Page 18 - CCNB Annual Report 2022

Our
People
The importance of staff learning and development, as well as career progression and succession planning, was a key priority for CCNB during 2021-22.
The 2021-22 year was a year that required an enormous amount of flexibility from staff. Not only were they adapting to working from home while they continued to support customers during the pandemic, but they were transitioning from individual case management to a 'team' model. This new model ensured customers were better supported by a 'team' of people who were familiar with their case, rather than being reliant on one person.
In addition, we farewelled our outgoing CEO, Gary Jacobson, who had provided wonderful service across a number of years, and welcomed our incoming CEO, Karen (Kaz) Dawson.
As is the case for many organisations during a period of adjustment, we experienced significant movement in our workforce over the past year, fueled also by the pandemic. Several staff decided it was time for personal or career change and we supported and thanked outgoing staff, while welcoming many newcomers to our fold.
Staff Training on Mental Health Education and Support Services
Staff were supported through the pandemic with mental health education and training programs, including Mental Health First Aid (MHFA) which was offered to all employees and managers in September 2021.
The aim of the course was to equip the CCNB team with resources to support colleagues and family with mental ill health.
23 employees gained MHFA accreditation for community use and; 7 managers gained MHFA accreditation for the workplace
Internal Career Progression and Succession Planning
While CCNB has a relatively flat structure, a number of employees embraced the opportunity to further their careers through horizontal progression. In 2021-22:
5 employees transitioned to new roles in different teams, enhancing their skills and;
1 new employee was hired after completing her student placement at CCNB
18