Acknowledgement of Country
Integrity 4 Life (I4L), Big Brown House (BBH) and The Gray Area (TGA) acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Owners and Custodians of this country and their connection to land, water, and community. We extend that acknowledgement to the local Awabakal people, on which our main office is located
We pay our respects to them, their culture and customs and to their Elders past, present and emerging. We believe that reconciliation must live in the hearts and minds of all Australians. We are committed to an ongoing journey towards truth telling and reconciliation
We also recognise and value the contribution of the Aboriginal and Torres Strait Islander employees, carers, people we support and communities to our continued reconciliation journey together.
Matarra Matarra by Saretta Fielding
Supporting Communities Together
Integrity 4 Life (I4L), Big Brown House (BBH), and The Gray Area (TGA) are a collaborative partnership with shared values and a common purpose, to respond to the needs of the community through high quality personcentred services.
“We have made significant strides, and together, we will continue to drive positive change.”
CHRIS BROWN CEO OF BBH, I4L, AND TGA
With a shared commitment to acceptance, quality, safety, respect and support, we strive to make a positive difference in the lives of those we serve.
A word from the CEO
Disability Services
Our disability service, Integrity 4 Life, has this year shown a commitment to providing tailored support for individuals with disabilities, which has shown a steady growth in service uptake this year. Integrity 4 Life has had a strong focus this year on enhancing independence and quality of life for our participants within the community These efforts have not only met but exceeded the expectations of the people we serve with many of our participants thriving and feeling embraced within our organisation and also within their communities
Out of Home Care
Performance Highlights
As we close the books on another remarkable year I am grateful to share some of my thoughts on Integrity 4 Life, The Gray Area, and Big Brown House. This year has been one of continued diversification of our services whilst improving and strengthening current service delivery We have focused this year on our journey for continuous improvement and service delivery across the state and the various sectors we work in 2024 has been a year of dynamic progress across all our service sectors:
Allied Health Services
Our Allied Health division, The Gray Area, started in June 2023 and has seen a marked increase in client engagement month on month. We have expanded our services to include Psychology, Positive Behaviour Support and Occupational Therapy, through this we have also developed significant partnerships across the state to continue to work with a wide variety of people needing Allied Health support services.
Our Out of Home Care service, Big Brown House, this year have strengthened partnerships with local communities and stakeholders to ensure that the children and young people in our care receive the most supportive and nurturing environments Our focus on trauma-informed care has resulted in significant improvements in both emotional well-being for young people and happiness With a continued focus on positive outcomes for young people, Big Brown House have continued to invest in improving our systems and educating all staff on best practices when working with young people and their families. Continued implementation of our evidence based residential model of care has helped to better support young people as well as the staff supporting them whilst in our care.
Workforce Excellence
Our employees remain the cornerstone of our success We have invested in comprehensive training programs, competitive compensation, and wellness initiatives to ensure our team is equipped, motivated, and supported This investment is reflected in our low staff turnover rates and engagement with staff
Community Engagement
Building strong community relationships has been a priority Our partnerships with local organisations and community groups have enhanced our ability to deliver integrated and responsive services We have been able to continue our partnerships with Ronald McDonald House Charities NNSW, Westpac Helicopter, The Children's Cancer Institute, and several other local charities to work in collaboration within our communities of practice
Looking Ahead
As we look to the future, our strategic priorities will focus on:
Sustaining Growth: We will continue to explore opportunities for growth and innovation, ensuring our services remain relevant and responsive to emerging needs
Enhancing Service Delivery: We aim to further refine our service delivery models to maximise impact and improve outcomes for our clients and young people
Community Partnerships: We will continue to explore partnership opportunities with organisations with a shared value proposition for continued engagement within our community
Acknowledgments
I want to extend my heartfelt thanks to our dedicated employees, partners, and stakeholders. Your unwavering support and commitment to our organisations have been instrumental in our achievements Together, we have made significant strides, and together, we will continue to drive positive change
In closing, I am confident that with our collective efforts and shared vision, we will continue to transform lives and build a brighter future for those we serve
Chris Brown CEO of Big Brown House, Integrity
Our Community
Integrity 4 Life, Big Brown House, and The Gray Area collaboratively deliver comprehensive support to regional and rural communities across New South Wales. These communities include Dubbo, Albury, Bathurst, the Hunter, Central Coast, Sydney, Muswellbrook, Murrumbidgee, and Orange By offering a blend of therapeutic services, cultural enrichment, and community engagement initiatives, we ensure that each of these regions feels valued and supported Our efforts focus on promoting diversity, inclusion, and overall well-being, empowering individuals and families with the tools and resources they need to thrive Through tailored support and fostering strong connections, we aim to create resilient, inclusive communities that celebrate and embrace their individuality
regions in NSW.
