strategy program participant.

- Charlott Bropho

Our Indigenous Advancement Strategy program aims to work collaboratively with participants in a learning environment that emphasises that the purpose of obtaining an education is not just for securing employment as an adult, but also for the ability to develop the skills to make informed life choices. Once Bella became motivated to attend school she was able to see it as an opportunity to empower herself and future generations of Aboriginal children.

INDIGENOUS ADVANCEMENT STRATEGY PROGRAM

Charlott first became involved with our Indigenous Advancement Strategy program

in September 2016 when she shared her challenges with Bella, her daughter in Year

4, who had a school attendance rate of 50%. The program’s approach of surrounding

Bella with adults who support and advocate school attendance resulted in the family

collectively developing strategies which made school more interesting for Bella than

to remain at home on a school day.

With strategies in place, Bella’s attendance and attitude towards school changed

dramatically. She achieved an almost 100% attendance rate for Term One 2017

and, has won a multitude of awards including one for increased attendance. Bella

now also confidently performs the Acknowledgement of Country at her school

assemblies, following in the footsteps of her elders.

Indigenous Advancement Strategy Program Coordinator

Rashel Jahan


Our Cultural and Settlement Services provide a wide range of intensive support services for newly arrived refugees, humanitarian visa entrants and skilled migrants to assist them begin their new lives in Australia. We aim to build community inclusion by ensuring new Australians are empowered to gain independence and build strong connections in their new communities.


In 2016-17, our Cultural and Settlement Services maintained a

strong focus on:

• Working alongside mainstream employment services providers

to increase employment outcomes for refugee and humanitarian

visa entrants and;

• Engaging and consulting with refugee young people to develop

appropriate support services specifically targeted to their age

group, to ensure their positive settlement.


With the Federal Government’s announcement to accept an additional

12,000 Syrian and Iraqi refugees in response to the 2015 crisis, our

Humanitarian Settlement Services successfully managed the increase

of new arrivals by adapting quickly to recruit additional bilingual

support workers and volunteers. The increased intake also delivered

an increase in clients presenting with multiple and complex needs

which were then addressed by our Complex Case Support Service to

provide specialised and intensive case management services for the

unique needs of each individual client.


Our highlights this year included forming partnerships and

collaborations with external agencies as well as within our

organisation to increase positive resettlement outcomes. These

included:

• A collaborative pilot with jobactive to support refugees into

longer-term sustainable employment. Mentoring and coaching

was provided by an Employment Consultant to address a client’s

barriers to employment. Successful outcomes included securing

employment, enrolment into vocational studies and traineeships

and volunteering to gain work experience.

• A partnership with the Association for Services to Torture and

Trauma Survivors (ASeTTS) to conduct onsite intake assessments

with refugees and humanitarian visa entrants for referral to

trauma counselling services. The partnership has resulted in

100% of referred clients continuing with their recommended

counselling sessions.

• A trial between Communicare’s Settlement Service Activities and

Get Active Project providing youth focused workshops to ensure

refugee young people receive tailored support; in addition to

services being received by their family; to encourage optimal

settlement. Workshops hosted throughout the year included

Youth Mental Health and Youth Job Talk.


Based on the success of the partnerships and collaborations formed

throughout the year, opportunities exist to continue expanding and

achieving outcomes for refugees and humanitarian visa entrants

in terms of social connections, support for young people and

employment prospects. We would be looking to further develop

work experience placements, youth services and community link

programs.

CREATING COMMUNITY INCLUSION

746young people were engaged in sport and recreation, increasing participation rates

in disadvantaged community groups.

skilled migrants were supported to gain employment commensurate with their qualifications, skills and

experience as a result of their participation in the A Global Workforce program.

Of these 746 young people, 51% were male, 49% were female; 9% were Aboriginal, 46% were CaLD (from 33 different countries).

83.33% of these clients reported an improvement in their capacity to engage with Australian recruitment processes and the employment market.

