2025 Annual Report

ANNUAL REPORT 2024–2025 Empowering Change in Lives and Communities

Community Gro acknowledges the Aboriginal and Torres Strait Islander people as the Traditional Owners of this country throughout Australia and their connection to land, sea and community. We pay our respect to them, their culture and to the Elders past, present and emerging.

We particularly acknowledge the Wulgurukaba and Bindal people on whose land Community Gro Inc. is located.

Empowering Change in Lives and Communities

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AGM President’s Report Stephanie Gillman Acknowledgement of Country Community Gro respectfully acknowledges the Wulgurukaba people as the Traditional Custodians of the land on which we operate.

We also acknowledge the Bindal people, with whom we share this great nation. We pay our deepest respects to their Elders past, present, and emerging, and recognise their enduring connection to land, waters, culture, and community.

Strategic Plan Pillars 1. People and Culture This year saw the successful implementation of Happy HR, enhancing our HR processes and employee engagement. We also introduced wellbeing initiatives to support our staff and volunteers.

President’s Message I am pleased to present the President’s Report for Community Gro for the Financial Year 2024–2025.

First and foremost, I wish to extend our gratitude to all those who have supported us throughout this year.

Federal Support We would like to recognise the unwavering support of the Federal member, Phillip Thompson OAM MP. State Support We also extend our sincere thanks to Natalie Marr MP, Adam Baillie MP, and Janelle Poole MP for their continued collaboration and support in all areas.

Civic Leaders We are grateful for the collaboration and guidance of our civic leaders, Councillor Kristian Price and Councillor Ann-Maree Greaney.

Board Appreciation Thank you to our dedicated board members: Aman Bargri, Zammi Rohan, Marnie Hodgson, Sandra Crosato-Matters, Lesley Thorne, Gurmit Singh, and Jennifer Faithful. Your commitment and leadership have been instrumental in our success.

It has been an honour to serve as President on the board. As I step down this year, I am confident that Community Gro is in excellent hands with this capable and passionate team. The board continues to provide strategic direction, governance, and oversight, ensuring our mission is upheld and our impact is maximised.

2. Brand Awareness Our corporate partnership with FKG has already shown great success, with strong support and collaboration. We also launched a fundraising drive to further promote our mission and expand our reach.

3. Programs and Services We successfully completed our first external Human Services Quality Framework (HSQF) audit with no minor or major non-conformances, receiving positive feedback from the auditor.

We also increased the number of programs and services available to the community.

4. Financial Growth We expanded our program offerings and reviewed administration costs to identify efficiency improvements. Donations have increased, contributing to our financial sustainability.

Recognition of Funding The programs that we deliver would not be possible without the support of government funding. Thank you to: • Brotherhood of St. Laurence • Queensland Government Department of Education • Queensland Government Department of Families, Seniors, Disability Services and Child Safety • Australian Government Department of Education • Townsville Aboriginal and Islander Health Services • The Smith Family • Australian Government Department of Health, Disability and Ageing • Good Shepherd Australia New Zealand • Department of Youth Justice and Victim Support

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Thank You Board Members

Stephanie Gillman

Zammi Rohan

Aman Bargri

Marnie Hodgson

Sandra Crosato-Matters

Jennifer Faithful

Lesley Thorne

Gurmit Singh

Thank You Stephanie and Sandra Kathrin Meehan At this year’s AGM both Sandra Crosato Matters and Stephanie Gillman are stepping down from the board. They have both shared their time and dedication with us and we are incredibly grateful.

Stephanie has been involved with the board since 2017, including terms as Secretary and most recently as President. She has brought so much to the role with her passion for the sector and her enthusiasm to see the organisation develop sustainably.

Sandra has been involved in the Community Gro board for over five years and her knowledge and contributions have been pivotal to the success of so many Community Gro initiatives.

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We know it’s not “goodbye”, it’s a “we’ll see you soon”, as you both continue to contribute to the organisation and our city in different ways.

Thank you again.

CEO Report Kathrin Meehan I would like to acknowledge the Traditional Owners of the land on which we work, live, and walk, the Wulgurukaba and Bindal peoples, and pay my respects to Elders past, present, and emerging.

Staff Support and Wellbeing This year has been centred on supporting our staff through strengthened financial, human resources, and wellbeing initiatives.

Neighbourhood Centres Our Neighbourhood Centres remain the cornerstone of Community Gro. They continue to provide safe, inclusive, and welcoming spaces where people can access information, advice, and referrals, particularly vital during a time of rising living costs and social disconnection.

We have expanded programs and services within both centres, creating stronger pathways for individuals and families to access the right support at the right time. The warmth and responsiveness of our staff make these centres places of genuine belonging for so many in our community.

Our team continues to be the heart of Community Gro, passionate, hard-working, and deeply committed to our mission. Each member of our staff brings compassion, creativity, and courage to their work every day. Their resourcefulness and ability to think outside the box means that instead of saying “we can’t help,” the response is always “what can we do to help?”

Community Engagement and Growth

This spirit of care and commitment defines Community Gro. Whether supporting families through hardship, guiding young people towards opportunity, or creating spaces where community feels connected and safe, our staff do it with empathy and integrity.

While we celebrate this growth, we also recognise the increasing complexity of community needs.