Integrity 4 Life’s SIL House located in Albury, NSW
The New Era Entering
As a collective we are evolving, as is our strategy to ensure we are being adaptive to the changing climate. 2023/24 saw a refresh of both our:
The MVV Tree
Our organisations are entering an exciting new era As we grow and evolve, we have refreshed our mission, vision, and values to better reflect our shared direction and areas of focus
Just as a tree extends its roots deeper and spreads its branches wider, we are expanding our foundations and reaching for new heights
Our Mission
Our mission is to respond to the needs of the community by providing high-quality, person centred services that supports individuals to thrive
Our Vision
Our vision is for our community to feel connected and empowered in a safe and supportive environment that promotes inclusion and fosters a sense of belonging
The Jigsaw Puzzle
We designed a new Organisation Chart using a jigsaw puzzle metaphor to highlight the interconnectedness and value of each team member's contribution Each section features a unique colour, representing the diverse skills that shape our team culture Missing pieces can hinder success, so recognising each member's unique qualities fosters inclusivity as we grow and support our communities meaningfully
OrganisationalStructure
Accounts Manager/Executive Assistant
Senior Finance Officer
Officer
PREPARED BY: KELLIE MASON Accounts Manager
PREPARED BY: MYLES CHERRY, Director
PREPARED BY: CALIDA HAWKINS, GM, People &
PREPARED BY: ALKIRA BOLLARD,
PREPARED BY: MEG BLACKBURN,
PREPARED BY: CALIDA HAWKINS, GM, People & Strategy
Big Brown House’s TSW’s ,at Ronald McDonald House,, NNSW, Meals from the Heart
Our Vision
Our vision is for our community to feel connected and empowered in a safe and supportive environment that promotes inclusion and fosters a sense of belonging.
Annual Reflection
2023/24
The year of development, growth and giving back.
As we reflect on the journey of Integrity 4 Life (I4L) throughout 2023/2024, it's evident that it's been a year of significant growth, expansion, and dedication to our mission of providing exceptional support within the disability sector.
Towards the end of 2023 and the first half of 2024, we experienced a 100% increase in the amount of participants we supported, marking an inspiring growth trajectory
Amidst this expansion, we welcomed 12 new participants while bidding farewell to four who moved on to other services or relocated Notably, our team in the office also underwent positive change We celebrated the recruitment of Peter who took on the role as Team Leader, followed by the late-year addition of Tim in a similar capacity (although Tim left for a senior management role in the new years 2024). And more recently Steph joined the team as a Team Leader.
This surge in both participants and staff members is evident of our commitment to delivering high quality, supportive services within the disability sector.
Our Commitment to Recruitment
A strong focus has been on the recruitment of committed staff; staff ready to learn and inspired to remain part of the disability workforce; compounded by the fact the sector in general suffering with a 20% shortfall in the disability workers required to support participants under the NDIS scheme A lot of behind the scenes work with our HR Team in relation to fast-tracking our applicant process and orientation whilst maintaining standards, troubleshooting attrition and identifying how we attract more staff to I4L
Our I4L staff pool doubled through the 2023/2024 financial year
Expanding Our Footprint
We have also opened in new geographically areas with the Dubbo and Orange regions opening in late 2023 and more recently at the end of the financial year Sydney - starting with our first participant. This effort was enhanced by a strategic online marketing approach, leveraging social media platforms like Facebook and Instagram to expand our reach and begin service delivery in these regional areas. As a result, our online presence grew significantly over the year.
100
increase in participant onboarding.
Expanding our Services
In the latter part of 2023, we embarked on a significant milestone journey: our NDIS 3 year audit. In addition to passing with ‘flying colours’, we not only sought but also secured a 'pass' for additional line items to offer Positive Behaviour Support to NDIS participants
Now, we eagerly await the final stamp of approval from the commission to commence delivering these crucial services, further enhancing our commitment to providing comprehensive support and care.
Stay tuned for the update - keep an eye on our social pages!
Charity Connections
We have also continued to give back in the community through our organisation with charities such as Westpac Rescue Helicopter Charity, Ronald McDonald House, NNSW and the Children’s Cancer Institute (CCIA)
Disability Support Workers (DSW’s) from Integrity 4 Life shared a special moment with the families from Ronald McDonald House, NNSW as they went and prepared a delicious spread of food for their Meals from the Heart program
Implementing CARE
(Creating the Conditions for Change) into the Disability Sector
We've embarked on an exciting journey with CARE - 'Creating the Conditions for Change' This transformative program is committed to fostering positive experiences for children in the 'Out Of Home Care' sector, offering opportunities for personal growth and development in a supportive, nurturing environment. It aims to empower them to become autonomous adults, a mission that our sister company, Big Brown House, carries out daily.
Our goal is to explore how we can seamlessly integrate the principles and philosophy of CARE into our disability support services Recognising the inherent value and synergy between the two, we look forward to the entire team embracing this program over the next 12 months, enhancing our approach to support and empowerment
Creating Smooth Processes
In the 2023/2024 financial year we moved almost entirely to the Flowlogic platform with all elements of data recording (shift notes, times sheets and participant portal information) being completed through the platform Only the Incident Reporting process is not a part of the platform
Over the next twelve months, we anticipate a more comprehensive utilisation of the system, with further adjustments to ensure it meets the needs of our staff and participants
The I4L, BBH & TGA team at RMHC, NNSW, Meals from the Heart
Ian Campbell, GM of Integrity 4 Life at the RMHC, NNSW, Charity Golf Day
Community of Practice (CoP)
We are proud of our commitment to connecting local NDIS service providers as we continue to host quarterly Community of Practice’s (CoP) Overlooking the waters of Newcastle at Peibri Place, we are very thankful for the beautiful venue we have been able to use to facilitate our meetings
Our CoP meetings help other local services come together to understand the sector and improve the quality of the support delivered. All delivered at no cost to those wanting to come together, share resources and learn, improving the sector and our impact in the disability community.
