MAMBOURIN ENTERPRISES LTD
Chris Cullin BOARD CHAIR
Danielle Carey-Munro CEO
Chair and CEO Report
resource information system, payroll system and a new, yet to be operationalised, customer management system – all up an investment of $400,000. We have reviewed and rewritten all our policy statements and procedures to better align the NDIS standards and good governance. The participant experience and person-centred support/care approaches that underpin our services, operations and governance have been strengthened through a refresh of our strategy and operational focus. By asking our participants what they would like to see in Mambourin – and having the goal of achieving modern best practice – our people have taken on a greater sense of ownership and Mambourin again achieved a strong financial result, with a 5% surplus and 7% EBITDA. Given program and workforce restructures across all business units, which reduced our bottom line in comparison to FY23/24, coupled with significant investments in training, facility upgrades and IT systems, this was a good result. The hubs continue to be our strongest performers, with the largest growth again occurring in the tailored one-on-one offerings through our Flexi Choice/in-home services. Acknowledgements We would like to acknowledge the contribution of Paul Larcher, our outgoing Chair, who after 9 years of dedicated service to Mambourin, stood down at the November 2024 Annual General Meeting. Finally, we would like to thank all our dedicated staff and volunteers for their tireless efforts in supporting our participants. We look forward to our journey of continuous improvement. accountability. Our results
The Board has reviewed the organisation’s current purpose and wanted to better articulate our objectives and who we are supporting day to day. Our new PURPOSE: Mambourin empowers adults with a disability through tailored programs, skill development, and opportunities that foster independence, wellbeing, inclusive social connections and employment pathways. During 2024/25 we have ‘reset’ the organisation. The previous year was spent assessing what was working and what wasn’t, identifying ways in which we could improve our operations and services. This year, we have implemented these changes. Program and workforce restructures, although challenging, have rewarded the organisation with a significant productivity boost . We have invested again in our people, governance and facilities. We have invested $200,000 in training our people, with a focus on clinical and high supports. We have refurbished and replaced some of our equipment and facilities, spending $1M. New information and communications systems have been implemented, including a new human Mambourin continues its commitment to its Purpose, Vision and Values and strives to reflect these in its on-the- ground programming and services, leadership and governance. We understand our responsibility is to build a diverse, accessible, equitable and inclusive governance structure where all individuals are supported, respected, valued and enabled to thrive.
2
Made with FlippingBook - professional solution for displaying marketing and sales documents online