Demand for our programs often exceeds available resources, but our commitment remains steadfast: to advocate for greater support, strengthen partnerships, and continue expanding our capacity to serve those who need us most. ➞

I am deeply grateful to every team member for the energy, professionalism, and heart they bring to their roles. The challenges of the past year have been significant, yet our staff have continued to show up for their communities, each other, and the organisation with unwavering strength.

Community engagement has grown significantly over the past financial year. Client numbers increased from 5,300 to 6,026 per quarter, a 13.7% rise, reflecting both the growing demand for our services and the trust placed in us by the community.

To our Leadership Team, thank you for your resilience, innovation, and support in leading teams through another year of growth and transition.

Your leadership has been instrumental in driving progress across all areas of the organisation.

To our leaders, coordinators, youth workers, family support staff, administration teams, support workers, engagement officers, project staff, and all others. Your dedication and teamwork are the reason Community Gro continues to grow, adapt, and make a lasting difference.

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This growth has only been possible because of our staff’s flexibility and dedication, often going above and beyond to ensure people receive the care and support they deserve.

Board Appreciation I extend my heartfelt thanks to our Board Members for their ongoing guidance, vision, and commitment. Their collective expertise and community focus have been central to strengthening our governance, accountability, and strategic direction.

Together, our Board and Leadership Team have ensured that Community Gro remains a strong, values-driven organisation that continues to deliver meaningful outcomes for the people we serve.

Strategic Plan Highlights This year saw strong progress across all four pillars of our Strategic Plan, reflecting our commitment to continuous improvement and sustainable community impact.

People and Culture We implemented Happy HR, streamlining human resources processes and strengthening compliance and efficiency. We also introduced new wellbeing initiatives focused on supporting staff health, worklife balance, and professional growth, reinforcing Community Gro as a workplace of choice.

Brand Awareness Our corporate partnership with FKG Group strengthened our visibility and community connections through facility upgrades and collaborative events. We also delivered a successful fundraising drive, engaging local businesses and community leaders to raise funds for children’s Christmas gifts, highlighting the power of local partnerships.

Programs and Services Community Gro achieved HSQF audit success, affirming our quality and governance standards.

We also expanded our community offerings, increasing access to culturally safe and inclusive programs for children, young people, and families.

Financial Growth Through ongoing efficiency improvements and sound financial management, Community Gro achieved increased donations and enhanced operational sustainability. These outcomes ensure we remain well-positioned to deliver high-impact programs into the future.

Key Program Highlights 2024–2025 Community Gro continued to strengthen connection, belonging, and opportunity across our communities. Despite a challenging funding landscape, we maintained and expanded programs that create lasting change for children, young people, and families.

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Youth Hubs – Upper Ross & Garbutt Our Youth Hubs remained vibrant spaces for learning, belonging, and support. With the help of an interim Queensland Government grant, the Garbutt Youth Hub reopened providing vital stability and engagement for local young people.

“The Hub is more than a building – it’s a place where young people feel seen, valued and supported.”

Specialised Alternative Learning Program (SALP) Secured a 4-year grant to deliver the Specialised Alternative Learning Program, creating flexible education and wellbeing pathways for disengaged young people.

Partnerships and Recognition Formed a two-year partnership with FKG Group to deliver community upgrades and events.

Achieved bipartisan election commitments for Youth Hub funding: a strong endorsement of our youth engagement model.

Community and Events Hosted family and community events across Upper Ross and Garbutt, celebrating inclusion and connection.

Delivered our 2024 Christmas Fundraising Lunch, raising funds for children’s gifts and bringing together business and community leaders to share in the spirit of giving.

Looking Ahead As we look to the year ahead, Community Gro remains focused on building sustainable, culturally grounded, and community-led programs that respond to the evolving needs of our region.

Together with our partners, staff, and Board, we will continue to create opportunities for every child, young person, and family to belong, grow, and thrive.

To the entire Community Gro team: thank you.

Your dedication, kindness, and community spirit continue to inspire me every day. It is a privilege to lead such an extraordinary group of people who embody what it means to care, connect, and create change.

Community Gro Partnerships The work of Community Gro would not be possible without the support of our fantastic partners.

CORPORATE PARTNER

FUNDING PARTNERS

Department of Education Department of Health, Disability and Ageing

Department of Education Department of Families, Seniors, Disability Services and Child Safety Department of Youth Justice and Victim Support

DELIVERY PARTNERS

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Upper Ross Community Centre Meaghan Munro Our Upper Ross Community Centre had a busy year with over 9,800 visitors through the door.

Whether community are seeking assistance with emergency needs, attending programs or just enjoying our centre, each community member is welcomed by our amazing team.

We continue to provide our weekly centre programs including Community Events, Computer lessons, Office services, Emergency Food Relief, Enquiries, Information, advice and supportive casework for families and individuals seeking assistance.

This year we received and distributed over 40,000kg of food (equates to 80,000 meals) to over community members in need through donations from OzHarvest, SecondBite and FareShare. Access to these donations is critical to our families who are struggling under the cost of living.

Through our Emergency Relief Fund Program we assisted over 1,250 families struggling by providing the cost of living with emergency vouchers to purchase food, clothing and fuel for vehicles.

We continue to be supported by our long-term volunteers Andrew, Judy and Carol who work hard to keep our centre well-presented and welcoming for community.

Working in partnership with JCU we continue to host Social Work Students who come to our centre to learn how to support community at a ground level. We also work closely with Settlement Services International and host administration trainees in the centre.