This year, we have been fortunate to have a variety of engaging guest speakers from different sectors within the industry. We always love welcoming back familiar faces and opening our space to new ones
The focus
Emphasising the importance of the Community Practices as an essential means of connecting service providers, promoting collaboration, and strengthening our community By sharing knowledge and experiences, we continue to build a supportive and inclusive environment for all
Thank you to everyone who has been a part of our Community of Practice this year
Our Commitment to the Future
The vision
Our focus is sharing knowledge and experience in a safe, non judgemental, collaborative and supportive way to improve service delivery. Our vision is to improve practices, processes and input into 'day to day' operations that assist members in becoming a more sustainable, efficient and participant focussed organisations.
Our commitment to the future aligns with our mission to offer quality, individualised, and innovative support to all our participants. We aim to provide assistance that truly makes a difference to our participants, their families, and their friends As we face the challenges and opportunities ahead, our passion for achieving positive outcomes for those we serve drives us to make a meaningful impact on their lives and in the communities in which they are a part
Lauren Burns from Sublime Care
Sierra Jean (left) and Helen Marquez (right) from Lotus Assist
Connecting our community through Integrity 4 Life’s Community of Practice, hosted by
Peibri Place
Photography by Ethan McMaster
“I am always excited for what the future holds for I4L. We are working hard to make lives and communities better!”
IAN CAMPBELL GM, Disability Programs
Big Brown House
It’s been a significant year for Big Brown House as we continue to support children, young people, and their families.
PREPARED BY:
ASHLEE McNEIL GM, Operations
Annual Reflection
2023/24 Supporting children and young people within our community.
The last 12 months has been momentous for Big Brown House. We have supported over 106 Children and Young People (CYP) within our community. We have also had the privilege to support many of those to transition to long term homes including restoration to family and foster care.
Transitioning Out of Care
This year we have focused on our transition processes, right from our CYP entering our homes through to them exiting to longer term placements. This has involved the teams personalising the home for each child that is transitioning in, understanding their likes and interests, and purchasing items such as soccer balls, cubby houses and trampolines
When our children transition out of our care, our team complete a life story book from their time with us which includes photos and letters written from their workers and teams and a copy being provided to the child and their case managing agency
We have supported over Children
Family Time Room, Bathurst
and Young People (CYP)
within our community.
Case Work Support Program (CSS)
Our Case Work Support Program (CSS) expanded in 2023, both geographically and in the services we provide In addition to servicing The Hunter and Central Coast, we have expanded to provide services to the Murrumbidgee and Western Region We have provided Respite services in these areas which has supported foster carers and families to have well deserved breaks and, in some cases, has supported children remaining in their foster care placement We supported several families within our Respite homes in Hunter and Bathurst which has included overnight stays and weeklong periods to assist with the restoration process
Being able to support families has aligned with our model of care and demonstrated the family involved principle, we feel so passionately about the role of families in the children and young people’s lives and feel privileged to be able to provide support and guidance to allow for meaningful time
Home Away From Home
We have received some fantastic feedback from stakeholders and young people during the year about the work we do. One of those that stood out, was feedback we received from a young person who said it was the first time they had felt ‘at home’.
“For the first time, it feels like home.”
Appreciation for our Team
We couldn’t do the work we do without our Therapeutic Support Workers (TSW’s) and Supervised Contact Workers (SCW’s) The work that they all do does not go unnoticed and we wouldn’t achieve the amazing outcomes we have without them We have staff from all walks of life and with amazing skills and experience, we are incredibly lucky to have dedicated workers who work tirelessly to provide a therapeutic environment for the children and young people we support
“I would like to extend a heartfelt thank you to all our workers across the state, your tireless effort and dedication is deeply appreciated ” - Ashlee McNeil, General Manager Operations
Our Commitment to the Future
As 2024 draws to a close, we anticipate a significant year-end, marked by ongoing growth in our CSS program and expansion across our regions We are excited about the opportunity to continue supporting young people and families, helping them reconnect and thrive in the coming months.
“Alone we can do so little; together we can do so much.” HELEN KELLER
“Our teams continue to offer much needed services to families and carers through mentoring, family time, and respite.”
ASHLEE McNEIL GM, Operations, Big Brown House
The Gray Area
Thank you to our community for your unwavering support during our first year of operation.
PREPARED
BY:
MYLES CHERRY Director
by
Photography
Ethan McMaster
Annual Reflection 2023/24
Guiding our community through the shades of healing and growth.
2023 marked the birth and origin of The Gray Area, a service committed to evoking change and empowering our clients to take charge of their own mental health. As we reflect on our first year, we are thrilled to report significant progress and growth, thanks to the unwavering support of our community and the dedication of our team.
The Evolution of Our Team & Service Delivery
Since our inception in mid-2023, The Gray Area has experienced remarkable growth. Our team has expanded from a single staff-member to a dynamic team of six This growth has enabled us to broaden our service offerings and enhance our ability to meet the diverse needs of our clients
We are now proud to include Occupational Therapy and Positive Behaviour Support in our repertoire of services, further solidifying our commitment to comprehensive and holistic care
Broadening our Horizons
Our geographical reach has also widened significantly. We have successfully extended our Allied Health services to Western NSW, the Gold Coast, and the Mid-North Coast regions This expansion reflects our dedication to making quality mental health support accessible to a broader audience and underscores our commitment to community impact
Our Continued Commitment to the Community
Our first annual review serves as a heartfelt reminder of our unwavering commitment to the community and the meaningful relationships we ’ ve built We are deeply grateful for each of you and look forward to continuing our mission of enhancing mental and physical well-being, improving the quality of life for all Thank you for being an essential part of The Gray Area’s journey Here’s to a future filled with growth, support, and positive change
Moving Spaces
In line with our growth, we are excited to announce our relocation to a new office in Stockton The new location, with its charming grey exterior, feels like a perfect fit for The Gray Area, symbolising our brand’s essence and the thoughtful approach we bring to our work This new space will serve as a hub for continued support for our clients and staff alike.
