YC GROUP ANNUAL REPORT 2018-19 by Youth Connections

ANNUAL REPORT 2019

CONTENTS

Our stakeholders

YC Group 2

Our Values

Our Impact

Our Board

CEO Report

Our Executives

Chairperson’s Report

Our Staff

YC Group

Staff Testimonials

Organizational Structure

Our Supporters

Stories of us

Our Governance

Financial report

Central Coast Youth Charity Ball

Directors Report

White Ribbon Accreditation

Auditors Independence

Program 16

CEO - Telstra Award

Declaration 51

Nomination

Our services

Income 52

Statement of Financial Position

Statement of Changes In Member’s Funds

Education 18 20

Statement of Comprehensive

Premier’s Youth

Statement of Cash Flows

Initiative (PYI)

Notes to the Financial Statements

Links to Learning Training

Director’s Declaration

Workplacement

Independant Audit Report

Live Well Event

YC Media

YC Industry Link (RTO) Employment

Trade Staff Australia

The Skills Generator Abilities

Youth Connections & NDIS

Youth Connections Broadmeadow

Youth Connections Long Jetty

Youth Connections Green Central

OUR VALUES

Empathy

We care about each and every life we touch, about our communities, and each other.

Inclusiveness

You can make a positive impact. We value and include everyone, regardless of their circumstances those who need help, and those who want to help. We work with others to achieve our goals, and we value collaboration over competition.

Good Judgement

We conduct our business with commercial and social acumen, aware that we are part of a broader picture. We are methodical and objective in our decision making, balancing our vision against the need to protect and strengthen the health of our organization.

Flexibility

We are flexible in our thinking, our ideas, and our operations. We look for innovative solutions to achieve our vision. We adapt to our changing environment and we adapt our solutions and approach to each and every person we help.

You can build a better future.

You can contribute to your community socially, economically and civically.

Traditional owners acknowledgment YC Group would like to take this opportunity to acknowledge the Darkinjung people who are the traditional custodians of this land. We pay respects to these lands that provide for us. We acknowledge and pay respects to the aboriginal people who have gone before us and recognize their contribution to our people and community.

OUR IMPACT 4

27%

73% REVENUE BY REGION Central Coast Newcastle

6171 INDIVIDUALS ASSISTED

= 50

REVENUE PER SERVICE

Disability $1,951,646

FUNDING 18%

Training & other $1,739,815

Employment $1,630,058

Social

82%

Education $344,454

Government 5

CEO REPORT

organization will " Our always be about preparing our young and vulnerable with knowledge for work and skills for life. Living a life of purpose, belonging and hope "

Claudia Devlin The end of the financial year is an opportunity to reflect on progress made against the organization's strategic and operational goals as well as to report to the community our achievements, the community we care for and represent. The 2018-19 financial year was the first year out of the organizational restructure with NG Central School. It was a year to focus on strengthening our foundations and continuing on our growth trajectory. I am personally very proud of our resilience and sustained achievements as an organization. Our commitment is strong and our passion fierce. In the 2018-19 financial year we worked with and cared for a total of 6,171 at-risk or vulnerable people. While celebrating our success we also are very mindful of the latest figures from the Australian Bureau of Statistics (Feb 2019) which indicate that youth unemployment in our main operational areas of the Central Coast was 12.7%, Hunter 12.8% and Newcastle 11.1%. All figures have increased from the prior period. The deteriorating situation for young people is unacceptable. With YC Group’s core services being in education, training and employment, we continue to lobby for more funding to better address our participants needs and ensure that they rise out of despair to a place of hope. This annual report details the comprehensive efforts and achievements of the organization throughout the year. I am pleased to be able to highlight some of these. Finances The return on government spending has continued to improve. The cost to deliver services went from $1,076pp on average across all the programs to $918pp between the last two financial years. Staff investment One of the key target areas for the Board and I was to increase the level of training provided to staff across the organization. We trained 161 staff in professional and personal programs over the year. We invested heavily in upgrades in technology, motor vehicles, uniforms and sites.

Events 2018 Central Coast Youth Charity Gala Ball Another successful Central Coast Youth Charity Gala Ball was held this year, organized by the Rotary Club of Umina Beach. We were grateful to be given this opportunity to raise funds for NG Central School. National Close the Gap Day – 21 March 2019 YC held a morning tea for National Close the Gap Day. The day stands as a reminder of the inequalities Aboriginal and Torres Strait Islander people still face, and a call to action to the community to put this conversation at the forefront. Live Well Central Coast – 7 April 2019 Our Work Placement team, Hospitality trainer Bruno Stanic and students from local high schools studying Hospitality as a VET subject showed off their cooking skills on the EARTH stage. Focusing on healthy living, nutrition and wellness, the team prepared an eco-menu that produces minimal waste and is friendly to your body and the environment. It was a wonderful opportunity to showcase the student’s talents and the Hospitality Vocational Pathway. Opening of the Abilities Centre – December 2018 An upgrade was undertaken to the Abilities Centre. This allowed more open spaces with new equipment. The Skills Generator site at West Gosford closed – 4 April 2019 Over the years the site hosted many amazing projects. We thank everyone who was a part of the history of this memorable site. We especially thank Peter Turnball for his philanthropic heart. Without his significant contribution we would not have had this opportunity.

We remember the following projects in particular • Motor vehicle projects • Betzy, an Austin A40 1954-56 model, was restored by NG Central School’s automotive VET students in 2016 • Troopy was restored through an automotive Work for the Dole project in 2016, In partnership with MAX Employment and Hoken Automotive • The partnership with the Tiny Homes Foundation in constructing the pilot program of tiny houses to alleviate local homelessness, an Australian first. • The Work for the Dole project completed in partnership with RYSS (Regional Youth Support Services) and job active employment services group to revamp an old blood bank bus. It took 6 months with 40 jobseekers to transform it into a fully functional and mobile youth centre. Sponsorships We proudly sponsored the NSW Training AwardsCentral Coast Region held in June 2019 and the Apprenticeship & Traineeship Expos held in September 2018 New services Housing We acknowledge that housing is the key to long-term stability and success for our young people. Over the year we have worked diligently to create a model that provides our youth with more suitable and affordable housing options, particularly in the face of high rental costs in the city. Through developing partnerships with housing providers, our young people will have access to long-term housing enabling them to continue study or build towards employment. These long-term options will support the success of our housing continuum where young people who cannot return home have time to build living-skills to prepare for independent living. Our first shared accommodation opened in July 2019. Our plan for the next financial year is to be able to offer a range of accommodation solutions to meet the needs of our participants. Launch of Industry Link We strategically decided to launch our Registered Training Organization to the public. Historically YC Industry Link was operated as a means of delivering a fully customized training centre that was developed with our young vulnerable students’ needs in mind. New organizational commitments Reconciliation Australia Plan Over the past couple of years, the leadership team identified that there was a gap in our service delivery practices with regards to our indigenous participants. As an organization we engaged in celebrating events like Reconciliation Week and NAIDOC week however the true essence of respect, support and empowerment of Indigenous people and communities was not embedded in the core of our operations. It is there that our story of reconciliation starts. We established a RAP Committee and have been working on building a plan that will focus on developing meaningful relationships

with local Aboriginal and Torres Strait Islander people and communities. The RAP is purposed to make the formal statement both internally and externally, that we are willing to be held accountable for delivering on the actions of the plan. White Ribbon Accreditation Program Early in 2019 I came across the White Ribbon Workplace Accreditation Program. Having personally been a victim of domestic violence and discovering that domestic violence on the Central Coast is 35% higher than the State figure, I felt compelled to play a part in the solution. YC Group was successful in an Expression of Interest submission and by March 2019 we were signed up to the 14-month program. The White Ribbon Workplace Accreditation Program engenders a whole of organization commitment to stop violence against women. The program builds on existing gender equality and diversity initiatives, providing the tools to strengthen a culture of respect and gender equality at all levels of the organization. The program supports organizations to respond to and prevent violence against women, whether it occurs inside or outside the organization, through supporting women experiencing violence, holding perpetrators to account, supporting all employees to challenge inappropriate behaviour and strengthening gender equality within the broader community. Although White Ribbon Australia recently went into liquidation, YC Group remains committed to supporting the cause. New Vision, Mission, Core Values and Strategic Plan I am thrilled to inform you that we commenced the development of our next Strategic Plan as the current plan finishes this financial year. This plan will set out the priorities for YC Group in preparing our young and vulnerable with knowledge for work and skills for life over the coming five years. Extensive consultations with the Board, staff and several external stakeholders have been conducted including listening labs, environment scans and a 3-day strategic planning facilitated retreat. The forums indicated that we do very well in delivering high quality, person centred, goal oriented, sustainable youth services; in being a specialist in mild to moderate needs service provider; and in providing holistic, relevant, on demand, wrap around supports through strong partnerships. We recognize that our focus on Education, Training, Employment and Social Inclusion remains the right framework to allow us to deliver on our vision and mission. The new Strategic Plan was finalized in September 2019.I would like to take the opportunity to thank the Board, staff, volunteers, families and other stakeholders for another productive year. The organization's strength comes from the unwavering dedication and hard work of the team to create a life of purpose, belonging and hope for all the people we serve passionately and with heart. I would also like to say thank you to our participants, partners, funding bodies and Board of Directors for your support and guidance as we continue to serve community. It has again been a rewarding and privileged time to serve as Chief Executive Officer.

