17806 Annual Report 2021.indd

CEO Report

In my first year as the CEO of Momentum Collective, I have enjoyed meeting the team members, clients, and volunteers across our sites and programs. It has been both a busy and enlightening six months working with the board and Executive Leadership Team with many changes and challenges which were taken as opportunities to lead and grow. It was a time to reflect and reaffirm our purpose. I’m pleased to say that we achieved another strong positive financial results this year. Our primary growth came from providing supports to 565 NDIS clients. I have seen first-hand how our teams live and breathe our values. During my site visits, I noticed that our values are essential to the teams and a real commitment to applying them to our daily work. Our people make a real difference and rewarded with a purposeful career. They genuinely are gracious and work so well together. Thank you also to our volunteers who work with our teams – we appreciate your contribution and dedication. The Cultural Awareness training was rolled out. This has helped us to understand and appreciate local Aboriginal and Torres Strait Islander culture. The program received excellent reviews from our 135 staff who completed the training sessions. The theme for Reconciliation Week this year was More than a Word: Reconciliation Takes Action. Significant events were held within our communities in Tweed, Grafton, and Casino to recognise and celebrate Reconciliation. We continue to be committed to promoting Reconciliation in our workplaces and communities. We recognise the power of partnerships and how essential they are for providing the best support to our clients and families. Our Alliance partnership is a strong example of our commitment to supporting our local Aboriginal and Torres Strait Island communities. We continue to work hard on improving our organisation. Our FY 2022-24 strategic plan was launched at our leadership forum in June. We had the opportunity to meet as a leadership team and explore opportunities to work stronger together and bring our strategy to life through strategic projects.

As part of the new strategic plan, there are five main outcomes to be achieved: • Grow

• Connect • Innovate • Invest • Amplify

The strategic projects are working to improving our customer-centric service models, adjusting to news ways of working, improving the quality of our services and building our internal capability. Our outlook looks strong as we continue to grow and focus on the fundamentals of our purpose. Our Supported Independent Living (SIL) program has had an important growth of 29% across our footprint. We continue to meet the need in this area, expanding our outreach and day programs. The next financial year will be even stronger as we expand our footprint in the South East Queensland region. I am grateful for the support of the board and Executive Leadership Team, who provided ongoing leadership and governance during a particularly challenging year. I want to thank and acknowledge each and every single employee for their valued contribution, making a significant difference, supporting and empowering people to live better lives. Your dedication, resilience, and commitment are improving the lives of so many.

Tracey Mackie CEO

Our Supported Independent Living (SIL) program has had an important growth of 29% across our footprint…

Annual Report 2020-21 | 5 Annual Report 2020-21 |

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