W H E R E N O T E V E R Y T H I N G I S
B L A C K & W H I T E
As we conclude our first year, we want to express our deepest gratitude to all those who have supported us on this journey. To our wonderful clients, your trust and engagement are the cornerstones of our work. To our fellow providers and members of the community, your collaboration and encouragement have been invaluable Finally, to our dedicated staff, your passion and hard work are the driving force behind our success
“We are passionate about working alongside all individuals in assisting them on their path to selfdiscovery, selfregulation, and selffulfillment.”
MYLES CHERRY Director, The Gray Area
Shared Services
Our Shared Services Team manages various departments within Big Brown House, Integrity 4 Life, and The Gray Area. These departments include:
“Our Shared Service’s Team is the support function that holds the organisations together. We are fortunate to have such a great Shared Services Team that has a commitment to the work we do.”
CHRIS BROWN CEO of Big Brown House, Integrity 4 Life and The Gray Area
Human Resources
We are dedicated to fostering a diverse and inclusive workplace that reflects the communities we serve and remain committed to strengthening our HR practices to support our employees and our organisational goals
PREPARED
BY:
CALIDA HAWKINS GM, People & Strategy
The Shared Services Team at CMT Training
Annual Reflection 2023/24
Driving progress by prioritising innovation and enhancing employee engagement.
2023 Highlights –Human Resources
As we reflect on the achievements and milestones of 23/24, Human Resources has had a focus on innovation and engagement We commenced the implementation of our Human Resources Information System, built on our Employee Value Proposition, and expanded our learning and development programs
Our HR Strategic Objectives were centred around two main focus areas.
These were:
Strategic Objective 1 Innovative
Strategic Objective 2 Engagement
Innovative - 2023
A key achievement in 2023 was the launch of our HRISEmployment Hero This advancement marks a significant shift towards leveraging technology to enhance HR processes, including:
Enhanced Data Management: With Employment Hero operational, we now boast a centralised hub for all employee data, significantly improving the accuracy, security, and accessibility of information This data-driven approach will play a crucial role in our strategic decision-making.
Empowered Employee Experience: The self-service functionalities of Employment Hero empower employees by giving them control over their personal information and HR processes
In 2023, our team completed of training via our Learning Management System (LMS), Tribal Habits. hours
848
Our commitment to the continuous growth and development of our workforce has been reinforced through targeted training and development initiatives in 2023. Additional training offerings included:
Non-Suicidal Self-Injury Training
Mental Health First Aid Training
Managing Difficult Conversations, Performance Management, and Probation Processes
Interview Techniques and Assessment Decisions
Reportable Conduct Training
Understanding the HR Lifecycle, Processes, and Procedures
In total, our workforce dedicated 848 hours to training via our tailored Learning Management System (LMS), Tribal Habits in 2023 This investment in employee development underscores our commitment to fostering a skilled and adaptable workforce.
10 Over
%
Engagement - 2023
We prioritise diversity and inclusion, and we are proud to report an increase in representation among Aboriginal and Torres Strait Islander (ATSI) and Culturally and Linguistically Diverse (CALD) staff In 2023, ATSI representation reached over 10%, while CALD representation surpassed 11% of our total staffing
To support and increase diversity and inclusion within our organisation we are working on initiatives including:
representation in Aboriginal and Torres Strait Island (ATSI) staff.
Culturally sensitive recruitment practices
Developing the organisation’s cultural competence
Establishing partnerships with Aboriginal and CALD agencies and organisations in our areas of operation
These initiatives highlight our dedication to fostering a diverse and inclusive workplace that reflects the communities we serve As we move forward, we remain committed to continually enhancing our HR practices to support our employees and our organisational goals
2024/25 Focus Area - Human Resources
The HR strategy for 2024/25 looks to increase engagement and the employee experience across BBH, I4L, TGA and Hoop Dreams and stives to create a work environment that values and promotes safety and wellbeing while fostering a culture of communication and collaboration Key focus areas aligned with the organisation’s 2024 strategic priorities and include:
Engagement
Workforce engagement and utilisation is a primary focus to ensure we are supporting an environment that promotes consistent high-quality care for children, young people and participants A tailored leadership development program will be rolled out on our in-house learning management system with an emphasis on strengthening leadership skills that are transferable to our day-to-day roles to assist with high support and high accountability inline with the CARE principles and framework
We are also providing opportunities for continuous learning and development with the introduction of the HR Toolbox Talks. The content has been developed based on operational staff feedback and the platform encourages collaboration and knowledge-sharing amongst our teams Retention continues to be a focus of the HR strategy, our goal as always is to attract people who are aligned with our Values and retain our dedicated team members across BBH, I4L, and TGA by fostering a positive work environment.