850newly arrived refugees and humanitarian visa entrants were supported to settle in Australia.

34% from Myanmar, 26% from Afghanistan, 22% from Syria, 6% from Ethiopia, 3% from Eritrea, 2% from Congo, 2% from Iraq, 2% from Sudan, 1.6% from Kuwait and 1.4% from Kenya

53



My initial job search journey was highly stressful but I have since learnt the skills to secure a job that now supports my family and has also given me the opportunity to gain local experience.

Image Above: (From L-R) Jim McDonald, Hotwash

Australia Pty Ltd Director with Ziad Saleh Ibrahim Abu

Rahmeh, former A Global Workforce participant.

Ziad was one of A Global Workforce’s initial clients who we worked extensively with, piloting our strategies to gain a positive result. We quickly learned that targeting industries seeking to build their diversity strategy yielded the best results as we were able to offer qualified candidates with the rights to work in Australia but with the international experience employers desired.

A GLOBAL WORKFORCE

Ziad, a qualified Mechanical Site Engineer from Qatar with experience consulting

with an international engineering project management firm, faced a big challenge

in searching for and securing employment upon his arrival to Australia. He lacked

the local experience mandatorily required by the majority of Australian employers

and, despite applying for numerous positions, without the knowledge of Australian

work practices, Ziad was not even invited to an interview. With the support of the A

Global Workforce program, Ziad received individualised assistance to gain unpaid

work experience in his field, attended seminars to tailor his CV writing skills and

prepare for interviews. Program Coordinator, Rahul, called Ziad the day before his

interview for his current position to offer words of encouragement. The outcome,

Ziad securing a role as a Mechanical Draftsperson with Hotwash Australia where he

has been employed since November 2016.

A Global Workforce Program Coordinator

Rahul Verma

- Ziad Saleh Ibrahim Abu Rahmeh


Our Employment Services work alongside job seekers; offering tailored support to enhance their opportunities to find, secure and maintain meaningful employment. We aim to achieve economic inclusion for all by building the capacity of job seekers to attain their employment goals whilst providing employers solutions to their recruitment needs.


During this financial year, our key areas of focus have included:

• The expansion of Employability Skills Training and Psychology

Services to better support job seekers to be job ready.

• Integrating Work for the Dole referrals into our jobactive service

delivery model to ensure the program is successfully achieving

the set activity and placement targets.

• The procurement of five new Work for the Dole warehouses

to support the creation of in excess of 1,500 Work for the Dole

activity placements to assist job seekers get back into the

routine of work and build their skillset.


In the last 12 months, tackling increasing levels of unemployment

in Perth, with the lowest levels of recruitment activity in all of the

capital cities within Australia, has been a significant challenge. Our

Work for the Dole activities have also had to address low numbers of

quality referrals which has affected placement numbers in activities.

Our Transition to Work team however, introduced a number of

strategies that have enabled performance to grow to deal with the

previous higher than average utilisation rates.


We have achieved many highlights this financial year. Most notably

these have included:

• A site tour of our co-located Employment Services programs

at our Pattie Street, Cannington facility by Senator Michaelia

Cash, the Federal Minister for Employment.

• In partnership with the Metropolitan Migrant Resource

Centre in Mirrabooka, the implementation of a dedicated

and tailored employment services pilot for new refugees and

humanitarian visa entrants to particularly address their barriers

to employment.

• The formation of a mutually beneficial partnership with the

Woollahra Group and Virgin Australia to deliver activities that

benefit the community, such as repurposing Virgin Australia

airline uniforms to create blankets for the homeless and safety

bears for children affected by family and domestic violence.


In the next financial year, through the implementation of our

Continuous Improvement Agenda, we will be focusing on

improving our overall performance and customer service. We are

also dedicated to further cross-business collaborations with other

Directorates via the opening of our two new proposed offices in

Mirrabooka and West Perth.

CREATING PATHWAYS

5,396

2,215

OVER

job seekers participated in 201 Work for the Dole activities to gain skills

and experience to help them find work whilst giving back to the community.