CHAIRPERSONS REPORT

We have stabilized our finances and put ourselves into a positive position, allowing us to better leverage our organization and further empower our staff, we have invested in our staff on an unprecedented level, we trained 161 staff members in the past year which is a great benefit to our organization but also a great benefit to the individual staff members into the future. We are also starting to build a solid asset base to support us well into the future. A large focus of mine has been to build the board in a strategic manner to ensure that YC is served by the highest level with strong and present support. This process is not an easy or fast one, but it is rewarding and excellent to see the calibre of people wanting to help us at YC.

Ali Akbarian Welcome to the 2018/2019 Annual Report As the financial year comes to a close, I love to reflect on what has been achieved and what we have learned. The past year has been full of many achievements and many learnings. In the past year I served my first full term as Chair of YC Group Board. Replacing Pat Lewis, I have some very big shoes to fill, which I am still working hard to fulfill, I have enjoyed every aspect of this position and I am honored to be a part of this wonderful organization filled with amazing people. Since the introduction of NDIS 6 years ago into Australia, the Social Infrastructure of this country has undergone a phenomenal transformation, the NDIS program has been touted by politicians as the Largest Social Infrastructure Project in the world. Implementing such a large-scale project will not be without its challenges, over the past 6 years we have seen many large and small NFP’s go out of business and many people lose their jobs as the country and sector adjusts to the new way of business and integration with clients. YC has experienced many challenges and battles and we have survived them all, coming through it now with a new focus and new breath of life. In 2019 we are solid, secure and financially stable and the horizons are looking very good as our focus shifts to sustainability in the long term. Over the past year we have made many achievements as a board, we have closed down long standing sites, opened up new ones and found a solid direction in a new strategic plan.

We thanked and saw the departure of Karen Ridge who was our Treasurer, Karen was a fantastic asset to the team both in her financial acumen and her social sense, she is missed dearly on both a personal and professional level. We have introduced a new Board Member Belinda Neal who is a fantastic addition to our team, she brings a wealth of knowledge and skills on many levels, she has been a key community contributor on the central coast for decades and her value has been felt instantly, and I look forward to working with and learning more from her. In the past year we formally separated from The NGC School. Like any business separation, it wasn’t without challenges but both organizations came together and overcame all of the challenges. It is wonderful to see NGC Grow into its own independent organization and have the ability to separate from us financially and stand on their own two feet. Their future is bright and we support their growth and the amazing things they do. In the later part of the year we reviewed, rebuilt and finalized a new Strategic Plan that involved a new Vision, Mission and chart of Values. This process was timely as YC has faced many challenges and has been pulled in many directions since our last major strategic review and we are excited to have “found our new way” which is a tribute to our heritage and culture of helping the youth for decades, but allows us to leverage and better navigate the social programs and infrastructure available into the future. The Team at YC never cease to amaze me and fill my heart to it fullest. They always surprise me with their passion and care, they face every challenge head on and work in a united force to overcome anything thrown at them.

The experiences I have personally had with the YC Team are second to none as compared to any other organization that I work with or visit. They truly care about the people that we work with down to the core of who they are and this is seen in every interaction I witness. I experienced this first hand when I was part of the Strategy redevelopment process, the Team gave this their heart and soul over 3 days, this new Strategic Plan is a testament to the teamâ&#x20AC;&#x2122;s passion and dedication. The CEO Claudia has shown to me once again her wonderful resilience fuelled by her passion for the youth and disadvantaged. I have watched her develop into a mature and capable CEO by continually taking on feedback in her stride and continually implementing personal and professional improvements. Claudia is surrounded by an amazing Executive Team of Paul and Kim, as a team I have seen them rise to the challenges they have faced, working co-cohesively as a team supporting each-other and the Board at all times, I am forever proud of the leadership team we have at YC. I want to also acknowledge my fellow board members, Peter Alward, Timothy Michael Blanchflower and Kevin Spiteri, these people have been at the core of the organizations survival, we have been through thick and thin together, they are always there when needed, putting in many volunteer hours a year for YC and they always put the organizations needs well above their own, I appreciate their support immensely. Whilst the hard work the team have all put in has resulted in such great achievements, we can not lose sight of our vision and the fact that The Central Coast and Hunter continue to yield some of the highest levels of Youth Unemployment in the country. Myself and our Board are invigorated and honored to be a part of this future to support the Youth on the Hunter and Central Coast into the years to come.

YC GROUP ORGANIZATIONAL STRUCTURE 10

TURNING EDUCATION INTO JOBS TU

Learning

2018 CENTRAL COAST YOUTH CHARITY BALL 12

On Saturday the 20th of October 2018, the Central Coast Youth Charity Gala Ball was held at Mingara Recreation Club. Organized by the Rotary Club of Umina Beach, the event was held to establish the ‘Standing Strong Program’ for at risk NG Central students to financially support their educational journey. The Masquerade themed night was mysterious and fun. At the heart of an enjoyable three-course meal, talented dancers, musicians and performers, we saw a community come together with heart and passion to show support for our young people. The underlying message of the theme was that the journey of life is not linear. Being alive means that we will encounter difficulties, struggles, failure and hardship. As a way of coping we put masks on to c over shame, pain, confusion, discrimination and judgement. We layer masks, we swap masks, we even risk becoming the mask. It is whilst wearing the masks, hiding our true selves from the world that we need support to build the courage and strength to be set free from its constraints. Organizations like YC Group aim to support each person to be their best selves, to live a life of purpose, belonging and hope. We aim to teach that masks serve no purpose and we should live free from them.

A HUGE THANK YOU TO OUR SPONSORS GOLD STAR 105.4 FM

SILVER Eagles Plumbing Peninsula Villages Tonkin Drysdale Partners

BRONZE New Leaf Dentists E Build and Consult Clarke Dowdle and Associates Mobility Engineering

“Behind every mask there is a face, and behind that a story.” - Marty Rubin

WHITE RIBBON ACCREDITATION PROGRAM 14

Early in 2019 YC Group signed up for the White Ribbon Australia Workplace Accreditation Program. It is a program that engenders a whole of organization commitment to stop violence against women. The program builds on existing gender equality and diversity initiatives, providing the tools to strengthen a culture of respect and gender equality at all levels of the organization. The program supports organizations to respond to and prevent violence against women, whether it occurs inside or outside the organization, through supporting women experiencing violence, holding perpetrators to account, supporting all employees to challenge inappropriate behavior and strengthening gender equality within the broader community. YC Group is committed to contributing to achieve this important social change. Undertaking the White Ribbon Accreditation program was a key part of our diversity and inclusion goals. We believe that for each employee to feel they are included and can contribute to the best of their ability, they must feel safe, supported and able to contribute at work.

94% 94% OF EMPLOYEES Agree employers should take a leadership role in educating their workforce about respectful relationships between men and women.

YC Group believes that it is its social and moral obligation to be part of this important community initiative.

ALMOST 2 IN 3

1 IN 5 WOMEN

women experiencing violence from a

experience sexual harassment within

current partner are working.

the workplace.

PROGRAM OUTCOMES Short Term

Medium Term

Long Term

- Increased staff awareness of what constitutes violence against women - Increased staff engagement aligning with a relevant cause

- Managers support staff who identify as survivors appropriately - Staff at risk seek support early, preventing escalation - Staff are empowered to be active bystanders

- Perpetrators reconsider behaviour, reducing violence against women - Employers increase retention (staff and customer)

i swear never to "commit, excuse or remain silent about violence towards women. this is my oath."

CEO TELSTRA AWARD NOMINATIONS 16

In January 2019 we found out that our CEO Claudia Devlin had been shortlisted in the NSW Telstra Business Women of the Year Awards. Claudia was nominated for the Telstra For Purpose & Social Enterprise Award. Although Claudia was not the winner it provided the opportunity to promote the work of Youth Connections as well as to advocate for the need for further development and reform in the arena of youth vulnerabilities. Claudia discussed the desperate need to improve outcomes; to get it right for our youth. She discussed the need to secure ongoing funding to ensure that we have the best chance of success of delivering the much desired position of hope and purpose for all young people.

Congratulations! Celebrating women who are undoing business

Youâ&#x20AC;&#x2122;ve been Shortlisted in New South Wales for the 2019 Telstra Business Womenâ&#x20AC;&#x2122;s Awards

EDUCATION SERVICES

PREMIERS YOUTH INITIATIVE The Premierâ&#x20AC;&#x2122;s Youth Initiative (PYI) is a pilot program that provides services to young people leaving statutory out-of-home care in the Hunter and Central Coast region, PYI is run by Samaritans in partnership with Path2Change, My Foundations Youth Housing and Youth Connections. Young care leavers will have access to a personal advisor, education and employment mentoring as well as help to find long-term accommodation. The program assists them to develop strong personal networks and skills to navigate multiple adult support service systems and increase their capacity to manage crises and change as they transition to independence. Poor mental health was identified by the team as a barrier to work and study.

At the end of the financial year Youth Connections was mentoring 30 young people to achieve their education or employment goals. 73% were continuously engaging and meeting their goals. For a trial program this is an extraordinary outcome.

Aboriginal Students

TURNING EDUCATION INTO JOBS TU

Active Participants

LINKS TO LEARNING The Links to Learning Community Grants program has the key objectives of Connect, Engage, Learn, Plan and Transition through the delivery of individualized programs for those who are disengaged from mainstream education and/or at risk of leaving school early.