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Throughout this year we have continued to collaborate with RSPCA to have free vet clinics and community education days at our Upper Ross centre. These clinics and education days are vital to the community as without them families would not be able to learn to be responsible pet owners, afford to have their pets desexed or keep their pets up to date with immunisations, parasite protection and food.

The next 12 months will see us partner with Orange Sky, Baby Give Back and Thread Together so we can continue to provide community with access to basic needs.

OVER

9,800 VISITORS

DISTRIBUTED OVER

40,000kg OF FOOD

Garbutt Community Centre Colleen Doyle The past year has been one of growth, resilience, and connection for the Garbutt Community Centre.

We’ve had an incredibly busy year supporting our local community through a range of programs, partnerships, and essential services.

Key Highlights Breakfast Program Launched Ensuring our community starts the day with a nutritious meal.

Yoga & Wellbeing Activities Promoting physical and mental health through regular wellness sessions.

Purposeful Pantry Delivered cooking classes and conducted research to empower residents with food knowledge and skills.

Cost of Living Support Responded to ongoing financial hardship by linking people to crucial resources and assistance.

Disaster Resilience Work Following this year’s natural disasters, we focused on building community strength and recovery.

New Collaborations Making a Big Impact This year saw exciting new partnerships: • Thread Together, Baby Give Back, and Orange Sky began collaborating at the centre, greatly expanding the support available to our community.

• We’ve become a hub for service delivery, regularly hosting organisations like the RSPCA, ICan, and more – bringing help directly to the people who need it.

Community Support and Acknowledgements A heartfelt thank you to the iSEE CHURCH for their ongoing generosity in donating both food and time – your support has made a significant difference.

Statistics Snapshot Linking People to Services (attendances): • Jul–Sept: 2,610 • Oct–Dec: 3,890 • Jan–Mar: 1,660 • Apr–Jun: 263 Community Activities: • Jul–Sept: 24 activities / 198 attendances • Oct–Dec: 34 activities / 471 attendances • Jan–Mar: 33 activities / 231 attendances • Apr–Jun: 5 activities / 114 attendances Despite some seasonal fluctuations, our community engagement remains strong, and the impact of our work continues to grow.

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Aged Care Volunteer Visitor Scheme Chris Price Community Gro’s Aged Care Volunteer Visitor Scheme (ACVVS) is funded by the Australian Government through the Department of Health and Aged Care. The ACVVS provides volunteer visitors to seniors residing in nine Residential Aged Care Homes (RACH) suffering from social isolation due to complex vulnerabilities across the Townsville LGA. The ACVVS currently has 28 active volunteers combating social isolation through one-on-one visits, postcard writing (pen pal), large and small group visits. Community Gro and the ACVVS also compliment the program by delivering events in the community to give residents the opportunity to participate in things they would not normally have the chance to do. These events include the Grey Matters! Olympics and The Herberts portraiture art exhibition.

We have a working relationship with Ozcare Villa Vincent, Ozcare Douglas, Regis Kirwan, Blue Care Mount Louisa, Arcare North Shore, The Good Shepherd Home, Parklands Kirwan, Bolton Clarke Glendale, and Bolton Clarke Rowes Bay. During 2025 the ACVVS achieved 111% in the six month Auspice KPI report for January to June.

Over this period one on one visits increased significantly from 88 to 296 up 208 from the previous six months. Correspondence through postcards dropped slightly from 417 to 404. The ACVVS is funded to service 50 RACH residents, although in this period 78 residents received visits from ACVVS volunteers.

Kirwan. Andrew and Audrey visit up to 12 residents every Thursday morning. Andrew and Audrey have captured the hearts of many residents, particularly one resident who was hesitant to leave her room. She now has close bond with Audrey and visits other residents and attend activities.

She also receives fortnightly visits from Anushree (Volunteer). Every second Thursday morning Andrew, Audrey and residents meet in the lounge to listen to our very own Walter and Laura sing. An average of 15 residents attend and join in on the singing.

The Herberts Art exhibition has been confirmed to begin in February 2026. The Herberts is a collaboration between Community Gro, ACVVS and the PERC Tucker Gallery. The Herberts will give an opportunity for 30 RACH residents across nine facilities to receive portraiture art lessons from local artist Tony Fitzsimmons. The Grey Matters! Olympics was unable to proceed in 2025 as a result of an unsuccessful grant application.

Many community members and organisation have expressed their disappointment and would like to see it continue. Three organisations have expressed their interest in collaborating next year to assist with planning and to ensure the games continue well into the future.

2025 has been a successful year statistically for the ACVVS, although we continue to hone our skills and abilities to ensure a successful program into the future.

The ACVVS has introduced Audrey (dog) and Andrew, long time Community Gro volunteer to residents at the Regis Aged Care Facility in

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Connected Beginnings Rasmussen Kerry Lui The 2024–2025 period has marked a year of strong growth, deeper community engagement, and measurable outcomes for the Connected Beginnings (CB) program in Rasmussen. With a continued commitment to improving outcomes for First Nations children and families, the CB team has fostered new partnerships, expanded programs, and strengthened cultural connections across the Upper Ross.

Community Leadership and Collaboration CB has worked closely with a range of Stakeholders including Queensland Health, Elders for Change, local day care centres and many others. Transport services (Monday to Friday) have increased access and strengthened relationships between families, Stakeholders, and the CB team.