Outcomes included securing full-time employment, enrolment into vocational studies, internship placements and employability skills training.

job seekers were assisted to gain meaningful employment.

outcomes were achieved for young job seekers to assist them secure employment.122



Using the Work Star tool to assist Transition to Work participants has been a worthwhile experience as it prompts great discussions and assists us to identify the progress that participants have made. When Ysabella first joined Transition to Work, she felt that no-one was helping her to figure out her career goals but now, she has gained the skills and work experience to get and keep a job.

TRANSITION TO WORK

Ysabella was referred to our Transition to Work program after completing her

Certificate III in Aged Care but was unsuccessful in securing employment due to a

lack of work experience and no means of transport.

Through the completion of the Work Star tool, Ysabella was reinvigorated about her

future and changed her employment and further education pathway to complete

a Certificate III in Business. Through Transition to Work, Ysabella gained interviewing

skills which enabled her to achieve employment. Ysabella is currently employed

part-time as a Junior Administrator at the State Library of Western Australia where

she has been working since June 2017.

Before Transition to Work I never had a clue what I wanted to do. Working with my Employment Coach has given me the confidence that I can achieve anything I set my mind to. Using the Work Star tool has also helped me to track my progress. At first I wasn’t sure about using Work Star, but now I feel that participating in it has helped me to reach my dreams.

Image Above: Ysabella Dolan, former Transition to Work

participant.

Desiree Kora

- Ysabella Dolan

Transition to Work Emloyment Coach


Our Family Violence and Intervention Services provide a holistic and integrated response to address family and domestic violence. We aim to create community safety by working with individuals and families to develop non-violent, more equal and respectful family relationships to ensure the safety needs of women and children while maintaining a continued emphasis on perpetrator accountability and responsibility.


In 2016-17, our Family Violence and Intervention Services continued our mandate to maximise safety through:

• Remodelling our Communicare Breathing Space program; a unique residential men’s behaviour change program for perpetrators of family and domestic violence, based on a therapeutic community model, to align with the 2010-2022 National Plan to Reduce Violence Against Women and Their Children and;

• Investigating opportunities to increase our funding with alternative fee for service programs.


This year was particularly challenging with regards to retaining and recruiting suitably qualified employees. Throughout our service delivery review process we faced numerous staffing and recruitment challenges to fulfil roles in the new model. Delays in tender application processes and multiple short contract extensions also resulted in staff uncertainty. All roles have now been filled.


Our persistent advocacy to address the social issue of family and domestic violence has this year resulted in some key highlights including:

• A State Government election promise to fund another residential men’s behaviour change program,

• Continued increase in our national profile of our unique Communicare Breathing Space perpetrator intervention program, which was announced as a finalist in the HESTA Community Sector Awards. where we were nominated in the Outstanding Organisation category which recognises outstanding service provision, advocacy and leadership in improving the lives of people who rely on access to the services in our sector,

• The formation of a partnership with Curtin University of Technology to conduct a two year evaluation of Communicare Breathing Space as well as national and international invitations to present our perpetrator response model; increasing our program’s visibility and reputation and;

• Our entire organisation making a strong and visual commitment to stop family and domestic violence, in particular men’s violence against women, with employees from across all of our office locations participating in the ‘Take the Oath” campaign. Employees who joined the movement for social change took the oath to “stand up, speak out and act to prevent men’s violence against women.”


In 2017-18 we look forward to increased funding opportunities

from the State and Federal Governments for additional Family and

Domestic Violence support services. Establishing our Specialist

Support Services programs will also be a focus as we look to form

sustainable fee for service revenue. We are also genuinely excited

to achieve White Ribbon Workplace Accreditation which we’re

aiming to attain in February 2018.

CREATING COMMUNITY SAFETY

64REFERRALSwere received by the Mid-West Pathways to Responsible Living program with a 95% program completion rate. Facilitating incarcerated Aboriginal people with the knowledge and skills to develop self-improvement strategies to address their alcohol and drug use.

