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2018Annual Report

Contents

Strategic Framework 2018 - 2019....................................................................................3

Current Staff..................................................................................................................................4

President’s Report.....................................................................................................................6

General Manager’s Report....................................................................................................7

EAP Report......................................................................................................................................9

Auditor’s Report........................................................................................................................11

Balance Sheet as at 30 June 2018..................................................................................12

Income Statement for year ended 30 June 2018....................................................13

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Because it’s for the kids

Our Vision

To achieve greater harmony within relationships and resolve conflict in the community.

Mission

To specialise in mediation, counselling and other facilitative processes in Family Dispute Resolution and Employee Assistance Programs.

Our values

Integrity: We believe in honest, professional and ethical management of all our cases

Equity: Our service is available to ALL members of our community, with assistance given to support the vulnerable and disadvantaged

Quality Service: As specialists in dispute resolution and counselling we strive to employ and develop the highest quality staff to provide the best possible service to our clients

Respectfulness: The right of each individual to be treated with respect and compassion is a priority of our service delivery

Service Delivery

As Dispute Resolution and Counselling specialists Positive Solutions:

helps clients reach agreements which are practical, realistic, fair and in keeping with relevant legislation

provides employees and their families with practical and emotional support Actively promotes access to our services for the vulnerable and

disadvantaged

Strategic Framework 2018 - 2019

Current Staff

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CURRENT BOARD MEMBERS

President: Steve Clennett Vice President: Janita GroombridgeBoard Members: Peter James

Phil BurtonNicholas Calabria Kerrie Mazengarb

CURRENT STAFF MEMBERS

General Manager: Chris Street B Ed (Hons), Grad Dip Counselling, Grad Dip FDR, Clinical Member PACFA

Family Program Manager/FDRP/Counsellor:

Family Program Manager/FDRP:

Maryse Street Master of Counselling, Grad Dip FDR

Mishelle Zara LLB, Grad Dip FDR, Grad Dip Business

EAP Coordinator/Counsellor:

Ian Brettingham-Moore BSW, Grad Cert Mgt

Administrative Assistants:

Alison SemmensNerilee SaraciKaren Naden

Accountant: Paul Duncombe BA CPA

SESSIONAL STAFF – HOBART

Family Dispute Resolution Practitioners

Don Keating LLB, Grad Dip FDR Member AIFLAM

Louise Knopman BSW, Grad Dip FDR

Counsellors Wajan Hale BA, Grad Dip Couns, Clinical Member PACFA

Leslie Rogers BA (Psych), Clinical Member PACFA, Assoc Member ASORC, Certificated mental health practitioner EAGALAWendy Calabria B App Sc, Master Couns

Jocelyn McConnell BA (Psych and Aboriginal Studies), Grad Cert Couns, Master Couns, Clinical Member PACFA

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SESSIONAL STAFF – LAUNCESTON

Counsellors Craig Morley Dip Counselling, Cert IV Clinical Hypnotherapy, Member of ACA Juanita Godden BSW, Member AASW

Alison McLean BA, BSW, Grad Cert Counselling, Member AASWRobyn Priestley Adv Dip App Soc Sc, B Counselling, Grad Dip FLM, Grad Cert Mgt, Clinical Member PACFALuigi Romanelli BA, Postgraduate Diploma of Education, Diploma of Clinical Hypnotherapy, and Master of Social Work degree

FDRP’s Robyn Priestley Adv Dip App Soc Sc, B Counselling, Grad Dip FLM, Grad Cert Mgt, Clinical Member PACFAAndrew Flint LLB, Grad Dip FDR

SESSIONAL STAFF - NORTH WESTCounsellors

Craig Morley Adv Dip Couns, Member AIPCRachel Johns Bachelor of Social Work, member of AASWAlly Smith Vocational Grad Dip FDR, Master Social Work, Bachelor Social Science

President’s ReportAn important part of the Board’s role is to think and plan strategically. That is, to look at what and where we are now as an organisation; to decide what and

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where we would like to be at some predetermined time in the future; to establish what needs to be done to achieve that, and then put in place the strategies required.

Inherent in any successful long term strategy, however, is the need for flexibility to deal effectively with changing circumstances as, to quote that well worn maxim, “nothing is certain in life apart from death and taxes”. Never in the past has the world experienced change as rapidly as the present and it is profoundly evident the level and pace of change will escalate even more rapidly in the future. This can be exciting or scary depending upon your individual perspective. For any board attempting to plot the future course for an organisation it is certainly challenging.