Women’s Group The Connected Beginnings Women’s Group, held weekly, has seen rapid growth – from 8 to 48 registered women in just two months. The group provides a culturally safe and healing space for women to connect, learn, and access support through activities like sewing workshops, yarning circles, guest speakers, and bingo.

Engagement with Early Years Services CB connectors are actively partnering with eight day care centres, KindyLink, and local schools to deliver culturally appropriate programming.

Through events like NAIDOC, visual displays, and joint activities, cultural awareness and safety are being embedded in early childhood settings. The team continues to address concerns around cultural safety and support long-term change.

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Data, Impact and Improvement The SEER data platform is now operational, strengthening CB’s evidence-based planning.

Between 2021 and 2024, developmental vulnerability among children in Rasmussen dropped significantly across all AEDC domains.

Most notably, vulnerability in one or more domains fell from 41.1% to 21.5%, and in two or more domains from 24.7% to 13.8% – outperforming neighbouring Thuringowa and reversing prior trends.

Visibility and Community Reach CB’s presence in the community continues to grow through regular participation in local events, Women’s Gatherings, playgroups, and health programs. The CB Facebook page is updated frequently with events and information and are positioned to be transitioned to community ownership in the future.

Looking Forward As discussions continue around the future backbone organisation beyond February 2026, CB remains committed to ensuring a communityled transition. Through deepening relationships, codesigned programs, and a shared vision for children and families, Connected Beginnings is creating lasting impact in Rasmussen.

Community Connect Program Tanara Shaw Another busy year in the Community Connect Program space and what an amazing year it has been. The program continues to support the Upper Ross Community with their immediate needs in a culturally safe and confidential space to talk about their concerns, access emergency support, information and referrals to appropriate services for their needs.

In 2025 Community Connect completed 242 intakes and assessments, with the program directly supporting the immediate needs of 151 families with the top three presenting worries being homelessness, food/emergency relief and financial hardship including utility arrears.

The Community Connect Program also supported the Emergency Relief Program providing over 1,250 families with emergency relief vouchers to purchase food, clothing and fuel.

242 151

INTAKES

FAMILIES SUPPORTED

Good News Story The Community Connect Program has supported a family of seven who had been homeless in Victoria and living in a camper van.

Their camper was written off due to a storm and they were left with nothing. The family applied for more than 300 houses Australia wide and was approved for one here in Townsville.

Due to travel expenses to make the drive up here they have been unable to purchase any of the essential items needed for their home and they have been sleeping on camp stretchers since their arrival.

The Community Connect Program has secured over $2,000 in vouchers from GIVIT for the family to be able to purchase a fridge and some beds for the children.

community

TOP THREE PRESENTING WORRIES

Homelessness

Food/ Emergency Relief

Hardship Including Utility Arrears 13

Family Intervention Service Helen Clarke The Family Intervention Service (FIS) provides intensive support to families, with children up to 18 years of age, who are actively involved with Child Safety. As a Tertiary level service where referrals to the program only come from Child Safety, FIS delivers supports designed to: • Maintain families where a child remains living at home under the ongoing intervention and monitoring of Child Safety, • Assist in the reunification of the child/ren with their family from a care placement where this is in the child’s best interest.

During the 2024–2025 reporting year, the program was staffed by three full-time Family Support Workers, one full-time Family Support Worker on a 9-month contract and a Family Support Coordinator. Staff work with families for up to 12 months with a possible extension of three months in some circumstances.

Community Gro underwent a Human Services Quality Framework (HSQF) Audit during this period with the Family Intervention Service under scrutiny.

The audit was completed in two (2) stages: •S tage 1 – 21 March 2025 – Desktop document review

• Tough Conversations in Child Protection • Supporting cultural needs: working with culturally and linguistically diverse children in out-of-home care • Tuning in to Kids (TinK) • Tuning in to Teens (TinT) • Protective Behaviours • Child Abuse and Neglect Prevention/Mandatory Reporting • Blurred Borders • The impact of trauma on the child • The impact of parental substance use on the child • Working with children after complex trauma • De-escalation Training • Best Practice in Leadership Supervision • Supporting & Engaging Students with School Attendance Problems • Neuro-Linguistic Programming Practitioner • Leadership Pathway Training • High Performing Teams Trainer

Client Feedback Statement: “So grateful beyond measure.”

• Stage 2 – 30 April, 1 May 2025 – Onsite

What did we do well?

This audit provided staff with the opportunity to assess their compliance against the HSQF Standards and to appreciate the quality of service provided to our clients. The program passed with only a couple of minor recommendations.

“ Everything from mental health support, home support and facilitating visits with my daughter. Overall, they knew how to help even when I didn’t know myself.”

Partnerships and collaborations were established and strengthened with service providers to more fully support our families as they progressed through the program. Some of these include:

Stats for FY 2024–2025*

• Department of Child Safety Team Leaders and CSO’s • Red Cross Homeless Housing Hub • Department of Housing • Medicare Mental Health services • Child & Youth Mental Health Service • Neami International • DVNQ services • Rehabilitation services • Various doctors • Lives Lived Well

Number of referrals received

57

Number of users who received a service

26

Number of hours provided

4,874

Number of users with improved Life Skills

26

Staff undertook a variety of professional development opportunities including but not limited to:

Number of users that have shown improvement in being safe and/or protected from harm

26

• First Aid and CPR • CORES Suicide Intervention Training • Circle of Security • 1-2-3 Magic and Emotion Coaching

Number of users identified as First Nations

9

14

*User = family.

