CCF Annual Report 2016/17 Financial Year | Page 12

2016/17 Annual Report
Internally, we have restructured the CCF business over
the last few years to a point where there is a need to re-
state roles, responsibilities and key performance indicators
that are measurable; and transition the organisation into
a specialised functional business model, i.e. Training
Commercial & Finance and Sales & Marketing.
The recommendations emanating from this review are
now being actioned, with key appointments being made.
This will see the CCF business transition into a new service
delivery model. At the very heart of this restructure is the
aim to ensure we remain relevant and continue to provide
value for your CCF membership.
MEMBERSHIP
As of 30 June 2017, our CCF membership numbers are
386 Contractors and 120 Associates. This represents a
change of -3% and 2% respectively over the last 12-month
period.
Our “Buddy-Up” membership recruitment campaign
offering significant discounts and incentives for
introducing new members was initiated in May 2017 with
limited success.
This result represents the strong focus by CCF staff
on performance delivery with the shortfall in revenue
of 4%, offset by cost savings of 5% against income and
expenditure budgets set.
Funded training and revenue derived through Civil
Train operations significantly increased over the last
12 month period, while 90-day debtors in excess of
$174,786, membership fees and CMS income; continue
to be a major concern for operations. The reduction in
cash holding and reserves is a result of expenditure on
the new Notting Hill office fit out with Branch Investments
of $799,924 conducted in accordance with CCF Victoria
Branch Constitution/Rules.
STAFF
During the past 12 months, we welcomed our new RTO
Administrator, Judy Armer, and said farewell to OH&S
Field Officer, Lucinda Bourke and RTO Administrators
Brent Greub and Rajnish Parmer.
We welcome Judy to the CCF team and thank Lucinda,
Brent and Rajnish for their contribution to CCF, and wish
them every success in their future career endeavours.
SOCIAL RESPONSIBILITY STRATEGY
In November 2016, CCF Victoria launched its Social
Responsibility Strategy.
With the introduction of a new Sales & Marketing
function in 3Q 2017 to support the launch of our new
CivFast product (see page 35), activities will be extended
to include the attraction and retention of CCF members
as well as drive our new Membership Loyalty program
to be launched with 2017/18 membership renewals. This
program will include vouchers providing thousands of
dollars in savings.
FINANCIAL POSITION
CCF’s principal activities resulted in a trading profit for
the last year of $50,516 which is a significant increase on
last year’s result (2016 profit of $23,571).
Cash balances during the year have decreased
from $1,602,324 to $893,293 after the acquisition and
settlement of our new Nottinghill Training and Operations
facility.
The objective of this strategy is to raise the profile
of CCF’s corporate responsibility and community
work through the alignment and partnering with key
organisations tackling social and economic issues within
our broader community.
Our premise is that INVESTMENT and ENGAGEMENT
equals IMPROVEMENT.
With a focus on Men’s Health,
CCF entered into a community
partnering
arrangement
with
the Life Again Foundation, which
was established by former AFL
Premiership player, Gareth Andrews.
Life Again’s primary objective is to
inspire and connect men through
times of change including substantial challenges such as
career transition, dissatisfaction, divorce, loss, financial
pressures, low self-esteem, and the general malaise of
our fast-paced modern lives. It is through meaningful
connections, men can be supported positively through
these periods of change.
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