200 Active Participants

During 2019 we expanded our programs into additional schools. They include:

•

Try a Trade program Erina High School Narara Valley High School Henry Kendall High School

•

Skill Build program Hunter River High School Swansea High School

•

Ready 4 Success program Hunter River High School Callaghan College Jesmond Campus

•

CALM & Connected program Northlakes High School

•

Jumpstart program Swansea High School Toronto High School

27 Aboriginal Students

Active links to Learning Programs

TURNING EDUCATION INTO JOBS TU

PROGRAM FOCUS Our strength based; practical project work approached programs have successfully built student skills in all key learning areas to which students can then apply those skills to their mainstream learning. Our coordinators continually enforce with our students that everyone learns differently and by encouraging the students to explore their individual strengths, they have observed that studentâ&#x20AC;&#x2122;s confidence and self-awareness increase. We also apply a collaborative learning approach which assists in building relationships and connections for the studentâ&#x20AC;&#x2122;s best interest. Team building workshops foster the bonds between students, a connection which will assist in the transition process as students have built relationships with their peers which will encourage continual attendance and connection to school beyond the project. Further, teamwork and collaboration are important skills to learn for both education and employment. A further focus of all the programs is that of health and wellbeing. This allows students to better focus on their studies while equipping them with the knowledge of where and how to access support services when they need it.

TRAINING SERVICES

WORKPLACEMENT Work placement is a way of preparing senior school and TAFE students for employment. It is a mandatory HSC requirement for students studying ICF VET courses at school and TVET courses at TAFE NSW Colleges. Students complete a total of 70 hours over 2 years with a host employer in their chosen vocation.

The Work placement team of 9 dedicated staff members connect with Host employers and coordinate over 4,000 placements each year for students from 39 High Schools and TAFE NSW (7 Campuses) in our Service Region of the Central Coast and Northern Sydney/Hills area.

Host work placement employers assist schools and colleges to prepare young people for the workplace by providing meaningful workplace learning opportunities.

The Work Placement Coordination Program is funded by NSW Department of Education Catholic Schools NSW and the Association of Independent Schools of NSW.

4248

1500

Work Placements Coordinated During the Financial Year

Active Employers

234

Aboriginal Students

Work Placement Student Numbers By Industry

Tourism & Events 100 Retail 223

Primary Industries 144

Automotive 62 Business Services 360

Metals & Engineering 220 IDT - Including Digital Animation/ Web Design & Software 217

Construction 997

Human Services 86

Electrotechnology 69 Hospitality 1,518

Entertainment 243 Financial Services 10

TURNING EDUCATION INTO JOBS TU

SUCCESS STORIES

Callum & Marley Oatlands Golfclub, William - Muirfield Golf Club

Jack Hawkins Inspired Techs Ex High School student from TLSC The Entrance Campus, Jack Hawkins has had quite a successful journey following his time at work placement last year at Inspired Techs in Berkeley Vale on the Central coast. With Jacks interest in logic based work like mathematics, he discovered that he had a love for IDT. During his time at Work Placement Jack looked at PBX systems, helped setting up new clients phone networks and saw how they connected to each other and sounded through the phone speakers. Once seeing that, he got an idea of how cool this job would be and knew that he would be interested in this line of work for his future employment.

Two of our Sydney Host employers, Oakhill Golf Club and Muirfield Golf Club have hosted a significant number of work placement students over the years for those studying Primary Industries. Days here for our students can start from 5:30am - 6:00am in the morning, however this doesn’t seem to effect their work efforts according to host employers, Peter (Muirfield Golf Club) and Dominic Yates (Oakhill Golf Club). Oakhill College student, William (bottom middle photo), spent his Work Placement week at Muirfield Golf Club with Peter (top right photo). During his week here William undertook activities such as blowing the greens and bunkers, general up keeping and learning how to lay down new turf. “My word of advice for students preparing for the workforce is to have common courtesy and to keep interested in what you’re doing.” - Peter Watts.

Coming away from his week at work placement William learned that even though he is still unsure of what he would like to do in the future for his employment, the skill he enjoyed learning most was blowing out the bunkers and experiencing what it was like to have 5:30am starts which is what he explained, very different “After looking at PBX systems and setting up phone to his part time job working at a burger restaurant. Greenskeeper at Muirfield Golf Club, Peter watts, has networks at Work Placement, I got an idea of how cool been hosting work placement students for Primary this line of work could be”. Industries for close to 15 years now and of those 15 an - Jack Hawkins. estimate of around 250 - 300 students have completed their placement with him. His word of advice for students preparing for the workforce is to have common courtesy Work placement helped with Jack gaining his and to keep interested in what you’re doing. Another two employment at Inspired Techs as he left a good of our work placement students, Marley who attends impression and made sure he was a face they wouldn’t Muirfield High School and Callum from Oakhill College, forget. After keeping in contact with his Host employer, spent their week at Oakhill Golf Club with Dominic. Here Jack was offered a full time traineeship that he started in June of this year. He now works in a “Rapid Response” the boys learned skills such as sweeping out bunkers roll where he provides a quick point of contact for clients to ensure everything is clean and in line. Dominic has been a Host employer for work placement students for 2 who have unresponsive or crashed websites that need years. In those two years he has had 12 students spend quick assistance. Jack usually resolves these issues a week with him learning on the job skills in Primary within 10-15 minutes and for bigger issues he triages Industries, with one of those students being successful them for the technicians to later on. in landing an apprenticeship with him. Head Green In the future Jack would love to see his employment keeper’s advice for any students wanting to achieve their continued with Inspired Techs and see where the IDT employment goals is to, “Work hard and rewards will industry can take him. come”.

LIVE WELL EVENT Central Coast Council hosted the inaugural Live Well Central Coast event in April 2019 and invited local High School students studying Hospitality for their HSC an opportunity to showcase their talents.

Training & Development Coordinator at Youth Connections. Students, whilst supervised by Bruno demonstrated their exceptional skills learnt at school with such enthusiasm in front of a live audience.

Students representing Kariong Mountains High School and TLSC The Entrance Campus prepared food with minimal waste from an Eco Menu designed by Bruno Stanic,

Feedback from both teachers and students was so positive, we are hoping other schools will take part at next yearâ&#x20AC;&#x2122;s event.

eat

move

think

earth

tipi

acknowledgements SCHOOLS Asquith Boys High School Asquith Girls High School Brisbane WaterSecondary College Woy Woy Campus Carlingford High School Castle Hill High School Cherrybrook Technology High School Epping Boys High School Erina High School Galston High School Gilroy Catholic College Gorokan High School Green Point Christian College Henry Kendall High School Kariong Mountains High School Kincumber High School Lake Munmorah High School Lisarow High School Loreto Normanhurst Mackillop Catholic College Marian Catholic College Kenthurst Mount St Benedict College Muirfield High School Narara Valley High School

Ngaruki Gulgul Northlakes High School Oakhill College Castle Hill Pennant Hills High School St Edward’s College St Joseph’s Catholic College St Leo’s Catholic College St Patrick’s Marist College St Peter’s Catholic College St Phillip’s Christian College Terrigal High School Tuggerah Lakes Secondary College The Entrance Campus Wadalba Community School Wyong High School

TAFE NSW CAMPUSES Bradfield College Gosford Hornsby Meadowbank Ourimbah St Leonards Ryde TAFE Digital Wyong

Work Placement student Catherine at the Crowne Plaza Terrigal

YC MEDIA YC Media hosts a variety of work placement students from across the Central Coast and Sydney. Partnering with Coast FM 963, students host "Youth Hour", a music show showcasing their knowledge of musical artists. Using industry software, students develop their skills in radio production by creating community service announcements, segments and performing musical pieces in studio.Â As part of YC Media's community involvement, students also film content related to homelessness, Indigenous rights, domestic violence and disability advocacy. Students are further encouraged toÂ create their own video projects that are posted on social media platforms.

13 70

Radio Shows Produced by students

Aboriginal Students

YC MEDIA 26

160 Students Hosted

YC INDUSTRY LINK (RTO) ACHIEVEMENTS YC Industry Link continued training students this year in simulated workplace environments located at the following locations: • • •

Coolamon Café, Kariong Pinocchios Wine and Pizza – Gosford Tall Timbers Hotel - Ourimbah

This year YC Industry Link offered the following qualifications: • • • •

Cert II Hospitality Cert II Horticulture Cert II Salon Assistance Cert II in Skills for Work and Vocational Pathways

We support our students through personalised learning solutions, flexible training options, and also through a range of student support services. We are committed to supporting our students through to course completion and or achieving their goals.

GREG SAIFON THAI Greg conducted his work experience at the Saifon Thai Restaurant at 352 Mann St North Gosford, 4322 3118. His work experience was conducted over a 36 hour compulsory unit. This work experience component is designed to give the employer a chance to evaluate and train a potential employee without paying the wages. In return the students gains not only real work experience but also a confidence boost to apply my wonderful and fantastic training principles and practicals. In this case it worked and Greg is now employed on a casual basis, hours and days unknown. Prior to doing my course he could not get a job, so for him it has been a foot in the hospitality employment door so to speak! He was introduced through Max Employment Gosford.

30 2

Qualification Attended In Financial Year

Courses Delivered

EMPLOYMENT SERVICES 30

Trade Staff Australia Trade Staff Australia is our registered Group Training Organization. We are invested in the professional development, personal wellbeing and success of every apprentice, with best practice trade education as out top priority. Trade Staff Australia also offers employers a responsive, streamlines service to ensure their experience of hosting an apprentice is simplified, secure and supported.