Innovative
A priority for 2024 is the establishment of a robust Work Health and Safety (WHS) framework that supports employee wellbeing and provides a platforms that helps identify and address WHS risks to foster a culture of safety This will be achieved through training, communication and ongoing monitoring
The on-going development and utilisation of Employment Hero our valued Human Resource Information System (HRIS) will continue to be a focus to fully leverage its capabilities and allow for automation of HR processes, streamline data management, and improve reporting and analytics to support strategic decision making
“We are focused on sustainability through the expansion of our services, aimed at complimenting the support we provide to the communities we serve. We have made significant advancements in integrating innovative systems that facilitate efficient teamwork, promote person-centred support and strengthen communication. These initiatives aim to support our teams as well as strengthen our service delivery, reinforcing our purpose - to support the community through high quality person-centred services.”
CALIDA HAWKINS GM, People & Strategy, Shared Services
Practice & Quality
We embarked on the inaugural steps of a transformative journey, aligning every facet of our organisation with the tenets of therapeutic care.
PREPARED
BY:
ALKIRA BOLLARD GM, Practice & Quality
Big Brown House, TSW’s at TCI Refresher Training
Annual Reflection 2023/24
In 2023/ 2024, we embarked on the inaugural steps of a transformative journey, aligning every facet of our organisation with the tenets of therapeutic care.
It was the year of notable milestones, including the successful accreditation from the Office of the Children’s Guardian (OCG), attesting to the quality of care and support provided by all individuals touching the lives of the children and young people under our purview, resulting in a commendable 3-year accreditation.
Our Training Modules: TCI & CARE
Further development and implementation of our Employee Value Proposition (EVP) and retention strategy to ensure we attract people who are aligned with our Values and retain our staff across the organisation
HR will focus on collating feedback from across the organisation to gauge organisational culture and understand what staff value and appreciate about their employee experience to ensure retention strategies are effective
Therapeutic Crisis Intervention (TCI) Training
Therapeutic Crisis Intervention (TCI) Training equips individuals with the resources and skills to create a trauma-sensitive environment that ensures the safety and emotional well-being of both children and adults
It was developed by the Residential Child Care Project at Cornell University to guide the work we do with our children and young people and their families
The training not only establishes a common language among our staff but also transforms our mindset and interactions with the community. It assists us in making daily choices, always putting the best interests of the individuals we support first, while also upholding our personal safety and boundaries.
In 23/24, there was a substantial investment of 860 hours in Therapeutic Crisis Intervention (TCI) training yielded positive feedback, with attendees expressing enhanced preparedness to support children and young people The introduction of a dynamic TCI refresher program showcased our commitment to innovation, incorporating interactive webinar-based learning and online modules alongside traditional face-toface sessions
Children and Residential Experiences (CARE) Training
CARE (Children and Residential Experiences) is to create conditions for change for the children language to use, changes the way we think and make day-to-day decisions with the best interes
With
of Managers, Team Leaders, Shared Services Team
of Therapeutic Support Workers
now trained in CARE, our commitment to delivering high-quality, safe, and inclusive community support remains ongoing.
While these numerical achievements underscore our journey's trajectory, the true essence lies in the narratives – the stories that encapsulate the impact of our efforts...
What has CARE meant for you and your role?
How has CARE changed your practice?
“CARE has meant a grounding set of guiding principles across the different roles I’ve held since first going through the training CARE has provided me with access to the language to clearly communicate how I practice and the reasons for those ways of practicing. CARE has also meant access to a community of like minded professionals who are equally as dedicated to the wellbeing and healthy development of young people in residential care settings Finally, given all of the above, CARE has given me the confidence to lead a team and guide them in providing support to young people that leads to good outcomes in their lives ”
“CARE has made me more confident as a professional and as a leader It keeps me grounded in the importance of the everyday interactions that young people have with the adults in their world because this is where the healing and growth occurs CARE has also made me a better leader, grounding my practice, and providing me with a framework to achieve the kind of workplace culture and practices that allow for truly caring and supportive environments for people, children & adults, to flourish ”
CLAIRE COLEMAN PRGRAM MANAGER
2024/25 Focus Area - Practice & Quality
Looking ahead, our team has expanded to intensify the scrutiny of our practices We eagerly anticipate showcasing the tangible outcomes achieved in supporting children and young people Furthermore, we are committed to refining our training offerings based on feedback, perpetuating a cycle of evolution and improvement As we progress with CARE training for all staff, our renewed focus is on embodying CARE principles across all facets of our organisation and daily work
The journey continues, not merely in numbers, but in the transformational stories we create and the enduring commitment to excellence in therapeutic care
Big Brown House, Training Officer, Amy, feeling grateful after a week of CARE Training
“Ourvisionistocultivate
apervasiveculturewhere ourcorebeliefsand understandingof interpersonaldynamics arenotjustarticulated butlivedandbreathed, creatinganimpactful experienceforthosewe serve,includingchildren andyoungpeople,aswell asourdedicatedstaffand stakeholders.”
ALKIRA BOLLARD GM, Practice & Quality, Shared Services
Community Engagement
Becoming more active and engaging our community through a number of events, campaigns, and collaborations has been a significant milestone of 2023
PREPARED BY: MEG BLACKBURN Marketing & Community
The Big Brown House Team at The International Women’s Day event hosted by BBH, I4L and TGA at Peibri Place celebrating Women In Sport
Annual Reflection 2023/24
Creating a inclusive community through events, campaigns, and partnerships.
