Board president Claire Goodman reported on the outcomes accomplished over the previous financial year, marked by strengthened partnerships and continued growth.
An independent survey found 85 per cent of clients were satisfied with the service overall, and standout scores were recorded in empowerment and inclusion.
Point Heard was also contracted to conduct in-depth interviews with clients, with feedback used to improve communication within the organisation.
Dr Goodman acknowledged the Echuca-Moama community’s support, highlighting the 177 per cent participation increase for the Run Echuca Moama event.
The record 617 participants raised over $50,000 for the Opening Doors Project, while the 17th annual CLRS Fundraising Dinner raised more than $83,000.
In total, the cumulative amount raised from the annual dinner has now surpassed $1 million, which Dr Goodman said was a testament to the community’s generosity.
Six direct support professionals were supported by CLRS to complete higher-education training this year.
Three quarters of the organisation’s DSPs now hold tertiary qualifications, which was recognised as a testament to a culture built on skill and inclusion.
The organisation recorded a surplus of $1.31 million this year, a decrease of around $300,000 from the previous year, attributed to workforce shortages and rising operational costs.
A new strategic framework was also launched on the night of the AGM, set to guide the organisation until 2030.
Along with the launch, the 2021 to 2024 strategic plan was reported on, which highlighted positive results.
The majority of CLRS staff now have stable employment, with a 20 per cent rise in permanent positions to combat workforce casualisation.
A large majority of workers now hold tertiary qualifications, and the organisation reported high levels of job satisfaction that were above industry standards.
Cash surplus has increased by around $4 million over four years, and borrowings have reduced by nearly $1 million.
CLRS increased its percentage of staff delivering direct support to clients, and around 5000 hours of employee training was undertaken.
The new framework looks to build on these achievements, and has outlined four strategic priorities for the coming years.
Its focus includes embracing a culture of participation, valuing community engagement, recognising staff members for their essential role with clients, and to strengthen the organisation’s role in advancing disability inclusion.
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