Backing our community
Governance
In 2020-21, the YFS Board initiated a self-funded pilot of the Thriving Families Project. This demonstration project backed homeless families with young children through an integrated model. The Board monitored the progress of this project including the positive Interim Evaluation Findings.
Backing the organisation’s COVID-19 response was a critical role for the Board in 2019-20, with a Pandemic Sub-committee meeting weekly with the YFS Pandemic Team at the height of the outbreak in Queensland. This enabled us to make rapid changes to working arrangements in response to health advice.
There were some changes in Board membership during 2019-20. Chair Jennifer Le Savéant resigned in March 2020, with Peter Goldsworthy taking on the role. Long-term Board Director Michael Lowe also retired from the Board in May 2020 after almost 10 years of service. New Directors Fiona Murcott and Simon James joined the Board in October 2019, adding marketing and non-profit management skills to the Board’s skill set.
The Board’s Risk and Audit Committee continued to be proactive in addressing risk around ICT, financial sustainability, and workplace health and safety.
The Board oversaw progress against the YFS 2018-21 Strategic Plan, with pleasing results against most priorities. We are on track to achieve the Strategic Plan priorities by June 2021.
- 2019-20 progress against the YFS Strategic Plan 2018-21
Services
- Build our knowledge and evidence base to inform effective interventions that achieve long-term outcomes
Very little progress
Limited progress
On the way
Good progress
Completed
- Implementation and evaluation of the Thriving Families Project and Housing Review, among our research projects that will improve effectiveness in future
2. Invest in innovative integrated service models based on clients’ needs
Very little progress
Limited progress
On the way
Good progress
Completed
- Implementation of year one of the Thriving Families Project completed and evaluation commenced; year two will see ongoing implementation and expansion of integration in other teams
3. Build our relationships and understanding in our work with Aboriginal and Torres Strait Islander people, communities, Elders and organisations to contribute to Closing the Gap
Very little progress
Limited progress
On the way
Good progress
Completed
- Framework being developed; data monitoring systems now in place
Capacity
4. Build an outcome oriented culture by recruiting, developing and retaining exceptional staff
Very little progress
Limited progress
On the way
Good progress
Completed
- Recruitment improvement, induction and management induction projects embedded; development and performance management projects to commence in 2020-21
5. Invest in systems, technology and structures to enable efficient effective work
Very little progress
Limited progress
On the way
Good progress
Completed
- Significant progress on mobile workforce, remote technology, system improvements
6 . Develop leading research, evaluation and innovation capacity and partnerships
Very little progress
Limited progress
On the way
Good progress
Completed
- Partnerships established with Griffith University, Encompass, ANROWS and Paul Testro. Substation33 partnering with Griffith University researchers and the Yunus Centre
Sustainability
7. Increase revenue through new funding models, partnerships and opportunities
Very little progress
Limited progress
On the way
Good progress
Completed
- Funding for 2020-21 up by $2 million compared with 2019-20; 2020-21 priority is sourcing alternative funding
8. Increase efficiency through systems and innovation
Very little progress
Limited progress
On the way
Good progress
Completed
- Technology in place for mobile worforce; final work on systems and policies being completed; some capital investment to happen in 2020-21 for last remaining teams
9. Establish a discretionary investment fund for research and innovation
Very little progress
Limited progress
On the way
Good progress
Completed
- Fund established – used for Thriving Families – some costs recouped through surplus generation that reduced the deficit
Positioning
10. Actively seek partnership opportunities with government, business, philanthropists, other service providers and advocacy groups to expand YFS’ capacity and impact.
Very little progress
Limited progress
On the way
Good progress
Completed
- Ongoing partnerships with CSIA and Logan Together; increased partnership with Griffith Uni; increased collaboration with Logan City Council, housing stakeholders and emergency relief system through COVID-19 work; Substation33 partnerships expanding
11. Expand our use of data and analysis to articulate outcomes from our activities
Very little progress
Limited progress
On the way
Good progress
Completed
- All but two teams actively reporting on outcomes (Substation33 outcome framework being developed); teams progressing use of data to inform improvement
12. Analyse unmet need in our region, particularly in fast-growing communities, and advocate for effective responses
Very little progress
Limited progress
On the way
Good progress
Completed
- YFS actively engaged in discussions about emerging issues through local, regional and state consultation mechanisms, particularly focused on young parents, integrated homelessness responses, young people exiting care and increased need in growth areas of Logan
- Our vision: BUILDING INDEPENDENCE AND PARTICIPATION
- Our purpose: YFS backs vulnerable people to overcome adversity and to thrive
- Our values:
- Excellence
We deliver quality services and have high expectations
- Integrity
We act honestly and openly
- Optimism
We think and act with confidence about people and the future
- Steadfastness
We persist to overcome barriers and adversity with our clients
- YFS backs First Nations peoples to achieve their aspirations and thrive
YFS is located in the Logan region. YFS acknowledges and respects the Yuggera and Yugambeh speaking peoples who are the traditional custodians of the area. YFS also works across Redlands and Beaudesert and acknowledges and respects Traditional Owners of these other regions: the Quandamooka people of Moreton Bay and the Mununjali people in Beaudesert.
We recognise the important role First Nations peoples have within community and country. We pay our respects to the Elders of this land, past and present.
We acknowledge the past and work to build independence, participation and closing the unacceptable gap between Aboriginal and Torres Strait Islander and other Australians’ health and wellbeing.
As a mainstream community-based organisation, YFS recognises our role in contributing to closing the gap and improving the lives of First Nations people in our community. This framework sets out our commitment, the actions we will take, and how we will assess our progress over time.
- YFS is committed to:
- recognising First Nations peoples as the first people of this land
- respecting and valuing First Nations cultures and traditions
- acknowledging the historical and ongoing impacts of
colonisation on First Nations peoples - supporting First Nations peoples’ right to self-determination
- providing a culturally secure environment for First Nations peoples working in our organisation
- enhancing First Nations peoples’ experience of cultural safety in accessing our services
- empowering First Nations peoples through involvement in all aspects of our governance, management and service delivery.
Our role and commitment are reflected in a whole of organisation approach to working alongside First Nations people as a community member, as an employer and as a service provider.