Boosting our community engagement efforts has had a profound impact on our organisations, strengthening our connections with the people we support and enhancing our role within the community. By actively participating and hosting events, creating engaging campaigns, and strengthening partnerships through collaboration, we ' ve not only raised awareness for important causes but also built trusting relationships with local service providers, partners, and the wider community. This increased engagement has created a sense of unity and shared purpose, enabling us to better understand and respond to the needs of our community. Internally, these efforts have enriched our team culture, creating a more inclusive and culturally aware environment.
Celebrating Women in Sport on IWD
In March 2024, Integrity 4 Life, Big Brown House, and The Gray Area successfully hosted their first International Women’s Day Event overlooking the waters of Newcastle at Peibri Place. In collaboration with Newcastle Basketball, the event was designed to celebrate and empower local women in sports, whilst connecting the community. The event, which highlighted achievements in women ’ s sports, also served as a fundraisin initiative for Ronald McDonald House Charities, Northern NSW (RMHC, NNSW) The funds raised, supported over 260 visits for local families to the Family Rooms at Joh Hunter Children’s Hospital and Gosford Hospital, offering a comforting space during challenging times With over 100 guests, 6 athlete speakers and $3,800 raised for RMHC, NNSW the event was huge success, giving back and strenthening community connections
Over $
$
3.5Kraised for the families of Ronald McDonald House, NNSW.
RMHC, NNSW Meals from the Heart
We had the pleasure of hosting two "Meals from the Heart" events, connecting with families staying at Ronald McDonald House, NNSW. Both evenings were filled with warmth and positivity. The first event utilised the BBQ area, which was sponsored by Integrity 4 Life, Big Brown House, and The Gray Area. It was a true community effort, with DSW’s from I4L and TSW’s from BBH coming together, alongside local businesses like T&J Butchers (Stockton), who provided locally sourced meats. These events not only nourished the body but also the spirit, strengthening the bonds within our community
COMMUNITY OFPRACTICE
Hosted by Integrity 4 Life
y of Practice (CoP)
CoP) continued to expand and on and goals remain steadfast ew ways to enhance the CoP ur participation has grown In CoP’s meeting with a ng, over 12 guest speakers made. Our community with our venue host Peibri our Community of Practice, each, with plans to host and Albury.
Connection to Culture through Creativity
In collaboration with Saretta Fielding, Matara Matara, celebrates community unity through the explorations of Aboriginal and Indigenous culture. It symbolises the vision of Big Brown House, Integrity4Life, The Gray Area, and Hoop Dreams, united in their mission of supporting communities together
The end of 2023 was the beginning of the creative journey with our Leadership Team collaborating with Wonnarua artist Saretta Fielding to deepen their understanding of the organisation's narrative, vision, and values through Aboriginal culture Saretta, uses her distinctive style to blend traditional Aboriginal symbolism with contemporary art This collaboration was an immersive experience, helping the organisations connect its values with Aboriginal storytelling through art
Matara Matara, celebrates culture, community, connection, and family It features imagery that symbolises teamwork, healthy relationships, and positive community outcomes The artwork interweaves landscapes and traditional pathways, representing the shared vision of Big Brown House, Integrity 4 Life, The Gray Area, and Hoop Dreams It highlights the combined mission to provide holistic, person-centred services for children, youth, the NDIS community and families, while honouring past, present, and future generations This collaboration is set to conclude late 2024.
Supporting the Community Together
We collaborate with three major charities in our effort to support the community Through participation, fundraising, connection, and internal initiatives, we come together as a workplace to give back and support these organisations Our charity partners are:
Ronald McDonald House, NNSW RonaldMcDonaldHouse,NNSWarean independent,not-for-profitorganisation dedicatedtoprovidingvitalprogramsfor familieswithseriouslyillchildren
Westpac Helicopter Rescue WestpacRescueHelicopterfliesfromthree basesatBelmont,TamworthandLismore, providingemergencyaeromedicalservices to15millionpeopleacrossNorthernNSW
Children Cancer Institute Children’sCancerInstituteistheonly independentmedicalresearchinstitutein Australiawhollydedicatedtocuring childhoodcancer
Workplace Giving Program
Our Workplace Giving Program has been designed with the goal of enhancing our employees' day to day involvement in supporting the community Employees could individually choose which charity they would like to donate to and how much
“I have signed up to contribute to Big Brown House's Workplace Giving Policy as it brings me a lot of joy knowing I am signing up to a initiative that inspires change and goes towards worthwhile causes/charities Knowing my contribution is helping the lives of many people is one way I can give back to help our community thrive ”
Hayley Threlfo Human Resources Administration Officer
Saretta Fielding in her element working on the collective artwork to celebrate the organisations combined values and mission, Matara Matara
2024/25 Focus Area - Community Engagements
Building strong community relationships has been a key priority in 2023, and as we look ahead, it remains a central focus within our organisation As we expand and grow partnerships and opportunities for collaboration with local businesses and charitable organisations, we encourage our team to remain active and engaged in these initiatives as they continue to give back to the community
Spaces of Shared Value
As we look to the future, our focus for enhancing our engagement with the community is centred around creating safe and welcoming spaces in which we can host more fundraisers for both our team and the wider community. These events will serve as platforms to raise awareness for important issues and celebrate causes that align with our values and vision
Beyond just fundraising, these gatherings will offer opportunities for personal growth and networking, enabling our community to expand their relationships and form strong connections that contribute to a more engaged community Through these efforts, we aim to support meaningful change while building a network of collaboration and shared purpose
Collaboration & Connection
Looking to the future, our companies are dedicated to maintaining strong connections with our partners and continuing to support external groups through collaboration Through fundraising activities, networking events, and opportunities for staff to engage with other charities, we have successfully built meaningful partnerships within the community, which we plan to grow further in 2024
These enduring partnerships are sustained by creating impactful experiences both externally and internally, deepening our connection to the charities and sporting teams we support through active team involvement and collaboration
The Sydney BBH Team exploring the Children’s Cancer Institute
“Giving back to the community means helping those in time of need, volunteering time, resources and skills to help improve the life of others in a positive way. To make the world a better place”
THERAPEUTIC SUPPORT WORKER (TSW) Big Brown House
Marketing & Communications
Focusing on creating strong and visually engaging campaigns that convey the organisation’s vision, mission, and values through effective communication strategies
PREPARED BY:
MEG BLACKBURN Marketing & Community
Annual Reflection 2023/24
Visual campaigns which not only depict our vision and mission, but create a strong connection amongst each brand.
