Our Story

Hope Ventures

Brisbane CityCare, as it was known then, was trusted by the community, local councils and corporate partners as a reliable and passionate care service, delivering practical support, substantial job readiness programs, counselling and support, drug and alcohol rehabilitation services and other responses to local needs. Now supporting individuals right across South East Queensland and beyond, this same passion to help people to find hope for their own future drives us every day. As well as supporting those in crisis, we additionally focus on helping people to build their individual resilience early, preventing crisis from happening in the first place. We are trusted by children, parents, schools, couples, governments, churches, businesses and local communities to help instill hope for the future.

We are about more than just good intentions. A hope venture is informed by research and evidence, delivers high impact for reasonable investment, and has meaningful outcomes. Our ventures have a lasting impact and are sustainably reliable for the communities they support. While we are proud of what we’re doing, we know there is more to be done. We are widening our footprint and partnering with businesses, government and communities to make our ventures more accessible to those who need them. Our mission is clear… we bring hope for the future.

Strategic Plan:

Our Mission

Hope Ventures exists to build resilience in families and communities through ventures that empower individuals, equip vulnerable families and engage communities... because people matter

Our Values

  • We engage early
  • We help and do not harm
  • We partner for outcomes
  • We are ethical, open and accountable.
  • We grow through continuous improvement accountable

Our Priorities

Children and families are given the tools they need to thrive

Our Strategies

  • We continue to deliver and expand Mimi’s House to new sites and support more children.
  • We expand our evidence-based family support offerings.
  • We continue to deliver and expand our domestic and family violence prevention programs (including Circuit Breaker) to reach more people.
  • We explore program integration and ‘wraparound’ support for families facing complex needs, focusing on individualised impact.
  • We distill ‘what works’ in our programs and trial new program types.

Our Measures

  • Number of individuals and families engaged by programs
  • New programs
  • Year on year growth of service footprint (by population and impact)
  • Regular regional needs analysis
  • Commence use of recognised impact measurement tool

We support healing and inclusion for Aboriginal and Torres Strait Islander people, new arrivals and minority communities

Our Strategies

  • Our people are supported on their cultural journey in understanding the reconciliation journey
  • We build strategic partnerships with local Aboriginal and/or Torres Strait Islander communities or community-controlled organisations.
  • We are led by the voices of First Nation Australians regarding our role in reconciliation and healing.
  • We build strategic partnerships with local migrant support
    services.

Our Measures

  • Cultural awareness/immersion training
  • Development of Reconciliation Action Plan
  • Local partnership agreements/arrangements with Aboriginal and/or community-controlled organisations
  • Local partnership agreements/arrangements with settlement support services

We are known as a reliable and trusted partner

Our Strategies

  • We cultivate strategic partnerships with government stakeholders and philanthropists.
  • We are at the table where local issues are being explored.
  • We co-respond to need with our key partner, the Hope Centre International group.
  • We communicate our stories well
  • We provide opportunities for the community to partner
  • We are responsive to emergent needs in sustainable ways
  • We measure benefits and impact and use contemporary,
    recognized tools to do this.

Our Measures

  • Regular stakeholder analysis
  • Partnership agreements/arrangements with other community groups
  • Communication and engagement plan developed and executed
  • Number of fundraising/community facing campaigns/events
  • Number of short-term projects/initiatives delivered
  • Number of stakeholder engagements/local community group memberships
  • Development of information management strategy/system

Our organisation and our people thrive

Our Strategies

  • We offer flexible and rewarding employment experiences.
  • We have a pipeline for prospective new staff
  • We continue to expand our resourcing models and operate in a financially sustainable way.
  • We invest sensibly in data and information systems that help us to understand our impact.
  • We continue to meet and exceed all of our regulatory responsibilities.

Our Measures

  • Year on year surplus growth
  • Increased diversity of income
  • Feasibility assessment of vocational education partnership with Hope Academy or Alpha Crucis college.
  • High staff retention rate
  • Governance systems are contemporary and risks are reported and managed
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