Family Support Hub Helen Clarke The Family Support Hub (FSH) has continued to provide a range of quality services that support child and parent/carer wellbeing including Playgroup and a variety of Intensive Supports. Data continues to reflect the broad need in our local community with many families presenting with multiple and complex needs creating a negative effect on family wellbeing. A large percentage of families self-refer to our service, seeking support in relation to: • Parenting issues and support • Child development and behavioural concerns • Domestic and family violence • Parent and child mental health • Financial stress due to the cost-of-living crisis • Food insecurity • Housing instability and homelessness • Transport/unreliable public transport The Family Support Hub staff continued to facilitate a weekly Playgroup on Thursdays throughout 2024–2025. Additionally, a second Playgroup was trialled on Mondays in September 2024 after discovering there were no other Playgroup offerings in the Upper Ross on Mondays.

This group has a primary focus on sensory play, encouraging parental engagement in the child’s learning opportunities. Both playgroups have a focus on early childhood development with staff witnessing increased parent/child engagement and positive interactions between the families. Due to the success of the Sensory Playgroup, FSH staff continue to facilitate both Playgroups during school terms.

During the 2024–2025 reporting period, the Family Support Hub provided support services to: • 210 children • 269 parents/carers • 100% of people surveyed agreed they benefited from participation in FSH programs • 97.56% of people surveyed agreed their children benefited from participation in FSH programs The Family Support Hub families access several partnering services that conveniently co-locate in the Centre on a regular basis or who partnered with the Hub to deliver informative educational sessions.

Feed the Bees Day. Facilitated in collaboration with North Queensland Conservation Council and Coastal Dry Tropics Landcare Inc.

During the reporting period Family Support Hub staff have participated in a wide range of professional development activities: • CORES Suicide Intervention Training • Working therapeutically with children who have experienced trauma from physical or sexual abuse • Protective Behaviours • Practitioner of Neuro-Linguistic Programming • Delegated Authority • Blurred Borders • Circle of Security • Food Handlers Course • Best Practice in Leadership Supervision • Dare to Lead • Workplace bullying, sexual harassment and discrimination training • First Aid and CPR • Understanding Children’s Mental Health in Culturally Diverse Communities • North Queensland Heatwave Response Workshop • De-escalation Training • Waterways Training • Ace’s Training • Cultural Awareness Training Part 1 • The positive impact of pro-social behaviours on mental health in children and adolescents • Supporting non-offending parents after child sexual abuse Family Support Hub staff participated in the following: • LLA Group Supervision Pilot Program • JCU Field Education Advisory Committee • Disaster Recovery Program

Thank you to the following service partners:

Feedback quote from survey:

• Queensland Health – Child Health Nurse and Midwifery program • HIPPY (Home Interaction Program for Parents and Youngsters) • Connected Beginnings • Community Participation Officer Education Queensland • 1300Smiles Dental Townsville (The Tooth Fairy) • Townsville City Council – First 5 Forever • Uniting Care Early Childhood NDIS • North Queensland Conservation Council and Coastal Dry Tropics Landcare Inc • Queensland Ambulance Service Community Education

“This is an excellent service, and much needed to provide a safe, fun & educational space for the kids. We love it here & are so thankful we found it through the drop-in clinic.”

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Home Interaction Program for Parents and Youngsters (HIPPY) Emma Small HIPPY is a two-year home-based early childhood enrichment program with activities and learning areas aligned with the Early Years Learning Framework and the Australian national curriculum.

HIPPY empowers parents and carers to be their child’s first teachers and builds their confidence and skills to foster a love of learning in their child while preparing them for school. The 2024–2025 financial year was a big one for HIPPY Upper Ross as we celebrated 10 years of fun and growth in our area. We held a big celebration of our special anniversary with a Colour Run during Children’s Week for all current and past HIPPY families. 63 people joined us at Charles Moroney Park where the fun and connections were as abundant as the colours being thrown around.

We had lots of fun throughout the rest of the year too, with growing numbers attending our gatherings, a special Spooky Disco, Party at Playtime, Cowboys home games tickets competitions, and free swimming lessons at Fish N Flips, just to name a few.

53 children enrolled in the 2024–2025 cohort of HIPPY in the Upper Ross. Of these children, 47% identify as First Nations and 18% CALD. Our age 4 cohort has had a retention rate of 54% but our age 3 cohort has a massive 92% retention rate, the highest it’s ever been in the Upper Ross.

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“ HIPPY program is amazing. We have enjoyed the gatherings and meeting other families in the program. The packs and books delivered have been too good that my daughter wants to go through them quickly.

We have enjoyed the learnings and activities in the books.”

53

children enrolled in HIPPY Upper Ross

47%

identify as First Nations

18%

CALD

Linking to Schools Program Kate Teys The Family Support Worker (FSW) solidified their partnerships with all six schools and attended Vincent and Aitkenvale School’s student support meetings.

The Program currently supports families at all six schools, though most of the referrals came from Aitkenvale, Garbutt and Vincent. The last quarter saw the partnership grow with Garbutt and their new Youth Support Worker, who recently referred four new families. Of note, the program this financial year has included supporting five Dads and two grandmothers as sole carers.