10 NSW apprentices 1 ACT apprentice 1 ACT apprentice hosts 4 NSW apprentice hosts 1 NSW SBATS

Success Story

Christopher Dorn - ex work placement student I started with youth connections in 2009 when I was in year 10, I started doing carpentry at the end of the year 10 during the 6 weeks holidays helping Wade build the old office at Tuggerah. A short time after I started working at the new office at Mt Penang, I believe I was the first school based to be put on at the time. I completed half of first term at the Entrance High School when I was given the opportunity to become a full time apprentice with "Bailey&Morris Constructions", I completed my apprenticeship with them building amazing high end homes. I ended up working with them for 9 years in full and subcontracting to them for 5 years. I am very grateful to have had such great teachers, I couldn't recommend them enough. As of February this year (2019) I decided to leave Bailey & Morris to start working for myself (CHRIS DORN CONSTRUCTIONS) and do my own jobs and make my own money.

So far It was been awesome and I have had plenty for work to keep me going. My work ranges from renovations, decks, pergolas, fix outs and all other aspects of carpentry. In the future I would like to grow my business and get my builders license and have 1 or 2 subcontractors work for me and most definitely put on a 1st year apprentice and be able to teach him how to build beautiful homes and have that eye for detail like I have. The only other thing I would do differently would be to teach them how to quote jobs properly and how to run a small business, because the only down fall of TAFE and working for a small company is they don't teach you how to be successful or grow after you finish your apprenticeship, you are just expected to know. Without the help of youth connections I don't think I would be where I am today, they are always there when needed and very easy to deal with. It was a pleasure to do my apprenticeship through them.

“ Without the help of Youth Connections I don’t think I would be where I am today, they are always there when needed and very easy to deal with.” - Christopher Dorn

EMPLOYMENT SERVICES 32

The Skills Generator At The Skills Generator we are committed to helping individuals develop the skills they need to achieve economic independence. We aim to develop, inspire, equip jobseekers for employment and/or further training.

12 WRD Projects

1385 WRD Participants

86 Job Ourcomes

Success Stories

Kotara Scouts Project Kotara Scouts project was developed to help Kotara scouts improve there buildings and facilities, including preparing and painting the exterior of main building in scouts colours, enclosing under building to prevent theft and vandalism, replacing guttering/downpipes, garden bed rebuilding and maintenance, building disabled ramp, cladding of inside of hall with lining boards and painting, installing security grills to windows and building of disabled access ramp. Skills developed were painting/decorating, carpentry. guttering/roofing, gardening, concreting, we have had a long and successful partnership with Scouts now having completed over 8 scout hall renovation projects across NSW. official job outcomes are unknown but have at least 5 participants obtain employment while at Kotara scout project. Joblink Plus Charlestown was the lead provider on this project partnering with The skills Generator and Kotara scouts.

Success Stories

Waratah multicultural Waratah Multicultural was developed to build a community garden for residents of Waratah and surrounds to use and enjoy. Darren Green supervised and skills learnt included concreting and formwork, carpentry, fencing, painting and decorating. Garden /horticulture skills, bricklaying. due to the multicultural diversity being serviced by the Waratah Multicultural communty group gardening is a good way to bring people together. There were 4 job outcomes delivered by the projects but unfortunately once they leave the project we do not have any contact. The job active was Joblink plus who have subsequently decided to run a further extension to this project building a childrens play area.

During 2019 we ran several successful Work for the Dole group activities designed to assist individuals experiencing challenges with formal education and employability, to discover their potential and begin a pathway to employment.

Tilligerry Habitat

Kotara Scouts

•

Waratah Project

ST Ives Wildflower

Mayfield Scouts

•

Also known as the Hunter Multicultural Centre community garden project Scope: Create a usable community garden for the volunteers, construct concrete slabs for disabled access, and garden shed construction, picket fence, general garden upkeep. Community Partners: Joblink Plus Hamilton, Hunter Multicultural community.

•

• •

•

Also known as Tanilba Habitat – Koala Habitat Scope: repair timber walkways, paint inside of main building, bush regeneration and weed control, construction of garden beds for nursery, improvements to nursery area. Community partners joblink Plus Raymond Terrace, Tilligery Habitat.

Garden maintenance project Also known as St Ives showground project Scope : repair and maintain walking/ driving tracks, bush regeneration, painting seating and shelters, pressure cleaning of walkways, tree planting Community partners: Max employment, Ku-Ring-gai council

Sports Club Mural

Soccer Club Project

•

Also known as Kahibah sports club mural Project Scope : repair and render brick wall on main road at front of club grounds ready for mural to be painted. Paint timber fencing around car park, remulch garden beds, remark car park lines, replace doors in building as required, paint outside walls and columns in carpark. Community partners: Salvation Army Employment Plus, Kahibah Sports club inc

• •

•

Kahibah /Charlestown soccer club project Also known as Kahibah soccer club project Scope: prepare and paint inside and outside of main clubhouse at Andy Bird oval Kahibah, kitchen & changeroom improvements, oval returfing, sightscreen repainting. Community partners: Joblink Plus Charlestown, Lake Macquarie city council.

•

• ,

•

Also known as the Kotara Scouts renovation project Scope: Paint the outside of the scout hall, redone plumbing and drainage, regenerate garden beds and maintain the grounds Community Partners: Joblink Plus Charlestown Kotara Scouts.

Also known as Mayfield scout hall refurbishment project Scope: Paint out side and inside of scout hall, build shelving in storerooms, floating floor installation, sand and recoat solid timber floor in main hall, replace roller door and pave and concrete outside rear area of grounds. Community partners: Joblink Plus Mayfield, Mayfield scouts.

Cooranbong Equestrian Watagan Campdraft • Also known as Cooranbong Equestrian Centre Project • Scope: paint main building, construct awning to front of canteen/storeroom, replace irrigation to main arena, replace wire fencing to main road bush regeneration, repairs to horse stalls. • Community partners: Joblink Plus Toronto, lake Macquarie city council, Cooranbong Equestrian Centre, Watagan campdraft association. 33

ABILITIES SERVICES

YOUTH CONNECTIONS Youth Connections is an experienced disability service provider. Our abilities programs specialise in youth services and providing NDIS-registered supports. We see the unique talents, capabilities and potential of every young person we serve. Everything we do is designed to develop independence, life skills, work-readiness and social networks. Our staff are passionate about creating purposeful futures for young people and advocating for them and their families with respect, integrity and support. We operate throughout Newcastle, Lake Macquarie, Port Stephens, The Hunter, and Central Coast. We are in Broadmeadow, Long Jetty and Kariong.

The Broadmeadow and Kariong centres consist of a fully equipped kitchen, facilitation rooms, computer room, art space where creativity comes alive, games space and vehicles for community participation. All supports within the Abilities team is provided based on the individualâ&#x20AC;&#x2122;s rights to choose and control over their own life. All participants enjoy the same access as all members of the community, to opportunities and challenges that enrich, and capacity build their lives. Support delivery is underpinned by the NSW Disability Service Standards and the NDIS safeguardâ&#x20AC;&#x2122;s commission. Supports are person centred connecting goals to outcomes for all individuals participating in one on one support or a group activity.

BREAKDOWN OF PARTICIPANT AGE

Age: 0 - 16

256 Age: 17 - 25

Age: 26+

GENDER DISTRIBUTION

70%

MALE

30%

FEMALE

PRIMARY DISABILITY TYPE DISTRIBUTION

TOTAL CLIENT SERVICE PER SITE

YOUTH CONNECTIONS BROADMEADOW SUCCESS STORY SHERIDAN - AGED CARE Sheridan was supported one on one in June 2018 where her goals were discussed for the future. Goal one was for her to complete her Certificate III in Individual Support in Aged Care, Sheridan got straight into the work and began smashing that goal! Sheridan was supported by Holly in her enrolment to Hunter TAFE, ensuring she was prepared for her learning and motivated to complete and comprehend the work to the best of her ability. During the weekly sessions Sheridan was supported with her assignments, Holly assisted by breaking down and explaining the work and Sheridan developed her own understanding of the content and what was being asked in the questions. After completion of the course Sheridan received her Certificate III in Individual Support in Aged Care and as a result she was given a job offer. She has now been working at a local Aged Care Facility permanent part-time since May 2019.

91 249 Participants In Total

Services Provided

YOUTH CONNECTIONS LONG JETTY SUCCESS STORY NICOLAS Over the last 12 months Nicholas Marov has attended youth connections Out n About program as well as Friday Night Social, an over 18's program. During this time Nicholas has accomplished many achievements and has built up his skill set and all-round confidence. 12 months ago, Nicholas was reserved and hesitant to let down his walls, which created barriers for Nicholas within the group atmosphere. As he couldn’t fully engage and participate not only with the program also his peers, as he was too shy to engage in conversation and would only give short quick answers or say I don't know and look away avoiding eye contact. This prevented Nicholas from reaching his potential in the program.

practice test and has independently without telling anybody booked himself in for the real deal on Friday the 29th of November and passed!! Nicholas's mum, Annie, has made comment on the progress Nicholas has made this year and is extremely proud of her son. Nicholas may take a little longer to carry these skills out into the community or with strangers but with continued support Nicholas will continue to learn and grow.