9882TOTAL WOMEN

TOTAL CHILDREN

were accommodated in the Communicare Breathing Space 12 week program and supported to make sustainable behaviour changes.

Of these, 21% identified as Aboriginal or Torres Strait Islander.

44 MEN

were supported at Tuart House with crisis accommodation.This resulted in 180 risk assessments completed and safety plans developed to minimise the risk to women and children in the event of another family and domestic violence incident.



Russell presented as highly motivated to address his use of Family and Domestic Violence behaviours and this motivation remained relatively high throughout his time in the program. As he progressed through the program, he demonstrated an increased awareness of his and others’ emotions and the importance of managing those without the use of intimidating behaviours. During his time in our therapeutic community, Russell was a valued community member who respectfully challenged as well as supported other residents.

COMMUNICARE BREATHING SPACE

Russell arrived at Communicare Breathing Space on a parole order for offences

related to the use of violence within his intimate relationship. Throughout his time in

the program, Russell was provided with opportunities to explore the different forms

of power and control he used within his relationship, and was challenged around his

beliefs regarding masculinity, gender roles, the use of violence as well as his thinking

styles and consequential rationale.

Russell displayed insights into the impacts of his use of domestic violence on his ex-

partner and child as well as the wider members of both families and was observed

to take responsibility for his abusive behaviour as well as gain a greater sense of

empathy for his victims.

Communicare Breathing Space has given me opportunities – opportunities to holistically reflect upon all aspects of the abusive behaviour I have portrayed. Most importantly, the impacts of my behaviours on my victims, the families and of course the community. Being a part of the program has assisted me in developing a better understanding, new belief systems and values designed to reinforce my commitment to the process of change.

- Russell O’Callaghan

Image Above: Russell O’Callaghan, former Communicare

Breathing Space resident.

Communicare Breathing Space Program Facilitator

Clare Kemp


Our Communicare Academy is an independent, Curriculum and Re-Engagement with Education (CaRE) secondary school committed to assisting at-risk students to re-engage with their education. With student wellbeing at the core of our educational program, the Communicare Academy aims to provide a challenging and inspiring educational experience designed to support young people to thrive.


Our key areas of focus during this financial year have included:

• The development of Wellbeing: our two-year; adolescent health

program focussing on mental health and safety which assist

students in their development of self-awareness, responsibility,

respect and resilience,

• Incorporating in to our school program, a Certificate I in

Hospitality, which provides our young people with practical

skills and knowledge for the workplace and;

• The launch of our Parents and Friends committee which exists

to support the interests of families, guardians and carers within

our school community.


The focus of our Communicare Academy is to attract young people

back into education, and to work alongside them in addressing the

barriers that have caused them to disengage from education, family or

community. The core challenge for the Communicare Academy is to

work with young people in their need and encourage them along the

education continuum. Our teaching and educational support team

work tirelessly with our students in assisting them with their post

school options.


Key highlights of this last financial year have been:

• Our achievement of re-registration as an independent school

until the 30th of June, 2022.

• Attainment of Certificates in General Education for Adults for

thirteen Year 11-12 students who achieved their Certificate II,

three Year 11 and three Year 12 students who achieved their

Certificate III.

• Exclusively being selected to participate in the Association of

Independent Schools of WA’s Amplify research program in

conjunction with the UK Innovation Unit.

Through this process and, based on research data from our

students, we have transformed our focus of the pillars of education

to rest on the foundation and support of our Wellbeing Program.

Being part of the Amplify pilot has pin-pointed our school’s future

direction through our curriculum, therapeutic programs, student

engagement and sense of community that will contribute towards

a prosperous future and hope for our young people.


Within the next 12 months we will implement our Continuous

Improvement Agenda with opportunities to further develop our

Wellbeing Program to assist our students with their personal growth,

to develop vocational units for Beauty Therapy to create additional

employment pathways and; to continue to strengthen our partnership

with Shalom House and our ‘Brothers in Guidance’ (B.I.G.) program to

assist our young male students to improve their health and wellbeing.