School refusal continues to be a complex issue.

Anxiety, undiagnosed health conditions and long waits for a paediatrician, transport and poor nighttime routines due to screen time, continue to play significant roles. The FSW continues to focus on regular engagement with parents, school staff and other relevant stakeholders such as TAIHS, Kirwan Health and youth services to support families.

Supporting parents, not only through material and financial aid but through continual encouragement and help with navigating the services system, increased parent’s confidence.

The program had some good wins over the year, for example, an 11-year-old boy at Heatley State School, who experienced family DV which led to behavioural issues at school was referred to see a children’s counsellor at Aardvark, NQDVRS. Mum wrote ‘B is still going to counselling, his attitude and aggression has changed dramatically. We have very few angry outbursts these days and he is beginning to express himself and his feelings more clearly…its only the second day back at school but so far he is enjoying being back with his friends and seems to be enjoying it.’ He is happier at school, his behaviours have improved and he’s no longer wanting to leave school early.

Another win was a 9-year-old girl at Aitkenvale State School who was diagnosed with ADHD by a psychologist but had to wait 14 months to see a paediatrician to get medication. Once she was on the medication, she was able to sit in class for longer and her attendance went up. A milestone for the family was her attending a school camp on Magnetic Island and being away from Mum for the first time. Her attendance went up from 30% in 2023 to 53% in 2025.

The partnership between the school student support staff, parent and Community Gro all worked to make this happen.

Around three quarters of the families supported on this program started coming into the centre themselves for weekly food supports through OzHarvest and Food Pantry, clothing donations through Thread Together, Orange Sky laundry services (two families), computer and printing facilities, applying for NILS and/or attending our outreach services such as the Department of Human Services outreach. Two Mums have joined our weekly yoga sessions and learnt calming breathing techniques. Two other Mums were taught breathing techniques one to one and reported it helped them a lot and now use them regularly.

Sub Activity

5-12 years Parents/carers

Aitkenvale SS

11

6

Garbutt SS

11

5

Vincent SS

13

6

Heatley SS

9

5

Townsville West SS

5

2

Currajong SS

2

2

Totals

51

26

Aboriginal and Torres 40 Strait Islander participants (included in the TOTAL above – if known)

19

Top Incoming Referrals: 1. Aitkenvale State School 2. Vincent State School 3. Garbutt State School Top Outgoing Referrals: 1. TAIHS – Townsville Aboriginal and Islander Health Service: Medical clinic for both parent and child, their Family and wellbeing service and their Social and Emotional Wellbeing centre 2. Department of Housing 3. Material and financial support services – Community Gro outreach services; OzHarvest, Orange Sky laundry, ERF food and clothing supports, School supplies

Family A was referred to the Linking to Schools Program in May 2025 via a tutoring program we ran at Vincent State School.

The FSW met with their grandmother who was their sole carer, as their Mother passed away three years ago. They were registered onto the Linking to School Program so ‘Nan’ could get support to continue doing a great job in getting the children to school and planning for their healthcare appointments.

The FSW referred them to the Garbutt Youth Hub and all four children regularly attend. The two siblings in the photo attend almost all the sessions at the Youth Hub each week. This has been very beneficial for Nan, to have time to organise and plan for the family. Nan is now connected to the Garbutt Centre and collects OzHarvest each fortnight, ADRA food support each Friday and received Thread Together orders.

Nan appreciates us connecting with her family and the support we have provided so far, particularly as there have been several medical appointments needed for the children. We also connected her to the TAIHS’ Deadly Day Out which they all attended during the July school holidays.

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Queensland Financial Resilience Program Kerry Prosser In February 2025, Townsville experienced severe flooding followed by horrendous mould inundation.

This event placed extraordinary pressure on our community, damaging homes and infrastructure, displacing residents, and disrupting livelihoods.

Community Gro hosted recover hubs through this period. The financial shocks and loss of assets for clients led to an immediate demand in service enquiries, particularly in our immediate suburbs and outer regions where households are still grappling with housing repair costs, insurance gaps, and temporary accommodation expenses. Requests for financial resilience support remains high, with many clients presenting with complex financial issues such as mortgage stress, rent arrears, utility debts, and difficulties managing credit products including Buy-Now-Pay-Later services and payday loans. Many were struggling with losses of essential items such as refrigerators and washing machines.

Later on in the year community are still presenting struggling with mould issues as a result of the flooding and the temperature, leaving households to dispose of beds and linen.

The Community Gro Financial Resilience Worker established a close relationship with GIVIT who were able to generously provide over $20,000 of vouchers for clients to replace these items they so desperately needed and lost. Insurance is an unaffordable luxury, when many struggle to put food on the table week to week.

Referrals in relation to housing stress including mortgages, tenancy issues, food insecurity and requesting support to access emergency relief services continues to rise. Partnerships with organisations such as QSTARS, Rent Connect and Red Cross have become critical to providing wraparound support for clients navigating multiple layers of financial stressors. Our Financial Resilience Worker attends to the community as a matter of priority with short wait-times characteristic of this program continues to provide an almost immediate response when needed.

NILS continues to be in demand from community however due to the programs lack of funding to our organisation – demand currently exceeds supply.

264 PERSONS SEEN

FACE TO FACE EQUALLING

1029.85 HOURS

GOOD NEWS STORY A Financial Resilience referral from the Women’s Centre was received for a woman from an Eastern culture and religion.