Over these last 12 months Nicholas has really put in all his effort and has let his walls come down, opening the opportunity for growth. Nicholas now has found his confidence and made massive progress! Nicholas now engages in conversations with staff and his peers, contributes to group discussions and decisions, sings along to music, dances and jokes. He informs us of all types of information as he has this remarkable talent of retaining information. Most recently Nicholas and his support workers have been practicing the online driver’s knowledge test and have reached the point where Nicholas has continued to pass the online

88 88 Participants In Total

Services Provided

YOUTH CONNECTIONS GREEN CENTRAL SUCCESS STORY SAREE We started travel training with Saree in October. It was to go from her house in Woongarah to her work at McDonald's. The trip did not go smoothly, as Saree forgot her opal card and had no means of paying for transport. To ensure Saree got to work on time we drove her, but asked Saree to navigate. This is when we realised that Saree needed help with recognising landmarks and determining distance when using any kind of apps to help her navigate. At this point, we would've been very uncomfortable with Saree traveling on public transport without support. The next time we travel trained with Saree was on November 5th. This time we were going from Wyong Station to Gosford Station. This is a journey that Saree was familiar with as she had made the trip several times with a support worker. Saree was to get off her bus at Wyong station and meet us at bus bay. This time Saree had a problem with her opal card and couldn’t top up or tap on and off. This meant there was an opportunity to get Saree to try and problem solve. Saree’s first thought was to try to purchase a new opal card. She tried the store at the train station, but they didn't sell them. Next, she tried asking train staff and they advised purchasing a single use ticket. We then went back to the opal machine to purchase a single ticket. This is where Saree needed some assistance as she was unable to determine which ticket she required. Over the coming weeks, we continued to travel train with Saree.

Her routine when she arrived at Wyong train station was cemented. She would walk off her bus and immediately check her opal card balance and then top up if required. She would then tap on, walk to the platform, check the train time and stops and determine if she would have enough time to purchase a drink or some food. The starting process would always run smoothly and even when Saree's bus ran late, she would remain calm and continue her process. The issue we faced was getting Saree to be attentive enough to know when it was time to get off the train without prompting her. The first time we were on the train with her we realised that we were going to have to prompt her to get off the train or we were going to miss the station. After several shifts we could stop prompting Saree. Within weeks Saree was able to travel from her home in Woongarrah to Gosford and then home in the afternoon independently.

79 140 Participants In Total

Services Provided

Our success is built on our people Tribute to our former Chair

Patrick Lewis

Having enjoyed a successful career as a high school principal, Pat went on to serve local community for over two decades in multiple capacities. All his life, Pat has practiced active citizenship. He has been deeply immersed in the nurturing, investing in the lives of young people. He has stood up and advocated with passion and determination for the rights and opportunities of young people in vulnerable situations. Through his involvement as a Director and Chair of Youth Connections he adopted a strong agenda, which led to organizational growth and strong outcomes for the youth served. Under his leadership new ventures were launched, expansion of services and sites took place and a strong brand was formed, one that was recognised by broad groups of stakeholders across the state.

At YC Group weâ&#x20AC;&#x2122;re fortunate to have very loyal staff and volunteers dedicated to serving our young vulnerable to live a life of purpose, belonging and hope. With a team of over 80 staff and volunteers, working across a wide array of services, our passionate frontline staff are backed by our dedicated operational teams in finance, IT, human resources and marketing to deliver high level, quality services. Our staff and volunteers are united by our mission to prepare our young and vulnerable with knowledge for work and skills for life. We are proud of the depth of talent and commitment of our employees and volunteers and thank them for their contribution and passion for creating life in all its fullness for every young person.

With a deep interest in youth affairs Pat continues his work in community today. We sincerely thank Pat, his wife Olwyn and their family for their service to our organization and wish them the best for the future. 39

OUR STAKEHOLDERS 40

OUR GOVERNANCE The Board of Directors is responsible for directing YC Group’s activities towards achieving our vision and fulfilling our mission while living the core values. The 8 independent, nonexecutive members serve on a voluntary basis without remuneration. The Board is responsible for approving YC Group’s strategic direction, monitoringits implementation and fulfilling stakeholders’ expectations. It is accountable for YC Group’s overall performance, compliance with relevant laws,

codes of conduct and ethical standards and for the oversight of its risk management. The Board appoints Committees to assist in the discharge of its obligations, consider issues referred and delegated by the Board and make recommendations. The Board also appoints the Chief Executive Officer and delegates the operational management of YC Group to her with the powers, authorities and delegations determined by the Board.

THE COMMITTEES IN OPERATION ARE

1. FINANCE COMMITTEE 2. RISK AND AUDIT COMMITTEE 3. STRATEGIC SUB COMMITTEE The Board during the financial year consisted of Ali Akbarian Patrick Lewis Elizabeth Spooner Karen Ridge Thomas Michael Blanchflower Peter Alward Kevin Spiteri Belinda Neal

Chair Secretary (Resigned 30 November 2018) Director (Resigned 22 July 2018) Director (Resigned 3 July 2019) Director Director Director Director (Appointed 25 October 2019)

OUR BOARD ALI AKBARIAN â&#x20AC;&#x201C; Chair Ali is Managing Director of a nationally leading Road Safety consultancy firm specialising in safety for disabled and child occupants. Through this role he has developed extensive experience in assisting those in need and experiencing disadvantage. He holds an MBA specialising in Technology Management and is highly skilled in Strategic Business Management and Analysis. He brings to the Board a hands-on small business acumen, identi es and clearly articulates important issues, and possesses a collaborative approach to problem solving

TIMOTHY MICHAEL BLANCHFLOWER â&#x20AC;&#x201C; Director Michael is a successful entrepreneur and business owner with extensive experience in the banking and financial services industry. After living in Sydney his entire life, Michael and his wife Katie moved to the Central Coast three years ago after the sale of his professional services business. Currently, Michael owns and operates Central Coast Mountain Bike Tours and serves as a director and committee member of YC Group.

PETER ALWARD - Director Peter Alward is the creator of Courageous Visions, a website for the development of vision statements, created for people with hopes and dreams and who want a real purpose for their life. For over 40 years Peter has been managing, coaching, leading and mentoring individuals. Prior to that Peter has worked in executive and senior management roles in various organizations including Woolworths Supermarkets, Byvan, the Sydney Harbour Foreshore Authority and The Salvation Army.

KEVIN SPITERI - Director Kevin is an experienced Marketing and Business Development professional. He is the Managing Director of Menace Group, a boutique Marketing, Digital and Social Media service on the Central Coast, servicing national and international clients. Kevin is also known as one of the leading experts in Digital and Social Media in Australia, and more recently as an Author, Entrepreneur and Startup Investor. Kevin has a proven track record of over 17 years industry experience.

BELINDA NEAL - Director Belinda has thirty years experience in legal, public affairs, government and politics as parliamentary representative, senior political adviser and consultant. Specializing in public affairs campaigns and strategic advise predominantly in the disability and health for the NFP sector

OUR EXECUTIVES CLAUDIA DEVLIN Chief Executive Officer With a 24 year career in the commercial arena and 5 years in the Not for Profit sector, Claudia brings exceptional business acumen and management to YC Group. She completed an MBA specialising in international law in 2015 at Deakin University and has Bachelor’s Degrees specialising in accounting and economics. She is currently doingher law degree. Before assuming the CEO position in 2016, Claudia held the roles of Chief of Operations and Finance for 14 months and Chief Financial Officer for 2 years. She has been responsible for an organizational restructure to ensure sustainability across all divisions, stimulating revenue growth and reducing dependence on government funding through social enterprise investment. Claudia is a member of CPA Australia and the Australian Institute of Company directors. She is the Treasurer of Prison Fellowship Australia and volunteers with St Vinnie’s Sydney Night Patrol which feeds the homeless. She is passionate about delivering social impact outcomes alongside improving business performance.

PAUL ROCKLEY Executive Manager, Employment Paul joins the Executive Management team in 2018 as the Executive Management of Employment. Paul’s qualifications include a Diploma in Business Management and Certificate III in Workplace Health and Safety. Paul’s career began as a Welder and he successfully operated his own fabrication construction business throughout the Newcastle and Hunter regions for over 15 years. Paul’s previous roles include the State Operations Manager for Bluescope Steel, before he began his journey with YC Group in 2014 as a Supervisor with The Skills Generator.

OUR STAFF Our staff are one of our greatest strengths, bringing compassion and skill to YCâ&#x20AC;&#x2122;s work. We aim to build an organization that is known for being a great place to work; one that is dynamic, positive, productive and high performing. In order to achieve this, the Board and Executive team have identified that a People and Culture Strategy is to be developed during the next financial year. Such a strategy will be founded in achieving the following 1. Creating meaningful reasons to join and stay. a. This applies to staff and volunteers. We recognize that our volunteers are a necessary part of support running through the organisa tion. We value their commitment to our work and their tireless service across the business. 2. Growing and developing leaders a. We aim to drive leadership excellence and capability, united towards a common purpose

3. Inspiring and growing our people a. We aim to create a learning culture that prioritises our peopleâ&#x20AC;&#x2122;s development and career aspirations 4. Bringing forward fresh and diverse perspec tives a. YC believes in the power of diverse teams, and sees diversity as a key to innovation. The YC consumer base is diverse, and so the employee base must also be diverse in order to provide a better focus on that consumer. 5. Creating a climate to make a difference a. We support a creative climate that inspires staff and motivates them to make a difference 6. Building adaptability and agility to respond to the changing world. It is through our people that we will deliver on our service promises of: - person-centred services - local solutions - advancing quality - safety and innovation

Breakdown of participant age

Gender distribution

Gender, Number of Clients and Percentage

25 18 25-34 20 35+ 41

F 40 51% M 39 49%

Under

23% 25% 52% Position

Type, Number of Clients and Percentage

Pe r m Te m p Fu l l T i m e Pa r t T i m e Casual

36 43 19 20 40

Total

46% 54% 24% 25% 51%

STAFF TESTIMONIALS

many years. I did approximately 2 years in an office admin role for a change a few years ago which involved some light accounting duties. I have worked in Career & Transition, YC Industry Link and Work for the Dole.

work placement team

Deborah Heathrington How did you start working at Youth Connections? I received a phone call from Manager Bruce McDowall who was managing the Jobs Pathway Program asking me if I was interested in 2 weeks work. I was in between jobs having resigned from Centrelink. The position was to help him implement a new federal government program.