CREATING OPPORTUNITIES

Maximum capacity enrolments is 92 students.

*2016 refers to the January to December school year.

*

AVERAGE ATTENDANCE RATE ACHIEVED IN 2016

2016 POST SCHOOL DESTINATIONS

AVERAGE NUMBER OF ENROLEMENTS IN 2016

3

33

1

Students Secured Employment

Students Applying for Additional or Vocational Studies

Students Secured Work Experience

Participating in Professional Sport

80%

YEAR 10: 34.18%

YEAR 9: 17.72%

YEAR 8: 11.39%

YEAR 7: 6.33%YEAR 12: 8.86%

YEAR 11: 21.52% 86

TOTAL

*

*

Communicare Academy Teacher



Well done to all the students who participated in the ‘Joining Up’ component of the Equus Bonding Institute program in Term Two. The program has helped to develop our students’ skills, leadership, empathy and patience, and assisted them to conquer their fears associated with being in such close proximity to a very large animal.

EQUUS BONDING INSTITUTE PROGRAM

In 2015, the Communicare Academy commenced an ongoing relationship with

Dianne Huxtable’s Equus Bonding Institute in Forrestfield as an opportunity for our

students to gain personal development skills.

Our students have been participating in the process known as ‘Joining Up’; a non-

confrontational way of training a horse to respond to a human as their leader. Six of

our students successfully completed ‘Join-Ups’ this year with different horses and

have all found it to be a very special experience which they can now take with them

as they journey through life.

It’s exhilarating, the Join-Up program with horses is a really good experience. It takes your mind off things and you get caught up in it.

Image Above: Shanae Huggins, Communicare Academy

student.

Sean Burke

- Shanae Huggins


OUR FINANICALS

Our total income for 2016-17 was $30,245,540; which was a 27% increase on our previous year. Whilst there was an increase in grant income

received, the majority of this increase came from our performance based income, predominantly our Employment Services Directorate.

Our net operating surplus for the year was $1,245,123; compared to the net operating deficit of $220,966 reported in the last financial year.

Our overall cash and cash equivalents have increased from $3,587,653 at the end of the 2015-16 financial year, to $8,129,984. As a result of

our strong cash position, a decision was reached during the year to increase the amount held in term deposits from $3,165,614 to $5,158,333.

WHAT WE EARNED

Total Revenue: $30,245,540

% OF REVENUE SPENT ON SERVICE DELIVERY (5 Year Glance)

WHAT WE OWN

Total Assets: $22,836,507

WHAT WE OWE

Total Liabilities: $5,225,872

Federal Government Funding: 6.86%

Trade and Other Receivables: 3.67% Non-Current Liabilities – Provisions: 4.43%

Partnership Funding: 4.01%

Interest Income: 0.19%

Donations: 0.21%

Trust Funding: 0.01%

Fee for Service: 70.23%

Fixed Assets: 60.73% Trade and Other Payables: 61.42%

State Government Funding: 18.48%

Cash and Cash Equivalents: 35.60% Current Liabilities – Provisions: 34.15%

2013

95.29%

0

25

50

75

100

2014

87.48%

2015

92.39%

2016

93.06%

2017

87.16%



A SPECIAL THANK YOU

OUR PARTNERS

Alongside our employees, we also have a network of alliances with government, non-government and a range of corporate organisations

who we collaborate and partner with to create a difference in people’s lives. We would like to acknowledge funding provided by the

following funding bodies in the 2016-17 financial year and thank them for their ongoing support.

OUR SUPPORTERS

Over the past financial year we have received significant in-kind gifts and contributions. Our sincerest thanks to all our corporate partners,

community group supporters and individual donors for their their generous support which have enabled us to provide the highest quality

services to assist our clients develop pathways to creating futures.