She was carrying a baby and reported having five other children up to the ages of 16.

We chatted and got the formalities out of the way – when she revealed the reason for her seeking assistance. She had been cut off from her Centrelink FTB payments due to her husband refusing to lodge his last two years tax returns. The woman had begged her husband to do this, as the family needed this income to feed the children. She had no other income, except to ask her husband for money every time she needed something which he’d demand an explanation.

She was tired of the fight, of always needing to ask for money to feed her kids.

We spoke a little more of the relationship, I asked about her traditions, culture and the expectations of women where she comes from.

After a while I introduced the phrase “separated under one roof” and gave her an example and said it sounds like this to me, what do you think?

She agreed that was exactly her circumstances.

We arranged for the correct documents to be completed and lodged with Centrelink. The application was accepted, and the woman was able to receive single parenting payment and FTB into her own new bank account.

We spoke more about Domestic Violence during the appointments. FRW provided “The Purple Book” for DV education.

The woman was feeling very vulnerable when she first approached us for support. The last time I saw her she had come to pick up her file and was beaming from ear to ear. She had been able to make the decision to leave town and move south to be closer to a family member.

The woman and her six children were moving to emotional safety and a peaceful life free from financial abuse.

18

Special Alternative Learning Program Anthony Wotton The Special Alternative Learning Program (SALP) is currently in its design and development stage, preparing for program commencement in October/November 2025. The program aims to create a culturally grounded, trauma-informed, and community-led learning pathway for young people aged 10–13 who are disengaged or at risk of disengagement from mainstream education.

During May-September 2025, the focus has been on building strong foundations through codesign with Elders for Change, the Department of Education, Queensland Youth Services, and local community experts. This collaborative approach ensures the program reflects local needs, culture, and values.

Key progress includes:

A SALP Working Group will be formed to oversee the program, ensuring education, wellbeing, and cultural goals align. Feedback from community and external partners has been overwhelmingly positive, reinforcing the importance of this program for local young people and families.

Staff recruitment has commenced in September 2025, finalising curriculum mapping once Educator/Teacher is hired, completing referral pathways, and preparing a pilot delivery block.

Although not yet operational, SALP’s design journey in 2025 has built strong relationships and a shared vision – positioning the program to make a lasting impact once launched.

• Development of the operational framework and staffing model to support up to 15 young people, with a 2:5 ratio including three Case Workers, three Youth Workers, an Educator, and a Program Manager.

• Early work on referral and transition processes.

Overarching panel designed by Department of Education for referrals.

• Engagement with community partners and identification of program sites.

• Initial funding discussions and support from key stakeholders.

• Building design and construction.

19

Garbutt & Upper Ross Youth Hub Katrina Hanson Garbutt Youth Hub (GYH) and Upper Ross Youth Hub (URYH) continue to be a vital space for young people in our community, offering a safe, inclusive, and engaging environment. Over the past year, we have focused on strengthening cultural connections, fostering creativity, and promoting wellbeing through a diverse weekly program.

Youth Hub is dedicated to enhancing young people’s understanding and capacity to make prosocial decisions. By fostering a safe, inclusive, and welcoming environment, we have experienced a consistent level of engagement, allowing youth to express their concerns and receive essential guidance The service is designed to support young people aged 8 to 17 who may be at risk of engaging in antisocial behaviours or entering the youth justice system. Its primary aim is to enhance participants’ understanding of social norms and strengthen their capacity to make positive, pro-social decisions.

Our weekly schedule operates four nights a week from 4pm to 10pm and is designed to provide consistency while catering to a wide range of interests and developmental needs: Wednesdays – Cultural Days Activities include land-based fishing, cultural arts and crafts, and learning about significant cultural events and traditions and learning about other diverse cultures through food, activities, music and dance.

Thursdays – Collaboration Night Joint programming with other services, featuring active games and team-building exercises.

Fridays – Centre Activities Rotating themes such as cooking nights, science experiments, movie nights, discos and interactive games.

Saturdays – BBQ Night Once a fortnight, Youth Hub hosts offsite BBQ nights at local parks or beaches. These evenings provide young people with the opportunity to enjoy fresh air and connect with nature through a variety of recreational activities

Young people socialising on the back patio Selected young leaders take on active roles within the program, supporting staff, encouraging participation, and modelling positive behaviour for their peers. Their contributions help foster a safe, inclusive, and empowering environment for all attendees.

To recognise their efforts, leaders are rewarded at the end of each month with a Leaders Rewards Day – a dedicated celebration that acknowledges their commitment and impact within the Youth Hub community.

Youth Hub Special Events and Collaborations AFL Townsville x Community Gro: Inspiring Youth Through Sport Community Gro was proud to host a special event at the Youth Hub in partnership with AFL Townsville, featuring an engaging workshop led by three players from the Gold Coast Suns. The visit created a unique opportunity for young people to connect with professional athletes, learn new skills, and be inspired through sport.

QLD Youth Week – Youth Fest 2025: Through our eyes Community Gro, in partnership with numerous local organisations and businesses, proudly hosted a vibrant and inclusive Youth Week celebration at Jezzine Barracks. The event was a testament to the power of collaboration, bringing together a wide range of services and supporters to create a memorable day dedicated to the young people of Townsville.