What are the benefits of Work Placement ? Work placement is an opportunity for young people to experience the world of work and gain skills. It gives them experience in the industry and helps support their decisions in what career they would like to persue.

What role did you start out in? The program was a 9 month pilot called the Jobs Pathway Program. It targeted 15 to 18 year olds without a HSC who had recently left school or were at risk of leaving. Young people were case managed and were supported into negotiated work experience, flexible education options, training or work. At the completion of the 9 months the program was funded for another 3 years. It ran for 7 years in total. Who were your colleagues at the time? Maggie, who was in a role which centred around travel. This meant she came and went but wasn't based on site with Bruce and myself initially. There were 3 other women working with us too. What were you responsibilities? Who did you partner with in the community? Primarily case management of young people. We partnered with various training providers at the time such as TAFE and many others, job network providers and all schools on the Central Coast. We also engaged with employers, various government departments (Centrelink, Department of Community Services) and parents and guardians. We formed closed working relationships with them all. Where were you based at the start ? We operated out of a shop front in the Niagara Park shopping centre which the Department of Education leased. What type of roles have you had within YC? Initially youth based case management for

What has been your most memorable experience at YC ? Bruce was a close friend who I thought the world of. I loved working with him and looked forward to going to work. He was wild, cynical and very funny. He was fun to be around. He always said your staff are everything and you felt valued. He made a plunger coffee every day for morning tea and insisted we - and who ever was around on the day - sit down together for around half hour to have a break.

Team Member Highlight

Melissa Thomas Melissa ThomasÂ celebrated her 10-year Anniversary at YC Group in January 2019. Mel has been an integral and valuable part of YC & NG Central School over the past 10 years and we can't thank her enough for her infectious smile, constant hardwork and determination. Mel started with YC as a Work Placement student in business services. She then moved into the Transition to Work program in order to find a job. She volunteered with the organization and eventually moved into a permanent role. Currently she works as an admin assistant. We'd like to share some of our favourite photos of Mel over the past 10 years, as well as snaps from her Anniversary celebration at Green Central. Thank you again for all that you do Mel!

Kahibah sports club

Ability Links

Mai wel

Ability Options

Max Employment

Aimbig

Mayfield Scouts group

Aruma

Meeks real estate

Brisbane Waters High (Junior Campus) Callaghan High School

Narara Valley High school

Castle personal

Newcastle High school

Central Coast Primary Care

Newcastle TAFE

Central coast wetlands trust

Nextit

Centre for hope

NG Central

Centrelink

Northlakes High School

Centro

Novaskill

Coast link

Primary Care

Compass housing

Royal life saving

Connect Ability

Ryde TAFE

Construction training qualifications

Salvation Army Employment Plus

Cooranbong Equestrian Centre

Scouts Australia Nsw

DSA

Shannon Spence

DVGNL

SNAP

Erina High School

St Ives showground

FACS

St Ives Wildflower Nursery

Granville TAFE

Swansea high school

Hamilton South Bowling club

TAFE

Henry Kendall High School

TAFE NSW

Hunter care group

Tilligerry Habitat Tanilba Bay

Hunter Multicultural Communities Waratah

Tiny Homes Foundation

Hunter new England health

Tunkuwallin sporting horse club

Hunter River high school

Waltzing Matildas

I care

Watagan Campdraft Association

Includa

WEA

Joblink plus

WESTS Group

Kotara scouts group Ku-ring-gai council Lake Macquarie city council Lambton high school Life Without Barriers

NDIS

OUR SUPPORTERS

The important work highlighted in this report would not be possible without the continued loyalty of our most generous supporters. We sincerely thank each and every one for their contribution to our work, collectively supporting our young people. We would especially like to acknowledge the following organizations for their ongoing and significant commitment to the work we do together

Toronto High School

DIRECTORS REPORT Your directors present their report on the YC Group Australia Limited and its controlled entities for the year ended 30 June 2019. Directors The following persons were directors of the company during the whole of the financial year and up to the date of this report, unless otherwise stated:

Name

Qualifications and period of directorship

Ali Akbarian Patrick Lewis Elizabeth Spooner Karen Ridge Thomas Michael Blanchflower Peter Alward Kevin Spiteri Belinda Neal

Chair Secretary (Resigned 30 November 2018) Director (Resigned 22 July 2018) Director (Resigned 3 July 2019) Director Director Director Director (Appointed 25 October 2019)

YC Group Australia Limited is a company limited by guarantee. If the company is wound up, the constitution states that each member is required to contribute a maximum of $5.00 each towards meeting any outstanding obligations of the company. Principal Activities

The principal activities of the company during the year were to achieve the vision for the people we serve as well as deliver the strategic plan. Its main service groupings are:

Education Training Employment Disability services Social enterprise These services are achieved through the subsidiary entities. The Group after year end commenced offering Supported Independent Living services for our Abilities participants. The Group will be expanding this service to our Abilities participants over the next twelve months and into the future. Other than the new service disclosed above there were no significant changes in the nature of these activities during the year.

Short-term and Long-term Objectives Short-term objectives are to:

Long-term objectives are to:

•

• •

Work with our project partners in developing better project performance and evidence based outcomes Ensure that all funded programs deliver their goals within the contracted period of time Commit to continually improving our service delivery

• • • • •

Have less dependence on government funding Have a strong asset portfolio including ownership of land Be an effective provider of services to government with measurable and transparent Outcomes for each program funded Be a voice for the youth of the regions we operate in, in order to positively impact Future generations of people facing vulnerabilities

Strategies adopted to meet objectives The strategy adopted to meet objectives is establishing partnerships with key stakeholders to ensure we achieve our long term and short term objectives. Operating Result The operating loss for the group amounted to $236,815 (2018:Profit $21,542). The company is exempt from income tax. Auditor’s Independence Declaration A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 is set out in page 5. The director’s report is signed in accordance with a resolution of the directors.

Auditors Independence Declaration To the Directors of YC Group Australia Limited and Controlled Entities As lead auditor for the audit of YC Group Australia Limited for the year ended 30 June 2019, I declare that, to the best of my knowledge and belief, there have been: (i) no contraventions of the auditor independence requirements as set out in the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and (ii) no contraventions of any applicable code of professional conduct in relation to the audit. FORTUNITY ASSURANCE

T R Davidson Partner 155 The Entrance Road ERINA NSW 2250

Statement of Comprehensive Income Statement of Comprehensive Income For The Year Ended 30 June 2019

Revenue Employee benefits expense Bad debts expense Depreciation expenses Finance costs Contractor fees Rental expense Audit expense Impairment of Goodwill Other expenses (Loss) / Profit before income tax Income tax expense (Loss) / Profit after income tax Other comprehensive income Total comprehensive income for the year

Note

2019 $

5,665,973 (3,337,779) (64,017) (137,917) (7,469) (387,195) (31,156) (21,137) (32,500) (1,883,618) _________ (236,815)

6,919,041 (4,570,361) (74,566) (264,095) (5,177) (29,937) (89,227) (10,820) (1,853,316) _________ 21,542

_________

(236,815) _________ _________

21,542 _________ _________

(236,815) _________

21,542 _________

3 3 3

2018 $

Statement of Financial Position Statement of Financial Position As At 30 June 2019

Note Assets Current Assets Cash and cash equivalents Trade and other receivables Inventory Prepayments

2019 $

2018 $

4 5

448,812 163,936 15,949 38,837 _________ 667,534 _________

63,513 968,134 120,612 _________ 1,152,259 _________

6 7

2,559,124 _________ 2,559,124 _________

32,500 2,712,272 _________ 2,744,772 _________

3,226,658 _________

3,897,031 _________

8 9 10 11

209,386 101,133 41,881 515,573 _________ 867,973 _________

557,702 172,269 29,238 457,562 _________ 1,216,771 _________

9 10

37,173 41,193 _________ 78,366 _________ 946,339 _________ 2,280,319 _________

80,733 82,393 _________ 163,126 _________ 1,379,897 _________ 2,517,134 _________

(376,681) 2,657,000 _________ 2,280,319 _________

(139,866) 2,657,000 _________ 2,517,134 _________

Total Current Assets Non-Current Assets Goodwill Property, plant & equipment Total Non-Current Assets

Total Assets Liabilities Current Liabilities Trade and other payables Employee Benefits Borrowings Other Liabilities Total Current Liabilities Non-Current Liabilities Employee Benefits Borrowings Total Non-Current Liabilities Total Liabilities Net Assets Membersâ&#x20AC;&#x2122; Funds Retained earnings/(deficit) Asset revaluation reserve Total Membersâ&#x20AC;&#x2122; Funds 52

Statement of Changes In Members Funds Statement of Changes in Membersâ&#x20AC;&#x2122; Funds For The Year Ended 30 June 2019

Asset Revaluation $ Balance at 1 July 2017 Profit for the year Other comprehensive income Balance at 30 June 2018 Loss for the year Other comprehensive income Balance at 30 June 2019