In 2023/2024, our marketing and communications efforts for Big Brown House, Integrity 4 Life, and The Gray Area focused on building strong brand awareness for each organisation We enhanced our digital presence through platforms like Instagram, LinkedIn, and Facebook, ensuring consistent and engaging content that resonated with our audiences. By implementing innovative strategies that were both collaborative with the community and informative of our internal successes, we were able to foster deeper connections, elevate our reach, and highlight the impactful work being done across all three organisations.
Social Media Development #growth
This year, we have developed a strong social media presence amongst all channels. We have collaboratively worked as a team to elevate our social media presence by sharing engaging content across various platforms such as Facebook, Instagram, and LinkedIn.
We evaluated and identified the specific purposes of each platform, highlighting our aim to promote job vacancies, market available SIL placements for I4L, showcase our commitment to community support through emotive campaigns, and celebrate the positive team culture that we continue to nurture within our organisations
At the start of 2023, we focused solely on Big Brown House’s social media presence Since then, we ’ ve expanded our reach by launching social platforms for both Integrity 4 Life and The Gray Area, broadening our digital footprint
Acombined
3.6K
followers across all social platforms for all organisations
increase in Facebook visits for The Gray Area 450% increase in Instagram profile visits for Integrity 4 Life
8.5K%
Period 01/08/23 - 01/08/24
43.2%
increase in reach across Facebook & Instagram
330 new followers for Big Brown House on LinkedIn
Our Online Community
As we expand our online presence, our goal is to strengthen connections through digital platforms by consistently sharing updates on events, job opportunities, and new services with community pages
The 2023/2024 period saw the launch of our community page collaboration strategy, which has already yielded positive results in terms of increased engagement and brand awareness
A couple of key examples were the:
Introduction of Positive Behaviour Support at The Gray Area and Integrity 4 Life.
Marketing I4L SIL Property in Albury, NSW
By posting in targeted community pages, we successfully engaged specific audiences and locations, ensuring we reached the right demographic for these services.
2023 saw the introduction of The Good Times newsletter. An internal resource, celebrating our team. The newsletter was delivered monthly with the intent to release quarterly in 2024.
At the end of the year an internal survey was conducted to determine the outcome and success of the newsletter
The overall takeaway from the survey was:
The newsletter was excessively long and published too often As a result, the staff didn't have time to read it during work hours and lacked motivation to read it in their own time.
Taking this criteria into account, our decision was to prioritise enhancing the overall engagement of the content, aiming to capture the interest of a wider audience, both within our team and external community.
As a result, we opted to move away from the traditional newsletter format and instead utilise the digital publishing platform Issuu to highlight the successes and accomplishments within the organisation
Since the introduction of The Good Times Digital publication we have: 2
Published Editions
Since launching The Good Times, we have released two publications, each with a unique theme celebrating our community The themes were ‘Creating Brighter Futures for All’ and ‘Connecting Culture & Community’
Brand Identity Evolution
The Gray Area and Integrity 4 Life have each undergone a distinct evolution in their brand identities, reflecting their individual growth and expanding presence.
For The Gray Area, the refreshed identity incorporates a more vibrant colour palette and modern imagery that aligns with its mission to support the mental and physical wellbeing as it transitions into an Allied Health Service. With the introduction of Occupational Therapy, a vibrant aqua was incorporated to symbolise the the new service offerings.
Integrity 4 Life, on the other hand, has embraced a neutral yet colourful, more dynamic brand identity The introduction of pastel, calming colours in conjunction with a strong typeface reflects its focus on empowerment and commitment to providing support
Each brand’s evolution has been implemented across both websites and mirrors their unique values and areas of impact, showcasing their individual growth while reinforcing their shared dedication to community support and development
Marketing Collateral
All three organisations have undergone a marketing collateral makeover Each piece of collateral is informative yet engaging and cohesive of the brand This has elevated the brand presence for all three companies
Across the organisations, we have developed:
An array of versatile, unique marketing materials for The Gray Area and Integrity 4 Life to use at networking events This ensures we stay memorable to our audience through brand recognition and authenticity Informative Flyers for Big Brown House providing stakeholders with a clear understand of services outlined Cross branded internal resources depicting new policies and regulations which are engaging.
“Our genuine commitment to supporting the community sets us apart, helping to create strong, unique brand identities that resonate with our audience and build lasting connections.”