Acknowledgements The positive impacts of group work are possible due to the professionalism of staffing and their commitment to ongoing professional development that supports youth engagement and behaviour support.

We thank all staff, volunteers, partner organisations, and most importantly, the young people who make Youth Hub a vibrant and meaningful place.

Young Leaders Program – Empowering Positive Peer Leadership The Young Leaders Program at Community Gro’s Youth Hub is a peer-nominated incentive initiative designed to promote positive choices and leadership among young people. Participants are nominated by their peers based on their alignment with the core values of the Youth Hub, including respect, responsibility, and community.

20 Young people from Upper Ross and Garbutt Youth Hub sitting in front of the Gold Coast Suns players

Upper Ross Youth Hub Distinct Clients by Gender

24

We continue to track youth attendance and engagement across all program days. Notable trends include: • Increased participation on cultural and offsite event days.

19

Distinct Clients by Age Range

• Strong engagement during collaborative nights with PCYC.

9 and below

9

10 to 13

30

14 to 15

3

Looking Ahead

16 to 17

2

In the coming year, our Youth Hubs aim to:

18 and above

0

• Positive feedback from youth regarding arts and crafts and cooking nights.

• Enhance youth leadership opportunities.

• Increase cultural immersion activities.

• Continue fostering a safe and empowering space for all young people.

• Strengthening partnerships with local organisations.

Garbutt Youth Hub Distinct Clients by Gender

55

Distinct Clients by Cultural Background Aboriginal

21

Torres Strait Islander

0

Both Aboriginal and Torres Strait Islander

19

Neither Aboriginal or Torres Strait Islander

4

During a Collaboration Night with Garbutt Youth Hub and Upper Ross Youth Hub. Feedback was from eight young people from each site.

29

Feedback

Distinct Clients by Age Range

Do you feel How Do you feel Does Youth supported friendly is you are Hub make

by Youth Youth Hub? respected you feel Hub? at Youth safe?

Hub?

All the time

13

11

13

12

Mostly

2

3

1

2

Sometimes

1

2

2

2

9 and below

28

10 to 13

42

14 to 15

8

16 to 17

5

• Out of 16 young people, 8 said they often share experiences and chat to friends about Youth Hub.

18 and above

1

• Most young people want longer program times.

• Some young people would like more buses or a bigger bus to allow more young people to attend.

Distinct Clients by Cultural Background Aboriginal

51

Torres Strait Islander

5

Both Aboriginal and Torres Strait Islander

23

Neither Aboriginal or Torres Strait Islander

5

Disco DJ Booth

Financial Report STATEMENT OF INCOME AND EXPENDITURE

2025

2024

Grants Income

$4,410,643

$3,754,593

Other Income

$330,824

$219,186

TOTAL REVENUE

$4,741,467

$3,973,779

OTHER OPERATING EXPENSES

2025

2024

Advertising and promotion

$37,881

$31,969

Client course expense, support and consumables

$255,013

$298,464

Consultancy

$50,712

$101,817

Events and entertainment

$186,912

$174,950

Furniture and equipment

$86,686

$21,479

Insurance

$28,065

$23,938

IT Support

$116,053

$107,477

Motor vehicle expenses

$61,058

$32,870

Other expenses

$69,728

$56,773

Printing

$21,647

$27,184

Repairs and maintenance

$46,835

$51,125

Staff amenities

$9,577

$16,294

Telephone and fax charges

$27,906

$30,868

Training and development

$42,108

$73,558

Travel and accommodation

$25,317

$51,036

Utilities

$43,174

$22,424

Depreciations

$143,553

$117,233

Employee Costs

$3,138,050

$2,955,257

TOTAL EXPENSES

$4,390,275

$4,194,714

TOTAL INCOME FOR THE YEAR

$351,191

-$220,935

OTHER

22

STATEMENT OF FINANCIAL POSITION

2025

2024

Cash and cash equivalents

$2,857,304

$2,644,515

Trade and other receivables

$36,387

$94,145

TOTAL CURRENT ASSETS

$2,893,691

$2,738,660

Trade and other receivables

$22,391

$14,859

Property, plant and equipment

$479,937

$426,146

Right-of-use assets

$22,893

$20,552

TOTAL NON-CURRENT ASSETS

$525,221

$461,557

TOTAL ASSETS

$3,418,912

$3,200,217

Trade and other payables

$289,745

$454,063

Lease liabilities

$19,277

$17,502

Employee benefits

$140,788

$122,854

TOTAL CURRENT LIABILITIES

$449,810

$594,419

Lease liabilities

$4,971

$4,559

Employee benefits

$28,543

$16,943

TOTAL NON-CURRENT LIABILITIES

$33,514

$21,502

TOTAL LIABILITIES

$483,324

$615,821

NET ASSETS

$2,935,588

$2,584,396

Retained earnings

$2,935,588

$2,584,396

TOTAL EQUITY

$2,935,588

$2,584,396

CURRENT ASSETS

NON-CURRENT ASSETS

CURRENT LIABILITIES

EQUITY

23

UPPER ROSS COMMUNITY CENTRE 1/43 Allambie Lane, Rasmussen QLD 4815 07 4774 0144 enquiries@communitygro.org.au GARBUTT COMMUNITY CENTRE 4 Hugh Street, Garbutt QLD 4814 07 4779 7268 enquiries@communitygro.org.au communitygro.org.au /communitygro

Empowering Change in Lives and Communities