I take considerable pride in the ability of this organisation – its board, its management and its staff to embrace the strategies that have been necessary for us to continue to function so effectively in an environment of such dynamic change.

During the past 10+ years of my tenure as President there have been numerous occasions when we have had to take stock, re evaluate and alter course to meet unexpected challenges. The past couple of years have probably been the most difficult, especially from a financial perspective, as we have had to downsize to adjust to the loss of a major component of our Employee Assistance Program. However, with sound planning, good management and great staff support we have made the adjustments required to get the organisation back onto a solid financial footing while at the same time continuing to provide the highest level of service delivery to our clients.

Over the past year we have maintained client numbers in the Family Program and continued to build substantially counselling and mediations services under the Employee Assistance Program. This Program is a critical component of the Organisation. Important in itself, it also complements the work in the Family Program, supports our overall mission, our reputation, and contributes to our financial health.

President of the BoardSteve Clennett

General Manager’s Report

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The main changes this year are visible and recent. Firstly we are launching a fresh new and more vibrant look for the organisation, which is represented in our logo change, new signage, letterheads and business cards, and in our revamped website and other online presence.

The online presence is vital these days, and the website is designed to be quickly accessible on a variety of fixed and mobile devices, and works so that the user can easily get to the information they need about us, whether that be for parenting plans or property mediation, for individual or couple counselling, or for an employer looking to find the best EAP provider.

For many years we have thrived on our ‘word of mouth’ reputation in the community, with most family referrals coming in because of recommendations by family or friends, and the second most coming from legal sector referrals, from private lawyers, community legal services, or the judges themselves. On the EAP side, we have rebuilt the program on the back of numerous approaches from private companies and not for profit agencies. We clearly have a good reputation out there for our workplace services, and our EAP counselling evaluations consistently show positive outcomes for clients.

Imagine what might happen now that we are refreshed and able to invest some funds this year on direct marketing!

We do need to be better known both locally and in Canberra, as this year will mark the renegotiation of Family Program contracts 2019-2022. Our program numbers in Family in Hobart have lifted, but the challenge remains to properly measure and report on the outcomes for clients.

Secondly, in Launceston we have seen both staffing changes and a recent move into fine serviced premises in the city.

We are now leaner and more streamlined, and have returned to surplus in our finances. That has been due to a major effort from all staff, supported by clear decision making from a very stable Board, and I am grateful for all those contributions.

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Much of our new marketing effort will focus on the Family Program in the north, and the EAP service Sate wide. All the program and administrative elements are equally important, and with the team we have in place we can look forward with increased confidence.

General ManagerChris Street

Family Program Manager’s Report

The Turnbull Government directed the Australian Law Reform Commission to undergo a comprehensive review of Australia’s Family Law System. With a review eventually comes change and it is as if this change set the scene for the family program’s operations this financial year. While systemic changes are the wings for the family law system, the family program at Positive Solutions has been managing its own changes. The first of which was the relocation of the Launceston office from Kings Meadows to York street in Launceston. With careful planning, the team did all they could to ensure all staff feel comfortable in the new premises.

Further changes came with the decision to re-brand Positive Solutions. Following an analysis of our brand recognition in the community, the decision was made to freshen the brand with a new logo that coincided with the launch of a new website. To ensure our new look and website is promoted within the community, a radio advertising campaign was planned for Hobart and Launceston which will boost our name on air

and online.

The family program continues to provide much needed integrated support to separating families. We continue to ‘punch above our weight,’ tailoring service delivery to suit client needs. We have focused on ensuring we receive evaluations from client’s which has proven to be valuable. Clients have reported feeling cared for by impartial mediators who really put the needs of their children first. Some clients even went so far as to include a note with their evaluation, thanking us for the support and outcomes they achieved.

While undoubtedly there will be more change in our future of family law, some things will never change and that is that Positive Solutions will continue to care about people and provide support when they need it most.