MEG BLACKBURN Marketing & Community Engagements, Shared Services
Admin & Finance
Becoming more active and engaging our community through a number of events, campaigns, and collaborations has been a significant milestone of 2023
PREPARED BY:
KELLIE MASON Accounts Manager
Annual Reflection 2023/24
Through the implementation of cutting-edge systems and platforms, we streamlined our administration processes, enhancing efficiency across the organisation whilst maintaining our commitment to the community.
This year, we have made significant strides in driving innovation and deepening community engagement through sponsorship and streamlining administration processes. We have done this by identifying two key areas of growth:
Fostering Innovation Through System Integration
Flowlogic Employment Hero
The Finance Team reached a new milestone this year by embarking on the journey of implementing and rolling out a new payroll platform for BBH Shared Services and TSW staff Employment Hero was first established in the Finance Team and was then progressed further by our Human Resources team adding our HRIS function as an addition to the payroll platform This project took significant preparation, accurate data importing, extensive testing and roll out and has been a great addition to the payroll process
The administration and practice teams have worked together to continue to develop and build our Client Management System called Flowlogic What was once a rostering and timesheet platform is now a full servicing client management system for both BBH & I4L This year has seen the addition of advanced rostering tools, form automations and workflows, reporting functions/tools, on-call log entries, and by far the biggest accomplishments would be the migration and set up of client files and utilisation of shift reports. Flow Logic is an ongoing innovation project and we will continue to see future enhancements and continued evolution of this CMS system.
Engagement Through Sponsorships and Community Connection
As an organisation, we take immense pride in our commitment to giving back to the community
This past year, we ’ ve been fortunate to provide donations and sponsorships to a variety of local organisations and sports clubs Our contributions include sponsoring the Training and Away Jerseys for the Stockton Sharks Football Club, being the First Nations Uniform Sponsor for Port Stephens AFL, and supporting the Stockton Netball Club as their Uniform Sponsor Additionally, we are proud sponsors of Newcastle Basketball, helping to refresh the stadium, and have extended our support to the Panorama Platypi in Bathurst, NSW
We are passionate about creating opportunities for children and young people to participate in sports, which is why we ’ ve sponsored several athletes through our Rising Star Program
Our team has also taken part in fitness initiatives such as the Westpac Helicopter’s Base to Base Challenge and the Starlight Super Swim, raising a combined $2,500 to give back to the community.
Beyond sports, we ’ ve had the pleasure of connecting with the community by participating in and supporting special events like the Westpac Rescue Helicopter Ball and Ronald McDonald House NNSW’s Raise Love Ball
We have given back to our community by providing financial sponsorship to:
local sporting clubs
Donated to:
Taken part in a total of:
community
“Being a part of our community and being able to support and give back is very important to the organisation and we will continue to look for opportunities to do so. ”
KELLIE MASON Accounts Manager
Governance
We are guided by an Advisory Board that offers non-binding strategic and technical advice to our organisations and its Directors. Our Advisory Board is well-versed in governance fundamentals and serves as a valuable resource providing recommendations to the Directors on matters within the areas of their expertise and experience.
PREPARED BY: CALIDA HAWKINS GM, People & Strategy
The Executive Team with Saretta Fielding after a Creative Development Day
Our Executive Management Team’s Ongoing Efforts
The Executive Management Team is united in purpose to:
Cultivate an environment of trust within the organisation, as well as with the community and with all stakeholders.
Ensure organisational efforts and activities reflect and uphold our purpose and values.
Empower teams and individuals to take ownership to foster accountability and commitment
Encourage a culture of innovation to support best practice and initiatives that drive continuous improvement in delivering person centred supports Ensure sustainability by responsible planning and managing resources and initiatives to support long-term viability.
Proactively identify, assess, address and mitigate risks
Foster a culture of leadership by mentoring and developing future leaders, ensuring a robust succession plan for our organisation
Uphold the highest standards of integrity and accountability by ensuring that the organisation operates within legal and ethical boundaries in all areas of practice.
Meet Our Executive Management Team:
CHRIS BROWN
CEO of Big Brown House,
Integrity 4 Life & The Gray Area
IAN CAMPBELL
Integrity 4 Life
GM, Disability Programs
ALKIRA BOLLARD
Shared Services
GM, Practice & Quality
ASHLEE McNEIL
Big Brown House
GM, Operations
CALIDA HAWKINS
Shared Services
GM, People & Strategy
MYLES CHERRY
The Gray Area
Director
We express gratitude to those we've supported this year and reaffirm our commitment to empowering the community.
Paying
our respect
We acknowledge the lives of those who have passed, extending our sympathy to their families and loved ones.
Join a team that makes a difference!
For more information on job opportunities or student placements at Big Brown House, please contact our HR team. All our job vacancies are constantly updated on our website and can be applied for via SEEK.
PROUDLY SUPPORTING
PROUDLY SPONSORING
THANK YOU TO THE LOCAL BUSINESSES WHO ENABLE US TO DO WHAT WE DO
Supporting Communities Together
Annual Report 2023 -24
www.i4l.com.au
info@i4lcomau
0427628214
POBox141 StocktonNSW2295
www bigbrownhouse com au
info@bigbrownhousecomau
POBox141 StocktonNSW2295
0437223164
copyright © 2024 All rights reserved, no part of this publication may be reproduced in whole or in part without permission of the publisher, including all logos, titles and graphic elements
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The core of who we are lies in the importance we place on our values and relationships. Our purpose is to meet the unique needs of the community by delivering high-quality, person centred services that empower individuals to reconnect, grow, and thrive.