AUSTRALIAN FEDERAL GOVERNMENT

› Department of Education and Training

› Department of Employment

› Department of the Prime Minister and Cabinet

› Department of Social Services

LOCAL GOVERNMENT AND NON-GOVERNMENT

› City of Armadale

› City of Canning

› Brotherhood of St Laurence

› Lotterywest

› Ascent Accountants WA

› Balance Podiatry

› Beaconsfield Primary School Parents and Friends Committee

› Brunel

› Glaucia Hyland and Friends

› Government of Western Australia Department of Education

› Herbert Smith Freehills

› Irrelevant Society

› Jardine Lloyd Thompson

› Karma Currency Foundation

› Marilyn Hopkins

› Modus Property

› Office Plus

› Origin Energy

› PLAN Australia

› Precise Business Solutions

› Professional Public Relations

› PSC Insurance

› Ride Against Domestic Violence 2016

› Ryan & Tanya Woosnam and Friends

› Staples

› Share the Dignity

› State Solicitor’s Office

› Stockland Riverton Shopping Centre

› Tammy Tansley Consulting

› The Executive Connection (TEC)

› The Local Loan Company

› The Painted Shop

› The Stan Perron Charitable Trust

› UnitingCare Christmas Appeal at Target Whitfords

› Vekta Automation

› Virgin Australia

› Vital Conversations

› Western Power

› Woollahra Group

GOVERNMENT OF WESTERN AUSTRALIA

› Department for Child Protection and Family Support

› Department of Corrective Services

› Department of Education

› Department of Education Services

› Department of Housing

› Department of Local Government and Communities

› Department of Sport and Recreation

› Office of Multicultural Interests


OUR LEADERSHIP

OUR BOARD OF MANAGEMENT

Our corporate governance and strategic performance is the responsibility of our Board of Management. Led by our Chairperson, our Board

delegates the responsibility of our daily operations to our CEO who, together with our Executive Team works towards meeting our strategic

priorities. Our Board of Management volunteer their skills, expertise and time to ensure we are sustainable, relevant and progressive.

OUR EXECUTIVE TEAM

Led by our Chief Executive Officer, Melissa Perry, our Executive Team are a high functioning and experienced team of professionals who

work together to drive our performance. Our Executive Team lead the direction of each of our Directorates and inspire a daily commitment

of our values and investment in our people.

Patrick Dumbell Board Member since 2015

Monica Montalvo Director Community Services

Shelena Serrano Vice Chairperson Appointed 2015Board Member since 2011

David CainExecutive Director Professional Services

Ben Wyatt MLA ChairpersonSeptember 2016 – May 2017

Melissa PerryChief Executive Officer

Glaucia Hyland Secretary Appointed 2016Board Member since 2015

Justin BunterExecutive Director Corporate ServicesCommenced February 2017

Gigi ThieleDirector Education Services

Annemarie Papelard Treasurer Appointed 2015Board Member since 2015

James HunterExecutive Director Corporate ServicesSeptember 2016 – February 2017

Brendan Hodge Board Member since 2015

Jason Burgess Acting Director Community ServicesDecember 2016 – June 2017

Philip McVey Board Member since 2014

Lou Charlet Director FinanceCommenced May 2017

James Hunter Board Member 2015-2017

Kate Jeffries Director Family Violence & Intervention Services

Tania Jeyamohan Board Member since 2012

Mas BianchiDirector People and Culture

Brendan ParkerActing Director Employment ServicesCommenced December 2016



Inside Cover: Students participating in a wood work class at the Communicare Academy.

HEAD OFFICE

A 28 Cecil Avenue, Cannington WA 6107

P PO Box 730, Cannington WA 6987

T 08 9251 5777

F 08 9350 5770

E [email protected]

communicare.org.au

HEAD OFFICE

A 28 Cecil Avenue, Cannington WA 6107

P PO Box 730, Cannington WA 6987

T 08 9251 5777

F 08 9350 5770

E [email protected]

communicare.org.au

creating futures creating annual report...annual report 2017 communicare was established in 1977 and...

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