Retained Earnings $

Total Reserve $

2,657,000

(161,408)

2,495,592

21,542

_________ 2,657,000

_________ (139,866)

_________ 2,517,14

(236,815)

_________ 2,657,000 ________

________ (376,681) ________

________ 2,280,319 ________

Statement of Cash Flows Statement of Financial Position As At 30 June 2019

Note Cash Flow from Operating Activities Receipts from customers, grants Payments to suppliers and employees Interest received Interest paid Net cash used in operating activities

15(b)

Cash Flow from Investing Activities Proceeds from sale of property, plant and equipment Payment for property, plant and equipment Payments for intangibles Net cash used in investing activities

Cash Flow from Financing Activities Repayment of borrowings Proceeds from borrowings Net cash used in financing activities Net (decrease)/ increase in cash held Cash at beginning of year Cash at the End of Financial Year

15(a)

2019 $

2018 $

5,820,450 (5,276,461) 124 (7,470)

6,755,493 (6,453,372) 822 (5,177)

_________ 536,643

_________ 297,826

_________

11,000 (63,558) _________ (52,558)

7,554 (162,335) (32,500) _________ (187,281)

_________

(103,243) ________ (103,243) ________ 380,842 63,274 _________ 444,116 _________

(199,969) 36,800 ________ (163,169) ________ (52,624) 115,898 _________ 63,274 _________

Notes to the Financial Statements Notes To The Financial Statements For The Financial Year Ended 30 June 2019 Note 1. Summary of Significant Accounting Policies The consolidated financial statements and notes represent those of YC Group Australia Limited and controlled entities (the ‘consolidated group’ or ‘group’). YC Group Australia Limited is incorporated and domiciled in New South Wales, Australia. YC Group Australia Limited is a company limited by guarantee. Basis of Preparation These general purpose financial statements have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and interpretations issued by the Australian Accounting Standards Board (‘AASB’), the Australian Charities and Non-for-profits Act 2012 and associated regulations and the Australian Charities and Not-for-profit Commission Act 2012, as appropriate for non-for-profit oriented entities. The financial statements, except for the cash flow information have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise. Accounting Policies (a) Principals of Consolidation The consolidated financial statements incorporated the assets, liabilities and results of entities controlled by YC Group Australia Limited at the end of the reporting period. A controlled entity is any entity over which YC Group Australia Limited has power to govern the financial and operating policies so as to obtain benefits from its activities. In preparing the consolidated financial statements, all intra-group balances and transactions between entities in the consolidated group have been eliminated in full on consolidation. A list of controlled entities is contained in Note 17 to the financial statements. (b) Revenue Non-reciprocal grant revenue is recognised in the statement of comprehensive income when the entity obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably. If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied. When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the grant is recognised as income on receipt.

Notes to the Financial Statements Continued Note 1. Summary of Significant Accounting Policies (contâ&#x20AC;&#x2122;d) (a) Revenue (contâ&#x20AC;&#x2122;d) YC Group Australia Limited and its controlled entities receives non-reciprocal contributions of assets from the government and other parties for zero or a nominal value. These assets are recognised at fair value on the date of acquisition in the statement of financial position, with a corresponding amount of income recognised in the statement of comprehensive income. Donations and bequests are recognised as revenue when received. Interest revenue is recognised using the effective interest rate method, which for floating rate financial assets is the rate inherent in the instrument. Dividend revenue is recognised when the right to receive a dividend has been established. Revenue from rendering a service is recognised upon delivery of that service to the customers. All revenue is stated net of the amount of goods and services tax (GST). (b) Income Tax As the company is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended it is exempt from paying income tax. The company is endorsed as a Public Benevolent Institution and has been granted FBT exemption and GST concession. These will remain in force until there is a change in the objective of the organization or a change in relevant legislation. (c) Property, Plant and Equipment Each class of property, plant and equipment is carried at cost or fair value as indicated, less, where applicable, accumulated depreciation and impairment losses. Leasehold Improvements Leasehold improvements are shown at cost or fair vale. Leasehold improvements carried at fair value are periodic reviewed by the directors annually, less subsequent depreciation and impairment of the buildings. The valuations are undertaken more frequently if there is a material change in the fair value relative to the carrying amount Plant and Equipment Plant and equipment are measured on the cost basis and are therefore carried at cost less accumulated depreciation and accumulated impairment losses. In the event the carrying amount of plant and equipment is greater than its estimated recoverable amount, the carrying amount is written down immediately to the estimated recoverable amount and impairment losses are recognised either in profit or loss or as a revaluation decrease if the impairment losses relate to a re-valued asset. A formal assessment of recoverable amount is made when the impairment indicators are present (refer to note 1(e) for details of impairment..Plant and equipment that have been contributed at no cost are recognised at the fair value of the asset at the date it is acquired. Increases in the carrying amount arising on revaluation of property are recognised in other comprehensive income and accumulated in the revaluation surplus in equity. Revaluation decreases that offset previous increases of the same class of assets shall be recognised in other comprehensive income under the heading of revaluation surplus. All other decreases are recognised in profit and loss As the revalued property are depreciated the difference between depreciation recognised in the Statement of Comprehensive Income, which is based on the revalued carrying amount of the asset, and the depreciation based on the assetâ&#x20AC;&#x2122;s original cost is transferred from the revaluation surplus to retained earnings.

Depreciation The depreciable amount of all fixed assets, including buildings and capitalised lease assets but excluding freehold land, is depreciated on a straight- line basis over the assetâ&#x20AC;&#x2122;s useful life to the entity commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements. The depreciation rates used for each class of depreciable assets are: Class of Fixed Asset Leasehold improvements Motor vehicle Plant and equipment Furniture and fittings

Depreciation Rate 20% 20% 30% 20%

The assets' residual values and useful lives are reviewed, and adjusted if appropriate, at end of each reporting period. Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are recognised in profit or loss in the period in which they arise. When re-valued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings. (d) Leases Leases of fixed assets, where substantially all the risks and benefits incidental to the ownership of the asset (but not the legal ownership) that are transferred to the entity, are classified as finance leases. Finance leases are capitalised, recognising an asset and a liability equal to the present value of the minimum lease payments, including any guaranteed residual values. (f) Leases Leased assets are depreciated on a straight-line basis over their estimated useful lives where it is likely that the entity will obtain ownership of the asset. Lease payments are allocated between the reduction of the lease liability and the lease interest expense for the period. Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor, are recognised as expenses on a straight line basis over the lease term. Lease incentives under operating leases are recognised as a liability and amortised on a straight line basis over the life of the lease term. (d) Financial Instruments Recognition Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets, this is equivalent to the date that the company commits itself to either purchase or sells the asset. Financial instruments are initially measured at fair value plus transaction costs except where the instrument is classified at â&#x20AC;&#x153;fair value through profit and lossâ&#x20AC;? in which case transaction costs are expensed to profit or loss immediately. Non-derivative financial liabilities are recognised at amortised cost, comprising original debt less principal payments and amortisation. Where there is an unconditional right to defer settlement of the liability for at least 12 months after the reporting date, the loans and borrowings are classified as non-current. Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised.

Notes to the Financial Statements Continued (e) Impairment of Assets At the end of each reporting period, the entity assesses whether there is any indication that an asset may be impaired. If such indication exists, an impairment test is carried out on the asset by comparing the recoverable amount if an asset, being the higher of the asset’s fair value less costs to sell and value in use, to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in profit and loss, unless the asset is carried at a re-valued amount in accordance with another Standard (e.g. in accordance with the revaluation model in AASB 116). Any impairment or loss of a re- valued asset is treated as a revaluation decrease in accordance with that other standard. Where it is not possible to estimate the recoverable amount of an individual asset, the entity estimates the recoverable amount of the cash-generating unit to which the asset belongs. Impairment testing is performed annually for goodwill and intangible assets with indefinite lives. (f) Employee Benefits Provision is made for the company’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid when the liability is settled. Employee benefits payable later than one year have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may not satisfy vesting requirements. Those cash outflows are discounted using market yields on national government bonds with terms to maturity that match the expected timing of cash flows. (g) Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at-call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short-term borrowings in current liabilities on the statement of financial position. (h) Trade and Other Receivables Trade and other receivables include amounts due from members as well as amounts receivable from customers for goods sold in ordinary course of business. Receivables expected to be collected within 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non-current assets. Trade and other receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest rate method, less any provision for impairment. Refer to note 1(f) for further discussion on the determination of impairment losses. (i) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office (ATO). Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or payables in the statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers or payments to suppliers.

(j) Comparative Figures When required by accounting standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year. (k) Trade and Other Payables Trade and other payables represent the liabilities for goods and services received by the company during the reporting period that remain unpaid at the end of the reporting period. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability. (l) Critical Accounting Estimates and Judgements Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the entity and that are believed to be reasonable under the circumstances. Economic dependence The Group receives a substantial contribution of revenue from the government departments and agencies to operate the company. As the date of this report, the directors have no reason to believe the government will not continue to support clients of Group. Estimation of useful lives of assets The Group determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other events. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down. Employee benefits provision The liability for employee benefits expects to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account. (m) Commitments and Contingencies In the ordinary course of business, the company provides guarantee and committed to continue to repay liabilities of its subsidiaries including, but not limited to, the interest on bank overdraft facilities.