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2013/2014 2014/2015 2015/2016 2016/2017 2017/20180

100

200

300

400

500

600

202 175 200 173 185192263

220 214274

46 51 6420 15

440489 484

407474

Family Program Hobart

Pre-Mediations Mediations Child Inclusive Total

Family Program ManagersMaryse Street & Mishelle Zara

EAP Report Client Evaluation Feedback 2017 /18During 2017 / 18 every EAP counselling client was sent an evaluation form on completion of their counselling service (subject to having obtained their consent at intake). The evaluation was in three parts, covering the quality of our intake response; reception service; client satisfaction with the professional service; and the client outcomes from that service.  In the 12 month period June 1st 2017 - May 31st 2018 we delivered EAP counselling services to 437 individual clients. These clients came from 38 different organisations in the business, Government, and not for profit sectors.The highlights were:

     Very high satisfaction rates with our intake and reception service, including timely placement of counselling requests.

     The counselling itself was rated highly across five different aspects, with most responses being  ‘excellent’  (64%) or good (29%)

      70% of clients reported that their ‘work or personal situation has improved’ as a result of their counselling, and 90% said that the counselling had assisted them to ‘make effective changes’. The average

attendance was for 2 sessions but 40% of clients had three or more sessions which is indicative of a very high level of client engagement. Clearly we cannot claim that short term solution focussed counselling provides effective change for everyone who comes, but these results do suggest a very positive return on investment, and suggest a positive impact in the workplace.

New Customer Organisations

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There has been ongoing steady growth in new employer organisations opting for Positive Solutions as their preferred EAP provider. This has been complemented by an increasing number of National EAP providers seeking to sub contract Positive Solutions for EAP service provision in Tasmania. This has given Positive Solutions opportunities  to provide EAP Services to Tasmanian based  employees of large National Corporations and Commonwealth Public Sector Agencies – a market which has become very restricted without the capacity to provide services nationally.

Trauma WorkPositive Solutions staff have made a significant contribution during 2017 / 18 supporting and assisting customer organisation employees and family members who have been exposed to traumatic events.  Sometimes this has required responding to incidents at very short notice, which have involved extremely distressing events and complex grief.  Counselling and  intake staff are to be commended for their professionalism in dealing with  these situations.

EAP CoordinatorIan Brettingham-Moore

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Auditor’s Report

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Balance Sheet as at 30 June 2018

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  2018   2017Current AssetsCash at Bank, on HandTerm Deposits 51,827 33,913Receivables 271,783 275,309Deduct Provision for Doubtful Debts 11,108 10,858

-8,000   -8,000

Total Current Assets326,718 312,081

Non Current AssetsFurnishings, EquipmentDeduct Provision Depreciation 168,441 168,441

-146,023

-134,985

Leasehold improvementsDeduct Provision Amortisation 35,920 35,920

-35,920 -35,920Goodwill purchasedDeduct Provision Amortisation 47,021 47,021

-40,350   -37,050Total Non Current Assets

29,088   43,426Total Assets

355,806 355,507Deduct Current LiabilitiesCreditorsGST Payable 114 2,788Payroll Liabilities -2,692 -3,196Emploee Entitlements: 17,114 4,945 Annual Leave Long Service Leave 20,127 24,757

39,381   47,586Total Current Liabilities

74,045   76,881Net Assets

$281,760

  $278,626

EquityRetained EarningsCurrent Earnings 278,626 360,819

3,135   -82,193Total Equity

$281,760

  $278,626

Income Statement for year ended 30 June 2018

  2018   2017IncomeFamily Services 579,15

3562,66

3Interest 6,485 6,431

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Sundry Income 1,613 1,115Fees, Memberships 164,26

0  223,88

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Total Income 751,511

794,090

Deduct ExpensesAdvertising 14,261 6,844Affiliations, Registrations 7,178 5,874Amortisation: Goodwill 0 30,000Audit 875 864Bad Debts, Debt Collection 1,036 4,119Bank Fees 1,654 1,979Cleaning 2,862 4,608Computer, Internet 10,728 10,756Depreciation 14,338 11,410Electricity 7,729 9,405Employee Entitlements 12,012 4,779General Insurance 5,225 7,332Governance 4,371 4,242Legal fees 6,521 6,723Miscellaneous building costs 8,956 2,264Postage, Printing, Stationery 11,764 8,886Redundancies 41,154Rent 87,005 85,628Salaries: Administrative Staff 155,34

5187,04

3 Professional Staff 321,93

7351,98

0Staff care 575 819Staff Development 3,740 3,142Sundry Expenses 3,866 5,613Superannuation 45,198 48,924Telephone, Internet 10,317 14,589Travel, Accommodation 10,884   17,307

Total Operating Expenses 748,377

  876,282

Net Surplus (- deficit) for year $3,135   $82,193

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A new look & a new website for the new financial year!