Notes to the Financial Statements Continued 2019 $

2018 $

Note 2. Revenue 3,818,267 870,327 782,848 194,407 124 _________ 5,665,973 _________

5,751,310 18,000 29,634 851,659 19,482 248,074 882 _________ 6,919,041 _________

Depreciation and amortisation

137,917 _________

264,098 _________

Loss on sale Impairment of Goodwill

67,788 32,500 _________

_________

7,469 _________

5,177 _________

782,848 (75,000) 64,017 _________

851,659 75,000 74,566 _________

2,541 446,271 _________ 448,812 _________

2,916 60,567 _________ 63,513 _________

Revenue received from government grants Incentives received Revenue services, rebates and recoveries Revenue from services received in-kind Donations Other income Interest received Total Revenue

Note 3. Profit from Ordinary Activities

Finance Costs -Interest

Services received in-kind Provision for bad debts Bad Debts Expense

Note 4. Cash and Cash Equivalents Cash on hand Cash at bank

Notes To The Financial Statements Notes To The Financial Statements For The Year Ended 30 June 2019

2019 $ Note 5.

2018 $

Trade and Other Receivables

Trade debtors Bonds Other debtors Less: provision for bad debts

1,44,630 17,568 1,738 _________ 163,936 _________

808,247 17,119 217,768 (75,000) _________ 968,134 _________

_________ _________

32,500 _________ 32,500 _________

2,657,000 320,858 (635,621) _________ 2,342,237 _________

2,657,000 337,886 (559,744) _________ 2,435,143 _________

Plant and equipment – at cost Less accumulated depreciation

605,572 (489,249) _________ 116,323 _________

618,342 (484,563) _________ 133,779 _________

Motor vehicle – at cost Less accumulated depreciation

424,687 (324,123) _________ 100,564 _________ 2,559,124 _________

435,380 (292,030) _________ 143,350 _________ 2,712,272 _________

Note 6.

Goodwill

Note 7.

Property, Plant & Equipment

Leasehold improvements - at directors’ valuation Leasehold improvements – at cost Less accumulated depreciation

Notes to the Financial Statements Continued Note 7. Property, Plant & Equipment (contâ&#x20AC;&#x2122;d) The leasehold improvements at Green Central, Kariong were valued by the directors on 30 June 2016. Movements in Carrying Amounts Movement in the carrying amount for each class of property, plant and equipment between the beginning and the end of the current financial year.

Leasehold Improvementat directors valuation

Plant & Equipmentat cost

Motor vehicleat cost

Balance at beginning of year

2,435,143

133,779

143,350

2,712,272

Additions

1,451

48,045

14,062

63,558

Disposals/ Transfers-

(16,289)

(21,290)

(41,210)

(78,789)

Depreciation expense

(78,068)

(44,211)

(15,638)

(137,917)

Carrying amount at the end of the year

2,342,237

116,323

100,564

2,559,124

2019 $

Total

2018 $

Note 8. Payables Trade payables Other payables and accruals GST payable Loan â&#x20AC;&#x201C; Ngaruki Gulgul Limited

Note 9. Employee Benefits Current: Annual leave Long service leave

Non-Current: Annual leave Long service leave

46,538 107,005 55,843 _________ 209,386 _________

287,506 138,433 62,273 69,490 _________ 557,702 _________

77,675 23,458 _________ 101,133 _________

145,017 27,252 _________ 172,269 _________

20,626 16,547 _________ 37,173 _________

37,946 42,787 _________ 80,733 _________

2019 $ Note 10.

Borrowings

Current: Credit Cards Hire purchase liabilities (a)

Non-Current: Hire purchase liabilities (a)

(a) Finance is secured over the assets Note 11.

2018 $

4,696 37,185 _________ 41,881 _________

239 28,999 _________ 29,238 _________

41,193 _________ 41,193 _________

82,393 _________ 82,393 _________

515,573 _________ 515,573 _________

457,562 _________ 457,562 _________

Other Liabilities

Current: Funding received in advance

Note 12. Capital Commitments For Expenditure At the date of this report the Group had not entered into any contracts for capital expenditure. Note 13. Related Party Disclosures The directors have not acquired any goods or services from the Group during the year and if they were to do so, any goods or services received would be on the same terms and conditions available to the Groupâ&#x20AC;&#x2122;s customers and clients. The directors if Group during the year were

Ali Akbaria Patrick Lewis Elizabeth Spooner Karen Ridge Thomas Michael Blanchflower Peter Alward Kevin Spiteri Belinda Neal

Chair Secretary (Resigned 30 November 2018) Director (Resigned 22 July 2018) Director (Resigned 3 July 2019) Director Director Director Director (Appointed 25 October 2019)

Aggregate income received or due and receivable by the directors of the Group from the Group

Nil _________

Notes to the Financial Statements Continued 2019 $

2018 $

Note 14. Key Management Personnel Disclosures The aggregate compensation made to responsible persons and other members of key management personnel is set out below; Key Management Personnel remuneration

Note 15.

448.933 _________

371,342 _________

Cash Flow Information

(a) Reconciliation of Cash Cash at the end of the financial year as shown in the statements of cash flows is reconciled to items in the statements of financial position as follows. Cash on hand Cash at bank Credit cards Balance as per statement of cash flows

.2,541 446,271 (4,696) _________ 444,116 _________

2,916 60,597 (239) _________ 63,274 _________

(b) Reconciliation of net cash provided by operating activities to operating profit after income tax. Operating profit/(loss) for the year Non-cash flows in profit from ordinary activities

(236,815)

21,542

Depreciation and amortisation Loss on sale of non-current assets Movement in provision for bad debt Impairment of Goodwill Changes in net assets and liabilities (Increase)/decrease in trade and other receivables (Increase)/decrease in prepayments and inventory Increase/(decrease) in trade and other payables Increase/(decrease) in employee benefits Increase/(decrease) in other liabilities

137,917 67,788 (75,000) 32,500

264,098 75,000 -

879,185 66,341 (278,826) (114,696) 58,012 _________ 536,404 _________

(162,666) 10,866 92,494 7,607 (11,115) _________ 297,826 _________

Nil _________

Net cash used in operating activities

Aggregate income received or due and receivable by the directors of the Group from the Group

Note 16. Events Occurring After The Reporting Date The Group after year end commenced offering Supported Independent Living services for our Abilities participants. The Group will be expanding this service to our Abilities participants over the next twelve months and into the future. Other than the new service mentioned above, the Directors are not aware of any significant events since the end of the reporting period. Note 17 Controlled Entities Controlled Entities Consolidated Subsidiaries of YC Group Australia Limited - YC Industry Link Pty Ltd - YG Enterprises Pty Ltd - Youthconnections.com.au - BISEE Pty Ltd - All Things Finance Pty Ltd - The Skills Generator Limited - Australian Landscapes Pty Ltd Note 18 Company Details The registered office, and principal place of business, of the company is: Green Central Gate 1 Kangoo Road Kariong NSW 2250

Directors Declaration In accordance with a resolution of the directors of YC Group Australia Limited and controlled entities made pursuant to Section 60.15 of the Australian Charities and Not-for-profits Regulations 2013, the directors of the company declare that: 1.

The financial statements and notes, as set out on pages 6 to 21, are in accordance with the Australian Charities and Not-for-profits Commission Act 2012: (a) comply with Australian Accounting Standards- Reduced Disclosure Requirements; and (b) give a true and fair view of the financial position as at 30 June 2019 and of its performance for the year ended on that date. 2. In the directorsâ&#x20AC;&#x2122; opinion there are reasonable grounds to believe that the consolidated group will be able to pay its debts as and when they become due and payable.

Director

Dated:

Director

Independent Audit Report Independent Audit Report to The Members Of YC Group Australia Limited and Controlled Entities Report on the Audit of the Financial Report We have audited the financial report of YC Group Australia Limited and controlled entities, which comprises the statement of financial position as at 30 June 2019 and the statement of profit or loss and comprehensive income, statement of changes in members funds and cash flows statement for the year ended on that date, notes comprising a summary of significant accounting policies and other explanatory information, and the directors’ declaration. In our opinion, the accompanying financial report of YC Group Australia Limited has been prepared in accordance with Division 60 of the Australian Charities and Not-for-profits Commission act 2012,including: (i) giving a true and fair view of the registered entity’s financial position as at 30 June 2019 and of its financial performance for the year then ended; and (ii) complying with Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Regulation 2013. Basis for Opinion We conducted our in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the registered entity in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110: Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other Information Those directors are responsible for the other information. The other information comprises the information included in the group’s annual report for the year ended 30 June 2019, but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Independent Audit Report Continued Responsibilities of the Directors for the Financial Report The directors of the Group are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Act 2012 and for such internal control as the directors determine is necessary to enable the preparation of the financial report that gives a true and fair view and is free from material misstatement, whether due to fraud, or error. In preparing the financial report, the directors are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the registered entity or to cease operations, or have no realistic alternative but to do so. The directors are responsible for overseeing the company’s financial reporting process. Auditor’s Responsibilities for the Audit of the Financial Report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: - Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than one from error, as fraud \ may involve collusion, forgery, intentional omissions, misrepresentations, or the override of \ internal control - Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the registered entity’s internal control. - Evaluate the effectiveness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. - Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the registered entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the registered entity to cease to continue as a going concern. - Evaluate the overall presentation, structure and content of the financial report, including the disclosures and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

FORTUNITY ASSURANCE

T R Davidson Partner 155 The Entrance Road ERINA NSW

Liability limited by a scheme approved under Professional Standards Legislation 69

www.ycgroup.com.au 02 43 46 11 11 info@ycgroup.com.au www.ycgroup.com.au

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